Agenda item

The Panel received a report on the prototype Local Solutions Model for accessing Early Help in the Community. The report set out the model, functions and partnership approach in addressing needs at the earliest opportunity through a strength-based practice.

It was explained that the prototype was established following findings from the report “Reducing Demand at the Front Door to Social Care by the Innovation Unit, December 2018”, which outlined the need for Early Help to be rooted in place, community-led and strengths based.

Members were provided with a presentation that included;

1.         Where are we at – Local Solutions Group

2.         The right thing to do/the time is right

3.         Impact

4.         Case study

5.         What is needed to be done

There was a discussion held and the following issues were raised;

Front Door – Comments were made about the lack of understanding as to what support was available.  It was explained that staff based at the first point of call were all trained individuals.  It was continued that after the initial call, presentation would be made to the Local Solutions group by the family or practitioner on their behalf.  Members were advised that solutions for that family was found through undertaking a multi-agency response.

Concern was raised that with each individual place working separately, those in need of support might slip through.  It was explained that there were 88 communities across Doncaster and once the prototype was evaluated it would be then considered how it could be rolled across Doncaster.  It was stressed that it was about making the approach part of the ‘day job’ rather than creating something new and additional.  It was clarified that everyone across the Borough should have the same access to the same opportunities regardless of where they lived.

It was explained that the model had only been in operation since mid-July 2019 with minimal Councillor involvement, however, meetings would soon be taking place with Ward Councillors to explain how the model would operate and be developed from its grass roots.

It was explained that the work focused on two local areas (Denaby and Hexthorpe to develop ideas through working together.  It was explained that the reason for selecting Hexthorpe and Denaby was due to the number of social care referrals made in those areas and because the communities were of a similar make-up.

Officers provided assurances that they were aware of the infrastructures and support organisations in place operating in both Denaby and Hexthorpe such as Well Denaby and Garage 32.  Reference was also made to the Denaby Foodbank (satellite of the Mexborough Foodback) which was being launched in the Community Library later in the year and Food Aware in the Denaby Family Hub.

Members were informed that there was now confidence in the model with no foreseen issues that would create barriers.

The Assistant Director for Commissioning and Business Development, stressed that although facts and figures were important and presented a positive picture, it was as important to recognise what it actually looked like on the ground and this would include looking at the depth of developments taking place across partnership level. It was explained that in order to make this approach part of the “day job”, partners needed to be systematically engaged with in a consistent manner.

Members were informed that time was needed to measure the impact and gather softer information with less focus on the harder data.  It was explained that softer information could consider the impact made on families who had accessed the support.  Members commented that measuring the impact in this way could prove more difficult in practice.  It was recognised that if the approach was more practice driven then more work could be undertaken with a larger number of families in a different way. 

In terms of the timeline, it was explained that there would be an evaluation at the end of March 2020 followed by a 6-month period to gather information and outcomes.  It was added that the new approach would then be rolled out to all Central and South areas to be tested again before being progressed out to the North and East areas.

Clarification was sort around the cost of staff resources once the new prototype had been fully rolled out.  The Panel heard that two staff members had been released for 8 hours a week as part of the work undertaken in Denaby and Hexthorpe.  It was added that further work was being undertaken around resources, commitment and capacity.  It was recognised that the impact as a result of the work undertaken could be significant in comparison and would be measured where possible.

RESOLVED that the Panel note the information provided and support the following aspirations to drive this approach forward;

•               That Councillors, officers and partners, champion the new approach in their organisation and across the system

•               That decisions are delegated about the where and what next to the Engine room.

•               That efforts are taken to ensure that the approach links into other transformation agendas which are working to achieve the same outcomes

•               That each leader support the release of staff to enable this to happen and evaluate who can help to drive it.