Agenda Reports Pack (Public) 15/10/2012, 19.00 - Meetings ...
Agenda Reports Pack (Public) 15/10/2012, 19.00 - Meetings ... Agenda Reports Pack (Public) 15/10/2012, 19.00 - Meetings ...
6.3 TriageAll troubled families who meet the criteria will be triaged. This will be undertaken by asingle unit of police, local authority researchers and social work trained staff. They willreview the behaviour and needs of each family and make a recommendation about theservice offer with a view to what interventions will be required to meet the desiredoutcomes and turn around the lives of the families. They will triage up to 600 families ayear.6.4 The service offer comprises three tiers with increasingly intensive services based onthe complexity and risk presented by each family..A. Service delivered by the existing Children’s and Employment Services at no extra cost.E.g. the Locality Teams in Hammersmith and Fulham and Westminster and Early Helpin the Royal Borough of Kensington and Chelsea; the Tri-borough Youth OffendingService; DWP/ESF Employment Programme for Families.B. Medium intensity – a Family Coaching service offering intensive practical support toensure families overcome a range of difficulties to get children back into school andreduce offending. This will complement the work of existing services.C. High complexity service for high need families – where families require intensive colocatedmulti-agency intervention in addition to their core service. This will be providedby the FIP/ Adolescent Service in the Royal Borough of Kensington and Chelsea andthe Family Recovery Programme in Westminster, and may be commissioned byHammersmith and Fulham from both.It is proposed that the entire service will work under the umbrella term – FamilyRecovery but that each service will retain or develop a name that is locally acceptable.The advantages being: the term “Troubled Families” may not be an appealing one forfamilies being recruited to the services; the Family Recovery Programme is anevidence based programme with significant “brand” recognition by central and localgovernment partners; expanding the brand and developing the methods across the triboroughand submitting them to rigorous evaluation will be advantageous in futurelobbying and offer us an ability to compare the efficacy of the different localapproaches against agreed metrics.The services will work to ensure that families understand the sanctions that could beimposed if parents fail to comply with some elements of the programmes. This willapply for some cases of unauthorised absence, child neglect, youth offending or antisocialbehaviour. These are not new powers and in many cases have been availableto services for a number of years. There is however transferable learning from the FIPand FRP in relation to improved outcomes for the families and the communities inwhich they live by better co-ordination between agencies working with the mostcomplex families and the phased use of the sanctions.6.5 In order to get this service underway within the very demanding timetable it isrecommended that we commence a directly managed service. As the programmedevelops consideration will be given to opportunities to outsource.6.6 BenefitsThe single Tri-borough team that will carry out assessment, single care/ interventionplan, allocate resources and monitor, with service delivery through a wrap-around ofthe main service delivery, has the following benefits:Page 297
6.6.1 Opportunity to develop intelligence capacity across three boroughs, with anintelligence function, and opportunities to combine with MASH (Multi-AgencySafeguarding Hub)6.6.2 Opportunity for best practice to be shared across three boroughs6.6.3 Efficient/ effective use of specialised resource including procurement andcommissioning6.6.4 Mitigates the PBR risk but maximized resource available6.6.5 Enables the allocation of services and performance (and therefore the PBR)within each borough to be recognised, with money following success withindividual families in individual boroughs, and charges for service usage6.6.6 Ability to develop an evidence base of what works over time to drive bettercommissioning decisions, and develop sustainable investment mechanism6.6.7 Ability to work with partners on the joint delivery of wrap around services6.6.8 Ability to wrap around partner services (e.g. Registered Providers, GPs, ALMOsetc)6.6.9 Potential to explore social investment for those outcomes paid for on a PBRbasis.6.7 There are a number of strategies which will be deployed to mitigate any risk of buildingin a dependence upon payment by results as follows:6.7.1 Plan the initial investment in additional Troubled Families provision on the basisof the average level of attachment fees, thereby enabling the actual progress inachieving payment by results (PBR) to determine any additional flexing up ofinvestment6.7.2 Weight the provision of additional wrap around services to our in-house FamilyIntervention Programme in the Royal Borough of Kensington and Chelsea,relevant Locality services in Hammersmith and Fulham and the FamilyRecovery Programme in Westminster where the scale of provision can beflexed up and down rapidly6.7.3 Continue to explore options for social investment for some sub-cohorts ofTroubled Families, where the risk of PBR can be shared with an externalinvestor.6.7.4 This delivery option is flexible in relation to finance. It allows accounting forindividual Boroughs performance and therefore the success payments beaccounted for on a borough basis. There is interest in social investmentmechanisms for this cohort.6.7.5 A social impact bond is under development as a small scale pilot as part of theHammersmith and Fulham White City Challenge Programme. It is targeted atfamilies with multiple complex needs with children at risk of coming into care.Page 298
- Page 252 and 253: 3.12 Budget 2011-2012(This follows
- Page 254 and 255: Page 249Quality of provisionThe con
- Page 256 and 257: Page 251Disabled Children’sTeamFo
- Page 258 and 259: Page 253and AlcoholService (CDAS)CN
- Page 260 and 261: Page 255borough. However, wedo moni
- Page 262 and 263: able to provide greater evidence in
- Page 264 and 265: 21%Organisational Profile of applic
- Page 266 and 267: Review of participation data and qu
- Page 268 and 269: New and Discontinued CPP 2005-20128
- Page 270 and 271: • There continues to be high numb
- Page 272 and 273: 4.66 Removals from CP PlansDe-regis
- Page 274 and 275: Page 269• Rate of re plans (re re
- Page 276 and 277: 4.69 Categories of CP PlansQuarterE
- Page 278 and 279: 6%8%5%36%0 - 34 - 67 - 1213 - 1828%
- Page 280 and 281: Page 275.CPP Ethnic groups 2005 - 2
- Page 282 and 283: R e fe rrals R ate per 10,000 popul
- Page 284 and 285: No. of children 1st time registered
- Page 286 and 287: 4.91Child PopulationCurrently there
- Page 288 and 289: Across the borough the proportion o
- Page 290 and 291: 5. How does the LSCB Monitor Activi
- Page 292 and 293: • offer support services• alloc
- Page 294 and 295: Page 289Housing3-borough Child Deat
- Page 296 and 297: continue to be refined and develope
- Page 298 and 299: Agenda Item 12Tri-borough Executive
- Page 300 and 301: 4 BACKGROUND, INCLUDING POLICY CONT
- Page 304 and 305: The learning from this may be utili
- Page 306 and 307: 9.4.3 Current/future costsCurrent/f
- Page 308 and 309: Making decisions about working in o
- Page 310 and 311: RefRisk description"If.., then.."be
- Page 312 and 313: No. Issue Mitigation RAG impact onp
- Page 314 and 315: APPENDIX 2: Definition of a Trouble
- Page 316 and 317: HammersmithFulhamKensingtonChelsea&
- Page 318 and 319: 1. BACKGROUND, INCLUDING POLICY CON
- Page 320 and 321: 3.4 Although the provision is sligh
- Page 322 and 323: Agenda Item 15London Borough of Ham
- Page 324 and 325: 2. THE APPOINTMENT OF CBRE AND THEI
- Page 326 and 327: ationalisation or additional invest
- Page 328 and 329: 13. EQUALITY IMPLICATIONS13.1 It is
- Page 330 and 331: CBRE | LONDON BOROUGH OF HAMMERSMIT
- Page 332 and 333: APPENDIX 2 - Strategic Review of Sh
- Page 334 and 335: appropriate for residents’ needs.
- Page 336 and 337: 6.2.2 Recommendation 2: HRD and ASC
- Page 338 and 339: 6.7.1.3 Option 3: Provide accommoda
- Page 340 and 341: APPENDIX 3 - STRATEGIC REVIEW OF SH
- Page 342 and 343: It be noted by Cabinet that Phase 1
- Page 344 and 345: Agenda Item 16London Borough of Ham
- Page 346 and 347: 1. SUMMARY1.1 Cabinet approved a re
- Page 348 and 349: prevention methodology that meets l
- Page 350 and 351: applicants from outside the borough
6.3 TriageAll troubled families who meet the criteria will be triaged. This will be undertaken by asingle unit of police, local authority researchers and social work trained staff. They willreview the behaviour and needs of each family and make a recommendation about theservice offer with a view to what interventions will be required to meet the desiredoutcomes and turn around the lives of the families. They will triage up to 600 families ayear.6.4 The service offer comprises three tiers with increasingly intensive services based onthe complexity and risk presented by each family..A. Service delivered by the existing Children’s and Employment Services at no extra cost.E.g. the Locality Teams in Hammersmith and Fulham and Westminster and Early Helpin the Royal Borough of Kensington and Chelsea; the Tri-borough Youth OffendingService; DWP/ESF Employment Programme for Families.B. Medium intensity – a Family Coaching service offering intensive practical support toensure families overcome a range of difficulties to get children back into school andreduce offending. This will complement the work of existing services.C. High complexity service for high need families – where families require intensive colocatedmulti-agency intervention in addition to their core service. This will be providedby the FIP/ Adolescent Service in the Royal Borough of Kensington and Chelsea andthe Family Recovery Programme in Westminster, and may be commissioned byHammersmith and Fulham from both.It is proposed that the entire service will work under the umbrella term – FamilyRecovery but that each service will retain or develop a name that is locally acceptable.The advantages being: the term “Troubled Families” may not be an appealing one forfamilies being recruited to the services; the Family Recovery Programme is anevidence based programme with significant “brand” recognition by central and localgovernment partners; expanding the brand and developing the methods across the triboroughand submitting them to rigorous evaluation will be advantageous in futurelobbying and offer us an ability to compare the efficacy of the different localapproaches against agreed metrics.The services will work to ensure that families understand the sanctions that could beimposed if parents fail to comply with some elements of the programmes. This willapply for some cases of unauthorised absence, child neglect, youth offending or antisocialbehaviour. These are not new powers and in many cases have been availableto services for a number of years. There is however transferable learning from the FIPand FRP in relation to improved outcomes for the families and the communities inwhich they live by better co-ordination between agencies working with the mostcomplex families and the phased use of the sanctions.6.5 In order to get this service underway within the very demanding timetable it isrecommended that we commence a directly managed service. As the programmedevelops consideration will be given to opportunities to outsource.6.6 BenefitsThe single Tri-borough team that will carry out assessment, single care/ interventionplan, allocate resources and monitor, with service delivery through a wrap-around ofthe main service delivery, has the following benefits:Page 297