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The Changing face of Housing Services: Sharing our Journeys
Thursday 6th June 2013
WELCOME
Welcome & Introduction
Kevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils
Rugby Borough Council
Systems Thinking Review of the Voids & Allocations Process
Emma Haile
Estates Management Team Leader
6 June 2013
Voids End-to-End Review
Timeline
‘Check’
July 2012 – August 2012
‘Plan’
August 2012 – February 2013
‘Do’
February 2013 onwards
System Picture from ‘Check’
Then..….• Lack of focus• No direct responsibility• Functions spread across several teams• Competing/conflicting workloads• Working in isolation – not joined up• No communication• Voids not prioritised• Too many staff involved
Then (cont)..….
• Average void period of 60 days• Average void rent loss £583• Average void repair cost £1186• Annual spend on decoration allowances
£28k
Death
To nu
rsing
hom
e
Decan
t
RBC tran
sfer
to la
rger
acc
om
RBC tran
sfer
- MS c
harte
r
RBC tran
sfer
to s
mall
er a
ccom
RBC tran
sfer
- med
ical n
eed
RBC tran
sfer
to 'n
icer' f
lat
Aband
oned
Leav
ing te
mp
acco
mm
odat
ion
Evictio
n
Man
agem
ent m
ove
HA tran
sfer
Leav
ing R
ugby
To pr
ison
Purch
ased
own
prop
erty
Back
to liv
e with
fam
ily
Mov
ed in
with
par
tner
Mov
ed to
PR
Afford
abilit
y0
2
4
6
8
10
12
Reasons for leaving RBC property - Voids Review
No
. o
f h
ou
seh
old
s
RBC trans-fer Yes
31%RBC trans-
fer No69%
Our Purpose
To get the right property, in the right condition, at the right time for the
customer
Voids Team Principles1. We only do value work
2. We involve tenants /customers in decisions
3. We don’t make assumptions
4. We should trust our customers, tenants, staff and contractors
5. We ensure our policies and procedures are justified, consistent and relevant to our purpose
6. We should set tenants/customers up to succeed in their tenancy
7. We treat our customers/tenants as individuals
8. I.T should help not hinder
9. Money/costs should not be a driving force
10. Minimise hand offs
11. We should manage customer expectations
12. Staff should feel confident in making decisions
13. Property is safe and secure
• Lock change• Electrical Safety Check• Cap off Gas• Turn on and Test – gas supply• Energy Performance Certificate• Clean
Baseline Void Works
Lever Road
Parkfield Road
Charles Lakin Close- still completed in 28 days
Some voids are left like this….
…while others are left like this!
Now……• Focused approach• Dedicated officers dealing with process
from keys in to keys out. • Continuity for customer.• Knowledgeable staff.• Reduced void turnaround times, properties
being re-let quicker.
Now (cont)..….
• Average void period of 22 days• Average void rent loss £271• Average void repair cost £1072• Annual spend on decoration allowances
£12k
6/6/2
011
6/22/2
011
7/8/2
011
7/24/2
011
8/9/2
011
8/25/2
011
9/10/2
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9/26/2
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10/12/2
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10/28/2
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11/13/2
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11/29/2
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12/15/2
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12/31/2
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1/16/2
012
2/1/2
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2/17/2
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3/4/2
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3/20/2
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4/5/2
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4/21/2
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5/7/2
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5/23/2
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6/8/2
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6/24/2
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7/10/2
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7/26/2
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8/11/2
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8/27/2
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10/14/2
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10/30/2
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1/2/2
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1/18/2
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3/23/2
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4/8/2
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4/24/2
0130
50
100
150
200
250
300
Voids End to End timesJune 2011 to April 2013
Void Period DurationAverageUCL
Num
ber o
f day
s
Average = 22 days; UCL = 49 days
Average = 60 days; UCL = 166 days
Positive Outcomes……
• Reduction in average void period (days)• Reducing void repair costs• Reducing void rent loss• Projected savings of over £190,000 in first
year of implementation• New decoration scheme saving £16k p.a
The flat is much nicer than any others I have seen around the country.
It’s exactly what I need! (adapted bungalow)
Our new flat is perfect and there are no problems. We are very pleased with the painting and we couldn’t be more grateful.
I am pleased I can decorate the flat myself
and make it my own
The paint packs are brilliant!
Customer comments
We are very pleased with carpets and furniture left in our flats (new tenants and support workers)
Going Forward……
• Training and development of new Voids & Allocations Officers
• Introduction of new allocations system in July 2013
• Continue to collect measures data to facilitate understanding, learning and knowledge to improve process and inform direction of service
• Integrating the new way of working into the wider housing service, breaking down physical and mental barriers within teams – promoting a ‘one service’ approach.
• Changing culture – getting buy in from staff not yet involved with systems thinking
Challenges Ahead……
Pause for thought……
“There is nothing so useless as doing efficiently that which should not be done at all.”
(Peter Drucker 1909 – 2005)
Thank You
Any Questions?
Housing Environment
Assessment Service
Paul Coopey
Denise Cross
The Changing Face of Housing Services: Sharing our Journey
June 6th 2013
Contents
Background Review Redesign Service Outcomes Next Steps
Learning points
Background
Change Happens They Keep Moving The Cheese
Our Iceberg is melting
Partner Organisations
North Warwickshire Borough Council Nuneaton and Bedworth Borough Council Rugby Borough Council Stratford District Council Warwick District Council Warwickshire County CouncilIn conjunction with:Orbit – Heart of EnglandAge UK - Warwickshire
The Challenge - 2010
Significant issues with the old delivery method
of home improvements and adaptations. Delays of 395 days and 35% customer drop out. Teams struggled to deliver across the organisational barriers
in each locality. Strategic service that is able to respond to the challenges of an
aging population. Provide resilience across Warwickshire in response to public sector
spending reviews. Remove differences in delivery and systems across Warwickshire Better outcomes for Warwickshire residents
The Approach
Differences in delivery and systems across Warwickshire were highlighted with consistently poor delivery times.
The partners were working together on improvements but the impact was not significant from a customers perspective.
It became apparent that fundamentally the whole approach needed to change to improve the delivery and outcomes for customers.
A whole systems improvement was required rather than modifications to the existing services, but best practice needed to be retained.
Lean systems thinking was chosen as the right method to proceed.
Intended BenefitsCustomer To design a new system capable of responding
to a current levels and expected increasing customer demand for home environment interventions.
Promoting independence through maximising an individual’s potential
Improving housing conditions to improve health outcomes
Preventing accidents, ill health and dependency through an enabling home environment
Delivering for the customer
Service Delivery Creating an equitable and consistent service
across the county Core service with potential for local flavours Building in resilience, shared expertise and
economies of scale and flow. Customer focused and responsive services Right first time Increasing productivity through streamlining
work
Partnership Working Increasing effectiveness through working
in a collaborative way Potential for public and private sectors to
collaborate and improve effectiveness. Build a new way of working together
through real innovation. In built flexibility to respond to the Political
Economic Social Technological challenges
LEANing Points So Far
Engage all the relevant organisations at all levels.
Operational staff are best placed to do the review and ensure backfill of their day job were possible.
Don’t overload the review with managers. Its essential to have inclusive communication
across all teams.
Anticipate Change Get Ready For The Cheese To Move
Review
Key Stats from Review
Unknown service specific demand Average time from enquiry to works complete was 395 days. Drop out rate of 35% after the adaptation had been identified. 220 steps within the entire DFG process Duplication of work and visits within the various teams involved. Low customer expectation with 92 % satisfied with current service. Waiting lists at 3 service access points. 73% of calls to the service were chasing existing cases putting non
value demand on the system. Contractor capacity caused delays in 35% of cases. Overall costs of services contributing to adaptations and HIA were
not collectively known. At least 4 staff visits to each DFG customer – sometimes many
more (OT, Technical (specification and completion) and Caseworker)
Organisational Drivers
Embed the principles of early intervention so that children, young people, parents & carers have the support they need, when they need it
To work in partnership to improve health and reduce health inequalities for residents in the Borough.
Helping to tackle health inequalities by working with the County Council and the NHS locally
Improve service delivery via customer-focused reviews and the development of our staff.
Our older and vulnerable citizens are valued and live rewarding and independent lives.
An increase in the number of vulnerable residents who are supported to live independently in their own homes
LEANing point
We did not understand or manage the system end to end – we thought we couldn’t.
Outputs focussed so it looked like we were doing well – high numbers of adaptations
Customer outcomes not measured – were we doing the right thing?
Remove complexity of the systems. Most services are simple – contact, assess,
deliver. Monitor Change Smell The Cheese Often So You Know When It Is Getting Old
Redesign
Purpose of the Service
Give me the advice and information to help me make the right choices and provide the practical help to deliver the right housing solutions when I want it.
Redesign
Service was redesigned based on 3 value steps to the customer Contact, Assess Me and Deliver
Experiment was based on cross authority co-located teams
1 Access point – professionals on the front line Multi-skilled assessment officers – new joint job
role Built using lean systems thinking Contractors trusted to deliver (with appropriate
support. No existing IT system
Outcomes of Experiment
Proved the concept Delivered a shower in 3 weeks end to end Contractors were collaborating not
competing and working to reduce costs. Developed a comprehensive OT / Housing
assessment Staff knew they could deliver the solution
that was needed whilst with the customer.
LEANing Points We didn’t experiment we TRANSFORMED We didn’t recognise we were transforming There was no going back, but no pathway to
move forward. Do not under estimate the impact of change on
front line staff – have a change a management plan
Organisational Barriers are amplified and there are no quick fixes to embedded policies.
Lean Systems Reviews need Project Management to under pin them.
Adapt To Change Quickly The Quicker You Let Go Of Old Cheese. The Sooner You Can Enjoy New Cheese
Service Delivery Model
The model agreed was a Collaborative model for Warwickshire using existing service providers.
There would be a staged approach to roll out of the experimental service to all local authority areas of Warwickshire to enable effective review, control and learning.
Next Key Steps
A Business Case was necessary to support leader engagement and transformation.
Stabilisation of the North – critical Strategic and operational issues to
address Bring in a Non Crown organisation Roll out to South Warwickshire Organisational barriers to be addressed
LEANing Point The project has enabled a number of barriers to
be explored and challenged in creating a Collaborative service.
The inclusion of non-Crown organisations in the roll-out across Warwickshire was one of those challenges.
Procurement rules have also dictated what can and cannot be achieved in the short term.
Longer term solutions will be necessary once the service has been established.
Change Move With The Cheese
LEANing Point
A comprehensive Business Case enabled the recognition and agreement of what was being developed and delivered.
It provides a good reference document to gain stakeholder approval and maintain focus.
Enjoy The Change! Savour The Adventure And Enjoy The Taste Of New Cheese
Service Outcomes – 2012/13
Key Stats for 2012/13
There have been 1050 enquiries within the year
116 approved DFG’s, 108 completed Enquiry to closure – DFG’s = 150 days Enquiry to work completed = 125 days Drop out rate at 5% for the year Number of cases closed within year = 872
Breakdown of Adaptations
74 were showers = 57% 43 were stair lifts = 33.5% 1 was door widening = 0.77% 1 was external rails = 0.77% 1 was WC = 0.77% 5 Ramps = 3.85% 4 Ground Floor Extension = 3.07% 1 Garage conversion = 0.77%
Costs
Average cost under the old system = £7396
Average cost of the new system adaptations completed within the year: £5338.58
Average cost of the old system and new system adaptations completed within the year: £6422.66
Delivered
Delivered
Delivered
Delivered
Delivered
Delivered
Scope of Interventions
Delivered
Delivered
Delivered
Enquiry to Completion
-50
0
50
100
150
200
250
300
350
400
Assessment to Visit
-50
0
50
100
150
200
250
300
350
400
Jan Onwards
Core Approach
Quality
Towards Excellence
Responsiveness
Timely responsive service
Respect
Benefits to Residents
Reliability
Breaking down barriers
Towards Excellence (Quality)
Multi-skilled staff – more outcomes from single contacts
Value embedded within the pathway Supply chain management not competition Customer feedback driving improvement Building of the partnership / collaboration Innovative ideas
Benefits to Warwickshire Residents (Respect)
☺Improved quality of life☺Reduced pressure on carers☺Maintained independence☺Giving the individual self-respect and
dignity☺Enjoyment of living in their own familiar
home environment for much longer ☺Choice☺Social inclusion and family life
Breaking down of organisational and professional barriers that hinder shared working (Reliability) Created the Housing Assessment Officer role An environment of shared learning and skills Shared service access point Housing and daily living assessment Single visits Automation of key documents System performance management system Contractors pathway Consistent northern Warwickshire adaptations pathway. Multi Agency Single Line Managed Service and Teams
Provision of a simple cost effective and timely responsive service (Responsiveness) Reduced from 51 steps to 13 No backlog going in to 2013/14 Within capital budgets Prescribing from the telephone
assessment. Reduction in on site visits – from 4 to 1 Improved working with council housing
Allocations Teams Delivering the right interventions
LEANing Points Collaborative working requires respect, trust and
long term commitment Establish a service structure with governance Develop and support the team Cultures clash and require facilitation to build a
shared culture. Leaders required at all levels – who also need
support This is difficult but worthwhile
Be Ready To Change Quickly And Enjoy It Again And Again They Keep Moving The Cheese
Next Steps in 2013/14
Stage 1 (North Stabilisation) and 2 (Rugby Roll Out) Complete multi agency single line managed team Review of assessment tool Complete competency framework and training
programme Complete Business Manual Business Plan Review Pathway
Stage 3 – South Warwickshire Roll Out Appoint to operational manager Build operational base and system Create team Training Experiment
Stage 4 – Strategic Contractor Procurement Information Governance Health and Safety IT specification and procurement Warwickshire Service Model PhD students Financial Models Marketing Strategy
LEANing PointsHow to achieve this Believe in the service Understand your data Challenge the status quo Keep to the lean principals – they tell you
what to do. Lean systems works but not in isolation
Well, nobody said it
would be easy!
References:
Who Moved my Cheese – Spencer Johnson
Our Iceberg is Melting – Kotter and Rathgeber
Contacts
Denise Cross – Professional Lead for Occupational Therapy – denise.cross@nhs.net
Paul Coopey – Private Sector Housing Manager – paul.coopey@nuneatonandbedworth.gov.uk
Coffee break11:30am – 11:50am
and a chance to contribute questions to the 1:45pm-3:00pm peer session by ‘posting’ issues for discussion
HOUSING MANAGEMENT
TRANSFORMATION
HOUSING EVENT 6th JUNE 2013
OUR JOURNEY
CHECK
•FOLLOWED THE VANGUARD MODEL FOR CHECK
DEMAND
CAPTURE
•ONE STOP SHOPS (FACE TO FACE)
•BACK OFFICE (TELEPHONE)
SERVICE AREAS
•RENT AND WELFARE
•TENANCY MANAGEMENT
•ANTI-SOCIAL BEHAVIOUR
WHAT WE LEARNT
RENT
ARREAR
S
•A high proportion of customer demand is presented through rent arrears recovery
DEMAND
•There is typically a problem to solve from presenting demand
•Presenting demand typically differs to demand in context
PROBLEM
SOLVING
•We typically problem solve in isolation of internal and external silos
•Problem solving very often requires a multi-agency approach
What next?We wanted to understand more about why tenants fell into rent arrears?
PROFILING
•We profiled 3,000 tenants rent accounts
•And flowed in detail 75 customer journeys
CUSTOMER
JOURNEYS
•30% had never had arrears
•39% had occasional arrears
•17% had regular arrears
•14% Were having enforcement action taken against them
WHY ?
•In and out of work
•Varying work hours
•Redundancy / Getting paid from an employer
•Family problems / relationship breakdowns
What next?We decided to trial a new way of working
Why?
•To help tenants resolve rent arrears problems by focusing on demand in context
How?
•Work to a set of principles not procedures
•Think out of the box and throw away the rule book!!!
•Take ownership of cases and remove silo working
Where?
•Winyates – Area identified as Highest Need
•662 Council tenancies
•Rent/Welfare Officer, Tenancy Management Officer, Home Support Officers (ASB Officer joined the team later)
Winyates Purpose
1
•Help me to resolve the problem(s) I have in my life/family/home community
2
•Understand what I need from my community and support me to be involved in defining how I can participate in its future
Winyates Principles
1
•You understand me and the problems I need help to solve
2
•You take as long as necessary to understand me
3
•You do only what is necessary to create space for me to solve my problems
Old World V’s New World
Old World – Procedural Target driven
Rent/Welfare Team Tenancy Management TeamHome Support TeamAllocations Officer (Housing Options Team)ASB Team (Different directorate)
New World – Principles Measures based
Locality LeaderLocality Officers• Rent Specialism• Tenancy Specialism (to
include allocations)• ASB specialismHome Support Officers
How are we doing?Analysis from demand capture:
Measuring Outcomes – Standard Variation is reducing
The TriangleWhere did I start? Where did I end up?
5% – Specialist Professional Help (Long
Term Support Needs)
31% – Multiple Problems to solve (I
could go either way)
64% – Housing professional problems to solve (I am living
my life ok)
5% – Specialist Professional Help (Long
Term Support Needs)
15% – Multiple Problems to solve (I
could go either way)
80% – Housing professional problems to solve (I am living
my life ok)
16%
Measuring Individual Outcomes: Middle to Bottom
Measuring Individual Outcomes: Middle to Bottom
What we learnt.
From our journey
We wanted to understand• Consumption (Troubled Families & associated system economics)
• How do families consuming the most services impact our organisations• Customer journey analysis – where are they presenting, why and what
happens• What is driving the consumption – them or the system• What are the implications on cost and capacity?
• Thresholds (How well does the current referral systems work?)• What is the primary purpose of our referral systems• Understanding the flow from point of referral and subsequent interaction
across agencies• Establish data that helps us understand the systems capability to respond and
the key system conditions that affect our capability• What are the implications on cost and capacity?
• Proactive /Preventative portfolio analysis across all agencies• How well does our current commissioning solve the problems we have• Get data to help understand how successful projects have been in relation to
solving the problems within the community• What are the opportunities to make better use of resources?
Police
Housing
64% Value 36% Failure
Meet the numbers …
What hits front doors isn’t all work...
GP
Access Centre
Be the gatekeeper …
Demand is rising …. we need to keep
appointments short
We worry about eligibility and risk …
47% Value 53% Failure
65% Value 35% Failure
63% Value 37% Failure
.
What is the cost of dealing with failure
demand?
Understanding their journey through our system
What does it feel like for citizens
‘R’’s Family Profile
Age 15Child 1 ‘96
Age 13Child 2 ‘99
Age 11Child 3 ‘00
Age 9Child 4 ‘03
Age 8Child 5 ‘04
Age 6Child 6 ‘06
Age 41
• Qualified hairdresser & beauty therapist
• Victim of DV.• Life skill issues growing up
which were never addressed• Disabled. Walks with crutches.• Socially isolated. • Long-term unemployed.
MumDied age 59
SisterEstranged from dad
& RW – financial feud.
R’s FatherTerminal cancerDiagnosed 2012
GF
Girlfriend
F1
Father
Gf
S
‘R’
F3
Father
F2
Perp. Of DV
Father
.
Son
D1 S1 S2 S3 S4
D2
It’s an interesting journey!
Understanding their journey through our system
What did we know about ‘R’ & when...
Employment• I’ve had to give up
my job
Finance• I’m struggling
financially• My ex has left me
with debts
“I need help”
Safety & Security• I am a victim of domestic abuse• I’m a victim of sustained domestic
abuse • I’m being harassed by my ex • I’m worried about keeping my
daughter safe
“I need help”
Home• I’m homeless • I’ve been threatened with eviction • I need a bigger home
Self• I live away from my
family• Isolated socially
Relationships• I’m struggling to cope
with 3 children• I’m trying to cope with 4
children on my own & am pregnant
• Impact of DV on children• My relationship is under
strain• I’m struggling to cope with 6
children “I need help”
“I can’t cope”
Health• My health is deteriorating • Depressed and in pain
“I need help”
In 2001 In 2004 In 2008
In 2012
• 6 children were taken into care• R was being investigated for neglect
Capability and CostWhat ‘R’ said she wanted:
• “I need help with housework and...”
• “..gaining access to the upstairs of the property.”
• “The two things that would have such a profound effect on mine and the children’s lives.
Cost of what ‘R’ wanted:
What ‘R’ received:• 2 x Anger Management Courses for 2 boys.• Triple P Parenting Programme.• Help cleaning 1 bedroom.• Toilet frame, Perching stool & Bath board (for a
bath she could not access)..
Cleaner, 10hrs/wk for 4 years £14,560
Move to suitable property (current home unsuitable for adaptation) £1,200
Stair lift £5,000
Total £20,760
And it took this many people to deliver it...• 8 Social Workers.• 22 Support Workers allocated.• 30 Referrals in core flow.• 16 Assessments in core flow.• 36 Teams/Services.
Cost of what ‘R’ has received to date:• Under-estimate of all activities since mid-2008.
• Use of 2009 costs.
• TOTAL: £106,777
2008 2009 2010 2011 2012 to Oct
£-
£20,000
£40,000
£60,000
£80,000
£100,000
£120,000
Difference...£86k!
Current Date
Projected Cumulative Costs
Current Approach Alternative Approach
Current Approach Projection Assumptions• Court action re ‘R’ and her Father.• 4 sons and 1 daughter remain in foster care until
they are 18.• Does not include cost of further intervention by
police or social services.• TOTAL CUMULATIVE COST: £781,541
Alternative Approach Projection Assumptions• 10 hours of cleaning each week until youngest son
leaves foster care.• Does not include cost of further intervention by
police or social services.
• TOTAL CUMULATIVE COST: £60,800
Difference...£720,741 !
And it’s not over yet!
Calculated using DfE Family Savings Calculator
Up to 2013:
What R needed help with: I need help to get up my stairs We put in a stairlift
I need help to get in and out the bathWe put in hand rails
I need repairs done to my propertyWe put a new kitchen in the property and fixed all the repairs
I need support We gave R a mentor to help her with the Court and Social Services process
I need help to start to reorganise my homeWe gave R a home support worker who visit when she needs it
I need help with my finances – When the time is right R will ‘pull on’ a financial advisor
I need help to understand my benefitsMentor attends ESA appointments when needed
Help me get my children back R and mentor have discussions with Social Services to see collectively what we can do so R’s children can come home
. “I’m told I need this but I can’t have it or they can’t help me arrange it.”
“I’ve been going round in circles, past from pillar to post and setup to fail.”
“Before I have asked for help to find care or cleaning services which I can pay for. No help has been forthcoming.”
“I would think a reasonable person with knowledge I have 6 children who all go to school would have realised that if they wish to speak to me that calling me during the school day would be more appropriate”
“The most difficult times ie. holidays, I am always left without anyone to contact.”
“I am tired to the point of exhaustion which is why in September last year I had to beg Social Services to get involved.”
What it feels like to be ‘R’ in the system
“This week I have had 9 appointments or meetings in a four day period.”
“I feel pressured misunderstood as far as my disability is concerned”.
“I get more depressed each day and with each visit. Constantly being told I’m not good enough.”“I feel worse off and more exhausted than before.”
“I am over-medicating with pain relief to be able to do more”
“I need help with housework and gaining access to the upstairs of the property”
I sit and cry with the pain and frustration that no one will help someone like me. I hate my children seeing me struggle and cry and as much as I try and hide it they know.
What it feels like to work in the system
We used to be able to help more people but now we spend most of
our time form filing and covering our backs.
We have to hit our targets because we get penalised financially if we don’t.
This sometimes means we will prioritise less serious cases because they are easier to get to.
The problem is that the thresholds for intervention are too high.
It’s just one big loop that everyone keep’s going around.
• We believed what we were doing was working; making a difference – it isn’t.
• We missed opportunities to provide real help.
• Red flags not ‘heard’ or ‘seen’ in the system.
• We didn’t understand what mattered to the individual or the problem to solve
• The system focuses on the child – we miss/fail to act on the stated needs of the adult.
• We intervene with sanctions, coercion & threats – not help.
Summary of Learning
• We work in silos – we chop up people into functional activity.
• We’ve learnt that assessment/referral leads to more assessment/referral but problems don’t get solved.
• Everyone’s got a bit of knowledge but no one doing anything meaningful even when things are obviously getting worse.
• It’s OK because we have plans in place & review activity (not outcomes).
• Our work is crisis led.• We have an episodic relationship with
citizens
Help. I can’t cope.
Help. I can’t cope.
Help. It’s getting worse.
I’m overwhelmed
I’ve asked for help for a
long time & not getting
any.
I’m overwhelmed
I’ve given up.
Knowledge is power, we are more special than you are
We don’t trust each other or citizens
We worry about risk!!!
Needs are complex
Protect our budgets/income
We focus on activities and
targets!!!
Thanks but that does not help me
My problem is getting worse
No-ones taking responsibility for
helping me solve my problem
There are real barriers to sharing
data
We focus on doing our bit
and then pass it on
We close the case if
other agencies
are involved
We use standard risk assessments to decide whether this
one is for us or if we can pass it on
We pass info to other agencies even when we
don’t expect them to do anything
T
S
P
Referrals lead to more
referrals
Referrals between agencies are the way to get things
done
We process issues rather
than fix them
We record everything
Everyone's got a bit of knowledge but no-
one’s doing anything even when its getting
worse
There are multiple assessments by multiple
agenciesWe only do what we have to
We notice and record when people aren’t coping but
don’t do anything about it
What are we doing to address what we have found?
As Leaders we will be addressing this in sessions this afternoon.
Lunch1:00pm – 1:45pm
and a chance to contribute questions to the 1:45pm-3:00pm peer session by ‘posting’ issues for discussion
Learning for Leaders Peer Sessions with CEOs, Directors
& Programme sponsors
1:45pm – 3:00pm
• Main room – Bromsgrove & Redditch Councils on Rent Arrears• Room behind you on your right – Warwickshire Collaborative HIA• Room behind you on your left – Rugby Council on Housing Voids
Feedback from the workshops3:00pm – 3:30pm
Closing Remarks3:30pm – 3:45pm
Kevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils
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