Family Focus Manager’s Development Event

1. Family Focus Manager’s Development Event Quayside Exchange March 10th 2014

2. Managers Roles and Responsibilities

3. Family Focus Liaison Manager. • Each core organisation/service will identify a Family Focus Liaison Manager. • This officer will be of a senior/management level within the organisation. • They will be a single point of contact within their organisation and ensure their organisation is working in accordance with the agreed working principles • Co-ordinate the provision of relevant information for the initial Family Profile;

4. Family Focus Liaison Manager. • Will respond to requests for involvement in a Strengthening Families Panel and attend if appropriate • Select appropriate staff from within their organisation who will be involved in providing key worker support and/or delivering elements of a coordinated package of support for families in line with the Family Agreement • Will ensure appropriate line management provision and supervision is in place in relation to their Family Focus caseload.

5. Family Focus Liaison Manager. The Family Focus Liaison Manager in the Key Worker’s host organisation will be responsible for ensuring that appropriate line management and supervision is in place as suitable for the Key Worker’s caseload. Supervision for Key Workers is crucial to ensure that they are able to fulfil their role, remain confident in their decision making and are able to continue to support families effectively. Key Workers may find themselves working in challenging environments, managing complex and chaotic family situations. The capacity for reflection in securing positive outcomes for families is an essential element of supervision, as is the opportunity to reflect on any personal issues.

6. Children’s Services Localities Manager Within each of the five locality areas there is a Children’s Services Localities Manager. These managers are responsible for: • Chairing the Strengthening Families Panel for their locality and ensuring a lead agency gets assigned to each family where required. • Reporting to the Strengthening Families Board when required and the relevant People Board.

7. Key Worker’s Role • Act as the first point of contact for the family, planning that contact flexibly to meet the family needs. • Build a relationship with each family member based on trust and respect, modelling effective communication and persistent support. • Co-ordinate the multi-agency team around the family to participate in putting together a plan with the family, clearly outlining the sanctions and rewards that are associated with each goal. • Work with the family to support and challenge them towards reaching the Support Plan goals.

8. Key Worker’s Role • • Advocate for the family with other agencies. • Regularly review progress and address barriers to progress in partnership with the multi-agency team. • Support the family to use universal services effectively gradually reducing the intensity of involvement as the family functioning strengthens. • Plan an exit with the family, ensuring ongoing support from relevant services (as necessary) and build in post intervention contact.

9. SUPERVISION “The overall purpose of supervision is to optimise the service to users within the limits of the agency, task, professional knowledge and financial resources” Hughes & Pengally 1997

10. Inputs outcome output process

11. Supervision • Inputs • Process • Output • Outcome

12. Supervision “Style” OR

13. SUPERVISION Should Be A Positive Learning Experience Where • Children’s needs are at the core • Clarity of purpose • Clarity of role • Ownership • Feelings acknowledged/explored • Respect demonstrated • Theory and research known, valued and used WHERE WE ARE HELPED TO AVOID

14. “THE DRAMA TRIANGLE”

15. SUPERVISION Experiential Learning CycleFor Everyone Supervision Involves: • Experiences • Questions • Reflection (feelings, insight) • Conceptualising (Knowledge, attitudes, values) • Planning – action (behavioural skills) • Re-experiencing • More questions • More reflection

16. Some Principles of Good Supervision • Provide people with some autonomy. • Be seen to discipline when appropriate • Recognize and praise. • Keep your temper • Provide feedback as soon as possible • Set workers up to succeed.

17. Experience and Research Evidence and research regarding this area of work suggests there are some critical features that can support improved outcomes for families with multiple problems: • A whole family approach including strengths based family assessments. • Low caseloads • An intensive, flexible response that allows for support outside traditional working hours and is not time limited. (usually 12-18 months)

18. Experience and Research • Robust family agreements and plans that include sanctions and rewards • An ‘assertive’ and ‘persistent’ Key worker role • A Team Around the Family and strong multi agency support to minimise duplication and maximise impact • A focus on improved parenting and the use of evidence based interventions • A process that “grips” the family and multi agency support.

19. Experience and Research • As research continues to inform our thinking about this area of work there are some common messages: • There is a lack of co-ordination between supporting agencies for families with complex needs. • Services do not take into account the wider problems faced by family members • There are polarised engagement processes and approaches to family focused working.

20. Experience and Research  There is often a lack of engagement and support from middle managers  The use of strategic commissioning to embed family focused approaches can often be missing  This work requires practitioners with specialist skills, knowledge and expertise  Effective multi agency governance arrangements are key

21. Experience and Research Effective multi agency governance arrangements are key There are significant barriers to embedding family focused approaches within Adult services  There needs to be a greater focus on whole system change and reform  The role of a Key worker is key for maintaining sustainable improved outcomes

22. Training needs assessment: analysis and planning A successful induction would completes the first stage of training and support for the new worker and would provides the starting point for ongoing learning and development for the key worker.

23. Training Needs • Training needs analysis (TNA) provides direction for the planning of training and development opportunities for the worker. • TNA is a process shared between the line manager and key worker and covers specialist training needs, continuing professional development opportunities and access to accredited training where appropriate. • TNA can also be used as a gateway to further learning opportunities.

24. Specialist Training for Key Workers In March 2010, family intervention managers identified the following categories of training (ranked in order of popularity) as being related to key worker activity: • Mental health related training. • Understanding of other agencies/services. • Theoretical models. • Therapeutic approaches. • Motivational interviewing.

25. Specialist Training for Key Workers • Sexual health. • Safeguarding and domestic violence. • Assessment. • Communication and participation skills. • Challenging behaviour. • Personal safety.

26. Specialist Training for Key Workers • Record keeping including IT systems. • Multi-agency working. • Assertive working. • Housing protocol and legislation. • Supervision and management. • Youth crime and anti-social behaviour. • Plus many others

27. Team/Service/Agency Needs What are the general needs/concerns and training needs for your own : • Team? • Service? • Agency ?