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DELIVERING A WHOLE SYSTEM APPROACH
WELCOME
Early and Effective Intervention
Grampian Police Youth Justice Management Unit
Samantha Scott
Early and Effective Intervention
1st stage in GIRFEC and a Whole System Approach
Multi agency discussion about the concerns and behaviour of young people in order to identify the most appropriate organisation to take the lead in providing whatever support is deemed necessary.
EEI - Changes
Health & Education now get information at the earliest stage of offending, and welfare concerns, allowing appropriate supports to be put in place at a much earlier stage.
Direct referrals to services Not using SCRA as a means to access
services
EEI – What’s Better?
Prevents lengthy time delays and the associated report writing
Fewer C&YP propelled into Criminal Justice system
Reduction in inappropriate referrals to SCRA Quicker service provision for C&YP and
families.
THE NUMBERS!
SCRA data confirms that 540 offence based referrals have been received in April 2011 – March 2012 which is a 21% reduction on the previous year and a 48% reduction over 2 years.
2010-11 123 direct referrals to services, and 2011-12 515 direct referrals to services
Victims and Community Confidence
Service Manager Sacro Aberdeen
Tracy Mackie
Tiered approach
Managing High Risk and Transitions
Jo Holmes
Children’s Services Manager, Barnardo’s
POLICY AND GUIDANCE
WSA And Girfec
UNCRC
Local workstreams aligned with national policy
PRACTICE: WHAT IS WORKING
Collaborative and partnership working
Shared responsibility and decision making
Multi-agency training opportunities
PRACTICE: WHAT IS WORKING
Frontline staff working in partnership in developing care plans that are child centred
Workers being persistent and resilient in engaging with young people
CHALLENGES AND DEVELOPMENTS
Respite provision Engaging and working with Sheriffs to enable a
shared understanding of GIRFEC and WSA and how this fits with court procedures and their role within it.
Sustaining a team around the young person to enable engagement
Re-integration planning from point of young person being accommodated in secure care/YOI
CHALLENGES AND DEVELOPMENTS
Intensive bail provision Working with vulnerable young women ISS packages at an earlier intervention stage
to prevent offending behaviour becoming entrenched pattern
FINALLY… A REMINDER
THESE ARE OUR BAIRNS
Evaluation Findings and Outcomes
Inspector Lyn Ross
Youth Justice Programme Team
Have we achieved our aims?
Reduce reoffending by under 18s by:
developing integrated processes and services across children's and adults systems
increasing opportunities for diversion from formal measures targeted at young people
increasing opportunities for community alternatives to secure care and custodial sentences
And make changes sustainable
Reducing offending?
5% increase in young people involved in offending in 2009/10
Programme started in March 2010
16% reduction in 2010/11 Further 15% reduction in 2011/12
Reducing reoffending?
Average of 66% of under 18s who offend committed only one offence
32% committed between 2 and 10 offences 1.6% committed 11+ offences Reduction from 3%
Reducing offending - Despite supporting more challenging young people in the community
No of weeks per quarter for children in Residential Schools
050
100150200250300350400450
Q1 2009/10 Q1 2011/12 Q2 2009/10 Q2 2011/12 Q3 2009/10 Q3 2011/12
Quarter
Num
ber o
f wee
ks
Residential Schools
Reducing offending - Despite supporting more challenging young people in the community
Number of Aberdeen Children in Secure Accommodation outwith the City
0
2
4
6
8
10
Q1 2009/10 Q1 2011/12 Q2 2009/10 Q2 2011/12 Q3 2009/10 Q3 2011/12
Quarter
Num
ber o
f Chi
ldre
n
Secure Units
Serious Offences
0
5
10
15
20
25
30
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2010/11 2011/12
No. of seriousoffences committed (Grps 1&2violence/indecency)No. of YP committingserious offences
Linear (No. of seriousoffences committed (Grps 1&2violence/indecency))Linear (No. of YPcommitting seriousoffences )
Children on Supervision
Total No. of Children on Supervision -v- % 16 & 17 years
0
100
200
300
400
500
600
700
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Month
Tota
l No.
0
1
2
3
4
5
6
7
Per
cent
age
d 16
& 1
7
Total no. under 18 onSR
% 16/17 on SR
Linear (% 16/17 on SR)
Linear (Total no. under18 on SR)
The whole is greater then the sum of the parts
There are some parts of the system that have a disproportionate effect on the whole...
Improved outcomes in one part of the system depend on action being taken in another part – even if that action does not appear to directly benefit the organisation.
Jointly Reported
0
5
10
15
20
25
30
35
40
45
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Joint reportsreceived under 16Joint reportsreceived 16+Joint reports to PF<15Joint Reports toReporter <15Joint reports to PF16+Joint Reports toReporter 16+
Risks and Issues – workshop feedback
Future sustainability of services Lean Timeframes for evidencing improved outcomes for
young people were too short Difficulties in delivering new services in realistic
timescales The removal of the programme team Blame culture Capacity issues in agencies
Risks and Issues
Ensuring continuing collaboration between partners - ensuring trust between competitors and openness will be critical.
Risk of too much focus on financial savings and not better outcomes for young people
Given the high demand on resources, it is difficult for partners to sustain resources without budget commitments.
Programme Delivery Issues
The pace of programme delivery meant that the developments required to embed GIRFEC into practice could not keep up, and could not be expected to.
Extend the ‘Working Group’ membership to involve a few more agencies;
Work to ensure that communities and residential units are aware of the Programme and the impact of the programme activities;
Gain buy in and commitment from Sheriffs; Provide all new staff members of ISS/ISMS with a
thorough induction to the Programme;
Practice Issues
Be more realistic about planning timescales for young people so they engage better in the first place;
Make better use of community resources and try to overcome the challenge of engaging service users with these resources;
Improve partnership working between services to prevent escalation to intensive services;
Partnerships with benefits, and challenges
Time: it takes longer to produce results. Without a process of courtship it will simply be a shotgun wedding
Competition between organisations: although some competition between organisations can be motivating, excessive competition can result in an unwillingness to co-operate
Authority: it is important that all staff involved in partnership working have the necessary authority to take decisions
Communication: it can be difficult to get the balance right. Too many meetings can put partners off attending. Too little communication can result in duplication of effort, lack of understanding and mistrust amongst partners
Adapted from Top Ten Partnership Killers!
Why a Whole System Approach?
In the long history of humankind, those who learned to collaborate and improvise most effectively have prevailed
Charles Darwin, 1809-1882
Planning and Performance Management
Billy Nicol
Insanity
“Doing the same thing over and over again while expecting
different results.”
~ Albert Einstein
Beyond Insanity
“Doing the same thing over and over again and not knowing if you are getting any results.”
~ Harp and Maloney
Overall aim
What was the overall aim? Build a picture of what was happening in
Aberdeen City and make changes based on evidence to encourage speed, efficiency and better outcomes for young people – planning a whole system.
Lean is NOT…
• Just process re-engineering
• A way to make job cuts
• A quick fix
• A way of de-skilling jobs
• About setting ourselves unachievable targets
• About improving efficiency at the cost of quality
• A focus on total customer satisfaction
• Continuously improving our current way of working led by those involved
• A “way of life”, not a “diet”
• An environment of teamwork and improvement
• Gaining more control of how we do our work
• Working Smarter
Lean is…
© Fisher, I. Capgemini, with permission
Lean
© Fisher, I. Capgemini, with permission
Process and value stream mapping
Decision tree
Efficiencies
Police SCRA
PF Court
© Fisher, I. Capgemini, with permission
Post Capgemini
Measure existing services Make improvements where possible Map the whole system Cost the whole system for sustainability Agree a way forward
Staff Involvement
Challenges around time available Vast quantity of ‘case level’ data
required 18 months later we have some good
information that allowed projections for sustainability
Also costed wiring for future Decision wiring as well
Original ‘system’ for Youth Justice
Costed ‘Whole System’ as baseline from now…..
Cost vs efficiency
Secure: £5,000 per week ISS: under £1500 per weekOutcomes Court: £3,600 - £5000 RJ (incl PRS): £2275 60 days vs. 180 daysEfficiency vs. cost – Sacro reduced end to end
by 21 days
Sample YJ Social Work data
Social Work early indications less telephone contact and direct work with
young people rose by 6% Report writing has gone down by 11%
freeing time for more direct work and the 7% increase in time spent at meetings.
Caution with Lean style costing…
Tea breaks If we have around 38 Full Time staff (equivalent) in
system Two tea breaks a day 19 hours at £29.00 per hour (cost) £123,424 per annum (224 day years) Cut to 10 mins 12.66 hours at £29.00 = £82,239 Saving – 6.34 hours a day and £41,185 a year!!!!
If we do not measure results, do we really know
if we are successful?
Value of using case level data in future
No longer guess work Case specific outcomes can be
measured System corrections can be made
based on case level data Longitudinal study Performance management
system
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