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