MASH Event King s Hall 28 February 2013

MASH Event King’s Hall 28 February 2013

Welcome and Introductions

Eleanor Brazil Interim Director, Children and Young People’s Services Stoke-on-Trent City Council

Mick Harrison Commissioner for Community Safety Staffordshire County Council

Our Vision Vulnerable people and their families within Staffordshire and Stoke-on-Trent are able to live safe lives, free from abuse and neglect or the risk of abuse and neglect through an integrated approach to sharing of information, collaborative decision making, in order that proportionate interventions are justified at the earliest opportunity across the partnership.

2007 - Baby Peter 6

MASH in Staffordshire and Stoke-on-Trent • Over 1 million people • Increase in Adults / Children Referrals • Three key partners: – 2 upper tier authorities (SOT & SCC) – Staffordshire Police – Health architecture • Fiscal issues • Business case?

Key Issues • • • Leadership (political / organisational) Governance Lead Commissioner Information governance Legal / Collaborative agreements Relationship building / Partnership work

Challenges • • • Increase in demand Integration / Interoperability Continuing fiscal challenges Performance management Further integration Provider / Commissioner split

‘Hold your nerve’ ‘It’s worth it’

Project Management

Nichola Glover-Edge Portfolio Manager Staffordshire County Council

How did we make it happen? • Strategic buy-in from all partners involved with leaders actively engaged in the project process. • One Lead Officer across the partnership • Leads from each partner being held to account for the successful delivery of the MASH, ensuring the project progressed at pace.

How did we make it happen? • Dedicated operational managers and staff making it happen, unblocking issues and mobilising resources to deliver the project. • Drive, passion and enthusiasm from operational staff within the MASH to make it a success. • Dedicated project management capacity to coordinate activity and resources to ensure that the project is delivered to cost, within budget and on time.

Project Management • The Transformation Support Unit (TSU) is operated by the County Council and offers the delivery of high quality, professional design and project management services to facilitate the delivery of transformation within all service areas. • The resources that the TSU offered to the MASH project were as follows: Nichola Glover-Edge: Portfolio Manager Sanjeet Bains: Project Manager Mark Cocker: Senior Business Designer

Timescales • The TSU inherited the MASH project in August 2011 and took remedial action to ensure its delivery date of December 2011. • The MASH project was handed back to business as usual in July 2012.

Project Scope The project scope for establishing a Multi-Agency Safeguarding Hub. • Ensuring the MASH has a physical space to operate. • Set-up and ongoing costs between partners • Corporate governance arrangements are in place • HR issues are identified and addressed • Joint OD plan is developed and delivered

Project Scope • Telephony infrastructure is designed and delivered for the MASH • ICT hardware and software is designed and delivered for the MASH • Information Governance procedures are in place • Operational procedures/flow are in place • The statutory duty of all partner agencies is met • All stakeholders are communicated with

Governance Strategic Leadership Group Steering Group Workstreams Operations Performance HR OD Accommodation Communications Information & Governance Legal & Finance

Challenges • Mechanism for sharing information • Building confidence in sharing information • IT and telecommunication infrastructure • Driving through issues • Culture and Organisation Development • HR and Vetting

Lessons Learned • Fostering partnership and building a trusting relationship takes time. • Earlier engagement of health. • Resource commitment agreed from each partner agency.

Lessons Learned • Recommend co-location prior to making the MASH operational – a one size does not always fit all. • Engagement with partner IT teams/Expertise is key to delivering ICT work packages • Ensuring attendees at groups have the delegated decision making authority.

Executive Summary (RAG) Overall Project Green The transfer of the MASH to Business as Usual was completed on the target date. Whilst a few deliverables remain outstanding, it was recognised that these cannot be completed within restricted timescales and are an ongoing evolutionary process. The closure was approved with these outstanding deliverables being handed over to newly appointed MASH Development Officer. Timescale Green The project was closed as planned. Cost Green Whilst no formal budget was agreed for the MASH, project costs remained within acceptable levels as defined by the governance structure. Risk Green Risks were managed throughout the project. The remaining open risks relate to the ongoing operational delivery of the MASH and will be managed by the MASH Development Officer and the BAU governance structures implemented. Issues Green No outstanding issues are retained on project closure. The MASH Development and Handover Plan referenced to in this report will resolve outstanding actions. Benefits Amber Benefits for the MASH project were not articulated from outset of the project. The identified benefits have been derived from ongoing work on the Performance Framework and inherited details articulated on the origination Project Initiation Document. Work is scheduled to complete and baseline performance figures by September 2012, test the performance framework in the fourth quarter of 2012 and then implement at the beginning of the 2013 financial year.

Culture/ Integration/ Development

DCI Helen Jones Protecting Vulnerable People Staffordshire Police

Culture • Police • Social Services • Health

Police • • • Red to Green Statistics not outcomes Internal status Conflict in ‘performance’ But. .

Executive Officer support, the profile of Safeguarding is being promoted at every opportunity.

Vital ingredients to a successful and harmonious working environment.

• Escalation Policy • User Group meeting

Maslow’s hierarchy of needs. Abraham Maslow ‘A Theory of Human Motivation’ 1943

Motivator • Motivator – Hygiene theory • Motivator Factors – Achievement , Recognition, Work Itself, Responsibility, Promotion, Growth • Hygiene Factors – Pay and Benefits, Company Policy and Administration, Relationships with coworkers, Physical Environment, Supervision, Status, Job Security

Herzberg

Integration – some history Integration, some history…. . • 2009/10 • Co-location • Ethos – One Team, One MASH • Open communication in real time under agreed Mo. U

Integration – the challenges Integration, the challenges…. • IT • Individuality Interoperability, a more realistic position for the medium term

DI Dan Ison MASH Officer Staffordshire Police

Organisation Development • • • Purpose People Location Systems/Processes Performance

Vision and Strategy • Vision Statement • 5 year Vision • Single Organisation?

Values and Culture • Relationships • Joint Training • Staff Engagement/Joint Communications

Style and Leadership • Escalation and Resolve • Information Sharing Protocols • One Defined Leader?

Structure • Governance – Decision Making • Parent Policy vs MASH Policy • MASH Future Development Plans

Systems • Communications • Incompatibility • Operating Principles/Performance Framework

Staff • • Resource Numbers Cohorts of Work Staff Engagement Skills – Mutual Understanding

Lunch

Ingredients for success

David Stringfellow Head of Responsive Services Staffordshire County Council

The MASH concept … Easier said than done • Challenge of coordinating change Ø No one agency can act unilaterally

How is change managed in this environment • Establish the means of communication Ø Create methods to enable immediate review and decision-making Ø Involve interested people • MASH - weekly operational meetings Ø Service managers and key operational staff represented • Managing Risk Ø Responsiveness vs Inclusivity Ø Dynamic and responsive leadership is critical

Trust the operational teams • Autonomy to lead on a day-to-day basis Ø Practitioners empowered to make decisions • Bottom up approach Ø Support given from above where needed Ø Stakeholder inclusion achieved and maintained

Other Considerations • Get the right personalities in the right place Ø Need to see the bigger picture Ø Good interpersonal skills required • Need to understand the detail of each other’s business

Other Considerations • Common Language Ø Agencies use the same words and phrases to describe very different things Ø Global communications need careful consideration • MASH – a doing word Ø Not a place but a verb? Ø An unhelpful generic label

The practicalities • The right location • IT Infrastructure • User groups • Communication

Things to watch out for • Prepare for change • How to eat an elephant – in small bites Ø Gradual introduction of cohorts of cases Ø Design of the physical exchange of information sharing

Things to watch out for We view full information sharing as a compliment to already established systems.

Things to watch out for Introducing a wave of multiagency demand through a single point of information sharing is likely to result in a monumental bottle neck.

Steve Dale Adult Protection Co-ordinator Staffordshire County Council

Why Why Adults? • National cases – Police calls should be linked – Information sharing vital – Stop working in silos – Regular calls to emergency services 6 years on 5 years on

Why Why Adults Continued • Local problems pre 2012 – Limited access for police to hold strategy discussions – Police involvement in investigations – Priority given to children – Risk assessment criticised – Threshold consistency

What do we do? Information gathering and risk assessment Allocate for investigation

What is the impact? • • • Referrals Threshold decisions Documentation Proportionate response Police response

Challenges • Demand – High referral rates • Expectations – Realistic? • Outcomes – links in a chain • Multiple partnerships – • Mental Health

Future Developments • Greater integration • Resilience • Learn from experience • Focus on outcomes

Information Sharing/Cohorts

John Maddox MASH Development Officer Staffordshire County Council

Information Sharing

What did we do? • Fundamentally questioned what we were doing and challenged thinking • Applied some science to support a bold approach…Project Newton • Lessons learned from serious case reviews

The Evidence 2010 • Stoke SCR • Agencies: Police Social Care Health Visitors GP’s Courts Probation • Staffordshire SCR • Agencies Police Health Visitors Education Social Care GP Mental Health

How we changed • Constructed a MOU • Agreed to open our systems to each other • Accepted professional disagreement existed • Agreed on appeals/ escalation process • Ensured safety measures existed • Two stage process of Reveal & Disclose controlled • Fought the battles • Culture • Silo mentality • Trust • Knowledge • Fear

Outcome • • • Fundamental change to information sharing Confidence across agencies (including ISO) Safer children and adults Organisational protection MORE WORK…Dare you lift the stone? More information sharing = More opportunity to safeguard

Process • • • Clarity on how MASH should work Record what you do It must service your front line Walk into this…slowly Only do what you can Market with care

Elements • Face-to-face sharing • Professional judgement • Joined up risk management Diversity of rationale

Cohorts/ Populations • High risk children referrals (Safeguarding and above) • Vulnerable adult (No secrets) referrals • Domestic abuse-victims and perpetrators and repeat cases • Domestic violence screening for children and vulnerable adults

Cohorts/ Populations • • Missing persons Child sexual exploitation Hate crime Some professional concern cases (issues raised by professionals but not clear as to the cohort at referral stage)

Governance

David Stringfellow Head of Responsive Services Staffordshire County Council

Staffordshire

Governance Structure

Who owns it? • A co-operative • MASH Development Officer ØJointly funded ØSupports general development ØMaintains inclusivity of all stakeholders

Who pays for it?

Who is accountable for MASH • All agencies Ø Have statutory duties and requirements of service Ø Are accountable for the population they serve • Performance framework Ø Responsibilities Ø MASH is a provider of information packages and so is accountable for the quality and timeliness of information

Who takes the day-to-day eadership issues? • Key representatives from the partnership work collaboratively • The future? • Inter-operability

Agency Perspective

Question and Answer Session

Lessons Learned

John Maddox MASH Development Officer Staffordshire County Council

What is the impact? • Have a vision • Map/Assess your strategic buy in • Use project Management • Be clear on your process • Agree Information sharing • Be prepared to deal with cultural change • Market what you Do & Don’t Do. . clarity • Have strong Governance • Get Vetting right • Eat the Elephant – one piece at a time

Thank You and Close