Connecting Families Worcestershire

1. Connecting FamiliesWorcestershire

2. Connecting Families – what is it? • A whole system response in overcoming challenges that prevent/delay positive outcomes for children & families • Focus on prevention and recovery to help families thrive • Builds on and ‘adds value’ existing good practice seen within Stronger Families and other similar models of inter-agency working (e.g. Locality working in Redditch)

3. Connecting Families – what is it? Underpinning principles/factors: • Preventative and community resilience work is crucial in sustaining long term change • Better utilisation of assets forms an essential part of the solution to build stronger neighbourhoods • Information, advice and support to families is essential • Thinking/acting family and joining up work with adults and children is crucial in improving outcomes • Systemic solutions to remove duplication & repetition, develop a customer centric system, prevent and meet demand with reduced resources.

4. Connecting Families - Redditch • Opportunity to challenge / test different ‘whole system’ approach in one defined area of Worcestershire • Solutions need to be transferable to all areas and include support to individuals (e.g. single adult households) Why Redditch? • Builds on existing locality working model • Borough Council own housing stock and run WCC funded early help services • Appetite for real change

5. What are the key challenges? • Continued rise in demand on social care • Areas of concerns within health e.g. disproportionate A&E visits of young people with drug/alcohol misuse • Reduction in resources across the public sector • Collective understanding/use of need and demand information across public sector • Lack of robust cost benefit analysis to support decision making • Individual service/organisation response to managing demand = duplication/repetition of effort and lack of sustainable change e.g. if Stronger Families funding stopped what would happen?

6. Success measures What would success look like? • reduction of rent arrears • improved school attendance and school readiness • reduction in dependency on benefit • reduction in demand on specialist services (social care and health) • improved mental health and well-being (children and adults) • reduction in anti-social behaviour/crime inc.domestic violence • increased young people who are in education, employment or training • reduce family debt and improve management of household finances • Reduce workless households • Reduce drug and alcohol dependency • Improved community well-being and resilience • reduction in health inequalities • improved cost benefit analysis and quantifiable reduction in spend * Measures in bold will be used in the Transformation Challenge Award cost benefit analysis

7. So what does this mean? In practice it could mean: • Changing the way some services are delivered/commissioned • Implement an integrated service design, pooled budgets, common systems (e.g. assessments / IT, needs identification), integrated team delivery and management (shared property) However, don’t jump to solution until we: • Quantify challenges across the system (outcomes, financials) • Conduct a function analysis across services to identify common practice, duplication, repetition • Refine scope – what’s in and out • Cost benefit analysis – ‘as is’ and then ‘to be’ • Review business processes, property, IT, info sharing, needs identification

8. What do we need to do now? • Political and/or senior officer sign up to ethos, principles and practicalities of Connecting Families • Leadership is crucial in driving change • Better understand change agendas across the public sector – seek opportunities for join up and areas which need be out of scope • Allocate £40K of partnership resource (currently assigned to ChS) to help facilitate thinking and drive change • Agree how this could be best used? System thinking workshops? Project co-ordination?

9. Transformation Challenge Award • Invited to bid for some funding (£1million)15/16 to add value to Connecting Families proposals • Closing date 5pm on 1st October 2014. • Opportunity to introduce/test an integrated locality team using additional resources – whilst re-modelling base resources to sustain team longer term • Opportunity to create short term additional capacity to drive forward change

10. Structure of TCA bids • Strategic case • Financial case • Economic case • Commercial case • Management case • Objectives • Rationale • Wider aims • Financial impact • Funding • Additionality • Economic impact • Wider benefits • Delivery model • Providers • Contracts • Governance • Timescales • Risks CBA tool

11. The CBA model • Costs • Capital • Revenue • In Kind • Economic Case • Net Present Public Value • Value for Money Benefit Cost Ratio Cost Benefit Analysis Tool • Outcomes • Need • Engagement • Impact • Deadweight • Lag and drop-off • Financial Case • Net Present Budget Impact • Financial return on investment • Payback period Cashabilityassumptions • Expected to use tool as part of bid – opportunity to adopt across organisations