Eleanor Brazil Interim Director, Children and Young People’s Services Stoke-on-Trent City Council
Mick Harrison Commissioner for Community Safety Staffordshire County Council
Vulnerable people and their families within Staffordshire and Stoke-on-Trent are able to live safe lives, free from abuse and neglect or the risk of abuse and neglect through an integrated approach to sharing of information, collaborative decision making, in order that proportionate interventions are justified at the earliest opportunity across the partnership. Our Vision
6 1945- Dennis O’Neil 2002- Jessica Chapman & Holly Wells 1973 – Maria Colwell 1994 - Rikki Neave 2000 – Victoria Climbié 1984- Jasmine Beckford 2000 - Lauren Wright 2007 - Baby Peter
Over 1 million people Increase in Adults / Children Referrals Three key partners:- –2 upper tier authorities (SOT & SCC) –Staffordshire Police –Health architecture Fiscal issues Business case? MASH in Staffordshire and Stoke-on-Trent
Leadership (political / organisational) Governance Lead Commissioner Information governance Legal / Collaborative agreements Relationship building / Partnership work Key Issues
Increase in demand Integration / Interoperability Continuing fiscal challenges Performance management Further integration Provider / Commissioner split Challenges
Nichola Glover-Edge Portfolio Manager Staffordshire County Council
Strategic buy-in from all partners involved with leaders actively engaged in the project process. One Lead Officer across the partnership Leads from each partner being held to account for the successful delivery of the MASH, ensuring the project progressed at pace. How did we make it happen?
Dedicated operational managers and staff making it happen, unblocking issues and mobilising resources to deliver the project. Drive, passion and enthusiasm from operational staff within the MASH to make it a success. Dedicated project management capacity to coordinate activity and resources to ensure that the project is delivered to cost, within budget and on time. How did we make it happen?
The Transformation Support Unit (TSU) is operated by the County Council and offers the delivery of high quality, professional design and project management services to facilitate the delivery of transformation within all service areas. The resources that the TSU offered to the MASH project were as follows:- Nichola Glover-Edge: Portfolio Manager Sanjeet Bains: Project Manager Mark Cocker: Senior Business Designer Project Management
The TSU inherited the MASH project in August 2011 and took remedial action to ensure its delivery date of December 2011. The MASH project was handed back to business as usual in July 2012. Timescales
The project scope for establishing a Multi-Agency Safeguarding Hub. Ensuring the MASH has a physical space to operate. Set-up and ongoing costs between partners Corporate governance arrangements are in place HR issues are identified and addressed Joint OD plan is developed and delivered Project Scope
Project Scope Telephony infrastructure is designed and delivered for the MASH ICT hardware and software is designed and delivered for the MASH Information Governance procedures are in place Operational procedures/flow are in place The statutory duty of all partner agencies is met All stakeholders are communicated with
Strategic Leadership Group Steering Group Workstreams HROD OperationsAccommodation Information & Governance Legal & Finance Communications Performance Governance
Mechanism for sharing information Building confidence in sharing information IT and telecommunication infrastructure Driving through issues Culture and Organisation Development HR and Vetting Challenges
Fostering partnership and building a trusting relationship takes time. Earlier engagement of health. Resource commitment agreed from each partner agency. Lessons Learned
Recommend co-location prior to making the MASH operational – a one size does not always fit all. Engagement with partner IT teams/Expertise is key to delivering ICT work packages Ensuring attendees at groups have the delegated decision making authority. Lessons Learned
Executive Summary (RAG) Overall ProjectGreenThe transfer of the MASH to Business as Usual was completed on the target date. Whilst a few deliverables remain outstanding, it was recognised that these cannot be completed within restricted timescales and are an ongoing evolutionary process. The closure was approved with these outstanding deliverables being handed over to newly appointed MASH Development Officer. TimescaleGreenThe project was closed as planned. CostGreenWhilst no formal budget was agreed for the MASH, project costs remained within acceptable levels as defined by the governance structure. RiskGreenRisks were managed throughout the project. The remaining open risks relate to the ongoing operational delivery of the MASH and will be managed by the MASH Development Officer and the BAU governance structures implemented. IssuesGreenNo outstanding issues are retained on project closure. The MASH Development and Handover Plan referenced to in this report will resolve outstanding actions. BenefitsAmberBenefits for the MASH project were not articulated from outset of the project. The identified benefits have been derived from ongoing work on the Performance Framework and inherited details articulated on the origination Project Initiation Document. Work is scheduled to complete and baseline performance figures by September 2012, test the performance framework in the fourth quarter of 2012 and then implement at the beginning of the 2013 financial year. Executive Summary
David Stringfellow Head of Responsive Services Staffordshire County Council
The MASH concept … Challenge of coordinating change No one agency can act unilaterally Easier said than done
Establish the means of communication Create methods to enable immediate review and decision-making Involve interested people MASH - weekly operational meetings Service managers and key operational staff represented Managing Risk Responsiveness vs Inclusivity Dynamic and responsive leadership is critical How is change managed in this environment
Autonomy to lead on a day-to-day basis Practitioners empowered to make decisions Bottom up approach Support given from above where needed Stakeholder inclusion achieved and maintained Trust the operational teams
Get the right personalities in the right place Need to see the bigger picture Good interpersonal skills required Need to understand the detail of each other’s business Other Considerations
Common Language Agencies use the same words and phrases to describe very different things Global communications need careful consideration MASH – a doing word Not a place but a verb? An unhelpful generic label Other Considerations
The right location IT Infrastructure User groups Communication The practicalities
Prepare for change How to eat an elephant – in small bites Gradual introduction of cohorts of cases Design of the physical exchange of information sharing Things to watch out for
We view full information sharing as a compliment to already established systems. Things to watch out for
Introducing a wave of multiagency demand through a single point of information sharing is likely to result in a monumental bottle neck. Things to watch out for
Steve Dale Adult Protection Co-ordinator Staffordshire County Council
National cases –Police calls should be linked –Information sharing vital –Stop working in silos –Regular calls to emergency services 5 years on 6 years on Why Why Why Adults?
Local problems pre 2012 –Limited access for police to hold strategy discussions –Police involvement in investigations –Priority given to children –Risk assessment criticised –Threshold consistency Why Why Why Adults Continued
Information gathering and risk assessment Allocate for investigation What do we do?
Referrals Threshold decisions Documentation Proportionate response Police response What is the impact?
Demand – High referral rates Expectations – Realistic? Outcomes – links in a chain Multiple partnerships – Mental Health Challenges
Greater integration Resilience Learn from experience Focus on outcomes Future Developments
Fundamentally questioned what we were doing and challenged thinking Applied some science to support a bold approach…Project Newton Lessons learned from serious case reviews What did we do?
Stoke SCR Agencies: Police Social Care Health Visitors GP’s Courts Probation Staffordshire SCR Agencies Police Health Visitors Education Social Care GP Mental Health The Evidence 2010
Constructed a MOU Agreed to open our systems to each other Accepted professional disagreement existed Agreed on appeals/ escalation process Ensured safety measures existed Two stage process of Reveal & Disclose controlled Fought the battles Culture Silo mentality Trust Knowledge Fear How we changed
Fundamental change to information sharing Confidence across agencies (including ISO) Safer children and adults Organisational protection MORE WORK…Dare you lift the stone? More information sharing = More opportunity to safeguard Outcome
Clarity on how MASH should work Record what you do It must service your front line Walk into this…slowly Only do what you can Market with care Process
Face-to-face sharing Professional judgement Joined up risk management Diversity of rationale Elements
High risk children referrals (Safeguarding and above) Vulnerable adult (No secrets) referrals Domestic abuse-victims and perpetrators and repeat cases Domestic violence screening for children and vulnerable adults Cohorts/ Populations
Missing persons Child sexual exploitation Hate crime Some professional concern cases (issues raised by professionals but not clear as to the cohort at referral stage) Cohorts/ Populations
All agencies Have statutory duties and requirements of service Are accountable for the population they serve Performance framework Responsibilities MASH is a provider of information packages and so is accountable for the quality and timeliness of information Who is accountable for MASH
Key representatives from the partnership work collaboratively The future? Inter-operability Who takes the day-to-day eadership issues?
John Maddox MASH Development Officer Staffordshire County Council
Have a vision Map/Assess your strategic buy in Use project Management Be clear on your process Agree Information sharing Be prepared to deal with cultural change Market what you Do & Don’t Do..clarity Have strong Governance Get Vetting right Eat the Elephant – one piece at a time What is the impact?