Agenda item

The Director of Neighbourhood and Environmental Services submits a report to the board on Changing Futures which is a joint funded initiative from the Ministry for Housing, Communities and Local Government (MHCLG) and The National Lottery Community Fund (the Fund).

The Board received a presentation providing an update on the Changing Futures programme.

It was noted that:

·       The programme was currently in year 5 of phase 1, funded by the National Lottery, with transition to phase 2 commencing in April under a 3 year funding settlement.

·       Phase 1 had operated across 15 areas nationally, with changes expected in phase 2 including some areas leaving and others joining the programme.

·       The programme aimed to support individuals experiencing multiple disadvantage, including homelessness, mental health challenges, involvement in the criminal justice system and women engaged in sex work.

·       Funding in phase 2 was expected to be reduced, with an increased focus on partnership working across systems.

·       Analysis of data over a 5 month period highlighted the significant impact on public services, with one individual estimated to have cost approximately £220000 across police, ambulance, emergency department and temporary accommodation usage.

·       High levels of emergency department attendance were identified, including instances where individuals were not seen and asked to leave.

·       Data demonstrated that where coordinated support was in place, both demand on services and associated costs reduced significantly.

·       Different parts of the system experienced varying pressures, with high demand identified in policing, emergency healthcare and temporary accommodation.

·       Targeted interventions showed a clear reduction in service usage, particularly where individuals engaged with support following crisis points.

·       A deep dive into a cohort of individuals highlighted links with children’s social care, with approximately 80% of those with children already known to services.

·       Work was underway with partners including children’s social care, Leicester Royal Infirmary and inclusion healthcare teams to support high frequency users of services.

·       It was noted that some individuals were not registered with primary care services and often relied on emergency departments as a point of access.

·       Over a 6 month period, there had been a reduction in service usage, including a 60% reduction among a cohort of 70 individuals.

·       Targeted work had been undertaken to support women experiencing multiple disadvantage, including partnership working through the Leicester Women’s Network and provision of outreach resources.

·       It was highlighted that women experiencing homelessness were often underrepresented in official data, with many not visible through traditional rough sleeping counts.

·       Local work identified that only 1 in 10 women sleeping rough were captured through standard methods, with additional hidden homelessness identified through targeted outreach.

In response to questions and comments from members, it was noted that:

·       The importance of strengthening partnership working across organisations was emphasised, particularly in relation to families experiencing high levels of need and frequent service use.

·       It was recognised that individuals experiencing multiple disadvantage often required a different approach, with a need to move beyond traditional service models and allow time to build trust and relationships.

·       The impact on emergency departments was significant, with high frequency attendance placing pressure on services and not always providing the most appropriate support.

·       Pilot work was underway to improve pathways from emergency departments into community based support, including links with family hubs.

·       The complexity of need within this cohort was acknowledged, and the importance of a coordinated, person centred approach was emphasised.

·       The Board highlighted the need for clear governance arrangements to support delivery of the programme and ensure effective oversight.

AGREED:

1.     That the update be noted.

2.     That information on the governance arrangements for the Changing Futures programme be shared with Board members.