1. Building Stronger Families A Joint Investment and Innovation Approach Joan Beck Director – Adults and Communities Directorate Doncaster MBC

2. Building Stronger Families A Joint Investment and Innovation Approach Shane Hayward–Giles Assistant Director for Modernisation and Commissioning Doncaster MBC

3. Objectives for this session To focus on why strong families matter - at national level and in Doncaster To outline the Doncaster approach – system reform to join up investment, innovation and delivery To discuss parallels with our Social Care journey – what value can we offer and gain here?

4. Why Troubled Families matter “Stable, healthy families are at the heart of strong societies. It is within the family environment that an individual’s physical, emotional and psychological development occurs. It is from our family that we learn unconditional love, we understand right from wrong, and we gain empathy, respect and self- regulation. These qualities enable us to engage positively at school, at work and in society in general. Centre for Social Justice – Green Paper on the family

5. ‘Troubled Families’ – a Coalition Government priority ‘Troubled Families Unit’ and Payment by Results programme Prime Minister David Cameron has said he will put "rocket boosters" under efforts to turn round 120,000 troubled families in the wake of recent rioting. Mr Cameron said bureaucracy had "held back" this work, and promised to "clear away the red tape". (bbc.co.uk) England riots: Cameron to boost troubled-families plans Test a new way of working with families with complex needs..

6. System reform: The problem we need to solve Multiple assessments, outcomes, outputs, plans, key workers, performance reporting systems, costs, workers...... Bureaucracy overload! No overall coordination or ‘trouble - shooting’ role. Families on the receiving end, disempowered, overwhelmed. Schools Health Services Welfare to Work Social Landlords Welfare rights/debt advice Anti Social behaviour/Y OT Adult Social Care Drugs and alcohol services Children’s services Probation Jobcentre Plus Sound familiar?

7. Our operating model: One Family, One Worker, One Plan But…. How does commissioning work in this context? How do services become responsive to this integrated model? How do you really give the family and worker real power, choice and voice?

8. Our approach – Joint Investment and Innovation Joint Investment and Innovation Group Commissioners and providers Creating the conditions for a Joint Investment approach Who commissions the big resources to deal with causes and effects? A broad church! Who has a performance and £ stake? Who knows and reviews what works? Who deploys them on the ground?

9. Development Process Immediate mobilisation issues Preparing for a joint investment approach Embedding and extending the approach Short termMedium term Long term Develop clear ‘as is’ toolkit of services? Provider awareness of the programme Publish toolkit and access routes Quick wins Innovation Fund Develop clear ‘as is’ toolkit of services? Provider awareness of the programme Publish toolkit and access routes Quick wins Innovation Fund Capacity to track demand reduction, outcomes and spend Evaluation Direct ‘real time’ line of sight to delivery. Capacity to track demand reduction, outcomes and spend Evaluation Direct ‘real time’ line of sight to delivery. Investment shifts and agreements Focus on prevention Beyond complex families? Consider a permanent joint investment capacity? Investment shifts and agreements Focus on prevention Beyond complex families? Consider a permanent joint investment capacity?

10. Scaling and sustaining the approach – creating a virtuous cycle Building Stronger Families £ is catalyst for testing system change Whole Family Assessments Joint performance mgt system Intensive key worker capacity Workforce development Innovation fund quick wins Effective joint delivery reduces demand for acute interventions. ‘Cashable’ and ‘non cashable’ savings Enables joint investment discussions about scaling up and investing in prevention Scaled investment in system reform, prevention & ‘what works’

12. How can adult social care’s experience help? Single worker Tackling shared public service priorities/challenges Managing key interfaces between services Developing provider markets Integrating the workforce Developing the role of communities and self help Changing the way the money works And more fundamentally… Developing user empowerment, independence, choice Empowering the front line & support worker/advocacy role Could personalised (family) budgets be the end game?

13. Discussion topics? What of public service practice has (inadvertently) supported the development of ‘troubled families’? What of the adult social care journey to our present practice would support thinking and response to ‘Troubled Families’? Do we think these families could ultimately take control of their own services and budgets?