London Borough of Haringey
Multi Agency working
from MAT to MASH
15th February 2012
Topics to be covered
• The Coming of First Response Multi
Agency Team (FRMAT)
• Development of MASH
• Benefits of multi-agency working
• What next?
The coming of First Response Multi
Agency Team (FRMAT)
• 2008
• ‘Social care, health and police
authorities do not communicate and
collaborate routinely and consistently
to ensure effective assessment,
planning and review of cases of
vulnerable children and young
people.’
(Ofsted/HMIC/Healthcare Commission, Joint Area Review November 2008)
• 2011
• ‘The co-location of staff from the police
public protection department, health and
education welfare within the First
Response Team has resulted in more
effective use of intelligence and better coordination of adult risk management
processes to ensure that children and
young people are properly protected.’
(Ofsted, Unannounced inspection of contact, referral and assessment October 2011
)
The coming of FRMAT: from strategic to
operational
• Gaining partnership buy in and ownership from
the strategic top down to front line staff
• Initial multi agency trial in February 2009 for
limited period
• Social work screening team developed in March
2009
• Finding suitable accommodation
• Agreeing thresholds across the partnership
• Bringing different staff cultures, beliefs and
working practices together
Health input to FR MAT
• Increased joint working between health
and social work.
• The health visitors are now attached to the
4 duty teams resulting in more joint visits
and greater SW awareness of health
needs.
• All under 4’s are screened to ensure that
they have a GP/ HV.
Health Input continued
• Contact between GPs and SW enhanced
• Greater understanding of need for sharing
of relevant information
• Identification of mental health service
users enabling specialist assessment of
impact of mental illness or substance
misuse
• Greater contribution to CP conference
process
Impact on performance - Health
OUTCOME
HEALTH INVOLVEMENT
DEC 2011
IN
0-4
Specialist
HV
421
169
72
Decisions at screening /IA with
specialist Health Visitor
Involvement
Ensuring health needs are
assessed and met
NFA's referred to Health Visiting
More accurate assessment
of need and risk
421
21
NFA's moving between
thresholds as a result of Health
Information
Identify
opportunities/strategies for
early intervention
21
2
contacts that identify children
not known to universal Health
Services
Contact requiring health
assessment are achieved
169
11
joint home assessments
undertaken by health & social
care
Health present at all
relevant strategy meetings
Number identified with no GP
specific health need identified
requiring prompt action by Health
169
2
Providing timely support to
children in need of Primary care
421
7
Providing timely support to
priority children
421
17
MASH development – Project Board and
project management arrangements
Board Membership
Haringey Council:
• Deputy Director Children and
Families (Chair), Assistant
Director Safeguarding, Head of
Service First Response, Head of
Service Safeguarding Adults &
DoLs, YOS Manager, Head of
Housing Support & Options,
Application Solutions Manager
(IT), Project Manager
Health partnership:
• Designated Nurse Child Protection
(NHS North Central London),
Named Nurse Child Protection
(Whittington Health), Clinical Lead
Nurse, Safeguarding Adults and
Children Service Manager (BEH
Mental Health Trust)
Metropolitan Police Service:
• Detective Inspector MASH and
INTEL Projects MPS, A/Chief
Inspector Partnerships, Inspector
Haringey Community Liaison &
Mental Health, Detective Chief
Inspector, Detective Inspector
SCD5 Haringey Child Abuse
Investigation Team,
Superintendent SCD5
London Probation Trust:
• ACO Haringey and Partnerships
MASH development - Operational
Key discussion areas:
• Who would sit inside and outside of
the MASH
• How MASH would differ from FRMAT
• Funding and resourcing MASH
• Staff engagement
MASH development – Governance
• Defining and agreeing information sharing
and governance arrangements
• How information could be securely stored
on Framework-i (Council’s Children’s
Services database)
• Meeting MET security and access
requirements
Who is in MASH – Core?
co-located daily:
• First Response Screening Team (Haringey
Council)
• Public Protection Desk (MET Police)
• Specialist Health Visitors
• YOS Police (MET Police) - new
• Community Safety Unit (MET Police)
• Health Administrator (Whittington Health, Barnet
Enfield & Haringey Mental Health Trust and NHS
North Central London) - new
• Child Abuse Investigation Team referral desk
(SCD5 Police) - new
Who is in MASH – Satellite?
co-located at least one day per week:
• Adult Safeguarding Team (Haringey
Council) - new
• Adult Mental Health (Barnet Enfield &
Haringey Mental Health Trust)
• Probation (London Probation Trust) – new
• Access to databases:YOIS – new
school admissions, housing (OMHS)
What are the benefits of co-location?
• Greater information gathered from across the
partnership at the referral stage which leads to
better informed decision making on whether an
initial assessment or early help is required
• Urgent referrals that come to the notice of the
Public Protection Desk are passed in a timely
manner to the duty team, thus enabling a
quicker response
• Co-location enables improved understanding of
partner disciplines which leads to stronger and
more efficient collaborative working
More benefits
• Enables the partnership to review thresholds
and practice regularly
• Leads to greater analysis of the types of cases
being referred to the partnership, resulting in
targeted commissioned work i.e. focus on Roma
community and domestic violence
• Enabling partnership challenge more readily
• MASH meets Munro best practice
Changing outcomes
• The percentage of re-referrals within 12
months of the previous referral has
reduced
• Contacts into the service have reduced:
• The percentage of referral progressing to
assessment has increased.
• The number of initial assessments has
increased with the number of s47
investigation reducing.
What impact will MASH have on
commissioning?
• Ability to re-think our early help offer
• Potential to pool MASH resources in the
future – local/regional/national
• Increased knowledge enables targeting
of resources in a more strategic and
systemic way e.g. emerging
communities
What is the future?
• Expand MASH to include safeguarding adults
• Set up partnership data monitoring and value for
money mechanisms
• Measure how MASH has improved safeguarding
of vulnerable families
• Improved identification of those who could be
diverted at a lower level
• Reduction in number of families in need of
highest threshold support (long term)