MASH Event
King’s Hall
28 February 2013
Welcome
and
Introductions
Eleanor Brazil
Interim Director, Children and
Young People’s Services
Stoke-on-Trent City Council
Mick Harrison
Commissioner for
Community Safety
Staffordshire County Council
Our Vision
Vulnerable people and their families within
Staffordshire and Stoke-on-Trent are able to live
safe lives, free from abuse and neglect or the
risk of abuse and neglect through an integrated
approach to sharing of information, collaborative
decision making, in order that proportionate
interventions are justified at the earliest
opportunity across the partnership.
2002- Jessica Chapman &
Holly Wells
1945- Dennis O’Neil
1984- Jasmine Beckford
2000 - Lauren Wright
2000 – Victoria Climbié
2007 - Baby Peter
1994 - Rikki Neave
1973 – Maria Colwell
6
MASH in
Staffordshire and
Stoke-on-Trent
• Over 1 million people
• Increase in Adults / Children Referrals
• Three key partners:– 2 upper tier authorities (SOT & SCC)
– Staffordshire Police
– Health architecture
• Fiscal issues
• Business case?
Key Issues
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Leadership (political / organisational)
Governance
Lead Commissioner
Information governance
Legal / Collaborative agreements
Relationship building / Partnership work
Challenges
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Increase in demand
Integration / Interoperability
Continuing fiscal challenges
Performance management
Further integration
Provider / Commissioner split
‘Hold your nerve’
‘It’s worth it’
Project
Management
Nichola Glover-Edge
Portfolio Manager
Staffordshire County Council
How did we make
it happen?
• Strategic buy-in from all partners involved with
leaders actively engaged in the project process.
• One Lead Officer across the partnership
• Leads from each partner being held to account for
the successful delivery of the MASH, ensuring the
project progressed at pace.
How did we make
it happen?
• Dedicated operational managers and staff making
it happen, unblocking issues and mobilising
resources to deliver the project.
• Drive, passion and enthusiasm from operational
staff within the MASH to make it a success.
• Dedicated project management capacity to
coordinate activity and resources to ensure that
the project is delivered to cost, within budget and
on time.
Project
Management
• The Transformation Support Unit (TSU) is operated by the
County Council and offers the delivery of high quality,
professional design and project management services to
facilitate the delivery of transformation within all service
areas.
• The resources that the TSU offered to the MASH project
were as follows:Nichola Glover-Edge: Portfolio Manager
Sanjeet Bains: Project Manager
Mark Cocker: Senior Business Designer
Timescales
• The TSU inherited the MASH project in August
2011 and took remedial action to ensure its
delivery date of December 2011.
• The MASH project was handed back to
business as usual in July 2012.
Project
Scope
The project scope for establishing a Multi-Agency
Safeguarding Hub.
• Ensuring the MASH has a physical space to
operate.
• Set-up and ongoing costs between partners
• Corporate governance arrangements are in
place
• HR issues are identified and addressed
• Joint OD plan is developed and delivered
Project
Scope
• Telephony infrastructure is designed and
delivered for the MASH
• ICT hardware and software is designed and
delivered for the MASH
• Information Governance procedures are in place
• Operational procedures/flow are in place
• The statutory duty of all partner agencies is met
• All stakeholders are communicated with
Governance
Strategic Leadership Group
Steering Group
Workstreams
Operations
Performance
HR
OD
Accommodation
Communications
Information &
Governance
Legal & Finance
Challenges
• Mechanism for sharing information
• Building confidence in sharing information
• IT and telecommunication infrastructure
• Driving through issues
• Culture and Organisation Development
• HR and Vetting
Lessons
Learned
• Fostering partnership and building a trusting
relationship takes time.
• Earlier engagement of health.
• Resource commitment agreed from each
partner agency.
Lessons
Learned
• Recommend co-location prior to making the
MASH operational – a one size does not always
fit all.
• Engagement with partner IT teams/Expertise is
key to delivering ICT work packages
• Ensuring attendees at groups have the
delegated decision making authority.
Executive
Summary
Executive Summary (RAG)
Overall Project
Green
The transfer of the MASH to Business as Usual was completed on the target date.
Whilst a few deliverables remain outstanding, it was recognised that these cannot be
completed within restricted timescales and are an ongoing evolutionary process. The
closure was approved with these outstanding deliverables being handed over to newly
appointed MASH Development Officer.
Timescale
Green
The project was closed as planned.
Cost
Green
Whilst no formal budget was agreed for the MASH, project costs remained within
acceptable levels as defined by the governance structure.
Risk
Green
Risks were managed throughout the project.
The remaining open risks relate to the ongoing operational delivery of the MASH and
will be managed by the MASH Development Officer and the BAU governance
structures implemented.
Issues
Green
No outstanding issues are retained on project closure. The MASH Development and
Handover Plan referenced to in this report will resolve outstanding actions.
Benefits
Amber
Benefits for the MASH project were not articulated from outset of the project. The
identified benefits have been derived from ongoing work on the Performance
Framework and inherited details articulated on the origination Project Initiation
Document. Work is scheduled to complete and baseline performance figures by
September 2012, test the performance framework in the fourth quarter of 2012 and
then implement at the beginning of the 2013 financial year.
Culture/
Integration/
Development
DCI Helen Jones
Protecting
Vulnerable People
Staffordshire Police
Culture
• Police
• Social Services
• Health
Police
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Red to Green
Statistics not outcomes
Internal status
Conflict in ‘performance’
But..
Executive Officer support, the profile of
Safeguarding is being promoted at
every opportunity.
Vital ingredients to a successful and
harmonious working environment.
• Escalation Policy
• User Group meeting
Maslow
Maslow’s hierarchy of needs. Abraham Maslow ‘A Theory of Human Motivation’ 1943
Motivator
• Motivator – Hygiene theory
• Motivator Factors
– Achievement , Recognition, Work Itself,
Responsibility, Promotion, Growth
• Hygiene Factors
– Pay and Benefits, Company Policy and
Administration, Relationships with coworkers, Physical Environment,
Supervision, Status, Job Security
Herzberg
Integration –
some history
Integration, some history…..
• 2009/10
• Co-location
• Ethos – One Team, One MASH
• Open communication in real time under
agreed MoU
Integration –
the challenges
Integration, the challenges….
• IT
• Individuality
Interoperability, a more realistic position for the
medium term
DI Dan Ison
MASH Officer
Staffordshire Police
Organisation
Development
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Purpose
People
Location
Systems/Processes
Performance
Vision and
Strategy
• Vision Statement
• 5 year Vision
• Single Organisation?
Values and
Culture
• Relationships
• Joint Training
• Staff Engagement/Joint Communications
Style and
Leadership
• Escalation and Resolve
• Information Sharing Protocols
• One Defined Leader?
Structure
• Governance – Decision Making
• Parent Policy vs MASH Policy
• MASH Future Development Plans
Systems
• Communications
• Incompatibility
• Operating Principles/Performance Framework
Staff
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Resource Numbers
Cohorts of Work
Staff Engagement
Skills – Mutual Understanding
Lunch
Ingredients for
success
David Stringfellow
Head of
Responsive Services
Staffordshire County Council
The MASH concept …
Easier said
than done
• Challenge of coordinating change

No one agency can act unilaterally
How is change
managed in this
environment
• Establish the means of communication
 Create methods to enable immediate review and
decision-making
 Involve interested people
• MASH - weekly operational meetings
 Service managers and key operational staff represented
• Managing Risk
 Responsiveness vs Inclusivity
 Dynamic and responsive leadership is critical
Trust the
operational teams
• Autonomy to lead on a day-to-day basis
 Practitioners empowered to make decisions
• Bottom up approach
 Support given from above where needed
 Stakeholder inclusion achieved and maintained
Other
Considerations
• Get the right personalities in the right place
 Need to see the bigger picture
 Good interpersonal skills required
• Need to understand the detail of each other’s
business
Other
Considerations
• Common Language
 Agencies use the same words and phrases to
describe very different things
 Global communications need careful consideration
• MASH – a doing word
 Not a place but a verb?
 An unhelpful generic label
The
practicalities
• The right location
• IT Infrastructure
• User groups
• Communication
Things to
watch out for
• Prepare for change
• How to eat an elephant – in small bites
 Gradual introduction of cohorts of cases
 Design of the physical exchange of information
sharing
Things to
Things to watch out for
watch out for
We view full information sharing as a
compliment to already established systems.
Things to
watch out for
Introducing a wave of multiagency demand
through a single point of information sharing is
likely to result in a monumental bottle neck.
Steve Dale
Adult Protection Co-ordinator
Staffordshire County Council
Why Why Why
Adults?
• National cases
– Police calls should be linked
– Information sharing vital
– Stop working in silos
– Regular calls to emergency
services
6 years on
5 years on
Why Why Why
Adults Continued
• Local problems pre 2012
– Limited access for police to hold strategy
discussions
– Police involvement in investigations
– Priority given to children
– Risk assessment criticised
– Threshold consistency
What do
we do?
Information gathering
and risk assessment
Allocate for
investigation
What is the
impact?
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Referrals
Threshold decisions
Documentation
Proportionate response
Police response
Challenges
• Demand – High referral rates
• Expectations – Realistic?
• Outcomes – links in a chain
• Multiple partnerships –
• Mental Health
Future
Developments
• Greater integration
• Resilience
• Learn from experience
• Focus on outcomes
Information
Sharing/Cohorts
John Maddox
MASH
Development Officer
Staffordshire County Council
Information
Sharing
Information
Sharing
What did
we do?
• Fundamentally questioned what we were doing
and challenged thinking
• Applied some science to support a bold
approach…Project Newton
• Lessons learned from serious case reviews
The Evidence
2010
• Stoke SCR
• Agencies:
Police
Social Care
Health Visitors
GP’s
Courts
Probation
• Staffordshire SCR
• Agencies
Police
Health Visitors
Education
Social Care
GP
Mental Health
How we
changed
• Constructed a MOU
• Agreed to open our
systems to each other
• Accepted professional
disagreement existed
• Agreed on appeals/
escalation process
• Ensured safety
measures existed
• Two stage process of
Reveal & Disclose
controlled
• Fought the battles
• Culture
• Silo mentality
• Trust
• Knowledge
• Fear
Outcome
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Fundamental change to information sharing
Confidence across agencies (including ISO)
Safer children and adults
Organisational protection
MORE WORK…Dare you lift the stone?
More information sharing = More opportunity to
safeguard
Process
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Clarity on how MASH should work
Record what you do
It must service your front line
Walk into this…slowly
Only do what you can
Market with care
Elements
•Face-to-face sharing
•Professional judgement
•Joined up risk management
Diversity of rationale
Cohorts/
Populations
• High risk children referrals (Safeguarding and
above)
• Vulnerable adult (No secrets) referrals
• Domestic abuse-victims and perpetrators and
repeat cases
• Domestic violence screening for children and
vulnerable adults
Cohorts/
Populations
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Missing persons
Child sexual exploitation
Hate crime
Some professional concern cases (issues raised
by professionals but not clear as to the cohort at
referral stage)
Governance
David Stringfellow
Head of
Responsive Services
Staffordshire County Council
Staffordshire
Governance
Structure
Who owns it?
• A co-operative
• MASH Development Officer
Jointly funded
Supports general development
Maintains inclusivity of all stakeholders
Who pays
for it?
Who is
accountable
for MASH
• All agencies
 Have statutory duties and requirements of service
 Are accountable for the population they serve
• Performance framework
 Responsibilities
 MASH is a provider of information packages and
so is accountable for the quality and timeliness
of information
Who takes the
day-to-day
eadership issues?
• Key representatives from the partnership
work collaboratively
• The future?
• Inter-operability
Agency
Perspective
Question and
Answer Session
Lessons
Learned
John Maddox
MASH
Development Officer
Staffordshire County Council
What is the
impact?
• Have a vision
• Map/Assess your
strategic buy in
• Use project Management
• Be clear on your process
• Agree Information sharing
• Be prepared to deal with
cultural change
• Market what you Do &
Don’t Do..clarity
• Have strong Governance
• Get Vetting right
• Eat the Elephant – one
piece at a time
Thank You
and Close