putting the public into public services - #ppps14
DESCRIPTION
Slides from SCVO's Putting the Public into Public Services event held in Edinburgh on Friday 25th July. Contributions from: Katie Kelly, Strategic Manager of Vibrant Communities, East Ayrshire; Ella Simpson, Director at Edinburgh Council of Voluntary Organisations & Kevin Dicks, Chief Executive of Bromsgrove District and Redditch Borough Councils.TRANSCRIPT
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Putting the Public into Public Services
#ppps14
@scvotweet
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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?
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Welcome and Introductions
Richard Hamer, SCVO board member
#ppps14
@scvotweet
@young_hamer
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Where are we now?
Kate Wane, SCVO
#ppps14
@scvotweet
@K8Wane
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Katie Kelly
Vibrant Communities,
East Ayrshire Council
#ppps14
@scvotweet
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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
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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
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
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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
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
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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
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
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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
Leading the Transformation(another vibrant diagram)
Public Service Reform
Vibrant Communiti
es
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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
Our solutions are often not fit for purpose
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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
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
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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
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)
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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
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
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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
• 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
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Community Led Action Plans
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Community Led Action Plans – Next Steps
Next Steps……
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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”
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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
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
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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
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)
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What Needs to Change?Ella Simpson, Director,Edinburgh Voluntary Organisations’ Council
@evoc_edinburgh
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Models
Culture
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Homelessness Strategy
Canny wi’ Cash
SUNE
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CoProduction!
Participation
Consultation
Disempowerment
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What Is ‘the new normal’?
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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?
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Lunch
#ppps14
@scvotweet
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Re-designing our Service through Locality
Kevin Dicks – Chief Executive Bromsgrove District and Redditch Borough Councils
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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
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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%
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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%
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Realisation...
If we continued to work with partners in the same way, they could not help as they were constrained by their own system.
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Police
Housing
GP
Access Centre
64% Value 36% Failure
What hits front doors isn’t all work...
47% Value 53% Failure
65% Value 35% Failure
63% Value 37% Failure
.
We worry about eligibility and risk
Demand is rising - we need to keep
appointments short
Be the gatekeeper
Meet the numbers
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What does it feel like for citizens
Understanding their journey through our system
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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
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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.
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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!
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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
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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
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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
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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)
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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.
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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
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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?
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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?
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• 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?
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What it feels like from the Customer perspective
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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
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Re-designing the Service
Understanding our Demand
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Understanding our DemandThe Value of Understanding ‘Demand in Context’
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Getting behind our Presenting Demand:‘Help me with my rent arrears’
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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%
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Re-designing the Service
Applying the learning
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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.
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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
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Presenting demand: Rent Arrears
Activity & Cost Comparison
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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
Understand me conversation.
Understand me conversation.
Understand me conversation.
Old/New World Cost Comparison
£8,877
£6
18
£13,687
Ren
t ar
rear
s £3
,573
Court to obtain possession order
RENT ARREARS (Dec’13)
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
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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
Understand me conversation.
Understand me conversation.
Understand me conversation.
Old/New World Cost Comparison
£8,877
£6
18
£13,687
Writ
e of
f £3
,573
Court to obtain possession order
RENT ARREARS (Dec’13)
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
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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
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Any questions?
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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?
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Refreshment break
#ppps14
@scvotweet
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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