Early Intervention & Prevention - Sefton...4. To take a proactive approach to demand management in...
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Early Intervention & Prevention Developing a fit for the future way of working www.sefton.gov.uk
Transcript of Early Intervention & Prevention - Sefton...4. To take a proactive approach to demand management in...
Early Intervention &
Prevention
Developing a fit for the future way of working
www.sefton.gov.uk
The EIP Programme Rationale:
1. Financial pressures and MTFP
2. Increasing demand often more complex
3. Continuously improve outcomes for communities
4. Alignment to vision
Scope and Objectives:
• Scope: To continuously improve outcomes for children, adults and communities in Sefton using all available resources, effectively and efficiently
• Objective: Resilient children, adults and communities who can live their lives independently, happily, safely, healthily and who prosper and achieve and whom who are less dependent on service based approaches and complex interventions
Key outcomes:
1. To fully understand the challenges, opportunities and positive qualities of what we do at the moment and agree an improvement programme
2. To develop a new deal with citizens, that puts them at the heart of decision making and finding solutions
3. To shape places and develop multi-agency (integrated) ways of working
4. To take a proactive approach to demand management in children's and adults services
5. To establish a sustainable and efficient financial plan for better outcomes for children (MTFP)
Work plan:
1. Agree vision, purpose and scope of programme
2. Gather insight and design a new approach to the way we work (Business case)
3. Develop an implementation plan
Data analysis
Da
ta &
In
sig
ht
What does
the data tell
us about our
current Early
Intervention
and
Prevention
Model
DEMAND
e.g. How many people receive services, where and why? What led them to be in a service? How long do they need it for?
FINANCIAL RESOURCING
e.g. Where do we spend on? What costs the most? What most cost effective?
COMMISSIONING & PROVISION MAPPING
e.g. What are our current strategies? What do we spend our money on? How do we commission – does it work?
OUTCOMES & PERFORMANCE
e.g. What impact on outcomes does our activity have? What do we have to do in statute? What outcomes do we want for the people of Sefton?
VOICE OF CUSTOMERS
e.g. What do CYP&F and communities tell us they want and need? What do they do to help? how do we engage with communities?
WAYS OF WORKING
e.g. What do we mean by EIP? How fit for purpose are our systems and processes, our governance, our relationships and partnerships, our architecture?
BEST PRACTICE
e.g. What do we do well that works? What are other doing? What is most cost effective / outcome effective?
Patterns of Population
Types of problems
people have and any
known root causes
for them -
Deprivation
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Substance
Misuse
Domestic
Violence
Mental
HealthTotal
Substance Misuse X 481 370 772
Domestic
Violence481 X 415 1093
Mental Health 370 415 X 760
Total 772 1093 760
Types of problems
people have and any
known root causes
for them – Toxic Trio
No of Toxic Trio Issues Count
3 242
2 540
1 819
1601
Location of
services/Assets
Location of
services/Assets
Location of
services/Assets
Location of
services/Assets
Patterns of Population
Types of problems
people have and any
known root causes
for them -
Deprivation
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Types of problems
people have and any
known root causes
for them
Substance
Misuse
Domestic
Violence
Mental
HealthTotal
Substance Misuse X 481 370 772
Domestic
Violence481 X 415 1093
Mental Health 370 415 X 760
Total 772 1093 760
Types of problems
people have and any
known root causes
for them – Toxic Trio
No of Toxic Trio Issues Count
3 242
2 540
1 819
1601
Location of
services/Assets
Location of
services/Assets
Location of
services/Assets
Location of
services/Assets
5% Safeguarding & Deprivation of
Liberty Safeguard Enquiries (85)
1,794 Contacts Received each Month
6% Targeted Service Requests at Point
of Contact (109) (Equipment, Telecare, etc)
76
%Requests for Specialist Services (1,386) (Long Term Support, Reablement,
etc)
13% Signposted, Information & Advice,
No Further Action (232)
Assessed for New Services (747)42%
Go on to receive services (115)6%
For existing service adjustment (621)34%
5% New Enquiries (79)
Existing Enquiries (6)0.3%
NB: Figures are monthly averages taken
over 12 months and percentages are
rounded. Data is indicative of scale and
proportionality only.
Sefton Adult Social Care Demand Overview
NB: Figures are averages taken
over 5 months and percentages
are rounded.
Data is indicative of scale and
proportionality only.
All percentages are as
proportion of total contacts.
Adjustments have been made
to scale up to new contact
processes covering CS & EH.
883 Contacts Received each Month
39% Referral to Early Help (342)
Progress to Referral (260)
Existing Case (111)
Signposted, Adoption, Leaving Care, Other, No
Further Action (96)
Information & Advice (61)
Community Adolescent Service
(13)
29%
13%
11%
7%
1%
Assessment (230)
Child Protection Plan (30)
Child in Need Plan (40)
Child Looked After Plan (12)
Information & Advice, Other, No Further Action (30)
Progress to CAF (183)
Existing Case (28)
No Further Action, Other, etc (131)
21%
3%
15%
26%
3%
3%
5%
1%
No Further Action / Refer to Other Agency /
Other (118)13%
Stepped Down (30)3%
Sefton Children’s Social Care Demand Overview
Where
referrals/demand
comes from
Where
referrals/demand
comes from
Where
referrals/demand
comes from
Good Practice
Emerging good practice
• Demand Management
• Prevention at all levels
• Alternative funding streams
• Universal Plus
• Community Resources
• Integration
• System Leadership
• Intelligent Commissioning approaches
• Information, Advice and Guidance and online technology
• Culture and inspiring behaviour change
Good practice
• Demand management: stopping people entering the system or reducing the length of time they are in the system);
• Prevention at every level: to build resilience in individuals and prevent needs emerging and taking action to stop them escalating if they do
• Using alternative funding streams: including social impact bonds, crowd funding, non-for profit income generation
• Developing universal plus approaches: extending the role of the universal sector to do more through workforce development and aggregated resources
• Community resources: using the untapped potential of the community and their assets
Good Practice
• Integration: integrated commissioning and integrated delivery to strip out duplication, create improved pathways and streamline processes
• System leadership: adopting a joined up approach across all stakeholders, including public, private, independent sector and the community
• Intelligent commissioning approaches: the application of commissioning approaches, such as data mining, demand forecasting, root cause analysis, service re-engineering and re-design
• Information, Advice and Guidance and online technology: enhancing self-service methods to create independence and make the best use of modern technology
• Inspiring behaviour change: changing traditional cultures of organizations and the behaviours of staff and communities using techniques such as behavioral economics and nudge
Local Good Practice
Ramp works
Stake park
One stop
shops
Healthy Homes
Initiative
Debt Surgeries
Bikeability and
walking scheme
Troubled
families
Inspire instructors
Warm
homes
initiative
Meals on wheels
Friends of….
Church ward pilot
Age Concern
Befriending scheme
Get Health
Get Active
New
Realities
Food bank network charity
Plaza Charity
Community justice panels
Gardening
service run by
people with LD
Community shop
Youth at risk
Debt surgeries
Healthy Homes Initiative
Ramp Works
Formby hub – loneliness and
isolation
Port good monitoring Well SEFTON
School readiness programme
Formby managing floods
Short Breaks Programme Sleep clinics Work related stress packages
Reablement
service
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Examples of Positive Practice
Parks
34 groups supporting parks management and development. 22,000 hours recorded by volunteers in 14/15, which represents a 1100% increase since 2009/10, and is estimated to be worth circa £315k
Youth
Youth Service currently commissions 13 voluntary sector youth providers to deliver youth activities/projects across the borough. The youth providers deliver this work through youth hubs. There are 5 youth hubs across the borough, 3 in the south, 1 in the mid and 1 in the north.
• The overall attendance for young people aged 11- 25 years in contact with and participating with the voluntary sector youth providers and local authority youth team is – 23555. This figure is for April 15 to March 16
• The gender breakdown for the above figure is 13929 males and 9626
• The number of young people receiving recorded outcomes is 1874
• The number of young people receiving accreditations other than the D of E award is 439
• The number of young people participating in the D of E award from April 15 to March 16 is 802
• The number of young people completing their D of E award from April 15 to March 16 is 693
• The number of young people participating in Youth Council/Youth events from March 15 to April 16 is 325
National Literature Review
(system approaches)
• Asset based (community) development
• Person centred planning
• Individual-community-societal assets
• Building resilient communities
• Co-production
• Multi-agency, integration and partnership
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National Literature Review (schemes)
• Social prescribing
• Peer support
• Locality co-ordinators
• Outcomes based commissioning
• Community connectors
• Resilient places
• Troubled families
• Intensive prevention
• Hospital-to-home transitional care
• Online and self-help
• MASH
• Integrated front line service and one-stop shops
• Multisytemic therapy
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• Volunteer growth
• Skill banking
• Social capital
• Social bonds and investment
• Asset transfer
• Staff right to challenge
• Developing the ‘social’
market
• Workforce reform
• Signs of safety
National Good Practice Research
• Forever Manchester: community project funding
• Manchester Community Central: capacity building teams
• Altogether Better (Wakefield): volunteering
• Croydon Community Connectors – Asset Based Community Development
• You're Welcome - Barnwood Trust, Gloucestershire: welcoming and supportive communities
• The Tyne Gateway – using the Barefoot Professional Model: Asset Based Community Development
• West Lancashire Council for Voluntary Services
• Drug Scope – Building Assets for Recovery: Drug and alcohol recovery
• Edge of Care (various national)
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What our clients tell us
Views of Stakeholders
1. Accessible, up to date information
2. Easy access to good quality facilities, services, advice and support (including a single point of contact)
3. More effective partnership working, collaboration and joint commissioning
4. Protect and keep people safe
5. Stronger, aspirational and more resilient communities; supported to live independently
6. Co-production + being involved in decision-making and planning of services
7. Increase enterprise, develop employment and improve access of local people to the labour market
8. Workforce development
9. Designing the right infrastructure
10. Smooth transitions
11. Flexible, more personalised care and support
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Vision 2030
Through previous consultation and engagement and partnership work with communities and local businesses, we have been able to identify eight key themes for the vision of Sefton in 2030.
Two of these relate directly to the objectives of Early Intervention and Prevention:
• Resilient People and Places
• Growing, Living and ageing Well
Vision 2030
RESILIENT PEOPLE AND PLACES
In 2030 Sefton is a happy and safe place where residents
take charge of their own lives, looking out for each other
and playing a strong role in their communities. Our most
vulnerable people are protected and safe from harm.
People in Sefton receive the right help, in the right way at
the right time, making the most of its assets to make sure
residents enjoy local, co-ordinated support. Sefton is a
place where businesses, buildings, transport, the
environment and housing are sustainable and resilient in
2030.
Vision 2030
GROWING, LIVING AND AGEING WELL
In 2030 people in Sefton are happy, healthy and independent, ready for change, having enjoyed the best possible start in life. Children receive some of the best early-learning before going on to enjoy a world class education and the best training opportunities, which continue throughout their lives as they become adults. There are learning and development opportunities for all, with everyone able to enjoy something that is right for then. There is a strong co-operative ethos embodied by our residents, who look out for each other across the generations. People in Sefton are living healthy lives and ageing well in 2030.
Sefton Strategy Soup Adult Social Care Strategic Plan Adult Social Care Procedure Manual Assisted Transport Policy Charging/Partnership for Care/Contributions Policy
Delayed Transfers and Pathways Policy End of Life Strategy Falls Strategy No Wrong Door Policy V2 2010 Personal Budgets Plan Inc. Direct Payments
Procedure Safeguarding Adults Inter Agency Strategy Safeguarding Adults Learning & Development Strategy Sefton Safeguarding Adults Policy
and Procedural Framework for Action Vulnerable People Service Staff Supervision Policy Updated 2012 Market Facilitation Strategy Market Position
Statement Work Force Development Quality Standards Protocol for Accessible Formats 2013 guidance Guidance for Adult Transport
Sefton ARC Standards Careline Commissioning Strategy Provider Failure Policy Carers Strategy Deferred Payments Policy
Dementia Strategy - 2015 – 2019 Personalisation Strategy 2015-2017 SPOC - Older Person's Strategy Eligibility Policy Prisons and approved premises
policy Rabblement Strategy Respite Policy Day Care Policy Direct Payments and Personal Budgets Policy Self Directed Support Guidance
2011 / 2012 Single Assessment (Associated documents) Assistive Technology Strategy & Marketing Plan Children and Young People's Plan
Transitions Strategy Children looked after and Care Leavers Sufficiency Strategy - 2013-2016 Corporate Parenting Strategy Cross Departmental
Strategy for Care Leavers Early Help Strategy Family Support Pathway Short Breaks Statement Child Sexual Exploitation Strategy Transitions Strategy
Children's Early Help and Social Care Workforce development Strategy early help assessment anti-bullying strategy Prevent duty for schools and child
care settings e-safety Partnership and data sharing with Health - health visitors, midwives, live birth data, CCG's Sefton's pledge to children in care update
2010 Looked after & cared for Strategy 2015 Seftons Commissioning Strategy CYP 2015-2020 CYP Joint mental health and wellbeing strategy 2014-2017
(CAMHS) Joint adults and CYP safeguarding boards training strategy Child Poverty Strategy Children's Homes causing concern protocol LSCB Thresholds
document 2013 Adoption & Fostering Strategy Children's Centre's Family Centre's Sufficiency plan Procurement Strategy Sefton Procurement
Strategy 2014-16 Parish Charter New Realities Agreement Action Plan Sefton definition of ‘Comprehensive and Efficient’ in relation to Public Libraries and
Museums Act 1964 Library Terms & Conditions – when joining new members Stock Management Policy Children & Young People Policy People’s
Network computers / Acceptable Use Policy Poster & Leaflet Policy Arts Programming Policy Community exhibitions and display policy
Exhibitions and programming Policy Arts Access Policy Care & Conservation Policy Collection Development Policy Documentation
Policy DISARM Counter Terrorism Local Plan Domestic and Sexual Violence Strategy 2015-2018 Serious and Organised Crime Strategy
Youth Justice Board Plan Complaints Comprehensive Equality Policy Prosecution Policy Information Law CCTV Policy 2020
Vision – Plan Early Intervention and Prevention Strategy Communication & Reputation Management Framework Consultation Guidelines
Communication Strategy Commissioning Framework Ict Strategy Risk management policy Audit plan Contingency & Resilience Corporate
governance policy Sefton Skills & Employment Strategy 2007-10 School Improvement Strategy Sefton Music Education Partnership Home to
School Transport and Post-16 SEN Transport Policy 2016/17 Sefton Anti Bullying Strategy 2013-16 Sefton Education Strategy & Education Partnership Board
School Attendance Strategy Children missing education School Meals Catering Nutrition & Food Hygiene School Crossing School
Cleaning Standards School Organisations School admissions Sufficiency plan for schools 2015 Home to school transport and post 16 transport
School Readiness Strategy Allotments Strategy Beach management Strategy Coast Management Plan An approach to foreshore
engagement plan Parks and Open Spaces Strategy Parks and Green Spaces Asset Management Strategy Joint Merseyside Municipal Waste
Management Strategy Commercial Waste Clinical Waste Internal Waste Recycling Waste Collection Policy Missed Collection
Graffiti Street Sweeping Building Cleaning Standards Fly Tipping Beach bins, railings etc Gormleys Cems & Crems regulations
Merseyside rights of way improvement plan Low Emissions Strategy Air Quality Management Areas Capital Programme Vehicle Replacement strategy
Coastal Change Management Area - Local Plan Flood Risk Management Policy EQ8 -Local Plan Contaminated Land Inspection Strategy Culvert policy
Environment Business Continuity Plan Environment Health & Safety Policy Flood and Coastal Erosion Risk Management Strategy Flood Risk
Management Policy EQ8 -Local Plan Local Plan Nature Conservation Strategy Sandbag Policy Section 19 Flood Inspection Policy Sefton
Coast Woodland Plan Seftons Flood risk management byelaws Sefton UDP / Local Plan Shoreline Management Plan Sefton Local Flood Risk Strategy
Health & Wellbeing Strategy Health Protection - Plan on a page Obesity (Nutrition / Physical Activity)……. Etc. Etc. Etc. Over 330
Commissioning and
Resources
Priorities from Children & Young People
Plan
• Ensure all children and young people have a positive educational
experience
• Ensure all children are supported to have a healthy start in life and a
healthy adulthood
• Improving the quality of lives of children and young people with
additional needs and vulnerabilities, to ensure they are safe and
fulfil their individual potential
• Ensure positive emotional health and wellbeing of children and
young people is achieved.
Priorities from Adult Social Care Strategic
Plan
• Individuals to be self-sufficient and maintain independence, looking
after themselves with help from family, friends and communities
• Work with the most vulnerable to ensure they are involved in all
decisions about the provision of their care and support
• Develop the market to maximise and promote universal
opportunities that are inclusive and accessible
• Safeguarding
Financial Resourcing
• Where do we spend money?
• What costs the most?
• What’s most cost effective?
Total Sefton
Public Expenditure
£1,953m
Department for
Works and
Pensions
£865m
Sefton
Council
£482m
Clinical
Commissioning
Groups
£415m
Waste £13m
State
Pension
£451m
Other
Benefits
£414m
South
Sefton
£234m
Southp
ort &
Formby
£181m
Academies £43m
Transport £59m
Fire £14m
Police £63m
Schools
and Other
Education
£198m
£159m
Adults and
Children’s Social
Care
£68
m
Planning, Highways, Transport and
Environmental Services
Public Health
£23m
Cultural Services
£22m
Other Services £12m
Public
Economy Social
Economy
Private
Economy
The total available resource in
Sefton
Overview of Council 2016/17 budget
Strategic Management, £2.9m
Commissioning Support and
Business Intelligence, £1.8m
Strategic Support, £0.3m
Adult Social Care, £85.5mChildren's Social Care, £26.7m
Communities, £9.8m
Corporate Support, £2.7m
Health & Wellbeing, £21.6m
Inward
Investment
& Employment, £3.6m
Locality Services -
Commissioned, £15.1m
Locality Services - Provision,
£7.5m
Regeneration & Housing,
£4.7m
Regulation and Compliance,
£4.7m
Schools and Families, £24.5m
Our resources
Front line
• Adults social care assessment
• Assessment services
• Day care
• Dom care
• Residential care
• Nursing care
• Respite
• Supported living
• Children’s social work
• Children and adolescent service
• Early help teams
• LAC
• Leaving care
• Fostering and adoption
• Troubled Families
• Attendance & Welfare
• Welfare Rights
• Community co-ordinators / advisers
• Homeless service (commissioned and direction
provision) temp. accommodation
• Special schools
• Short stay schools
• Out of borough placements
• SEND
• Psychological services
• Community learning
Commissioned
• 0-19 service (including healthy child programme)
• Integrated wellness service
• Mental health – adults / children
• VCF contracts
• New Directions
• Substance misuse
• Sexual health
• Prevention – see data base
• 2 one stop shops
• Contact centre
• 1 Arts Centre
• 6 Libraries
• 6 Leisure centres
• Children’s centres
• Early help teams
• Sefton at work
• YOS services / hubs / integrated youth support
• Homelessness team
Centres with front of house
Drivers for Change
Drivers for change
These are the summary statements from the data analysis exercise we undertook. Do you agree these summarise what we said and offer us a firm case for change:
Current Approach: We are reactive and focused on a ‘break-fix’ model
Prevention is not active at all levels in the system
Commissioning and Provision: We don’t always tailor solutions to need
We are structured based on our service offers and work in our domain based areas but children's and adults issues are complex and multifaceted needing a partnership response
Culture and Practice: Referral and Assessment leads to reliance and dependency
We have a traditional culture based on referral, assessment an service intervention
Operating System: Doesn’t identify or systematically address root cause
We aren't yet mature in our analytical abilities to manage demand; we have a degree of system duplication and there are example of process waste;
Drivers for change
These are the summary statements from the data analysis exercise we undertook. Do you agree these summarise what we said and offer us a firm case for change:
Commissioning Activity: Multiple needs met with silo’d commissioning approach
We have potential to develop and mature our commissioning approach
Resources across Sefton: We are not fully exploiting the available resources
We are more expensive than other local authorities; We pay for multiple centres to be run in communities; We have strong ambitions for self-management and self-care but haven't matured the agenda fully
Front Doors: Multiple Front Doors respond differently
We have an opportunity to consolidate our front doors and create a single contact, referral point and triage with partners to streamline the system
Governance Methods, Processes and Systems: Not as effective as they could be and capability is mixed
We want an uncomplicated governance that allows us to agile and flexible yet accountable and we want to train the workforce in new skills for the future
1. Our current approach is one by which we react to issues once they
have occurred and it is focused on a ‘break-fix’ model rather than a pro-
active, holistic and preventative model
Support is not
consistently keeping
children out of the
system (e.g. 1:4 children get
referred back into the system
within 12 months)
We wait for problems
to happen before we
provide help; we do
not pre-empt problems
and take action to
avoid them
Care Models and Early
Help is an “intervention
– we do it for you”
approach
2. The services we commission and provide are too generic
and do not match the unique and diverse needs of our
children and adults
Services that
are more
focused on
client need, use
a clear model
and are specific
in what they do
perform better (e.g. YOS, troubled
families)
We retrofit need to services rather than services to need and operate some large
county models that have an offer that is not diversified for local need
The early intervention and community based services we commission are not
aligned to the known root causes of problems
3. There is a culture of referral and assessment which has
created reliance and dependency
There is no
commissioning that
has been identified
that builds
community capacity
or the universal
capacity
We have professionalised
Early Help and are quick
to make referrals and
undertake or seek
assessments(SEN rate; requests for support, EH
assessment, NFA rates)
4. We operate a system based on a deficit model and don’t
systematically address root causes and contributing factors
Our systems and
process are not set up
to predict demand,
identify patterns of
root cause or evaluate
what interventions
work, as such we are
at risk of not using
resources effectively
We analyse need and
fill the gaps with
services; there are few
examples of strength
based assessments and
utilisation of assets to
address problems
The root causes
market
The root causes
identified from case
studies and soft
intelligence are not
what we spend our
money on or take
preventative action
around and we do
little to shape the
market
5. The needs of vulnerable children and adults in the system are multi-
faceted but most commissioning activity is based on single issues
leading to children being in multiple services
• Children and
adults who need
help have
multiple needs
• The root causes
for children are
in the main
family based
issues
• Adults want local
help in one place
• The services we • The services we
commission are
based on meeting
singular need
• We commission
and provide
services for
children or adults
• Children and
adults get passed
round the system
cause they don’t
fit into one
service neatly
6. We are not able to address the needs of children
and adults on our own but we are not exploiting the
available resource across Sefton
Our commissioning is based on the
procurement of services; we are not exerting
our role of influence across the community,
private and universal sector and nor are we
building community capacity systematically
There are effective results from integrated
commissioning in terms of reducing
duplication, creating efficiencies and
increasing outcome
Multi-agency practices (e.g. YOS, BRFC) are
having more profound impacts on
outcomes than council based services
operating alone
7. We have multiple front doors and each respond to meeting
need differently
We have 100’s of
front doors and the
rise of academies will
create more; we try
and restrict front
doors rather than
embrace them
The front door
experience is different
depending on the door
you take
A few front doors are responsible
for a massive number of referrals,
others make none
There are multiple
sources and data
bases of IAG
8. Our governance methods, processes and systems are not
as effective as they could be and capability is mixed
There is duplication and waste in the system
(multiple governance structures, duplicated efforts in performance
reporting and strategy writing, multiple data teams, front line
workers completing lots of paperwork for commissioners)
we have complicated
system maps and system
flows and they are
separate for different
groups
It is unclear
where decisions
are made in some
parts of the
system
(accountability
and
responsibility)
We have changed the
function of our workforce
and not invested in
developing new skills(commissioner and provider)
• Current Approach: We are reactive and focused on a ‘break-fix’ model– Any future children’s system needs to focus on demand management by taking a proactive approach to Prevention and
Early Help focused on root cause
• Commissioning and Provision: We don’t always tailor solutions to need– Any future children’s system needs to tailor solutions to children’s and families needs and what works for them
• Culture and Practice: Referral and Assessment leads to reliance and dependency– Any future children’s system needs to develop asset based and intelligence led approaches and begin to focus prevention
on root cause
• Operating System: Doesn’t identify or systematically address root cause– Any future children’s system needs to adopt family approaches to meeting children’s outcomes and promote integrated
and multi-agency working to coherently address multifaceted needs
• Commissioning Activity: Multiple needs met with silo’d commissioning approach– Any future children’s system needs to develop asset based and intelligence led approaches and begin to focus prevention
on root cause
• Resources across Staffordshire: We are not fully exploiting the available resources– Any future children’s system needs to fully exploit the available resources to deliver outcomes for children and families
• Front Doors: Multiple Front Doors respond differently– Any future children’s system needs to offer a consistency of customer experience, make sure that every contact made
makes a difference, that IAG is assertive and relevant and that we optimise the use of places people naturally go to for
support
• Governance Methods, Processes and Systems: Not as effective as they could be and
capability is mixed– Any future children’s system needs to develop clearer governance methods, streamlined processes, a focus on outcomes
and develop workforce capability
Summary of Agreed Key Insight Messages
Improving the current system
• Using the data, insight and research we have:
– Developed some core principles we want to see
underpinning any new way of working / operating
model
– Assessed a range of models and looked at what
will work best for us
– Developed Sefton's operating model ands
undertaken low level SWOT analyses on the model
– Developed an OBC
The Future System
Principles we want in the future model
• Put citizens at the heart of what we do
• Have a clear / common definitions of EIP (upstream, downstream, mid-stream)
• Create a ‘whole system approach’ in which everyone takes action to early warning signs rather than wait for the problem to be referred into a formal system
• Its not US that needs to respond all the time – its everyone’s obligated and liberated to act (every contact counts)
• Lets draw the right people into the system – the right help at the right time in the right way and for the right time
• Timely and planned reassessments for those that need them?
• Reduce the number of assessments (single assessment framework – that also has a community asset based angle not just need)
• One council approach to cases management – think differently
• Make the best use of ALL available resources across all system councils and others
Principles we want in the future model
• Maximise individual and community resilience – create independence at the heart (got trial here – well north / church ward)
• Grow the community ownership in all we do (The answer lies within our communities and how do we give them the permissions to act and do and how do we grow this way of working)
• Instil community, pro-social values
• Do it once – do it together – do it well – hold in together
• We have a singular approach and way of thinking – how do I prevent you coming back again / how do I empower you?
• Unite public economy, social economy and private economy – we all have a role?
• Promote social entrepreneurship and social value
• Think personal plans, personal budget, budget holding lead professionals –person lead care - putting people in control of their lives and finding their own solutions
Principles we want in the future model
• Focus on cause – don’t fit people into services
• Social contract
• Reduce contact points / reduce front doors – still get a response that’s helpful BUT NOT a service
• Multi-purpose / multi-use building / change culture of buildings – multi-service points
• Change the culture of building based services -non-building based delivery (offer to a community – not just services)
• Use our assets differently
Principles we want in the future model
• Data – Track root cause / back track / take early action based on what causes the demand in the first places (e.g.
what are the core events)
– Intelligent commissioner – we create questions, we decide what to do, we monitor impact
– Take risk to try thinks / Stop things that don’t work / allow some failure
– Predictive data analysis
– Use intuition too
– Analytical skill / tolls / methods (process mapping and reengineering)
• Commission for outcomes not services / create hypothesis and test them
• Commission together again our priorities
• Develop a workforce with the right capability – analytical skills, commissioning skills
• Share success /celebrate success
• Data observatory
• Streamline or develop purposeful boards with clear functions and roles – without creating an industry and top down management
• Have clear accountabilities, assurance and responsibilities – who is doing what – make it clear
• Trust
• Single clear strategy with a suite of purposeful strategies we all own together
1. Adopt a whole system approach, stop operating in silos - have a clear single strategy
2. We all have a role to play – every contact counts
3. Take a proactive approach to prevention and Early Help
4. Tailor solutions to need
5. Focus on assets not deficits
6. Promote pro-social behaviours an attitudes
7. Think outcomes and offers not services and buildings
8. Create independence and personal resilience – put people in control of their own lives
9. Keep citizens at the heart
10. Be agile, flexible and free from layers of bureaucracy
11. Create big data and intelligence and use it (e.g. Identify root cause and proactively address it where we can)
12. Commission integrated responses not single service based responses
13. Fully exploit the available resources
14. Offer best value in service delivery models (multi-purpose teams, multi-functional buildings)
15. Provide continuity of support and consistency of customer experience
16. Develop the most effective governance methods, processes and systems and develop Workforce capability
17. Be digital by default
In our future system we want to:
Customer
ExperienceCitizens at the
heart; Consistent
and personalised
where every
contact counts; be
agile and flexible
Principles for promoting resilience in people and place
LeadershipLeading together
to deliver a shared
ambition Influence;
single strategy and
a whole system
approach
PartnershipIntegrated working
with customers,
stakeholders, partners
and the community to
co-produce and deliver
outcomes; make the
best use of all available
resourcesOutcome
FocusedDeliver for
outcomes not for
services or
building based
approaches
Personal
ResponsibilityCreating resilient and
independent
individuals and
communities who
have choice and
control
PreventionMaking prevention
everybody’s
business by being
proactive, outcome
focussed and
addressing root
cause
Intelligent
commissioningUse data, collect
evidence, share success,
work together,
commission for
outcomes; tailor
solutions to need
Asset focusedFocus on people
positive resources,
skills and strengths;
build community
capacity; promote pro-
social behaviours
DigitalGood information,
advice and
guidance; Self-care
and self
management, digital
inclusion and be
digital by default
Acute and
statutory
responses
Service based
response se
Service based
response se
Community based
approach
Community based
approach
Statutory service
response
Multi-agency service
response
Community and services working together
Skilled and supported communities
Resilient people an places
To Be • Whole system approach
• Developing resilient, empowered
and independent communities
• A new deal with citizens
• “Community first”
• Prevention at every level
• Community model based on
assets, joint working and
capacity building
• Stemming the flow of demand
for service based responses
• A focus on integrated
commissioning, governance and
delivery at every level
• Developing innovation and new
technological solutions
• A focus on developing a localised
approach proportionate to need
• Making the best use of all
resources
76Integrated back office infrastructures
What Who for
Resilient people
and places
An environment (resilient community and places)
where children and young people, older people and
families are well informed and able to help
themselves and have choice and access jobs, housing,
social opportunities and safe places
• Residents, visitors, employees, businesses, communities
Skilled &
Supportive
Communities
An environment where communities (people,
universal services and businesses) around older
people, children, young people and their families are
skilled and confident to positively help open another
• All adults, children, young people and families and the people they
interact with in their community
Community &
Services Working
Together
Developing an environment that enables the
community, voluntary, local businesses universal
services and statutory services to work together to
jointly find solutions that support older people,
children and their families
• Adults, children and families where there is a risk of escalation
• Adults, children and families where issues have occurred
• Adults, children and families de-escalated from targeted support
• Localities that are struggling (who have multiple risk factors)
Multi-agency
services responses
Developing an environment that identifies and
engages promptly with older people, children and
family units in need of support to enable them to
regain and maintain an independent life
• Adults, children and families where there is a risk of escalation
• Adults, children and families where multiple issues have occurred
• Adults, children & families de-escalated from the statutory
services
• Localities that have long term, ingrained challenges
Statutory Service
responses
Developing an environment where vulnerable adults,
vulnerable families, children and young people are
supported at and for the right time by the right
services, in order to return to independent family life
as quickly and safely as possible
• Covers adults, children, young people and families in the statutory
parts of the social care (Children in Need – S17 Children Act
definition; LAC; safeguarding; adoption), mental health, SEND (a
proportion of) and YOS systems and partners statutory responses
for vulnerable people (e.g. Police, Housing, DWP)
Integrated back
office
infrastructures
Joint outcomes and performance framework
Integrated commissioning
Integrated support
Integrated performance management
Proactive demand
management
77
What is the Vision? An environment (resilient community and places) where children and young people, older people and families are
well informed and able to help themselves and have choice and access jobs, housing, social opportunities and safe places
How will it work?
• People and communities are informed resourceful and supported
and supportive
• Places are accessible, affordable and owned by the communities
that live there
• Strong informal networks in communities which promote personal
and community responsibility and independence with a positive
outlook and can do attitude
• Solution focused community champions and leaders who support
community behaviour change
• Build on assets even in hard areas and least resilient
• Relevant, accessible and up to date information available through
a range of formal and informal channels to families and
communities
• Safe environment; Good housing, schools – choice ; good public
transport
• Arts culture heritage and great social and recreational offers
• Thriving job market and jobs training
• All partners working together for and with the community and
trust within communities and with services
• Who is it for? Residents, visitors, employees, businesses,
communities
How will we know it is successful?
• Improving opportunities / behaviors and outcomes
• More people in jobs
• Reduced health inequalities
How is it different to now?
• Pro-active market stimulation
• Local businesses, the universal services and the community
themselves plays an active role in IAG
• Active behavioral change approaches to address long standing
and inter generational problems
• Join up on people and place in communities (place making
approach)
• Recognizes talents and assets rather than needs and issues,
stimulating a culture of ‘we can do it ourselves’
What will need to change?
• Culture – pro-active and focused on root cause, using data and evidence base
• Partnerships between public sector, the community, the voluntary and faith sector and
the private sector and businesses
• Capacity building programmes with the universal sector and community
• Digital by default – e.g. E-market place and access to great information, advice and
guidance
• Pro-active approach to market shaping
• New deal with citizens – what we will do what they will do deal
What is our role in this space?
• Wind them up and set them off
• Stimulators, facilitators
• Creators of good IAG, the tools so
people can get on with it
• Information quality assessors
• Nudge
• Behaviour change champions
• Advocates for Sefton
• Asset givers
Resilient people and places
RECREATION
& LEISURE
POST OFFICES
/ JOB CENTRES
EARLY EDUCATION
/ CHILDCARE
COMMUNITY
NETWORKS &
CHAMPIONS
GPs AND
HEALTH
CENTRES
PRIORITY OUTCOME:
HEALTHIER & MORE
INDEPENDENT
PRIORITY OUTCOME:
ACCESS GOOD JOBS &
FEEL BENEFITS OF
ECONOMIC GROWTH
PRIORITY OUTCOME:
FEEL SAFER & MORE
SUPPORTED IN & BY
THE COMMUNITY
HOME
COMMUNITIESSCHOOLS AND
COLLEGES
TRANSPORT
SOCIAL MEDIA
& ONLINEJOBS AND
TRAINING
PROGRAMMES
& ACTIVITES
HOUSING &
SOCIAL
LANDLORDS
FAMILY HUBS
EMPLOYERS
Core Elements of a Resilience Model
What is the Vision? An environment where communities (people, universal services and businesses) around older people, children,
young people and their families are skilled and confident to positively help open another
How will it work?
• Trained community navigators, mentors, ambassadors and champions
• Growth of community interest companies, charities, social enterprises
set up by local people to help and support local people
• Growth of new community funding methods (e.g. crowd funding,
donations)
• Stimulate greater use of community assets (e.g. time-banks and swap
shops where people can exchange skills)
• Universal provisions, the community and local business have the skills to
help families and take a solution focused empowering approach
• Stimulate the growth of charities and voluntary organization based on
what will help the most
• Social impact bonds and payment by results methods
• Schools – resources and how they are used by the wider community
• Corporate responsibility (independently doing)74trust between
organisations
• Great role of digital and assistive technology – self assessment and self-
management (self control at early stage)
Who is it for? All older people, children, young people and families and the
people they interact with in their community
How will we know it is successful?
How is it different?
• Active market shaping – working with universal providers and CVS to
stimulate the right environment
• Empowering responses to peoples problems – educating them to help
themselves and connecting them to the community
• Local businesses, the community and universal services have a more active
role
• New models of delivery and funding
• Asset focused
What will need to change?
• System Culture – pro-active and focused on root cause, using data and evidence base
• Front line culture change - empower people to do it rather than ‘refer’ or do it for people
• Greater work (and more partnerships) with the CVS to stimulate the growth of the sector and
attract new funding
• Closer links between all tiers of services
• Support services in closer proximity to universal services, to up skill and give people confidence (co-
location around school cluster for example), giving a better understanding between the two about
their roles in supporting families and communities
• Online and local methods to help communities connect
• Improved intelligence from the top end of the system (root cause) to market shape in this part of
the system
• Training for the community and investment on community instigators/champions/navigators
What’s our role in this space?
• Little involvement
• Facilitator
• Sign poster
• Enabler
• Very limited supporter
• Commissioning – pump priming
• Intelligence giving
• Push back down - setting a culture
• Market shaping / sufficiency planning
• Setting targets / conditions / expectations for
improvement
• Encourage responsibility to act - capacity builder
of universal
• Mapping – sufficiency of ‘resources’ / social
economy
Skilled & Supportive Communities
What is the Vision? Developing an environment that enables the community, voluntary, local businesses universal services and statutory
services to work together to jointly find solutions that support older people, children and their families
How will it work?
• Community owning their community and being upskilled to do so
• Statutory services are co-located around universal services
• There are strong local partnerships between community members,
services and local business who work together to develop local
solutions, accessing or developing the community to respond in the
first instance
• Targeted Brief interventions run by the community members and
services together – upskilling the community and universal services
over time
• Greater investment in upskilling the community and CVS
• Local alliances/co-operatives between communities, services and
business who jointly apply for funding and share resources and skills
• Community commissioning funding pooled / local commissioning
• Stimulating growth of social investment
• Skills sharing across services (e.g. peer auditing)
• Increased amount of proactive, targeted interventions in an area
based on local needs (partnership responses)
• Sharing local intelligence
• Co-design and co-working
• Trained community navigators, mentors, ambassadors and
champions
Who is it for?
• Older people in the edge of being vulnerable
• Children and Families who are identified as needing additional help
• Children and Families where issues have occurred
• Children and Families de-escalated from targeted support
• Local communities identified as having multiple risk factors
How will we know it is successful?
How is it different?
• Managing demand down
• Teams working together and with the community
• Partnership and community responses rather than just services responses – joint
ownership of an area
• Proactive, targeted approach based on risk factors
• A move away from referral
• Community commissioning pots with innovative funding solutions
• Locally driven and owned
• Clear performance targets to own jointly – based on outcomes and shared
priorities and targets
• Developing the role of the 3rd sector and other key partners and people in localities
• Effective working practices across the board regarding information sharing
• Behaviour change
What will need to change?
• Building confidence, capability and capacity in the community
• Culture – internally and amongst partners / communities; pro-active and focused on root cause,
using data and evidence base
• Attitudes to risk and attitudes to how support is provided
• KPIs and measures to focus on outcomes for older people / children and families
• Raising awareness of when / how things can go wrong so that appropriate support can be
accessed at the appropriate time
• Infrastructure support to help glue partnerships and maintain and develop localised intelligence
• Joint community and service workforce development
What's our role in this space?
• Join our service offers - Leisure services, environmental
services, aiming high, council tax reduction
• Using universal services differently – being used for
more targeted purposes
• Step-up – step down
• Not just about people services – place shaping
• Educating community to develop their solutions their
problems
• New type of workforce
Community & Services Working Together
What is the Vision? Developing an environment that identifies and engages promptly with older people, children and family units in need of
support to enable them to regain and maintain an independent life
How will it work?
• Local services work in partnership to create local team, pool resources, funding
and skills
• Resources are allocated to areas based on need
• Multi-agency local support is clustered around local universal services (schools,
early years providers, health centres – so all services can work together more
effectively)
• Resources are available / targeted based on need
• Partnerships receive joint training on brief interventions/ evidenced based
interventions that will make a big difference to the community they work in
• Families are allocated a key worker / lead professional who engages with the
family and other professionals to arrange support
• Local teams take a proactive approach and work with people in the local area
before referrals are made
• There is a clear triage system across the partnership and a help and advice
method
• Targeted brief interventions are offered
• Support is provided to the whole family not just the child, so resilience is
improved and root cause addressed
• Teams are incentivised against performance targets
Who is it for?
• Older people in need of additional help
• Children and Families who are identified as needing additional help
• Children and Families where multiple issues have occurred
• Children and Families de-escalated from statutory services
• Local communities that have long term, ingrained challenges
How will we know it is successful?
How is it different?
• There are local teams which are truly multi-agency and resources across
teams are pooled and shared – single front door to local services
• Workforce development is joined up and relevant to the skills required
for supporting that community
• All partners have a role to play in Early Help – proactive identification of
what is needed
• The threshold for help from a team are ‘higher’
• There is a key worker response
What will need to change?
• Culture - working together to deliver a response and running a key worker approach; working
as a multi-agency team; pro-active and focused on root cause, using data and evidence base
• Developing a working relationship with the community and approaches to grow community
resources first to solve problems
• Targets to increase community capacity and reduce service responses
• Attitudes to risk
• KPIs and measures to focus on outcomes for children and families
• Policy, process and ways of working to enable teams to work together
• Joint team made up of parts: E,g: Children's sol care;
Adults SC; YOT; Regulatory services; Early help services;
Welfare assistance; Substance misuse; DV; Specialist
housing;
• Jointly commissioning
• Step-down into yellow
• Single team / virtual teams
• Joint accountability of delivery of outcomes , control
• Cause (not treatment)
• Percentage of effort is focused on yellow not treatment
• In-reach role
• Targeted in areas of need – neighbourhood based
• Shared culture / Sharing risk
• Co-location
Multi-agency services responses
What is the Vision? Developing an environment where vulnerable adults, vulnerable families, children and young people are
supported at and for the right time by the right services, in order to return to independent family life as quickly and safely as possible
How will it work?• Short term intervention which is multi-agency approach across
statutory services (Safeguarding, Police, Mental Health, SEND,
Youth Offending)
• Co-located statutory response hubs across agencies
• Intensive prevention approaches (proactive approaches to
identifying most vulnerable and taking action before they
come into the system)
• Rehabilitation approaches and active step-down working with
multi-agency teams
• Personalised / Managed budgets (by service users)
• Local commission /spot purchasing relevant to families need
• Enhanced regional approaches
• Active family and community approaches to build resilience of
the most vulnerable
• Commissioning is integrated and commissioners work to
design and commission integrated service responses
• Locality delivery in areas of greatest demand
• Families will know how and when interventions will cease
• Addresses root cause to prevent re-referral
• Shares intelligence to inform root cause and Early Intervention
Indicators for learning up stream
Who is it for? Covers older people, children, young people and families in the
statutory parts of the social care (Children in Need – S17 Children
Act definition; LAC; safeguarding; adoption), mental health, SEND
(a proportion of) and YOS systems and partners statutory
responses for vulnerable people (e.g. Police, Housing, DWP)
How will we know it is successful?
How is it different?
• Integrated commissioning and delivery across all key partners
• Family and community focus
• Multi-agency co-located teams across statutory services
• Proactive prevention and rehabilitation
• Funding and payment methods
• Demand led
What will need to change?
• Culture – working together; pro-active and focused on root cause, using data and
evidence base; locality working
• Power and control of individual agencies
• Attitudes to risk internally and across partners
• Proactive funding teams
• Skills and capabilities – to work in new ways across family and community
• System and process
What's our role in this space
• Deliver our statutory duties alongside
partners, in the most effective and
efficient ways possible that make sense
Statutory Services Responses
What’s different
• Change of balance from service provision model to community based model
• Focus on assets rather than deficits
• Whole system re-wiring – glue the parts of the system together
• Multi-agency and partnership at all parts (social, public an private economies together not just public sector)
• More flood gates to stop escalation of problems
• Prevention at every level – upstream, down stream, mid stream
• More intelligent system – uses resources wisely, predicts, forecasts and plans, deploys resources based on evidence
• Managed response to de-escalation – effectively supporting people out of services but keeping them supported in their community through a new way of working
• A clear role for the community and a agreed role for the council
Critical Analysis of the
new system
Strengths
Intuitive
Person Centred
Better use of resources
Leaner, focused approach
Reduced cost
Urgency
Creating savings
Already pockets of success
No surprises
Stronger community
Framework / strategic approach
Focused on improved outcomes
Key worker approach
Simplified system / process
Focused on outcomes not processes
Citizen at the centre
More skilled workforce
Intelligence driven focussed service
delivery
Transitions to adulthood
Weaknesses
Hard to realise £’s
Culture of workforce
Capacity
Capability
Timeframe
Initial investment
Scale & pace
Are we clear about the evidence base
Capacity to deliver
Destabilise staff
Skill to make change within Council
Culture / deliver change in services
Why hasn’t EIP integrated working
happened before?
Silo approach by professionals – “Elitism”
egos
SWOT of new model
Opportunities
Developing evidence base
(Evaluation Academic Partnerships,
NWAHJN)
Innovation for communities
Innovation for staff
Additional resources
Influence in the market place
Improved contracts
Devo-Scouse
Investment in facilities
2030 vision tie in
Predictable (80%)
Untapped community capacity
Legislation changes e.g. Health & Social
Care
Aligned delivery points
Sustainable services
Third sector – clarity of role & purpose
Threats
Culture of the community (& others)
Confidence in change process
Partnerships and relationships
Interdependencies
Complex & Unpredictable 20%
Human behaviours
£64m deficit
Buy in from other partners & community
Timescales / pace of change
Risks
How we communicate this model to service users
SWOT of new model
Strengths of our Future Operating Model
88
3.
1. For communities, adults, children and families it means:
• We will be able to provide more personalised care for adults,
children and families, so that they can choose what is best for
them
• We will start a cultural shift to move from a dependency culture
to independent citizens
• Individuals and communities can be involved in creative and
local solutions that work for them
• We will be working with local people to give them greater
involvement and responsibility over the way that their money is
spent
• Information and support will be localised and more accessible in
ways that make sense to the community
2. For the Sefton wider economy it means:
• A growth of social capital
• Increased opportunities for volunteering and entry into or back
into work
• Contributing to job growth from asset transfer and community
run resources
• Private sector business contributes to social outcomes through
use of the social value act
• Contribution to the regeneration of communities as individuals
take greater ownership
3. For public sector organisations (Commissioners) it means:
• By commissioning more effectively and collectively we will
prevent duplication of services
• Resources can be spent more effectively
• By integrating we will establish common cultures, joint
assessments and clearer care pathways
• We will have better intelligence to drive strategic decision
making
• A greater diversity of provision that will help to stimulate growth
of the third sector and local business
• Developing a vibrant market will offer choice and drive down
costs
• We will promote innovation, responsiveness and flexibility in the
market
• Equity of provision
4. For providers it means
• Greater autonomy, flexibility and innovation – less bureaucracy
• Ability to develop traded approaches
• Financial sustainability through new business opportunities
• Enhanced staff ownership, motivation and commitment
• Focus on the needs of the child and young person not the
process
• Quicker organisational responsiveness – agile, quick and flexible
• Improved productivity
Overall there are 4 key areas of public value:
Taking it forward into a
programme of change
Change Programmes
Specialist service
responses
Separate
silo delivery
Prevention
Statutory
service response
Multi-agency
service response
Community and services
working together
Skilled and supported communities
Resilient people and places
Separate back office
infrastructuresIntegrated back office infrastructures
90
Change programme 1:
The most vulnerable
Change programme 2:
Multi-agency teams
Change
programme 3
A new deal with
citizens
1. EIP 1: The Most Vulnerable
Statutory & Acute services
Multi-agency teams
Community and services working
together
Community supporting community
People and place resilience
A system redesign of how services work to provide for the most
vulnerable citizens• A single contact and referral hub for children's and adults (MASH) linked to
frontline teams
• Triage and assessment centres
• LAC reform – foster care, leaving care, courts, IRO, residential, intensive
fostering, adoption
• Planned programme of de-escalation (children's and adults)
• Looked After Children
• S47/S17
• Residential care / Day care
• Out of borough care and education
• Special schools
• Functional models with in-reach to multi-agency teams (YOS, SEND, LAC,
Social Care)
• LCR combined approach where appropriate (e.g. YOS, safeguarding board,
fostering and adoption)
• Down stream prevention - Intensive prevention and relapse prevention
programmes (invest to save)
• Single safeguarding board process and policy (children and adults) or LCR
approach
• Partnership alignment/Integration: Public Protection, Mental Health Act,
Acute services, housing
• Joint commissioning against a strategic operating model *
• Asset based culture – cultural reform / workforce development
• Delivery vehicle - Single delivery company: New directions – children’s and
adults (readiness for further transition to other models of delivery); could
include Sefton Arc
2. EIP 2: Multi-Agency Teams
Statutory & Acute services
Multi-agency teams
Community and services working
together
Community supporting community
People and place resilience
Hub and spoke model of Integrated frontline delivery, co-
located in areas of high demand with geographical
catchments • Council services: Children's centres, family centres, day care,
residential, Sefton at work, contact centres, libraries?, leisure?,
early help teams, integrated youth support, 0-19 services,
aiming high, short stay schools, welfare reform advisers
• Integrated with partners: primary and community health care,
police PCSOs and frontline policing, returning prisoners
(probation), DWP, fire, schools
• Interface with CVS bringing community and service based
support together
• Planned programme of de-escalation (children's and adults –
e.g. early help into community support; service focused care
packages into community care packages)
• Joint commissioning against a strategic operating model*
• Mid-stream prevention
• Asset based culture - cultural reform/workforce development
• One public estate – co-location and property utilisation
programme*
• Single back office, joint business support manager, centre based
leadership, singular team management
• Phase 2: delivery vehicle – consortium/ trusts/strategic partner
(e.g. prospects etc.)
Developing a community offer and delivery model optimising
assets and social entrepreneurship
• A new deal with citizens – a formal deal with citizens – there role
and our role
• Self care and self management
• E-market place*
• New ways of delivery through technology*
• Channel shift*
• Stop and transfer role and function to the community
• Ground maintenance; Parks and gardens; Libraries;
Service delivery ; School; crossing patrol; mystery
customer (quality assurance);
• Staff spin outs – support staff and community enterprises/
and start ups
• Joint commissioning against a strategic operating model* (all
CVS commissioning in one place)
• Upstream prevention (based on root cause analysis)
• New money into Sefton – Crowd funding, joint bidding teams
• Asset transfer programme
• Social value from all contracts optimised
• Seed funding stimulating community capacity building and
social entrepreneurship (no service delivery)
• Capacity building in universal services – schools, Primary health
care, childcare, careers
• Asset based culture – cultural reform
• Place shaping – building resilience in people and place
• Economic and social mobility
3. EIP 3: A new deal with citizens
Statutory & Acute services
Multi-agency teams
Community and services working
together
Community supporting community
People and place resilience
