Public reports pack PDF 3 MB - Blaby District Council

� Encourage the family to develop social networks with the community
e.g. through take up of life time learning
� Basic skills development including literacy and numeracy
� Money Management
4.12 The development of the supporting families programme is in its early
development and Blaby will form a key part of this development and
ensure it fits into our wider strategy for supporting vulnerable people.
Section 5 - Measuring outcomes
5.1 Social Return on Investment is a framework for understanding,
measuring and managing the outcomes of an organisation’s activities.
SROI can include all types of outcomes, social, economic and
environmental the key is that they are based on involving the service
user in determining distance travelled. SROI is different from other
performance measures as it places a monetary value on outcomes
which can then be measured against investments made.
5.2 Blaby District Council is committed to evidencing the difference our
support services have made. We have already begun to collect SROI
data for our support services within the Community Services Team
which includes service users scoring themselves on several different
elements such as accommodation, finance, safety, health and
wellbeing. These scores are collected when they access support
services and reviewed every three months.
5.3 On closure of a case where support is no longer required the scores
will be collected again and alongside data about changes within their
lifestyle i.e. starting work will evidence the distance an individual or
family have travelled during the support process. This will evidence the
difference BDC and its partner agencies have made to the individual or
the families lives.
Section 6 - Conclusion & Summary
6.1 Blaby District Council acknowledges the strides that it has made to
improve services to vulnerable people and recognises the need to
make further progress. The development and roll out of Leicestershire
Supporting families across the district will see an alignment of current
support services to take forward this agenda. A vulnerability action plan
has been developed which identifies key actions and lead officers to
progress this work. The action plan will be reviewed quarterly.
6.2 A report be brought back to Cabinet Board identifying progress made.
on a regular basis.
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