To receive a presentation from the Public Sector Reform Manager.
The Public Sector Reform Manager described the process by which the one Trafford response model had been created. The design process had involved bringing together front line staff from various organisations where an overlap of users had been identified. Staff members were then looked at the obstacles within the current system and to think about how they could be overcome.
The One Trafford Response (OTR) programme was one of a number of reform pieces of work which looked at how Trafford Council’s services collaborate with voluntary services and other organisations. A key focus of the model was to make sure that the approach integrated health and social care services and would work with the Local Care Organisation. The Public Sector Reform Manager advised councillors to look at an animated story board that was available on YouTube after the meeting. The video detailed the story of one man and his attempts to find help and how the OTR enabled him to get to a point where he is looking for employment.
The OTR tried to ensure that anyone who contacted a service within Trafford received the correct service for them. The Council needed to create a robust early help front door service as in the current model 75% of 1000 calls received by the MARAT team actually required early help. The approach also required case holders to attend weekly multiagency meetings to discuss cases and ensure that users were receiving the right support throughout.
A chart was shown to the Committee which displayed the range of issues that the OTR team dealt with and a customer journey through the system. The customer journey highlighted how the OTR approach differed from other approaches and enabled the team to support people in new ways which reduced recidivism.
The pilot service was based in Stretford and Trafford were looking to roll out the model across the north of the Borough. The team had been working on building relationships with organisations in the area to make sure that they understood the new model prior to its implementation. A number of blockages within the system had been identified and the project team were working to resolve those issues so that the model could reach its full potential. One way to circumnavigate some of the blockages was to work collaboratively with organisations such as DWP and THT.
The Public Sector Reform Manager then described the training programme which was to prepare staff to adopt the new model. There were 3 tiers of training; the first was for all staff members, the second was for workers and leaders working within the place based model, and the third was specific training on asset based tools for relevant workers. The final slide of the presentation showed the next steps for the project. These were; Promote agile working from the Limelight Centre in Old Trafford, to recruit a Communication and Marketing Manager, to undertake a cost benefits analysis, to roll out the workforce development offer for staff, to begin the phased approach to implementing an All Age Front Door, and to continue to understand blockages and issues.
Councillor Anstee noted the apparent success of the pilot project and asked whether the technology was in place to enable this approach to be rolled out successfully and whether there were any GDPR issues. The Public Sector Reform Manager responded that the information governance team were working with the all age front door team so that when people contact any service they will have the correct conversation to ensure that their information will handled in line with GDPR guidelines. There had been issues around the IT but they had been dealt during the pilot project.
Councillor Brophy asked about what happened to those who do not give consent to share their information. The Public Sector Reform Manager answered that most people did give consent but when they do not the case worker still keeps the case and they gain support through general conversations between organisations.
Councillor Brophy asked what the programme had achieved and how deliverable it was. The Corporate Director for CFW answered that the OTR programme was one of the biggest changes in the way that public sector services were delivered across the country. Because it was such a great shift it would be hard to say how deliverable it was in any meaningful way at this point. However, all who were involved in the project knew that the new way of working that the OTR used was the way forward and the correct way for services to be delivered.
Councillor Taylor stated that she was in support of the programme and the wrap around services. She then asked how Councillors could help and refer individuals into the service and how did the OTR team work with the standard services.
The Public Sector Reform Manager responded that it was members of the existing workforce who were part of the OTR Team but they were delivering the services differently. This meant that if a Councillor was aware of a person who was already receiving support and they knew who was providing the support then OTR could set up a multiagency meeting to arrange wrap around services. The OTR Team were still waiting for the initiation of the all age front door which would make referrals much easier to deal with.
The Chairman of the Committee noted that this was the last meeting which the Corporate Director of CFW would be attending before she left the Council. The Chairman thanked the Corporate Director of CFW on behalf of the Committee for all of her work over the years and for all she had done for the residents of Trafford.
1) That the Committee receive a further update in 3 months.
2) That the Committee thank the Corporate Director of CFW for all of the work that she has done for the people of Trafford.