Transcript Troubled Families presentation

Troubled Families programme
Louise Casey CB, Director General
Emma Jones, Deputy Director
Troubled Families Team
Performance: SESL areas
LA
Total number of
families
Families identified at
31 December 2013
Families worked with at 31
December 2013
Total number of families turned
around in October 2013
Bracknell Forest
115
100%
100%
7%
Buckinghamshire
545
100%
96%
6%
305
90%
56%
10%
1,590
315
2,560
82%
68%
62%
53%
68%
61%
14%
1%
8%
Milton Keynes
425
72%
59%
1%
Oxfordshire
Reading
Slough
Surrey
West Berkshire
West Sussex
Wiltshire
Windsor and
Maidenhead
Wokingham
810
345
330
1050
145
1165
510
95%
72%
60%
100%
100%
67%
86%
70%
62%
60%
80%
76%
52%
86%
38%
12%
24%
39%
10%
4%
42%
140
100%
58%
6%
110
77%
77%
22%
10,460
118,082
79%
86%
65%
66%
16%
19%
Central
Bedfordshire
Hampshire
Isle of Wight
Kent
SESL
National
The Expanded Troubled Families Programme
In Spending Round 2013, the Government announced:
•
5 year extension of the Troubled Families Programme from 2015
•
£200m in 2015/16 (1st of 5 years’ intended investment)
•
Additional 400,000 families to benefit
As part of the Budget 2014, the Government announced:
•
Will bring forward by one year the next stage of the Programme, which means up to 40,000
families will be able to get support one year earlier than planned.
•
First group of ‘early starters’ to begin in July 2014 – working with them over the coming months
to design the detail.
•
The problems targeted by the current programme – youth crime, anti-social behaviour, poor
school attendance and unemployment - remain relevant. The expanded programme will look to
focus on families with a broader range of problems. These include families who are:
o affected by family violence
o with vulnerable children, and
o with a range of mental and physical health problems.
Designing the expanded programme in
collaboration
So far, the consultation exercise has included in-depth discussions with the following:
Regional Events: 152 Troubled
Families Coordinators and
three local partners per area
DWP’s Jobcentre Plus
Secondees Event
Department of Health’s
Children’s Health & Wellbeing
Board
LA Workshop
(Sheffield, Wandsworth,
Leeds, Leicestershire, Tri-B,
Newcastle)
Action for Children workshop
Department of Health Director
General Group
CLG’s Public Service
Transformation Network
1-2-1 LA meetings (e.g.
Greater Manchester, Bristol,
Wandsworth)
London Troubled Families
Coordinators Workshop
Home Office Policy Workshop
(gangs, youth violence, sexual
exploitation)
Ministry of Justice’s Youth
Justice Team
Department for Education’s
Innovation Fund Team
Ministry of Justice’s
Transforming Justice Team
Workshops with LAs who have
expressed an interest in being
‘early starters’ scheduled for
end of April
4
Policy objectives of the expanded programme
For
Families
• Help families with children to overcome multiple problems, particularly intergenerational
problems
• To tackle family violence in particular its transmission from one generation to the next
• To improve the physical and mental health of families
• To ensure that vulnerable children are intervened with more decisively and decisions about their
future are taken quickly
• To tackle problems in primary school, particularly where these problems stem from the family.
• To make work a reasonable expectation of families with multiple problems.
For
Services
• To (continue to) transform the way that public services work with families with multiple problems
so that problems are solved not managed
• To reduce the numbers of services that work with families who have lots problems
• To make a whole family approach integral to the way that public services both look at and work
with families (not just family intervention services)
• To ensure that family intervention or family key-workers are a recognised and valued workforce
which operate to a set of principles/training.
• To make universal services more attuned to the needs of troubled families
• To make sure data sharing across services is not a barrier to identifying and working with families
For
Savings
• To demonstrate that this way of working results in lower costs and savings to different public
services, particularly reactive public services.