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Supporting Families Pathway Toolkit Event November 22 nd 2012 Chris McLoughlin Service Director, Children’s Safeguarding & Prevention.

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Presentation on theme: "Supporting Families Pathway Toolkit Event November 22 nd 2012 Chris McLoughlin Service Director, Children’s Safeguarding & Prevention."— Presentation transcript:

1 Supporting Families Pathway Toolkit Event November 22 nd 2012 Chris McLoughlin Service Director, Children’s Safeguarding & Prevention

2 What is the Supporting Families Pathway? Transformational process that has changed the way we identify need and offer support to children and families. A way of working that ensures services are coordinated as early as possible to support children and families in Stockport Operates from the ‘front door’ of the Contact Centre CAF & Universal Recommendations made when issues first emerge

3 How has this work been developed? Intensive research and analysis at the Contact Centre to understand how we could better identify issues earlier Data collection Consultation with range of internal and external services Gap analysis The production of a set of recommendations to transform practice

4 How do CAF recommendations work? 1. Practitioner contacting the Contact Centre. If decision- no role for social care - case screened in SFP and CAF recommendation made direct to practitioner and monitored 2. If written notification eg police/ A&E submitted to contact centre following response to an incident where concerns about a child or family raised. Case screened and CAF recommendation made to appropriate service 3. Parent rings contact centre for support: case screened and CAF recommendation made to appropriate service All followed up after 20 working days

5 What has changed? All cases presented at the contact centre, are screened using a multi agency screening tool Structured Step up/down processes via CAF Full time Social Care managers based at Contact Centre Senior Practitioner- CAF Expert at Contact Centre Families are offered tangible support, early in the development of a problem CAF & Universal recommendations made and monitored after 20 working days Chronologies now started as soon as issues emerge. Enables more effective targeting of vulnerable families to reduce escalation

6 Benefits Families offered early help support as soon as issues are identified Reduced ‘waste’ and duplication Enhanced interface between Tier 2 agencies and Childrens Social Care Enhanced multi agency working with GMP, Health Visitors & School Nurses, PVI Sector 12 month period 1500 families screened for early help needs that previously wouldn’t have been ‘on the radar’ Validated nationally as effective emerging practice by Centre for Excellence & Outcomes (C4EO)

7 Toolkit Share learning and resources with other areas Inform social work and educational degree programmes to enable students to explore current, ‘real life’ practice Funded by Greater Manchester Health Innovation and Education Cluster

8 Next Steps Build on strong foundation of the Supporting Families Pathway to widen ‘front door’ at Contact Centre Use the pathway to underpin our Troubled Families work (Stockport Supporting Families Programme) Enhance the Universal recommendation aspect of the pathway Ensure child and family voice informs evaluation

9 Troubled Families- Stockport’s Supporting Families Programme Steve Skelton GM Community Budgets Lead for Troubled Families

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11 Troubled Families: National & GM Focus National TF programme - Three years of additional funding; PbR; identifies families by looking for symptoms – Crime / Anti-Social Behaviour- School attendance / Truancy – Adults not in employment- High cost / high demand GM TF programme years to ‘re-wire’ public services; reform the mainstream to deliver sustainable inter-generational improvements for families; and focus on the causes! – Domestic abuse / violence- Substance misuse – Mental wellbeing- Chronic limiting illness / disability – Low income- Poor educational attainment – Child safety issues - Inadequate living arrangements Both programmes – limited cohort of high-cost / high-demand families; impact on whole-public sector; need to address whole families issues and relationships in a sequenced way

12 Stockport Data and Evidence 38 Stockport families meet 3 government criteria 291 Stockport families meet 2 government criteria (+13 out of area attending Stockport Schools) Conservative costings reveal 38 families have cost 1.1 million Domestic Violence: 24% of families meeting 3 criteria have been involved in a domestic abuse (DA) incident within last 6 months and 42% within last 18 mths. Of those families meeting 2 criteria, 10% have been involved in a DA incident in last 6 months and 18% within last 18 mths. Missing From Home: 24% of families meeting 3 criteria have had at least one child go missing from home in the past 6 months and 42% within the last 18 mths. Of those families meeting 2 criteria, 6 % have had at least one child go missing from home in the past 6 months and 15% within the last 18 mths.

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14 Children’s Probation RSL / ALMO NHS Commissioners Colleges Social Care Mental Health JCP Foundation Trust Schools Police MoJ / CJS Partnership Working

15 Government expectations- evaluation of health outcomes GP/Dentist registration Number of adults/children experiencing mental health difficulties Number of children diagnosed with ADHD Number of adults with long standing illness Hospital and A&E attendances across families Prevalence of self harm Under 18 conceptions Substance misuse prevalence adults/children

16 Health agencies are crucial to success – but it’s not easy! High level buy-in from GM HWB, CCGs and providers But NHS reform - opportunities & challenges: – New players and (extremely!) complex commissioning arrangements – But we have some influence, through GM, on DH, and new ideas / space to reform Crucial is a shared view of the value of deep, detailed, practical, operational integration between partners The next presentation will provide more context, and the following exercise will give delegates the chance to discuss a more integrated future way of working

17 Gillian McLauchlan Greater Manchester Public Health workforce Lead

18  Implications of the Health and Social Care Act  Structure  Accountabilities  The pivotal role of workforce  Who they are?  Develop and support

19  Better Care  Better Treatment  No decision about me without me  Clinicians at the heart

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23  Currently state of flux  Data  Health and Wellbeing Board  Health - part of Local Authority functions

24  70% recurrent NHS costs relate to staffing  80% of workforce still be working for NHS in 10 years time  Service changes – need workforce on board  Professional grouping /silo recruitment & workforce planning

25  Understand the workforce’s context  Understand rational behind change & their enhanced role can assist and improve lives  Existing and New workforces  Health and social care curriculum  Integrated workforce planning  The multi professional approach to training and development


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