Improving Support to Young Carers and their Families Harrogate March 25 th 2009

1. Improving Support to Young Carers and their Families Harrogate March 25th 2009 The Bristol Approach Mike Nicholson, Area Manager, Children and Young People’s Services Carol Watson, Service Manager, Health and Adult Social Care Services

2. The Web of Care Supporting People Health Care Provision Universal Health Care Provision Personal Care Provision Benefits Quality of Life: Family activities, Leisure, Culture Childcare Direct Payments – access to employment Parent- School Contacts Occupational Therapy: adaptations Respite Provision + Sitting Services Parents Disabled Parent Extended Family Universal Services Health Care Provision DLA Universal Health Care Provision Whole Family Services to Adults Young Carer Other Siblings Universal Educational Provision ? Disabled Child Dedicated Health Care Provision speech and language; physiotherapy; health OT; Hospice/Lifetime Long Term Care/Residential Provision Short Breaks; Sitting; Overnights; going out etc Out of School Provision Occupational Therapy Dedicated Educational Provision in and out of Mainstream Services to Children

3. The Bristol Approach Set out a compelling vision Focus on critical functions of each agency 3. Deliver strong and distributed leadership

4. A Compelling Vision

5. The Bristol Vision To promote the welfare of young carers, disabled parents and their families and to prevent the need for young people to undertake inappropriate caring responsibility for any member of their family

6. The Bristol Vision To ensure that professional workers consider the needs of the whole family when they make an assessment and provide services Aim By • Developing joint policy and protocols • - Child and Adult Social Care ‘whole family’ assessments • - Integrated Carers Strategy • Providing Joint Training for professionals • Providing advice and guidance available for professionals

7. The Bristol Vision To ensure that young carers and disabled parents are able to directly influence the design and delivery of services which aim to meet their needs Aim By Identifying young carers in the city through a city-wide access point and by sharing referral and information data Engaging young carers and disabled parents in joint workshops and in policy and decision making bodies

8. A focus on the critical functions of each agency

9. The critical functions of each agency Aim To improve support to young carers, disabled parents and their families by developing a range of services provided by voluntary, private and mainstream agencies By Developing the voluntary sector role as change agents Challenging main stream agencies to demonstrate that they are delivering their core business to young carers and disabled parents

10. Deliver strong and distributed leadership

11. Leadership Focus on priorities for delivery and hold leaders accountable: Aim To ensure that young carers don’t miss out on their educational, health, leisure and career opportunities because of their caring responsibilities. By Designated professionals for young carers in every school and service setting Annual reports from each extended school partnership on action plans for young carers Youth Centre and Positive Activities for young carers in each locality Common Assessment Framework and Lead Professionals to include a focus on unmet physical and mental health needs

12. Leadership Hold on to each other through the confusion that arises from challenging traditional ways of working: Aim To develop a collective collaborative identity By Creating stories which reinforce group identity Emotion - having fun and getting passionate Supporting those who find the new approaches challenging. They are experiencing the unravelling of old certainties which of necessity brings a phase of personal ‘Confusion’ before the new awareness resolves

13. The Voluntary Sector as Change Agents

14. The critical functions of each agency Aim To improve support to young carers, disabled parents and their families by developing a range of services provided by voluntary, private and mainstream agencies By Developing the voluntary sector role as change agents Challenging main stream agencies to demonstrate that they are delivering their core business to young carers and disabled parents

15. The Bristol Challenge • Young Carers and their families need to be able to access the full range of services available to all • Voluntary Sector has key essential expertise/legitimacy to provide advocacy on both an individual and strategic levels. • Most money is locked up in mainstream provision and needs to be released for young carers • Mainstream organisations have side stepped responsibility to deliver ‘whole family’ approaches. • Many services that young carers and their families need are of a statutory nature and we need to be held to account Context

16. The Bristol Challenge • Setting limitations on Vol Org role as sole provider of services e.g. Funding a mainstream young carers youth club, rather than additional funding to the Vol Sector? • Strategic influence is more difficult? Is it easier for Vol Sector projects to gain funding for service provision rather than for strategic influence – Feel Good Factor? • How will we maintain the Vol Sector’s ‘independence’ from mainstream? • Is it wise to challenge the people who are going to commission your services? • Voluntary Sector capacity and capability Issues

17. The Bristol Challenge • To create a shared vision for the long term • To empower and support young carers to get in to the places where decisions are made • Mirror at a local level the way that national voluntary sector organisations influence policy making • Developing mentoring and capacity building approach with full cost recovery and work towards longer term commissions e.g. 3/5 yrs • Transparent and equitable expectations for Vol Sector and Mainstream in relation to delivering outcomes Solution “Will we lose funding to our own youth group?.” “How can we challenge our own funders about their practice?”

18. A Story

19. A Story • Young Carers Project working with a 16 yr old Young Carer • YCP identifies unmet need for young carer, disabledparent and a disabledsibling – YC needs a carers assessment. • YCP meet with glass walls from mainstream agencies and approach the DirectorofAdultServices • Meanwhile there is ‘whole family training going on for Adult and Child Care practitioners – and the Adult Senior Practitioner working with the family carried out the assessment • Outcome of formal assessment notes impact of disabled child on both adult and young carer and tries to refer to Disabled Children’s Team who say they don’t do carers assessments. Specialist skills Advocacy Strategic Influence Mainstream Barriers

20. A Story Mainstream own the problem • Adult social worker refers problem to Carol and Mike and they call a meeting of professionals • All parties agree to ‘whole family approach’ and offer: • Additional time for young carer to spend with separated father • Young carer access to leisureactivities • personalassistant support for mother • Weekendrespite for disabled child Mainstream resources are unlocked Positive feedback on outcomes is part of strategic influence • Young Carers Project feedback that they are able to concentrate on their work with the young person and that the ‘whole family’ approach has delivered positive outcomes for everyone in the family