Putting the Public into Public Services - #ppps14

Putting the Public into Public Services

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Agenda 10:00 Welcome and introductions

Richard Hamer, SCVO board member

Where are we now?

Kate Wane, SCVO

10:15 Katie Kelly, Strategic Manager, Vibrant Communities Service, East Ayrshire Council

10:40 Ella Simpson, Director, EVOC

11:05 Open space discussion time

12:00 Lunch

12:45 Kevin Dicks, Chief Executive, Bromsgrove District and Redditch Borough Councils

13:25 Open space discussion time

14:15 Refreshment break

14:25 Panel session with the day’s speakers

led by Prof. James Mitchell, Academy of Government at University of Edinburgh.

14:55 Closing reflections, thanks and what next?

Welcome and Introductions

Richard Hamer, SCVO board member

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@young_hamer

Where are we now?

Kate Wane, SCVO

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@K8Wane

Katie Kelly

Vibrant Communities,

East Ayrshire Council

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Why Re-focus?

•Drop in funding available to public sector•Changes in demography•Increase in demand•Listening to our communities and stakeholders•Widening inequalities gap•Welfare Reform•National Drivers for change

Vibrant Communities- The Story So Far ...

Where we are! Where we want to be!

“East Ayrshire will be a place with strong, vibrant communities where everyone has

a good quality of life and access to opportunities, choices and high quality services which are sustainable, accessible

and meet people’s needs.”

The vision of East Ayrshire Community Planning Partnership

-£0.6M Saving

Why Re-focus?


Why Re-focus?

• Drop in funding available to public sector• Changes in demography• Increase in demand• Listening to our communities and stakeholders• Widening inequalities gap• Welfare Reform• National Drivers for change

Why Re-focus?


A redesigned service bringing together the talents,

experience and skills of over 100 front facing employees from…

• Active Schools• Community Learning & Development Services• Democratic Services (support to Community Council’s)• Leisure Development Services (early intervention and prevention

services)• Planning and Economic Development - External Funding and

Sustainability and Local Project Posts• Social Work Community Care - Local Area Coordinators and Care

Coordinators• Social Work Children and Families – Befriending• Corporate Infrastructure and Legal

Why Re-focus?


Key Service Areas(a vibrant diagram)

Prevention and Early

Intervention

Sustainable Communities

Young People, Sport and Diversion

Active SchoolsPlay and Early Intervention

Lifestyle Development, Older People and Wellbeing

Communities

Adult Literacy, Numeracy and Learning

Sustainability

Property and Estate

Rationalisation

Reduction of community facilities by 25%

Community Asset TransferCommunity led facility

management

Why Re-focus?


Leading the Transformation(another vibrant diagram)

Public Service Reform

Vibrant Communiti

es

Why Re-focus?


Our solutions are often not fit for purpose

Why Re-focus?


Co-production and asset based approaches makes strengthening the ‘core economy’ of communities, neighbourhoods, individuals and families the central task of public services. There is a focus on

• Recognising people as assets Discovering local skills and talents connect these assets create opportunities for these assets to be

productive

• Promoting reciprocity • Building social networks

AN ASSET BASED APPROACH

Why Re-focus?


Identification of talents and gifts

Gifts of the Head (knowledge/information)

Hand (practical skills)

Heart (what are you passionate about?)

Working Gifts

(Presently offered and valued)

Waiting Gifts

(yet to be offered and valued)

Why Re-focus?


Changing the approach…………..Present Policy Why not also have approaches that…

Focus on Deficiencies Focus on Assets

Problem Response Opportunity Identification

Charity/ Grants Orientation Investment Orientation

Power skewed towards professionals Power more equally balanced between community, individual and professionals

More Services Fewer Services

High Emphasis on Agencies Emphasis on Associations

Focus on Individuals Focus on communities/neighbourhoods

Maintenance Development

See People as Clients and Customers See People as Citizens, Neighbours andCo-producers

‘Fix People’ Develop Potential

Programmes/ Projects are the Answer People are the Answer

Why Re-focus?


• Supporting older people to live life to the full

• Supporting vulnerable families and young people

• Supporting people in recovery and prisoners

• Empowering Communities- Community Asset Transfer and Community Led Action Plans………….

CO- PRODUCTION/ ASSET BASED APPROACHES IN ACTION

Community Led Action Plans

Community Led Action Plans – Next Steps

Next Steps……

Impact and Benefits on the Community

“The process has really helped us to get to

know our community and what’s in it”

"It has been the community that has decided what we want for our community,

we have ownership“

"We have found the strengths of the community and the challenges and we

are moving forward to make this plan happen"

Brought back a “sense of

community”

“It’s revived the community”

Why Re-focus?


For us its all about….. Leading Transformational Change and Changing Culture

People, relationships and connections

Reducing bureaucracy and red tape- encouraging creativity

Enhancing and strengthening relationships with the voluntary and business sectors

Unlocking skills and talents of our employees and our communities

Moving beyond the rhetoric- Just do it!

Asset Based/ Coproduction Approaches

Why Re-focus?


A TIME FOR CHANGE

“This is not solely a matter of fiscal necessity but a once in a generation

opportunity to implement radical reforms that will provide improved public services that are better focused on the needs of the people it

seeks to support”

Commission on the Future Delivery of Public Services (2011)

What Needs to Change?Ella Simpson, Director,Edinburgh Voluntary Organisations’ Council

@evoc_edinburgh

Models

Culture

Homelessness Strategy

Canny wi’ Cash

SUNE

CoProduction!

Participation

Consultation

Disempowerment

What Is ‘the new normal’?

Open Space Session 1

1. Definitions: Public, co-production, assets approach, prevention, PSR – do we interpret these differently?

2. Priorities & Values: Trust & reciprocity, people at centre, saving money, who owns public services?

3. Goals & Outcomes: What do we (as orgs, as government etc.) want to get from involving people/being involved in public services?

4. Ready & Willing: Are we ready to collaborate?

5. What Works? What do we know works and why? How can we use these examples?

Lunch

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Re-designing our Service through Locality

Kevin Dicks – Chief Executive Bromsgrove District and Redditch Borough Councils

Our Journey

• Started our journey in February 2011• Captured demand in customer services

centre• Decided to look at rent arrears• Profiled 3000 arrears cases and flowed 75

customer journeys• Decided to trial working differently in

Winyates

System Conditions - Internal

• Access to advice - benefit entitlement - 30%

• Waiting List/Allocations - understanding need v's suitability of area/accommodation - 18%

• Access to home support - maintaining independent living - 13%

• ASB/Tenancy/Options cross working - different purpose - 9%

System Conditions –External

• Access to budget management/bank account advice - 31%

• Access to advice - housing benefit entitlement - 30%

• Access to finance/debt advice - 24%• Access to support to resolve life issues (other

than addiction) - 13% • Access to a health service – addiction – 9%

Realisation...

If we continued to work with partners in the same way, they could not help as they were constrained by their own system.

Police

Housing

GP

Access Centre

64% Value 36% Failure

What hits front doors isn’t all work...




.

We worry about eligibility and risk

Demand is rising - we need to keep

appointments short

Be the gatekeeper

Meet the numbers

What does it feel like for citizens

Understanding their journey through our system

What did we know about ‘A’ & 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

Capability and CostWhat ‘A’ 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.”

What ‘A’ 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)..

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.

Capability and CostCost of what ‘A’ wanted:•Cleaner, 10hrs/wk for 4 years: £14,560

• Move to suitable property: £1,200

• Stair lift: £5,000

• Total: £20,760Cost of what ‘A’ has received:• 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!

And it’s not over yet!

Difference...£720,741 !

Current Approach Projection Assumptions• Court action re ‘A’ and her Father.• 5 children remain in foster care until they are

18.• Not including further intervention by police

or s/services.• TOTAL CUMULATIVE COST: £781,541

Alternative Approach Projection Assumptions• 10 hrs cleaning each week until youngest son

leaves foster care.• Not including further intervention by police or

s/services

• TOTAL CUMULATIVE COST: £60,800

Calculated using DfE Family Savings Calculator

Current Approach

Alternative Approach

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

Thinking – System - Performance

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

Thinking – System - Performance

What next? Trial a new way of working

Why?• To help tenants resolve the problems I have with

my life:• Life, Family, Home, Community

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)

Working to 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.

Working to 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

Where did I start?

5%

Specialist Professional Help (Long Term Support)

Multiple Problems to solve (I could go

either way)

Housing professional problems to solve (I am living my life ok)

31%

64%

Does it work for the Customer?

Where did I end up?

50%

5%

Specialist Professional Help (Long Term Support) 5%Multiple Problems to

solve (I could go either way)

Housing professional problems to solve (I am living my life ok)

31%

64%

15%

80%

Where did I start?

Does it work for the Customer?

• 65% of the cases have been successful• 35% even though arrears have increased, it has been a result of external influences• All customers still engaging with us on some level. • 4 properties have become void and re-let• 3 of the new tenants have

a clear rent accounts• 1 of the new tenants

although in arrears due to a change of circumstances is working with us.

26 Winyates Cases:Arrears Position, Feb’12 – Aug’13

Does it work for the Business?

What it feels like from the Customer perspective

Melanie

Understand Me

Help me to be a good parent

Help me to find a home of my own

Help me to manage my finances

Help me to find employment

Re-designing the Service

Understanding our Demand

Understanding our DemandThe Value of Understanding ‘Demand in Context’

Getting behind our Presenting Demand:‘Help me with my rent arrears’

Understanding our DemandThe Real Problems to Solve

RANKDEMAND IN CONTEXT FREQ. %1 Help_me_claim_or_understand_my_benefits... 53 10.56%2 Help_me_manage_my_finances... 43 8.57%3 Help me with my rent arrears 35 6.97%4 Help_me_to_deal_with_my_mental_health… 31 6.18%5 Help me to find a suitable property 26 5.18%

5 Help me with noise from neighbouring/unidentified property 26 5.18%

6 Help_me_with_issues_in_my_neighbourhood... 17 3.39%7 Help me to manage my home better/keep it clean 14 2.79%8 Help me/my family to feel safe in our home 13 2.59%

9 Help me to report/get the necessary repairs to my property 12 2.39%

9 Help me to move to a more suitable property 12 2.39%10 Help_me_to_live_independantly_in_my_home… 10 1.99%

Re-designing the Service

Applying the learning

If we were to work on a similar case to ‘A’ now?

Old World Perspective

• Case ‘B’ has 3 young children, all < 5yrs old

• Suffered from DV from ex partner

• Property too small: ground floor flat with balcony

• Neighbours complaining that her and her children are causing a nuisance:

– ‘Children will hang around on the grass’

– ‘Children are having water fights on the grass’

– ‘She had a BBQ and smoke came into the property’

• Police:

– “she is causing a nuisance”

– serve Acceptable Behaviour Contract on her - which is unenforceable with her current behaviour.

– Look to serve ABC’s on the children ‘hanging around on the grass’

• ‘B’ felt like she was being harassed by her neighbours because all she was doing was playing with her children on the grass – she didn’t have a garden of her own

New World Perspective• Case ‘B’ is a young mom who is struggling with

the death of her partner

• She is lonely and has young people around for company and to help her with the children

• She has a 91yr old, housebound neighbour:

– Neighbour’s living room window looks out onto the grass where the children play

– she sits and stares at the window all day.

• There have been issues in the area for years. Residents have no tolerance –want a quiet life.

• The properties and area do not work

– There are 36, 2 bed flats in this block, occupied by families with children.

– Nowhere for children to play apart from grass at the back of flat, next to people’s balconies.

• B does not want to be a nuisance to the neighbours but feels like they are targeting her.

– Instead of them speaking to her they report her to the police and social services.

If we were to work on a similar case to ‘A’ now?

Old World Perspective New World Perspective

What we would have done

Give the neighbours diary sheets to record incidents on

Serve a notice of possession proceedings on B

Refer B into children services due to concerns from neighbours

Get witness statements from neighbours to apply to court for possession of B’s property because she is causing a ‘nuisance’ to neighbours

Apply to court for B’s property

Serve ABC’s on the children ‘hanging around on the grass’ and if they breach these serve ASBO’s on the children

What a ‘good life’ looks like to Case ‘B’:

• Help me be a better parent

• Help me to move to a bigger property

• Help me to find an area that is more suited to my family

Completed/Future Activities:

• Understanding and supporting ‘B’ - ongoing

• Find a bigger, more suitable property - complete

• Plan how to change the area around the flats in the future - complete

• Pulled help from Early Help & YMCA – complete

• Help move to new property - future

• Ensure new residents moving into the block will fit into the area - ongoing

• Inform residents what we are doing to resolve the situation - ongoing

• Involving residents in reshaping the future of where they live - ongoing

Presenting demand: Rent Arrears

Activity & Cost Comparison

RBC SocialServices

What we would have done What we did following purpose & principles

Court to obtain possession order

Understand me conversation. Provided money for baby milk.

Help me to claim HBens. Info gathering re back-dated claim.

Help me with my debts. Referral to Two Pennies

Help me to keep my child. Response to SSrvcs re kinship assessment.

RENT ARREARS:increase Dec’13 to date

RENT ARREARS (Dec’13)

Understand me conversation.

Help me with my debts & rent arrears. Liaison with Two Pennies re debts and arrears




Old/New World Cost Comparison

£8,877

£6

18

£13,687

Ren

t ar

rear

s £3

,573



Multiple telephone calls & visits

Letters re ‘breach of order’ & ‘referred for eviction

Report for Hsng. Mngr, subsequent permsn. to evict

Appl. to Court for eviction date

Confirm court eviction date & risk assessment for bailiff.

Referral into Access Centre

Letter to SServ. to inform of eviction, Lttr to Tenant re date

Send eviction notice, arrange carpenter., inform Homeless team that Tenant may presnt.

Lock change at eviction, void property turnaround & CTax

RENT ARREARS increase to eviction

Debt recovery & write off activity

H/less asst., TA, Prvt rental setup

Child into Foster Care (initial 3m)

RBC SocialServices

£334

£4,698

Ren

t ar

rear

s £3

,573

£380

RBC SocialServices

What we would have done What we did following purpose & principles


Understand me conversation. Provided money for baby milk.

Help me to claim HBens. Info gathering re back-dated claim.

Help me with my debts. Referral to Two Pennies

Help me to keep my child. Response to SSrvcs re kinship assessment.

RENT ARREARS:increase Dec’13 to date



Help me with my debts & rent arrears. Liaison with Two Pennies re debts and arrears




Old/New World Cost Comparison

£8,877

£6

18

£13,687

Writ

e of

f £3

,573



Multiple telephone calls & visits

Letters re ‘breach of order’ & ‘referred for eviction

Report for Hsng. Mngr, subsequent permsn. to evict

Appl. to Court for eviction date

Confirm court eviction date & risk assessment for bailiff.

Referral into Access Centre

Letter to SServ. to inform of eviction, Lttr to Tenant re date

Send eviction notice, arrange carpenter., inform Homeless team that Tenant may presnt.

Lock change at eviction, void property turnaround & CTax

RENT ARREARS increase to eviction

Debt recovery & write off activity

H/less asst., TA, Prvt rental setup

Child into Foster Care (initial 3m)

RBC SocialServices

£334

£4,698

Ren

t ar

rear

s £3

,573

£380

Role of Third Sector

• Absolutely key – been on the journey since the start

• Helping us to understand the issues in localities / peoples lives – sometimes people won’t approach the Council / Statutory agencies

• Working in partnership with us to “redesign the service” – part of the RPEG Steering Group

• Will provide services / support under new method of working

Any questions?

Open Space Session 2

1. Route maps: How do we get there; use of targets, structural changes, motivations, role of Government

2. Practicalities of Working Together: As orgs, between sectors, with people e.g. time, resources and opportunity

3. Attitudes & Relationships: To other departments, to fellow staff members? To professionals? To collaboration? Do these need to change?

4. Measuring Success: How do we do this? Need more than a financial measure.

5. Individual & Community: How do we balance individual needs and desires for public services?

Refreshment break

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Panel Session

Led by:

Professor James Mitchell, Co-Director of the Academy of Government and Professor of Public Policy at the University of Edinburgh @Edinburgh_AoG

With:

Katie Kelly, Strategic Manager of Vibrant Communities from East Ayrshire Council

Ella Simpson, Director at Edinburgh Council of Voluntary Organisations @evoc_edinburgh

Kevin Dicks, Chief Executive of Bromsgrove District and Redditch Borough Councils @kevindicksceo

John Downie, Director of Public Affairs, SCVO @JohnDs_View

Presentations & Public Speaking

Putting the Public into Public Services - #ppps14