A new way forward – getting from concept to delivery

Breakout session

22 May 2012

Chris MarshRachel Flood

Tracy Fishwick

Objectives

To explore together…

• What have we really learnt about what works?

• How good did we get at doing it at scale?

• What is the new capacity we need to create?

• Some Inclusion North West ‘top tips’ for making it happen on the ground…

‘The new world’: The national focus on joint investment and delivery for ‘complex’ issues

13 ‘Total Place’ Pilots

Sector Led

Counting, Customer,Culture

‘Place Based Budgets’ Local Integrated Service pilots

Coalition Programme focus on new model for families

Community Budgets

16 Pilots

Complex Families

October 2010Spending Review

May 2010 Emergency Budget

2009

Extended to 75 more places4 Whole Place areasNeighbourhood CB areasAll Places by 2013

October 2011

The origins – is joint investment such a new idea?

• At least 30 years of programmes founded on principle of joining up

funding streams and coordinating activity better across policy areas

• Since 2001 more focus on ‘bending mainstream spend’ – but in

practice did we stay in the margins?

• 2007 Sub National Review – clear direction on tackling

worklessness as the ‘end game’

City ChallengeSRB - merging 23 regeneration funding streams

New Commitment to Regeneration Pathfinders

National Strategy for Neighb RenewalLSPs, NRFNDC’s, Neighb Mgt

Local Area Agreements(Funding Blocks, freedoms)Working Neighbourhood Fund/ABG

2005/62001Late 90’s80s/90s

Some (many?)NW areas have seen the lot! Funding Stream / Programme

Area

Pilot

Name

SR

B 1

SR

B 2

SR

B 3

SR

B 4

SR

B 5

SR

B 6

Urb

an

Pro

gra

mm

e

HM

R

Neighb M

gt

Sure S

tart 5

ND

C

EA

Z

ER

DF

/ ES

F

Teenage P

regnancy Initiative

New

Opp F

und Lottery P

rog

NR

F

Health A

ction Zone

Esta

te A

ction

Inner Areas P

rogramm

e

Bury East

Ardwick, Manchester

Cheetham Hill /

Broughton, Mcr/Salford

X X X X X X X X X X X X

St. Mary’s / Coldhurst, Oldham

X X X X

Kirkholt, Rochdale

X X X X X X X

Little Hulton, Salford

X X X X X X X X X X

Winton, Salford X X X X X X X X X X

Brinnington Estate, Stockport

X X

Hattersley, Tameside

X X X X

Partington, Trafford

X X

Norley, Wigan X X

LETS TALK

So what did we really learn about what works?

How good did we get at doing it at scale?

In the new world….

What is the capacity we need to create?

• Access to employment• Transport links• Schools• Decent homes• Housing mix and choice• Quality of environment• Facilities & assets• Access to services• Technology…

Place Management

Outcomes

Individual and family outcomes

PlaceDevelopment

Outcomes

1. To focus on People and Places: The ‘atmosphere’ families live in matters

• Educational attainment• Skills• Employment• Income levels• Health & well being• Teenage pregnancy• Addiction• Family breakdown • Aspirations…..

• Crime and anti social behaviour rates• Public confidence• Cleanliness and use of open spaces• Housing management• Street scene management• Community Cohesion

2. The ability to understand, invest in and tackle the drivers of poverty together – this is in everybody’s interests

Family Breakdown

Economic Dependence Worklessness

Crime and Anti-Social Behaviour

Educational Failure and Low Skills

Debt

Early Years and

Foundation Stage

Mental ill health

Addiction

Teenage Pregnancy

3. The capacity to spot risk and deliver joint early help

Families/individuals/

places whose

needs are met

Families/individuals/places with

one additional need

Families/individuals/places with

multiple needs

Families/individuals/places with

complex needs

Families/individuals/

places

with acute needs

‘Early Help’ to stem the flow of people &

places moving up the threshold.

More focus on self help

(communities and individuals)

4. Value your front liners – workers and communities can change lives.Find them. Empower them. Support them.

REDESIGN, DELIVERY AND SCALABILITY

Inclusion NW ‘Top Tips’

1. Accept we have to go to a level of partnership we’ve never been to….a big leap

Integrated delivery of effective

interventions

Joint Investment

Systems & cultures.

Workforce & community

development.

e.g. TroubledFamilies

2. Get a joint approach to skills and work as the best route out of poverty

3. If employment is the best route out of poverty there must be

- Higher skills and qualifications- Jobs and mobility- Job security – sustained employment is key- A living wage – 50% of children in poverty in a home

where someone is in work - Progression – skills and qualifications are the single

biggest predictor of income AND • Whole system strategies to create the conditions that

support people out of persistent poverty and in to work

Core Team

Day-to-day running

Employment & Training (e.g. providers JCP)

Childcare

Children & Young People services

Debt advice

Housing (e.g. RSLs, local authority)

Basic skills & ESOL support

Employers

Health services

Transport

Community safety

Fire Service

Careers Service

Legal services

Learning

Drug & alcohol services??

Regular, Active Contributors

Supporting agencies

Local variation in:-Who leads - Mix of agencies- Scale of activity- Level of agreement between partners

4. Local ‘real’ integrated teams – everyone is ‘in’

5. Joint goals: Local outcome frameworks that drive joint action, and prioritise work and incomes

Joint intelligence + systems

6: Reform the ‘engine room’

Data sharingResearch & evaluation

FinanceAssessments

ICTIncentives, accountabilities

Workforce, cultures

….. and these might be key areas for Whitehall support

Joint investment and integrated local delivery needs ….

Low

Ref

orm

Hig

h

Low Improved outcomes and reduced demand (£) High

Thematic and agency response

‘Virtual team’

‘Loose Partnership’

model’

‘Tighter Partnerships’

Shared outcomes

Retain separate

teams

Integrated Council Service

Structural Integration with matrix

Shared outcomes and service offer

Integrated systems

Mix of direct and

commissioned delivery

Integrated Partnership

Service/Trust

Key partners structurally

integrated with matrix

Shared outcomes

Pooled (community)

budgets

Integrated support systems

Mix of direct and

commissioned delivery

7. Decide how joined up you should and can be Fully

commissioned service

Clear outcomes and service offer

Key coordination role

Potential for community & Vol sector delivery, mutual, co-op,

social enterprise...

Potential for Social Impact Bond /Private

Sector role

New delivery models

Where we are now

8. Be clear about the route - map

• Get clear about your own system strengths and weaknesses e.g. Clear, detailed and joint ‘whole system’ view of how you work with ‘troubled families’ now

• Get consensus on the things that need to change• Agree a strategic but practical plan to make it happen• Set out a staged approach that people can trust and

learn through

Stakeholderengagement

‘As is’ assessment

Proposals for change

Action Learning

WiderRoll out

Stage 1 – Feb – April 2012 Stage 2 – April 2012 – March 2013

Stage 3 – April 2013 onwards

Evaluation and cost benefit analysis

SO WHAT DOES RADICAL LOOK LIKE?

A Mutual/Co- operative model…?

….bringing interests together like never before..

In all these years…what’s the place we’ve never been to?

Troubled Families Mutual model:

Members, contributions and benefits

Type of member

What they could

contribute?

How they could

benefit?

Key conditions for success

Families/ Service Users

Community Members &

GroupsWorkers

Public Service

Investors

Private Investors

Accessing necessary support. Agreed changes in

behaviour.Fostering whole family support.

Use of own assets.

Volunteering in delivery. Fostering

community support and

understanding of aims.

Mix of relevant delivery resources

Passion, ideas commitment.

Local & professional knowledge.

Delivery resources. Commitment to

support and refer.Operating finance.Enabling support.

Agreements on sharing data.

Investment finance, private sector expertise.

Staff volunteering.Contacts.

Improved outcomes and life

chances. Possible direct

incentives, rewards for

progress.

Improved local quality of life.

Receipt of community’

dividend‘ from savings to public

services.

Increased job satisfaction.

Opportunity to influence strategy and delivery plans.

Possible group rewards.

Improved outcomes and organisational performance.

Reduced demand for acute services.

Reduced costs.

Return on investment (cash

and/or CSR returns).

Philanthropic objectives met.

Positive profile.

• Strong enabling and accountability framework• Space/permission to innovate• Clear access to data (cohort, cost, performance)• Access to expert support and resources• Access to finance and assets• Pro active procurement arrangements.

So.. a few pointers to leave you with

Inclusion NW is happy to help!

Understanding where you are now – your whole system strengths and weaknesses..

A shared view of where you are going and why it will be better..

A supported route map for redesigning services and systems

The capacity to make the change happen.Evaluation so you can tell if it is.

Involving, training and supporting staff

Involving, training and supporting residents, customers

THANK YOU!