Unusual suspects collaboration event
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Transcript of Unusual suspects collaboration event
Collaborating to work across organisational boundaries:
What’s it really like?
Welcome
• What are your reflections on the festival so far?
• Why this session?
• What do you want to get from today?
Today’s event
• Introducing MEAM and multiple needs
• Three viewpoints on collaboration
Viewpoint 1: Why collaborate? (Rick Henderson, CEO, Homeless Link)
Viewpoint 2: Collaborating in local areas(Tom Tallon, CEA Manager, Cambridgeshire County Council andTammy, CEA Service)
Viewpoint 3: Joined up influence (Andrew Brown, Director of Policy, Influence and Engagement, DrugScope)
• Debate and discussion
Introducing MEAM
1. What is MEAM?
2. What is multiple needs?
3. What are we doing about it? (our activities)
4. How are we doing it? (our collaborative set-up)
What is MEAM?
• MEAM is four national charities – Clinks, DrugScope Homeless Link and Mind
• Each is a membership body: 1,600 frontline members
• MEAM was formed because people with multiple needs move between our sectors and are poorly supported
• Remit to focus on policy and practice change
What is multiple needs?
People facing multiple needs:
• Experience several problems at the same time
• Have ineffective contact with services
• Live chaotic lives
They can end up “recycling” around services
without ever getting the support they need
60,000
Multiple needs
Some stats from our work:
• 81% had been in prison• 80% were homeless
• 133 units of alcohol a week (average consumption)
• All but one unemployed• 48% had been a victim of crime in the
last 3 months• 44% involved with mental health
services • 36% had been in care as a child
• 35% rated health as bad or very bad
Age of first involvement in services and (length of involvement )
• Homelessness services: 23 yrs old (9 years)
Substance misuse services:19 years olds (7 years)
Mental Health services:15 yrs old (8 years)
Criminal justice services:23 yrs old (12 years)
* Length of involvement is for those still using services
Failure to tackle multiple needs means:
• Loss of individuals’ potential
• Negative impact on local communities
• Opportunity cost effect on local services
• Significant costs to the public purse
What are we doing about it?
Our vision:
In every local area, people experiencing multiple needs are:
• Supported by effective, coordinated services
• Empowered to tackle their problems, reach their full potential and contribute to their communities.
Policy
Practice pilots
Implementation
- Policy
0
1
2
3
4
5
6
Engagement with frontlineservices
Intentional self-harm
Unintentional self-harm
Risk to others
Risk from others
Stress and anxiety
Social effectiveness
Alcohol and drug abuse
Impulse control
Housing
1st
2nd
3rd
- Practice pilots
• Three pilots to better coordinate existing services in local areas
• A comprehensive evaluation to make the social and economic case
Overall Crime Drug and alcohol
Health Mental Health
Housing£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
£3,500
£4,000
BaselineYear 1 Year 2
How we do it – core beliefs
• Collaboration at all levels is the best way tackle “intractable” problems
• Pooling resources & expertise leads to actions greater than sum of their parts
• No one sector can solve multiple needs on its own - collaboration is always preferable to ‘one size fits all’ solutions
• The world is ‘messy’ and it’s ok for collaboration to be messy too.
How we do it - set up
• We model the collaboration we want to see at the local and national level
• Small core (2 FTE) and “embed” the majority of our delivery resource into the four organisations (3.5 FTE - 20 people)
• We don’t want to build “a fifth organisation.” We remain a coalition, not a separate legal entity
MEAM Project Director
Local Networks Manager
CLINKS DRUGSCOPE
HOMELESS LINKMIND
CEO (Programme Board)Policy Director (Policy group)Practice Director (Practice group)2 x regional staff (0.15FTE each)Policy officer (0.4FTE)
CEO (Programme Board)Policy Director (Policy group)
Practice Director (Practice group)
Policy manager (1.0FTE)
CEO (Programme Board)Policy Director (Policy group)Practice Director (Practice group)
10 x regional staff (0.1FTE each)
Policy officer (0.4FTE)
CEO (Programme Board)Policy Director (Policy group)
Practice Director (Practice group)
2 x regional staff (0.15FTE each)
Policy officer (0.2FTE)
How we do it - Governance, management & oversight
MEAM Programme BoardBaroness Tyler – Independent Chair
4 x CEOs
Project Director
Embedded policy team(Voices from the Frontline)
Team Manager (1.0FTE – DS)Policy officer (0.4FTE - Clinks)
Policy officer (0.4FTE – HL)Policy officer (0.2FTE – Mind)
Local Networks Manager
Embedded practice team(MEAM Approach and Big Lottery)
10 x regional staff (0.1FTE each – HL)2 x regional staff (0.15FTE each – Clinks)2 x regional staff (0.15FTE each – Mind)
Policy Director’s group
4 x Policy Directors
Practice Director’s group
4 x Practice Directors
Thank you
www.meam.org.uk
www.theMEAMapproach.org.uk
Oliver HilberyProject Director
@meamcoalition#multipleneeds
WWW.HOMELESS.ORG.UK
What Price Collaboration?
Rick Henderson
CEO
Homeless Link
WWW.HOMELESS.ORG.UK
MEAM Coalition
• Different to other experiences of collaboration:• Single focus (ie multiple/complex needs)• Open, honest, equal• Had funder(s) on board with the concept from
day 1• Employed excellent staff
WWW.HOMELESS.ORG.UK
MEAM collaboration has inspired Homeless Link to do more…• ‘Partnerships by Default’ is now part of our strategic plan – ALL
new projects are expected to be partnerships• New partnerships developed in past 18 months include Biffa,
Hansard Society, Refugee Action/Refugee Council, Red Cross, Scotland/Wales/Ireland
• Gone beyond the ‘usual suspects’
WWW.HOMELESS.ORG.UK
Collaboration Learning Points:• Need clear and explicit shared understanding of terms of
partnership• Get the money questions out of the way early• Have someone independent you can call on to help resolve
disputes and hold partners to account• Celebrate success at all levels within partner orgs.• Explaining partnership to funders can be tricky – they often
insist on a Lead Partner
WWW.HOMELESS.ORG.UK
Collaboration learning points cont.• Total honesty is key – partners should adopt a ‘no surprises’
pact• Things are bound to go wrong, shouldn’t mean that partners
revert to their silos• Allowing funders to be part of the solution means telling them
when problems have no easy answer• Rewards (of partnership working) will be amplified relative to
unilateral working
Cambridgeshire MEAMChronically Excluded Adults Service
Tom TallonProject and Development Manager Chronically Excluded Adults
Why we need collaboration
At least 15 clients known to Cambridge services
died between 2008 and 2009
In the beginning
Cambridgeshire Homelessness JSNA Making Every Adult Matter One problem client Three Senior Level drivers:
Adult Safeguarding NHS Cambridgeshire Housing Options and Advice
Mental Health
Housing
How does it work in Cambridgeshire?
CEA Operational Group
CEA Strategic Group
MEAM national network
Client specific professionals meetings
Substance Misuse
Criminal Justice
CEA Case Co-ordinator
Client
Floating Support
Social / community networks
Domestic ViolencePhysical Health
What is the impact?
Wellbeing:
(Year 1 clients n=13)
Well being has been measured using three tools Outcomes Star New Directions Team Assessment Warwick Edinburgh Mental Well-Being Scale
0
10
20
30
40
50
60
Baseline Phase One Phase Two
Outcomes Star NDT WEMWBS
What is the impact?
Service use:Monthly cost of service use (cumulative results – Cambridgeshire – year two)
Overall Crime Drug and alcohol Health Mental Health Housing£0
£500
£1,000
£1,500
£2,000
£2,500
£3,000
£3,500
£4,000
BaselineYear 1 Year 2
(Year 1 clients n=13)
All Together Now?
How we’re tackling them
• We surround our work with practitioners who buy in to the methodology and goals
• If we don’t know the answer then someone in our network does
• The ‘professionals meeting’ brings services to the table, does not leave any one agency isolated, and creates collective responsibility
• The coordinator role is mandated to work across those tiers and across sectors
• We have a strong focus on data collection and consent, and continue to explore new options
The challenges • Getting the right people and services to
buy in
• Tackling multi needs can be multifaceted and specialist
• Encouraging services to be flexible and go the extra mile
• Professionals often collaborate but only in tiers – which does not make it easier for the individual trying to navigate the system
• Sharing and collecting data remains a big barrier
Collaboration in Influencing
Andrew Brown
Director of Policy, Influence and Engagement, DrugScope
Voices from the Frontline
• Bringing the voices of people with multiple needs and those who support them to the heart of the policy debate
• Two year policy project funded by Lankelly Chase Foundation
• 2 FTE posts split across the four coalition partners
COLLABORATION IN INFLUENCING
What are the issues and how do we deal with them?
TOO MANY COOKS?
Issue: Complex and potentially contradictory management
Our solutions: • Accept messy
collaboration• Open and honest
dialogue• Clear processes• Learn from our
mistakes
Photo by Flickr user Nick Wheeler
PITCH AND PRIORITIES
Issue: How much of priority is MEAM at any given time?
Our solutions:• Understand
each others crises
• Quid pro quo• Draw on what
is available• Coalition of
the willing
Photo by Flickr user Mait Jüriado
MISSION AND VOICE
Issue: Are we amplified or drowned out by collaboration?
Our solutions:• Defining the
issue clearly• Encouraging
other collaborations
• Being clear about the ambitions for the coalition