Agenda item

Report of the Cabinet Member for Children and Young People

[Natasha Moody, Assistant Director for Wellbeing and Partnerships, Sarah Edgerton, Family Hub Operational Lead, and Debbie Nash, Cannock Family Hub Manager, in attendance for this item.]

The Scrutiny Committee heard from the Cabinet Member for Children and Young People and considered a presentation outlining developments within the Family Hub initiative.

The Family Hub model had evolved in Staffordshire and Members considered details of progress made to date regarding this model and the support it provided to families with children 0-19 (25 for those with SEND), including current staffing structures and the integration of priorities with the Early Help Strategy.

Whilst Staffordshire had not been one of the 75 local authorities allocated funding for the Family Hubs, they remained committed to delivering integrated services and support through a local Family Hub approach. In March 2022, Ofsted, The Care Quality Commission (CQC) and His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), announced the restart of their programme of Joint Targeted Area Inspections (JTAIs). Family Hubs will contribute to the inspection under this framework, particularly regarding the integrated Early Help Offer.

The Committee heard that since their last report on this topic a diverse workforce had been recruited within the Family Hubs, with a skill set that matched all aspects of the core delivery model. Governance structures had been aligned to contribute to those of the Health and Wellbeing Board, particularly around the Early Years Advisory Board and central Early Help Partnership Board. Eight multidisciplinary Family Improvement Boards had been established. These provided challenge, scrutiny and direction in each district to support priority achievement.

A consultation had been undertaken to rebrand the Children’s Centres as Family Hubs, including Basin Lane (Tamworth) and Faraday Road (Stafford) in the network of Children’s Centre assets. The Early Help Strategy had been launched in each district. A performance management framework was being developed to capture how success would be measured. A core virtual help service offer was also being produced through Staffordshire Connects and the County Council’s website to enable ease of accessibility.

Within Staffordshire’s Early Help Delivery Plan six “Priority Pillars” had been established, these being: access; family voice and experience; leadership and governance; communities; workforce development; and, data and delivering outcomes. Detail on work within each of these priority areas was shared with the Committee. This included:

a)   work with Staffordshire Council of Voluntary Youth Services (SCVYS) towards a Staffordshire Co-production Promise and agreed way of working around hearing the voice of the family and the family experience. This was launched in October 2023 and Members were urged to become advocates for this and to pledge their support; 

b)   development and publication of the first virtual Bump to Toddler Pathway;

c)   the first version of the Family Hub logo/brand created and shared for feedback.

In the next twelve months it was anticipated that:

a)   the one brand for Staffordshire’s Family Hubs would be used by the wider Family Hub Network and be recognised by families;

b)   there would be one referral form to access Staffordshire County Council Services with a view to expand on this for the wider partnership;

c)   a multi-agency triage in place within each of the eight districts;

d)   Family Hub Quality Standards in place that partners would sign up to, becoming part of the wider minimum offer for Family Hubs;

e)   a multi-agency workforce development offer for partner access;

f)    a comprehensive, easy access local offer that had been co-produced;

g)   a performance framework in each district and for the county that helped to evidence the effectiveness of work undertaken.

Members requested details of Family Hub locations and emphasised the importance of accessibility. They were pleased to note that they were most often located in areas of highest deprivation and with accessibility being a key consideration. The wider Family Hub Network was also used bringing opportunities for greater community access.

The Committee acknowledged the hugely ambitious nature of this project, congratulating the Cabinet Member and Officers on developments to date. The significant impact of effective triage was highlighted by Members, having concern over the potential impact on the initiative if this process was not accurate, and seeking reassurance around the process, training and expertise of those involved. There was a need to consider the triage process from a whole family perspective, bringing together learning from the Early Years Team, the MACE Panel and Vulnerability Hubs. The success of the SEND Inclusion Hub model had influenced this approach. Initially the new triage process would begin in Stafford, with learning from this supporting the process roll out across the county.

The Committee were pleased to note that communication was effective and partner attendance and engagement at meetings was excellent. They welcomed the work to overcome fragmentation of systems and services. The extent of the task was not underestimated, however the success of this approach helped all partners and the current strength of relationships between partners was excellent.

Whilst acknowledging the successful work to date, Members asked whether there had been any of areas of delay or concern with the process and were informed that co-production had taken longer than initially expected. There was also a need to ensure that the essential early years 0-5 work was not watered down within the 0-19 Family Hub agenda. Members heard of the proactive work with the Family Identification Operation (FIDO) system which helped to identify those families likely to need support at the very earliest point, enabling proactive early help. This system could also be used to help identify patterns and trends within an area and therefore enable targeting of resources.

Members discussed the differences in the work of the Early Years Forum and the Family Improvement Boards. They heard that performance data would help identify priorities to drive future improvement. Managing expectations of what Staffordshire County Council delivered was also a part of this work.

Resolved: That,

a)   the emerging Family Hub model be supported;

b)   Officers and the Cabinet Member be congratulated on the progress to date;

c)   Members become advocates and pledge their support for the Staffordshire Co-Production Promise;

d)   details of: the Bump to Toddler Pathway; the Risk register; and the location of the Family Hubs forwarded to the Committee; and

e)   progress against the performance framework be shared with the Committee at either 6 or 12 months (at the discretion of the Chairman in consultation with the Cabinet Members).