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Derbyshire County Council © Copyright 2015
Corporate Resources Presentation – 20 November 2015
Derbyshire County Council © Copyright 2015
Thriving Families is a programme that aims to develop and grow a new approach to working with our communities in Derbyshire.
Derbyshire County Council © Copyright 2015
Introduction
• Context and background• Alison’s Story• The case for change• Learning From Thriving Families• Thriving Communities Model
Derbyshire County Council © Copyright 2015
Context and background• Supporting councillors to take on the role of
community leaders – key manifesto commitment and a key priority in Council Plan
• Pockets of good support in some communities but this not consistent or part of an overall framework
• Developed thinking on co-design and co-production through Thriving Families
• Developing a collective approach to social capital• Initial thinking of virtual teams taken place• New model of working – trial approach which
supports the overall ambitions of the Council
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Alison’s Story
What does the story make you think?What’s surprising?What questions does it raise?
Innovation Unit l Derbyshire County Council © Copyright 2015
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Alison’s 14 year old grandson lives with her full time (unofficially) as he is treated badly by his stepfather.
She has suffered financially since the introduction of the bedroom tax, despite using every room in the house regularly to provide respite care for relatives.
Alison’s sister stays most weekends with her two autistic sons.
Innovation Unit l Derbyshire County Council © Copyright 2015
Derbyshire County Council © Copyright 2015
The case for change
Derbyshire County Council © Copyright 2015 OUR COMMUNITIESFamily (diverse
types)
Peer Networks
Community
Thriving Communities is commitment to recognising that our communities and their families are diverse and often require support tailored to their individual needs and aspirations.
Derbyshire County Council © Copyright 2015 OUR COMMUNITIESFamil
y
Peer Networks
Community
District
County
‘GAP’
To meet this commitment requires us to address the gap between our system of provision and our diverse communities.
Partners
SYSTEM OF PROVISION
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This ‘gap’ can characterised by a number of key challenges
• Often slow and out-dated understanding of what people’s needs areOur understanding of people’s needs in communities is often completely out of date and based on regional, or even national data and intelligence
• Our understanding of need and provision often doesn’t reflect people’s lived experiencesThe types of information we know about our families doesn’t necessarily give us the right kind of insight to identify what support we should provide
• Understanding what we already doWe often lack a clear understanding of what existing provision is being delivered and whether it is effective – leading us to often continually invest in ineffective support
• Gap between our ‘theory of what works’ and ‘what works in practice’Unrealistic service and support models or a lack of effective support for professionals to adopt new ways of working
• Lack of shared ownership of service developmentDeveloping support is often seen as a centralised activity for ‘policy makers’ reacting to policy issues and not the responsibility of ‘practitioners’ on the front-line
Derbyshire County Council © Copyright 2015 OUR COMMUNITIES
SYSTEM OF PROVISION
Family
Peer Networks
Community
This ‘gap’ limits the opportunity for visible and effective community leadership to take place
Elected member
Derbyshire County Council © Copyright 2015
Community
OUR COMMUNITIES
SYSTEM OF PROVISION
Family
Peer Networks
Supporting councillors to take on the role of community leaders - key manifesto commitment and a key priority in Council Plan
Elected member
Derbyshire County Council © Copyright 2015
In order to narrow this gap, we need to find new ways of working that strengthen relationship between each level of the system.
Derbyshire County Council © Copyright 2015 OUR COMMUNITIES
SYSTEM OF PROVISION
Family
Peer Networks
Community
District
Service to Service
Service to community & individual
Community to community
We need to develop a collective approach to growing and harnessing social capital A Key priority for Health and Wellbeing Board
Derbyshire County Council © Copyright 2015 OUR COMMUNITIES
SYSTEM OF PROVISION
Family
Peer Networks
Community
County
Service to Service
Community to community
Build on the pockets of good practice we have across the county to create a more consistent and effective approach to working with communities
Service to community & individual
Derbyshire County Council © Copyright 2015 OUR COMMUNITIES
SYSTEM OF PROVISION
Family
Peer Networks
Community
District
County
Community to community
Service to community & individual
Service to Service
Ensure that we support a more networked (virtual) and joined-up way of working across our partners
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This gap doesn’t just limit how effectively we work together, it impacts on the lives of families in our communities.
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Learning from Thriving Families
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A Radical Efficiency approach
NEW PERSPECTIVES ON THE CHALLENGE
NEW PERSPECTIVES ON SOLUTIONS
Developed by Innovation Unit, supported by NESTA
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1. Work collaboratively
2. Take a family-centred approach
3. Build on existing knowledge and insight
4. Challenge how the system works where appropriate
5. Active engagement of our senior leaders
6. Make things happen in our communities
Thriving Families Commitments
Derbyshire County Council © Copyright 2015Innovation Unit l Derbyshire County Council © Copyright 2015
• Areas where we can identify and build on existing resources
• Areas with strong existing networks to work with and build on
• Areas with diverse families, needs and aspirations
• Areas that require big structural issues to be tackled
A focus on four localities
Derbyshire County Council © Copyright 2015Innovation Unit l Derbyshire County Council © Copyright 2015
Thriving Communities PrinciplesWe need to be…• Always learning about families and communities, what works, how to do
things better.• Human. Prioritise building relationships, take time to listen and
understand.• A positive force for change in the lives of families and across
communities. Proactive, not reactive.We need to have…• Trust & honesty that works in both directions. Keep our promises. Be
dependable. Admit mistakes. Be truly accountable.• Practical & sustainable services, relationships and interactions that
provide consistency and are of real benefit.• Agility & flexibility to respond to changing circumstances and try new
ways of doing things. Help families to have this too and support their transition points.
We need our services to…• Meet real needs and get the basics right.• Build community capacity to be able to take ownership of and pride in
its future.• Focus on family outcomes above all else.• Form alliances and work in partnership, with families and each other.
Derbyshire County Council © Copyright 2015Innovation Unit l Derbyshire County Council © Copyright 2015
Thriving Families identified the need for a set of new frameworks to transform how we work more effectively with communities and families
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Thriving Communities Model
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• Formalises a “Team around the Elected Member” approach across the Council and introduces this to partner agencies
• Builds on work that has taken place on Thriving Families in four localities in Derbyshire (Cotmanhay, Gamesley, Shirebrook and Danesmoor)
• Uses existing resources where possible, recognising that some areas of greatest need may require additional support
Thriving Communities Model
Derbyshire County Council © Copyright 2015
• Initially to be piloted in four areas across Derbyshire over a two year period – currently looking at:• Cotmanhay• Gamesley• Shirebrook• Danesmoor• An area in South Derbyshire
• Has a number of key elements some, or all, of which could be applied in other communities across the county • Connected team/team around the elected
member• Community “out and abouts”• Thriving communities worker• For the community, by the community• Families supporting families
Thriving Communities – proposed model
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Will link existing teams and groups of staff from within Council and partner agencies to work around the community and Elected Members
Key features• Strategic Director lead • Core Group• Virtual staff and community networks• Understanding of who is doing what
and where• Community “out and abouts” led by
Elected Member
More ambitious features• Shared understanding of need and
provision (shared needs assessment)• Single community budget • Joint investment/commissioning
strategy • Element of savings/funding ploughed
back into area
CONNECTED TEAM
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Core Group which comprises Strategic Director for Community, local Elected Member(s), a key senior representatives from DCC departments and partner agencies
ADVISORY CORE
GROUP
WIDER ACTION GROUP
NETWORK
Wider Group - Made up of representatives from DCC, district council, partner agencies, businesses, voluntary organisations working in local community Involves everyone in community who is interested in improving the area. Connected virtually and meets one/two times a year to discuss key community matters
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The person who has the overview, time, objectivity and flexibility to glue it all together at a local level.
Key features• Works to Strategic Director lead• Member of the Advisory Group • Links with Thriving Communities
Workers in other areas to share experiences, successes and learning
• Understands the system, where to go, but is not drawn into and suffocated by it
• NOT the local ‘problem solver’ or ‘go to’ person to sort out specific service related problems.
• Moves on when system/behavioural changes have been embedded and there is a more positive and dynamic relationship between local people and public services
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In direct contact with members of the Advisory Group. Connected to everyone in the ‘Team’. Takes a lead role on the community “out and abouts”
Team around the Elected Member
Action Group
Advisory group
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• A virtual team of locality based staff who act as a central point of contact to resolve individual, family and community issues
Key features• Responsive, flexible and dynamic support • ‘Can do’ • Link to Advisory Group - involving DCC and
partner agencies - for escalating issues• Support community “out and abouts”• Work across departmental and organisational
boundaries to solve problems/issues• Elected Member pivotal community leadership
role
Team around the Elected Member – in practice
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Aims to increase confidence and capacity in the community by harnessing the good ideas and enthusiasm of local people
Key features• Welcoming and friendly places for
people to meet – possible new “bases” but opening up of existing buildings
• Community researchers• Volunteer mentor scheme • Focus on “supporting to do”, not
“doing for”• Locality specific solutions
FOR COMMUNITY BY COMMUNITY
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Aims to enhance the informal (and mostly unrecognised) support in communities
Key features• Supported by Thriving
Communities Worker• Identifies individuals who want to,
and are able to support others• Connects supporter families to
those requiring support• Focuses on low level support which
may diminish as public sector resources reduce
• Link into services through TCW where support required is at a higher level
• Potential opportunities to train people and support them into jobs
• Recognition and celebration of supporters
Derbyshire County Council © Copyright 2015 OUR COMMUNITIES
SYSTEM OF PROVISION
FAMILY TO FAMILY
FOR COMMUNITY BY
COMMUNITY
ADVISORY GROUP
ACTION GROUP
NETWORK
THRIVING COMMUNITIE
S WORKER
CONNECTED TEAM
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Will be looking at how can roll out across other non pilot districts/areas through:
• Strategic Director/CMT Leads for districts looking at whether can focus effort without without a worker
• Cabinet Member Leads tasked with developing/taking forward opportunities in their patch
• Community “out and abouts” • Virtual team approach – exploring how can
develop an online presence to connect staff across different areas
Scaling up/Rolling Out the Model
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• Get involved specifically at this stage in the four/five pilot areas if you can
• Identify staff who work and could participate in each of the pilot areas
• Contribute to community needs assessment specifically thinking about who is using your service
• Identify what existing provision is taking place looking at how much things currently cost
• Challenge us (if we are on the wrong track) and your own department (about the way we do things)
• Be open minded and give it a go
Departmental “asks”