Download
1 / 18
180 likes | 370 Views
E N D
1. Family Recovery Project From Pathfinder to Service Transformation: lessons and recommendations Tanya Kemp – Service Manager FRP
3.
4. We work with around
80 families at any
one time
We aim to work
intensively with a
Family for around
12 months
We work with families with a range of complex problems, who require input from multiple agencies and where past interventions have not rendered sustained change
5. Family referred to project – do they meet threshold?
6. Information desk comprises:
Analyst – Organises workflow, creates products, development work
ASB Caseworker – Referral from Community protection, attends meetings, ASB resource for team
Met Police Officer – Intelligence resource dedicated to FRP
The capacity to use real time not historic information to inform risk assessment , decision making and to design realistic interventions
Use of sharepoint to then share and update information
Share point – IT Solution, Intelligence repository, key to storing, disseminating and sharing information in a secure way.
Information Cycle - Referral – Point at which family enters process. Consent driven.
Information from relevant agencies sent to Info Desk e.g. assessments, reports, records etc.. This information is stored securely on SharePoint, the full copies are only viewable by the Information Desk, access is restricted on a need to know basis. Products created – Network Chart, Timeline, Community Impact Assessment: innovative. TAF informs analytical products. Information desk informs review meetings and evaluationInformation desk comprises:
Analyst – Organises workflow, creates products, development work
ASB Caseworker – Referral from Community protection, attends meetings, ASB resource for team
Met Police Officer – Intelligence resource dedicated to FRP
The capacity to use real time not historic information to inform risk assessment , decision making and to design realistic interventions
Use of sharepoint to then share and update information
Share point – IT Solution, Intelligence repository, key to storing, disseminating and sharing information in a secure way.
Information Cycle - Referral – Point at which family enters process. Consent driven.
Information from relevant agencies sent to Info Desk e.g. assessments, reports, records etc.. This information is stored securely on SharePoint, the full copies are only viewable by the Information Desk, access is restricted on a need to know basis. Products created – Network Chart, Timeline, Community Impact Assessment: innovative. TAF informs analytical products. Information desk informs review meetings and evaluation
7. The Family Recovery Project intelligence cycle, is based upon the National Intelligence Model, typically
used by law enforcement agencies. Applying this thinking in a social care context, drawing together
multi agency information and intelligence is unique to FRP. Ensuring that practitioners have as rounded
a view as possible at the point of decision making can only result in improved, safer outcomes for
Children and communities and ensure resources are directed most efficiently.
The Family Recovery Project intelligence cycle, is based upon the National Intelligence Model, typically
used by law enforcement agencies. Applying this thinking in a social care context, drawing together
multi agency information and intelligence is unique to FRP. Ensuring that practitioners have as rounded
a view as possible at the point of decision making can only result in improved, safer outcomes for
Children and communities and ensure resources are directed most efficiently.
8. Using the I2 Analyst Notebook software,
The information desk produces Family
Network charts and Timelines to support
Decision making.
We have found this very visual method of
displaying multi agency information – which can display a context for behaviour to be very popular with all agencies who have used it
Network Chart & Timeline –
Uses I2 Analyst Notebook software commonly used in Law enforcement agencies
Visual display of multi agency information
Each family member is displayed in relation their role within the family, the definition of ‘family’ is fluid and can represent any situation
Key ‘attributes’ can be added to each icon (family member) such as mental health, previous convictions, rent arrears etc
Easy to read and update
Accessible to Team around the family
Updated as new information comes in
Using the I2 Analyst Notebook software,
The information desk produces Family
Network charts and Timelines to support
Decision making.
We have found this very visual method of
displaying multi agency information – which can display a context for behaviour to be very popular with all agencies who have used it
Network Chart & Timeline –
Uses I2 Analyst Notebook software commonly used in Law enforcement agencies
Visual display of multi agency information
Each family member is displayed in relation their role within the family, the definition of ‘family’ is fluid and can represent any situation
Key ‘attributes’ can be added to each icon (family member) such as mental health, previous convictions, rent arrears etc
Easy to read and update
Accessible to Team around the family
Updated as new information comes in
9. Information desk produces a comprehensive
picture of the family (and extended) both initially
to support and inform decision making,
then proactively whilst the project is engaged
with the family.
The desk produces ‘products’ to support
practitioners and highlight any risks to the
family, staff and community
Building upon the concept of a chronology
More than a chronology as it visually provides a context for various multi agency information
Each family member is displayed on a ‘theme line’
Assessments / reports are used to populate the timeline
Real time information such as arrests / change in housing situation are added to timeline.
I2 charts are accessible on sharepoint.Information desk produces a comprehensive
picture of the family (and extended) both initially
to support and inform decision making,
then proactively whilst the project is engaged
with the family.
The desk produces ‘products’ to support
practitioners and highlight any risks to the
family, staff and community
Building upon the concept of a chronology
More than a chronology as it visually provides a context for various multi agency information
Each family member is displayed on a ‘theme line’
Assessments / reports are used to populate the timeline
Real time information such as arrests / change in housing situation are added to timeline.
I2 charts are accessible on sharepoint.
11. 1. Whole view of the family - Meeting the needs of both adults and children
2. Team around the family - Unified service response
3. Two lead professionals for adults and children
4. Integrated Family Care Plan adult and children’s needs - Focused on
outcomes and consequences
5. Real time intelligence function through Information Desk
6. Capacity building - Encouraging resilience
7. Swift access to adults services – Domestic Violence, Substance Misuse
and Mental Health workers
8. Intensive outreach - Fast, intensive, targeted
9. Multi agency response to crime and ASB - Both victims and perpetrators
10. Co-located, multi-agency team - All in one project
Team Around the Family – small, needs-directed, regular case management reviews, flexible, evolving, multi-agency, internal & external members.
FRP Model – provides the base upon which multi-agency, integrated work can be delivered within Westminster.
Integrated Family Care Plan – All Team Around the Family agencies are represented on one care plan owned by the family, tasks, responsibilities, positive and negative outcomes identified at the outset. Subject to review and change as the family’s needs evolve.
Two Lead Professionals – All families working with FRP have 2 lead professionals – one for the adult(s) and one for the child(ren). Reduces risk of needs of either group being missed.
Consent – all families accepted as FRP referrals will have their consent to initial Team Around Family meeting and, subsequently, to FRP Care Plan, sought. This can be over-ridden in cases where Criminal or Safeguarding exceptions apply, but even in such cases consent will be sought.
Outcomes – emphasis is on achieving positive outcomes for each family member, family as a whole entity, and for the community in which the family lives.
Phased Interventions – work with the family in initial phase is persistent, intensive and focused on immediate presenting needs with aim of building engagement and capacity to change. Work with the family in second phase of work is about longer term, deeper work to embed positive changes.
Information Desk – community safety information combined in real time with existing social care information to provide a rounded picture of family history and current context – assists with building an achievable care plan for the family – does not ‘set them up to fail’.
Case Management Reviews – fortnightly case management reviews with whole Team Around the Family – keeps Care Plan flexible, timely, accurate and up to date and ensures a good ‘grip’ is kept on the family and their needs.Team Around the Family – small, needs-directed, regular case management reviews, flexible, evolving, multi-agency, internal & external members.
FRP Model – provides the base upon which multi-agency, integrated work can be delivered within Westminster.
Integrated Family Care Plan – All Team Around the Family agencies are represented on one care plan owned by the family, tasks, responsibilities, positive and negative outcomes identified at the outset. Subject to review and change as the family’s needs evolve.
Two Lead Professionals – All families working with FRP have 2 lead professionals – one for the adult(s) and one for the child(ren). Reduces risk of needs of either group being missed.
Consent – all families accepted as FRP referrals will have their consent to initial Team Around Family meeting and, subsequently, to FRP Care Plan, sought. This can be over-ridden in cases where Criminal or Safeguarding exceptions apply, but even in such cases consent will be sought.
Outcomes – emphasis is on achieving positive outcomes for each family member, family as a whole entity, and for the community in which the family lives.
Phased Interventions – work with the family in initial phase is persistent, intensive and focused on immediate presenting needs with aim of building engagement and capacity to change. Work with the family in second phase of work is about longer term, deeper work to embed positive changes.
Information Desk – community safety information combined in real time with existing social care information to provide a rounded picture of family history and current context – assists with building an achievable care plan for the family – does not ‘set them up to fail’.
Case Management Reviews – fortnightly case management reviews with whole Team Around the Family – keeps Care Plan flexible, timely, accurate and up to date and ensures a good ‘grip’ is kept on the family and their needs.
12.
13. Findings : Child Protection
Whether FRP contributes significantly to achieving better outcomes for families, is the million dollar question and the hardest to evidence or prove: does the FRP Think family Approach and model of work, secure better and improved outcomes for families, better or more consistently than the traditional CP process. It hasn’t been possible, in this study to confirm or dispute whether this is true. There are some positive indicators in the work that has been done in the CP cases managed in the FRP process. Working together practice such as that employed in FRP, in theory, should improve professionals ability to protect children and to achieve good outcomes for families. Working together is ‘made easy’ in FRP. Professionals get around the table more often and share information more readily and regularly. Members of the team around the family better understand each other’s roles and there is a stronger sense of joint ownership than in traditional CP practice. There is more joint-up working between adult and children’s services with the approach where both the children and the adult have lead professionals who can progress and focus on their varying needs. The intensity of the model potentially enables better engagement from troubled families who find it hard to accept support, have lost faith in services, and have little insight into their own needs.
Social Workers working on the traditional CP cases without the FRP involvement have a much, much harder time in engaging and keeping a network around a family engaged and active. There is no doubt that good practice comes out of the social work teams on CP cases, but the social workers carry this load, mainly on their own and their views on this issue was clear in the focus groups.Whether FRP contributes significantly to achieving better outcomes for families, is the million dollar question and the hardest to evidence or prove: does the FRP Think family Approach and model of work, secure better and improved outcomes for families, better or more consistently than the traditional CP process. It hasn’t been possible, in this study to confirm or dispute whether this is true. There are some positive indicators in the work that has been done in the CP cases managed in the FRP process. Working together practice such as that employed in FRP, in theory, should improve professionals ability to protect children and to achieve good outcomes for families. Working together is ‘made easy’ in FRP. Professionals get around the table more often and share information more readily and regularly. Members of the team around the family better understand each other’s roles and there is a stronger sense of joint ownership than in traditional CP practice. There is more joint-up working between adult and children’s services with the approach where both the children and the adult have lead professionals who can progress and focus on their varying needs. The intensity of the model potentially enables better engagement from troubled families who find it hard to accept support, have lost faith in services, and have little insight into their own needs.
Social Workers working on the traditional CP cases without the FRP involvement have a much, much harder time in engaging and keeping a network around a family engaged and active. There is no doubt that good practice comes out of the social work teams on CP cases, but the social workers carry this load, mainly on their own and their views on this issue was clear in the focus groups.
14. Evaluation around impact of the model on Crime and ASB Internal evaluations –
WCC Cost Avoidance model
WCC Qualitative and Quantitative ASB / Crime study
Evidenced a dramatic reduction in Crime and ASB
15.
16. Cost avoidance An over-riding objective for the Council was to measure the cost ‘avoidance’ of this new way of working, to understand how much this intensive type of work would cost and how could this preventative work help avoid future costs to Westminster, its partners and public purse.
Three costs to consider:
What could the family cost in a ‘do nothing” scenario
Actual cost of FRP intervention – based on unit cost or time spent with each family–£15-20k per family
Avoidance of future cost to public purse
In line with: ‘Backing the Future’, Action for Children and New Economics Foundation, 2009
Think Family Toolkit- Evidence for Think Family, DCSF 2009
In line with: ‘Backing the Future’, Action for Children and New Economics Foundation, 2009
Think Family Toolkit- Evidence for Think Family, DCSF 2009
17. Cost avoidance: the model This model is based on:
nationally available figures on the cost of various negative outcomes
projecting the likely cost for each family based on our assessment of their needs
the actual cost of the FRP intervention
using the recommended DCSF FIP success rates to forecast outcomes and hence
produce an estimate of the probable avoided costs Many costs are not known
Every young person placed in Key Stage 3 pupil referral unit costs £36k annually
Young people not in education or training cost £100k to the public purse
Opportunities to improve work prospects for next generation by improving parenting and education outcomes
Police arrest cost £2k
Many costs are not known
Every young person placed in Key Stage 3 pupil referral unit costs £36k annually
Young people not in education or training cost £100k to the public purse
Opportunities to improve work prospects for next generation by improving parenting and education outcomes
Police arrest cost £2k
18. Cost avoidance: the numbers Every young person placed in Key Stage 3 pupil referral unit costs £36k annually
Young people not in education or training cost £100k to the public purse
Opportunities to improve work prospects for next generation by improving parenting and education outcomes
Police arrest cost £2k
Every young person placed in Key Stage 3 pupil referral unit costs £36k annually
Young people not in education or training cost £100k to the public purse
Opportunities to improve work prospects for next generation by improving parenting and education outcomes
Police arrest cost £2k
19. TEA BREAK Back in 15 minutes
