BEYOND DELIVERY: REFORMING PUBLIC SERVICES - Catch22
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
BEYOND DELIVERY: REFORMING PUBLIC SERVICES
WHY REFORM?
BEYOND DELIVERY: REFORMING PUBLIC SERVICES 3
Catch22 is at the forefront of public service delivery. Our staff
work in prisons, alternative provision schools, colleges, and
in a range of community settings – improving the lives of Our
thousands of people every year. approach
And yet the systems within which they’re working too often Reform underpins all of Catch22’s • collaborating with commissioners
prevent impact being as great as it could be. activity; we’re constantly looking for and service users to design new
ways to improve how public services ways of working
are delivered such as:
Social care, employment, health and justice • providing a platform for smaller
systems are often too far removed from the • building new governance charities that share our social
people they serve. They are overly bureaucratic structures to build the capacity of mission and vision for public
and transactional, and can end up failing smaller organisations service reform
those who need them most. • designing and delivering innovative • partnering in new ways with
services that produce better businesses to deliver social
outcomes outcomes.
The Catch22 reform journey Ultimately, this activity allows us to build an evidence base we need to drive
our end of game: government adoption of better public services.
Catch22 has been at the forefront of public service reform for
more than 200 years. Initially in the provision of residential
care for children and young people, then moving into
the probation space, vocational training, employability,
education and ‘edge of care’ services, our commitment to
SURPLUS FOR INVESTMENT Reform
doing things differently in order to have greater impact EXPERIENCE
has remained a constant.
QUALITY DELIVERY REFORM
Our end game We deliver services for young
people and families, across justice,
We invest in new ideas that
will improve outcomes for our
education and into employment. service users. We deliver reform
In 2016, the Catch22 reform ‘end game’ was formally Our strong frontline delivery through our existing services, in
adopted. We are intent on delivering our frontline expertise not only changes lives, partnership with others and by
but gives us direct insight into how building new organisations.
services well – then capturing the experience and
the system is working and what
learning from our service delivery. This enables us needs to change.
to argue from a position of strength how public
services can be better designed and delivered, Quality
achieving better outcomes for those who use them.
Delivery LEARNINGTHE JOURNEY
BEYOND DELIVERY: REFORMING PUBLIC SERVICES 5
SO FAR… CARE LEAVERS PARTNERSHIP
Southwark Council and Catch22 have been working on the Care Leavers
Partnership (CLP) since May 2017, with the aim of designing and testing
new ways of working to support the borough’s care leavers. As part of
this, the National Leaving Care Benchmarking Forum (NLCBF) stimulates
FACT22 and disseminates best practice on a national scale to enrich outcomes
IMPACT for care leavers.
Fact22 is an innovative and
highly effective programme After a successful five year pilot in
which supports children in need. Cheshire East, Fact22 interventions
It successfully reduces the resulted in re-referral rates to
number of children who need social services dropping from 24%
to be put on child protection to 14%. The case load for social
plans by providing preventative workers has dropped significantly,
support to at-risk families. allowing them to focus on high-
risk cases. There has also been a
reduction in the use of agency staff. HOW DOES
IT WORK?
Examples of the approaches
we are piloting include:
• a programme of targeted
group work activities, aimed
HOW DOES IT WORK? at reducing isolation
IMPACT
In 2019 the NLCBF published
• Teams are organised into ‘pods’ – with each case allocated a family • more effective ways of a toolkit for its local authority
practitioner who is managed by a social worker. The pods comprise communicating with staff members. It gives them the
volunteer peer mentors, family role models, a family practitioner and young people information and resources to
(dedicated to each case) and a social worker.
produce robust offers for care
• employing a coordinator leavers nationwide.
• The family practitioner provides an intense solutions-focussed to help young people The overall work of the CLP
service, addressing the specific needs of the family. re-engage with their family is being independently
and friend networks evaluated – and our aim is to
• Through regular contact with mentors, the positive changes in the
develop good practice to be
family usually last beyond the direct involvement of Fact22. • a new therapeutic shared with other areas of the
framework for working with country striving to improve the
• The model frees up social workers to manage high-risk cases. young people. lives of care leavers.BEYOND DELIVERY: REFORMING PUBLIC SERVICES 7
CAPACITY:
THE PUBLIC The aim was to: Capacity has supported CCC by:
SERVICES LAB
• carry out profound, long-term • seconding a dedicated Project
The Public Services Lab is a transformation to existing services Manager to support the start-up and
joint venture between Catch22, and operating procedures whilst development of the organisation
Interserve PLC, Big Society delivering quality primary care
Capital and Amberside, to build IMPACT services in the short-term • providing finance and business
the capacity of the voluntary, planning support to assist in securing
community and social enterprise Capacity has supported a whole • empower and educate employees the GMS Contract.
(VCSE) sector to compete range of public services to deliver and patients so that they champion
successfully for public sector things differently. and adopt the new model, changing In addition to project management,
contracts. The concept was attitudes towards traditional primary Capacity has provided finance, HR
the winner of the Big Society As an example, a dearth of General care models as best practice and business planning support to
Capital’s Business Impact Practitioners and other clinicians ensure the successful development
Challenge in 2015. in mid and north Wales led to three • embed technical solutions into and future delivery of CCC CIC. The
medical practices being forced to the model. first medical practice is due to be
resign their contracts back to Betsi transferred in November 2019, with
Cadwaladr University Health Board This goal has been achieved through the other two practices in spring 2020.
in 2017. To sustainably address this the acquisition of a General Medical If successful, we will seek to replicate
workforce crisis, The Community Services (GMS) contract with the Betsi CCC’s service delivery model across
Care Collaborative (CCC) community Cadwaladr University Health Board north Wales.
interest company, has developed an (BCUHB), who have commissioned
alternative model of primary care. CCC to provide an integrated, person-
centred approach to primary care in
Wrexham for the first time ever.
HOW DOES IT WORK?
Capacity gives the VCSE sector the chance to compete successfully The multi-agency approach here,
for public sector contracts, bringing them together to create with everyone available in one place to
new approaches which achieve significant change. It works with provide vital advice and support is exemplary.
commissioners to open up new opportunities for small - and There are a number of complex reasons why
medium-sized charities and mission-led organisations. The people find themselves homeless and it is
approach covers four main areas: design, incubator, accelerator, and important they have the opportunity to access the
workplace. right support at the right time - as they do here.
Mark Drakeford, First Minister for WalesBEYOND DELIVERY: REFORMING PUBLIC SERVICES 9
LIGHTHOUSE
Founded by Emmanuel Akpan-Inwang,
Lighthouse aims to revolutionise children’s
care homes in the UK. After spending time
in children’s care homes and researching
best practice models across Europe, he has
developed a model that aims to improve
outcomes for the children that in live in these
homes. Lighthouse will open its first children’s
care home in 2020.
LONDON VILLAGE NETWORK
Rachael Box created the London Village
Network (LVN) in response to her frustrations
at the lack of opportunities available for
at-risk young people on her estate. Now
operating across ten London boroughs, LVN
aims to become the go-to app for youth
workers, young people and volunteers
seeking easy access to services, support and
volunteering.
The Catch22 incubator
programme provides UNLOCKED GRADUATES
tailored support for social Natasha Porter was inspired to set up Unlocked
entrepreneurs with ideas Graduates after an influential 2016 review of
that reimagine – and prison education. Unlocked Graduates attracts
high-calibre graduate talent to work in the UK
ultimately reform – the prison service and inject new ideas, insights
delivery of public services. and energy into the rehabilitation of prisoners.
To date, it has placed 150 prison officers in
14 prisons that house over 10,000 prisoners
across London and the South East. It aims to be
operating in 20% of public prisons in England in
the near future.BEYOND DELIVERY: REFORMING PUBLIC SERVICES 11
OFFPLOY
Launched in 2016 by Yorkshire’s Young PAN MERSEYSIDE CHILD
Entrepreneur of the Year, Jacob Hill, Offploy
supports people with criminal convictions SEXUAL AND CRIMINAL
into meaningful, mentored and sustainable
IMPACT EXPLOITATION SERVICES
employment. Offploy works with both
employers and employees to address the
COMMUNITY From peer mentoring to preventative
UK’s chronic skills shortage, to reduce LINKS – PLACE health screening, support with HOW DOES IT WORK?
form writing, dealing with a crisis or
reoffending and to make society safer for all. BASED SUPPORT getting help to secure employment, Our Pan Merseyside service was
Community Links is embedded in the first service in the country to
TRACY HAMMOND the community and transforming integrate child sexual exploitation
people’s lives. (CSE) with child criminal exploitation
Tracy wants to help people with learning (CCE). This is a prime example of how,
disabilities, mental health problems and In the last year, Community Links by bringing two services together and
autistic spectrum disorders enter the has provided advice to more than avoiding silo working, the approach
workforce. She plans to create an ethical 3,000 clients, trained 631 BAME and impact can be far more effective.
employment agency that will support these women to help them move closer The service offers training to groups
adults to find work. to work through the Help Through of young people (preventative and
HOW DOES Crisis programme, supported targeted) as well as professional
YOUTH INK 255 young people build up their training to members of the children
IT WORK? emotional resilience through the and young people’s workforce.
Caught in the justice system for more More than Mentors programme and
than 10 years, Youth Ink founder Mifta Community Links was helped 384 families through the Following a public health approach, the
Choudhury turned his life around and founded on two principles: emergency food bank. service builds on the success of our
now supports young people to develop to find new solutions to old nationally recognised youth violence
resilience and aspiration. Youth Ink problems, and to deliver prevention work and also supports
facilitates honest and open discussions them within the whole young people to exit gangs.
between young people and ex-offenders, community. Having been
to produce interventions for those at risk in existence for over 40
of entering the justice system. Mifta has years, in 2017 it joined the
engaged more than 200 young people in Catch22 group.
his award-winning programme. IMPACT
Community Links supports
people in coming together,
DEVIE overcoming barriers, building
Long-term support for young people
affected by child exploitation (CE) is
Parenting is the greatest factor influencing purpose and making the provided, ensuring that they are fully
a child’s development. Gaps in early most of the place they live supported to recover and reduce any
years create lifelong, intergenerational in. From their base in east Delivering services to support further risk. In 2017/18, 8,555 young
inequality. The answer? Devie. It’s a London, they apply the youth and employment, health people participated in group sessions
virtual coach to support parents’ goals learning from local work and early action, Community to raise awareness of CSE and CCE,
and wellbeing alongside existing family to influence and achieve Links provides a unique ecology intensive support was provided to 78
support services, developed by designer positive national change. of public service delivery. victims of child exploitation and 1,670
Puja Balachander and early childhood professionals were trained to increase
educator Laura White. their understanding of CE.BEYOND DELIVERY: REFORMING PUBLIC SERVICES 13
HEALTH AND
WELLBEING POLICY INFLUENCING: A PUBLIC HEALTH
APPROACH TO YOUTH VIOLENCE
HOW DOES IMPACT
IT WORK? IMPACT
In the last year, the Hive has
The Hive is a free emotional been used by more than 5,500 The Government announced in 2018 that
health and wellbeing young people and has provided it was taking a public health approach
co-designed service which 1-2-1 support to more than 300. to youth violence - and the Violence
supports young people aged 10 young people are actively Reduction Units (VRUs) announced
16-24 in Camden. It was conducting the walking tours. HOW DOES work on that principle in the same year.
the brainchild of a group of IT WORK? In the 2019 political party manifestos,
child psychologists and is The Hive saved £464,000 the Labour Party commits to a ‘public
now jointly commissioned by in the last year through its A public health approach health approach to substance misuse,
Camden Council and Camden support of 6 young people who means placing the emphasis focussing on harm reduction rather
Clinical Commissioning Group. would otherwise have been on prevention: tackling societal than criminalisation’ and the Liberal
It has become firmly accommodated within in-patient problems before they manifest Democrats have a whole section on the
embedded within the Camden psychiatric facilities. themselves more seriously. It ‘public health approach to violence’. With
service community. involves taking a population the approach now part of the political
approach, not just focussing language, the key is to make it a standard
The Hive provides three main on high-risk individuals. It also way of delivering public services.
services: means working across a variety
of agencies, including with
• 1-2-1 appointments with businesses and volunteers, to
trained psychiatrists get maximum impact.
• ‘The Hub’ - which is a safe Catch22 has applied the model to its Wolverhampton Youth Gangs and
space for young people Violence Reduction Service where we take a three tier approach.
to meet and take part in
activities and runs regular • Tier 1 is working with schools and young people to divert those at
health clinics risk away from negative influences using intensive support and
educational approaches.
• social enterprise ‘Walking London 22’, which sees young people
conduct tours of Camden for new students at UCL. • Tier 2 provides interventions that work with those already active in
gang lifestyles, providing 1-2-1 and group interventions that offer
The Social Enterprise Manager also offers weekly workshops on job a range of positive alternatives and opportunities as part of our
hunting, CV preparation and interview skills. bespoke gang exit programme, R.O.A.D.
• Tier 3 services provide more tertiary interventions, working closely
with statutory agencies supporting those heavily in gang lifestyles,
known to police, Youth Offending Teams and Integrated Offender
Management teams as an active gang member.THE FUTURE
BEYOND DELIVERY: REFORMING PUBLIC SERVICES 15
OF REFORM
Catch22 is committed to our ‘end game’ – We are investing in a series of ‘transformation projects’ as part of the 2019-2022
and public service reform is at the heart of business plan, which all play into our reform agenda:
our new business plan for 2019-22.
Project 1: Investment Project 3: Technology
The aim is to attract investment Technology has a significant role to
in Catch22 – which as a charity play in the more effective and efficient
isn’t straightforward. Therefore, we delivery of public services. There has
We have published our manifesto ahead of the 2019 General Election, which sets are looking at a range of options been a huge proliferation of various
out the policy change we want to see across all our areas of work. This will be including the creation of a company, technologies built by people without
the springboard for our political engagement programme which will see us push limited by shares, that would sit access to public service markets. We
for policies that we believe need to be implemented to reform public services in alongside the charity. can match them up – and explore how
education, justice, employability, and young people and families. we might be able to share revenue in
Project 2: Ventures any new tech solutions, with a view to
rolling them out across our services.
Alongside our current incubation
programme, we’ll be looking to support
and grow two to three ventures
involved in solving social challenges
that we’ve identified. We’ll also be
exploring how to link Catch22 closely
to these organisations, for example
by taking a stake in return for our
investment and support.
I’m a strong believer in the power of socially driven organisations
to play an even greater role in the delivery of public services – but more
importantly I believe that much of our people-facing public service
delivery needs fundamental reform. We must move away from what have
become increasingly transactional, bureaucratic and risk-averse services
that tend to be remote from those they are there to support.
We need to find ways of unlocking this capability and designing
services that are more relational and impactful.
Chris Wright, Chief Executive, Catch22For more information on Catch22's reform agenda, please contact: Melissa Milner, Director of Communications and Engagement, Catch22: melissa.milner@catch-22.org.uk catch-22.org.uk Catch22 charity limited. Registered charity no. 1124127 Company limited by guarantee. Company no. 6577534
You can also read
