Multiagency Working Part 2

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Multi-agency Working Part 2

• IYSS and support for vulnerable young people
• London
• 18 October 2007

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Objectives

• To experience some tools and techniques to use
  back in your Local Areas to support the
  development of highly effective multi agency
  teamworking.
• Network with colleagues to identify share good
  practice on which to build including pathfinder
  experience.

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Agenda - Morning

• 9.30 10.00 Welcome, Agenda and Introductions
• 10.00 10.30 Context setting and managing
  barriers to change
• 10.30 11.30 Good practice sharing (including
  coffee)
• 11.30 11.45 Implications for us
• 11.45 12.45 Case studies

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Agenda - Afternoon

• 12.45 1.30 Lunch
• 1.30 2.30 Key design elements
• 2.30 3.30 Outcomes development
• 3.30 3.45 Tea
• 3.45 4.15 Planning to deliver outcomes
• 4.15 4.30 Closing comments and depart

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Domestics
Parking Space
Slide Packs / CD-toolkit / Guidance
Introductions
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Delegates at the last event liked
Time to work with colleagues
Time to think
See what other LAs are doing
York framework
Input from young people
Chance to work in LA group
Planning mechanisms
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Delegates also gave some even better ifs
More clarity on York model
How to break down empires and pool budgets?
More people had come from our LA
Case study Warts and all!
More pathfinder input
Information on brown papers could be taken away
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Agenda - Morning

• 9.30 10.00 Welcome, Agenda and Introductions
• 10.00 10.30 Context setting and managing
  barriers to change
• 10.30 11.30 Good practice sharing (including
  coffee)
• 11.30 11.45 Implications for us
• 11.45 12.45 Case studies

9
Integrated Youth Support

• Overview and Update with QA
• Government Office London

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Change management

• Barriers to change and their management

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Individuals will make a journey as their
organisation transitions through change

• Exhilaration
• Risk-taking
• Excitement
• Improvements
• Energising

• Fear
• Anxiety
• Loss
• Danger
• Panic

Chaotic reorganisation
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Individuals resist change for a variety of reasons

• They dont see/dont want to see the problem
• They see the problem but dont see the solution
• They see the problem but dont agree with the
  solution
• They see the problem but resist the solution
  because they didnt think of it
• They see the problem and the solution but are
  afraid of the consequences of the solution
• They dont care (or think they dont)

Most of them emotional
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How do you get people to overcome their
resistance to change. . .
People
Resisters
Late Adopters
Pragmatists
Early Adopters
Experimenters
Time
. . . in sufficient numbers to make change happen
?
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The Kubler Ross bereavement curve can also model
an individuals response to change
Active
Acceptance
Serenity
Anger
Emotional response
Fear
Bargaining
Denial
Hope
Immobilisation
Interest
Shock
Depression
Shock
Sadness / Grief
Passive
Time
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A simple more commonly used model is the
emotional cycle of change
Commitment
Denial
Exploring
Resistance
Adapted from various sources Daryl Connor,
Managing the Speed of change 1993 Fullan, The
Implementation Dip
Allowing teams to make their journey, supporting
and leading them through it is essential to
achieve a change in ethos.
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Having the right culture helps manage the change
Source Professor Karen Stephenson - Quantum
theory of trust
Teamwork can provide support for individuals,
protecting them from isolation and feelings of
alienation
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Individual Coaching can help people through the
change curve
Recognise positive performance
Review the need for change
Reinforce positive actions
Listening WIIFT
Focus on quick wins
Focus on root causes
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A successful CM process must also manage teams
through the natural change curve
Mobilise
Discover
Deepen
Develop
Deliver
and sustain!
Confidence
ve

• We have a plan to success
• We have an answer

Emotional State

• Made the right decision
• We have some news

We have a solution

• There is a solution
• We have some options

• Its difficult
• It is not the best news

• Not sure how to solve
• It looks like this.

-ve
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Leadership can support and encourage people
through the change curve
Reality check
Review learn and act
Support experimentation
Allow resistance
Such leadership is needed at all levels of the
school and community
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Agenda - Morning

• 9.30 10.00 Welcome, Agenda and Introductions
• 10.00 10.30 Context setting and managing
  barriers to change
• 10.30 11.30 Good practice sharing (including
  coffee)
• 11.30 11.45 Implications for us
• 11.45 12.45 Case studies

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The delivery framework
Service Delivery
1) A Locally-Owned Case for Change a. Involving
vulnerable young people, their families, carers
and communities in the case for change b. A
thorough understanding of the areas vulnerable
young peoples needs c. A thorough understanding
of current service provision d. Clear shared
goals for service reform e. A comprehensive plan
for service reform endorsed by key stakeholders

• 2) Processes
• a. Identifying vulnerable young people early
• b. Building a clear picture of individual needs
• c. Early intervention via universal settings
• d. Effective lead professional practices
• e. Appropriate settings for services

3) Young Persons Interventions a. Effective
support across transitions b. A focus on
preventative activities c. Information sharing d.
An evidence-based approach to intervention
Multi-Agency Working
4) Multi-Agency Structures a. An effective
structure for multi-agency working b. A clear
role for schools and colleges c. Structures to
target those outside the formal education
structure
5) Workforce Development a. Strong supervision
and support for practitioners b. Workers feeling
equipped and trained c. Long-term workforce
development d. Terms and conditions to support
multi-agency working
The Delivery Framework provides a project
management tool for local authorities and thus
supports their planning and delivery
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Question Elements- Multi-Agency Structures
Multi-Agency Working
4) Multi-Agency Structures a. An effective
structure for multi-agency working b. A clear
role for schools and colleges c. Structures to
target those outside the formal education
structure
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Question Elements- Workforce Development
Multi-Agency Working
5) Workforce Development a. Strong supervision
and support for practitioners b. Workers feeling
equipped and trained c. Long term workforce
development d. Terms and conditions to support
multi-agency working
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Agenda - Morning

• 9.30 10.00 Welcome, Agenda and Introductions
• 10.00 10.30 Context setting and managing
  barriers to change
• 10.30 11.30 Good practice sharing (including
  coffee)
• 11.30 11.45 Implications for us
• 11.45 12.45 Case studies

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Implications for us the process

• Back in your local authority groups review the
  good practice you have just seen and the
  discussions you have had
• Consider what has inspired you?
• Plenary feedback

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Agenda - Morning

• 9.30 10.00 Welcome, Agenda and Introductions
• 10.00 10.30 Context setting and managing
  barriers to change
• 10.30 11.30 Good practice sharing (including
  coffee)
• 11.30 11.45 Implications for us
• 11.45 12.45 Case studies

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Case studies
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Leicester CityTYS pathfinder
LEICESTER CHILDREN AND YOUNG PEOPLES STRATEGIC
PARTNERSHIP Brighter Futures for Children and
Young People
The journey so far
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OBJECTIVES

• The pathfinder sought to
• Explore the method and model to deliver ECM and
  Youth Matters
• Use integration to improve outcomes for all
  children and young people aged 0 19yrs
• Build on what was already in place or planned
  i.e.
• CAF
• Childrens centres
• Extended schools
• YISP
• Housing led neighbourhood management pilot
• Neighbourhood policing
• Test the process and develop a sustainable robust
  model for roll-out across the city

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Local Context - Synergies with local strategies
and initiatives
School improvement, inclusion and BSF
Children and Young Peoples Plan
CAF LP
Childrens Centres
Neighbourhood Management
Local Area Agreement
Childrens Trust Arrangements and Joint
Commissioning
Lead Professional
Neighbourhood Strategy
Extended Services
Prevention and Parenting Strategies
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Timeline and TDA Process followed
Discover
Deepen
Develop
Deliver
Mobilise
Sept 06
July 07
May 06
Dec 05
1
2
3
Decision points
Senior management
Launch meetings CYPSP
Focused Interviews
Member Senior management briefings CYPSP
Senior mgt briefing at CPYSP
Consolidate findings
Develop plan with project manager
Service deliveryand users (young people/
families)
Focused interviews /Groups
Young Persons journey workshops
Service delivery workshops
Service design workshops
Develop-ment of delivery detail
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0-12/13 Integrated Team
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The 0-12 hub is at New Parks SureStart Childrens
Centre.
Building on the existing SureStart team, the 0
12 team now includes
Children Centre Leader Programme Deputy Health
Visiting team Midwifery team Family Link Social
Worker Parent Link into Learning Home Start Early
Years Support Team Play and Learn Co-ordinator,
Child Care and Toy Library Supporting Family and
Parents worker Book Start project Childrens
Centre Teacher Speech and Language
Therapy Dietetic and Nutritionist Service Youth
Inclusion Support Panel team staff Education
Welfare Officer Extended Services
Co-ordinator Early Years Team Leader
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13/14-19 Integrated Team
BEST
New College Pastoral, Behavioural and SEN
support
Extended Provision in and around school
BIP
Youth Work
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(No Transcript)
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The Model hopes to reduce numbers requiring tier
three support and streamline referrals
Child Protection
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(No Transcript)
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Successes
TYS Website www.leicester.gov.uk
Young Peoples Group
CAF LP training
Primary School ECM database monthly panel
meeting
CAF tools and procedures www.bridgesdirectory.org.
uk
New College KS3 KS4 weekly panel meetings
Positive Activities for Young People
Two Integrated Service Hubs
New Parks Newsletter
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Sustainability

• School to co-fund a Team Co-ordinator.
• Peripatetic Change Team to deliver City Roll Out
  NRF funded.
• Seconded Staff from partner agencies
• Developing a plan for City Wide Roll Out of
  Integrated Services
• To be agreed by relevant partnership and
  management bodies during November
• Continuing synergy with
• Corporate drive towards neighbourhood management
• Strategic approach to participation
• School improvement

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Lunch

• Restart at 13.30 at tables

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Agenda - Afternoon

• 12.45 1.30 Lunch
• 1.30 2.30 Key design elements
• 2.30 3.30 Outcomes development
• 3.30 3.45 Tea
• 3.45 4.15 Planning to deliver outcomes
• 4.15 4.30 Closing comments and depart

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Key design elements session brief

• In your local authority groups brainstorm a list
  of principles that you would want your remodelled
  services model to have
• See the following page for examples of principles
  used by one of the Pathfinders
• Prioritise your top 9 principles using the brown
  paper diamond 9 as a tool
• Share your views with the adjoining local area
  what are the commonalities, differences and
  reasons for that?
• Whole room plenary feedback

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The list of criteria developed by the
Nottinghamshire Pathfinder to evaluate model
options

• Table 2 Criteria/Guiding Principles for the
  Development of the Potential Model of Delivery
• There should be a strong visible
  presence(Utilising current resources such as the
  Acre Youth Centre and Childrens Centre).?
• The model should work within existing resources
  (or extremely limited additional resources).?
• The model should aim for improvement rather than
  change it should build on current best
  practice.?
• The model should be relevant to schools and other
  agencies.?
• The model should promote social inclusion and
  equality of opportunity.?
• The model should work across 0 19 years.?
• The model should be replicable for roll-out
  across Nottinghamshire.?
• The model should promote equitable access.?
• The model should promote flexible use of
  resources around need.?
• The model should enable clear lines of
  communication.?
• The model should help to meet the five outcomes
  of ECM.?
• The risks associated with the model should be
  reasonable.?
• The model should optimise the use of people and
  their skills, and enable their development.?
• The model should encourage and enable the
  participation of children, young people, and the
  community.?
• The model should be driven by the needs of
  children, young people and their families, and be
  accountable to them.?
• The model should promote the use of shared
  targets.?
• The model should enable a seamless service to be
  provided but respect individual service and
  professional integrity.?
• The model should facilitate early indication of
  stresses which will enable appropriate and timely
  intervention?

For Nottingham, the one that ticked all the boxes
was a virtual team model
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Diamond Nine
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Agenda - Afternoon

• 12.45 1.30 Lunch
• 1.30 2.30 Key design elements
• 2.30 3.30 Outcomes development
• 3.30 3.45 Tea
• 3.45 4.15 Planning to deliver outcomes
• 4.15 4.30 Closing comments and depart

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• Outcomes Planning

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Pathfinder feedback from York Consulting

• York Consulting has been appointed to evaluate
  the work and impact of the 14 Targeted Youth
  Support Pathfinders
• One of the findings from the work being
  undertaken by York Consulting was that it is very
  difficult to measure the impact of the pathfinder
  process.
• Many of the outcomes take a long time to realise.

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A framework for developing clarity around the
journey from objectives to outcomes has been
developed by York Consulting.
Clear Objective(s) (SMART
Inputs
Outputs
Outcomes
What we do
What we get
The impact that has
Indicators
Indicators
Indicators
Are we getting the outcomes we anticipated? Or
is anyone better off? Overall, as a percentage
of the population
Are we doing the inputs efficiently and
effectively? How much are we doing and how well?
Are we getting the outputs efficiently and
effectively?
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The process

• The process starts with the definition of a SMART
  objective
• From the objective, we define our required
  outcomes, then work back to clarify the outputs
  we would expect to see and the inputs required to
  deliver them.
• Sometimes the outcomes will take some time to
  achieve. In this instance it may help to add in
  an additional step between Outputs and Outcomes
  called Results
• The inputs feed into and drive your
  operational/programme plan
• The indicators provide the evidence that the
  programme or operational management is effective
• A review of the outcomes will inform future
  strategy and future objective setting
  supporting a process of continuous improvement

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A worked example
Objective to feed the family with nutritious
fare on Sunday
Inputs
Outputs
Outcomes
Find a recipe Buy organic ingredients Follow the
recipe to make Turn on the oven Bake cake
Family feel full Family have eaten healthily
Fruit Cake
Indicators
Indicators
Indicators
Did I measure the ingredients properly? Was all
the mixture in the cake tin or some left in the
bowl? Is the oven at the right setting?
Is the cake rising in the oven Can I smell it
cooking Does it look cooked?
Did it taste delicious Was there enough to go
round/any left overs
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Another way of looking at measuring performance.
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Outcomes planning session brief

• Either use the objective you developed at the end
  of the previous exercise or select one of your
  other key objectives (ensure it is SMART) and
  work through the brown paper framework

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Outcomes Planning
Outputs
Inputs
Outcomes
indicators
indicators
indicators
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Agenda - Afternoon

• 12.45 1.30 Lunch
• 1.30 2.30 Key design elements
• 2.30 3.30 Outcomes development
• 3.30 3.45 Tea
• 3.45 4.15 Planning to deliver outcomes
• 4.15 4.30 Closing comments and depart

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Planning session brief

• Take the inputs activities from the previous
  exercise
• Plot them onto a brown paper planning framework
  noting
• What needs to be done
• By whom
• By when
• 20 minutes

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Planning to deliver the inputs
I N P U T S
Who is doing what
Timescales
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Every Child Matters Website Multi-agency
working guidance http//www.everychildmatters.gov.
uk/multiagencyworking/
CD Toolkit Tools / techniques
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For further support between events please
contact

• julia.prichard_at_tda.gov.uk
• Barnet
• Brent
• Bromley
• Croydon
• Ealing
• Enfield
• Haringey
• Harrow
• Havering
• Hillingdon
• Hounslow
• Kingston upon Thames
• Newham
• Redbridge
• Richmond
• Southwark
• Waltham Forest

• nick.martin_at_tda.gov.uk
• Barking Dagenham
• Bexley
• Camden
• City of London
• Greenwich
• Hackney
• Hammersmith Fulham
• Islington
• Kensington Chelsea
• Lambeth
• Lewisham
• Merton
• Sutton
• Tower Hamlets
• Wandsworth
• Westminster

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Your feedback
Even better if
What went well