TOTAL FAMILY: our ambition for independent and supported families in Lancashire Gail Porter, Programme Director & Malcolm Campbell, Project Manager

Total Family Lancashire-wide approach to: radically improve the resilience, experience, and outcomes of families who access and use services across Lancashire develop collaborative ways of working which are ambitious and inclusive improve the value for money of public services.

Total Family Total Family explores the potential for coordinating services around the needs of family units rather than individuals in order to secure better, long term outcomes, achieve efficiencies and introduce new ways of working.

Findings to date Commitment, skill and enthusiasm In spite of, rather than because of? Duplication Clarification Continuation Evaluation Done to, done with? System-wide and systematic

How does Total Family link with Early Support? Timing and Audience When thinking about supporting a child how different is our response when we consider the wider family circumstances?

Using what we know to shape our future thinking Leadership: Creating a shared focus and ambition for 'independent but supported families' across all public services. Exploring the role of local partnerships in embedding a broader family focus across public services. Being brave in terms of the ‘no new money’ scenario. Value for money: Cutting costs, improving efficiency and effectiveness, adding value Improving performance and financial management frameworks to strengthen the focus on (social and economic) outcomes plus steps to achieve to assess impact and effectiveness. Reviewing commissioning arrangements to strengthen the focus on the opportunities presented by family (rather than just individual) intervention/support - joint commissioning strategies and approaches. Operational planning: How county and district local authority services align with each other (and other public services), and delivery planning for the future. The consistency of data used for service planning across the public sector alongside the longstanding issue of information sharing to target services effectively.

Using what we know to shape our future thinking Workforce design and development: Identifying how knowledge, expertise and systems can be directed to best effect to support the timing, sequencing and coordination of services to families. The opportunity to further enhance collaborative training and development opportunities (and support arrangements). Customer contact and relationship management: The importance of establishing a relationship with families to ensure actions lead to impact. Ensuring users have a voice and a role in the future design and development of services. Reviewing the range of customer contact arrangements open to families and whether these can be targeted more effectively to assist early support.

Next steps Strategic approach, not an initiative 1,000 things 1% better (not 1 thing 1,000% better) 320 – IT and information sharing ‘Working Together’ – 4 districts (Lancaster, Preston, Burnley, Wyre) DWP ESF funding – linking social and economic progress outcomes Workforce development – skills and behaviours