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Case studies Achieving the best life outcomes for individuals by creating financially resilient, thriving, and better-connected public services, organisations, systems, and places
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Contents
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Foreword
Building brilliant outcomes for children and young people in London
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Timely, coordinated, effective and well communicated support for children with SEND Becoming a more financially resilient social landlord to deliver for residents, build new homes, and
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regenerate communities Preventing falls in Norfolk
A new operating model for Integrated Neighbourhood Teams in Birmingham HomeFirst - a new model of intermediate care in Leeds ‘Empowering Lewisham’: an evidence-based approach to adult social care delivery and council change
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Reducing homelessness in Maidstone
Innovation Zone sessions Improving financial inclusion and reducing debt in the London Borough of Barking and Dagenham
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Future of Prevention programme
Partner programmes
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FOREWORD
Our work with Xantura is accelerating and showing new insight as to how families interact with a range of services across a local area; this is leading to the delivery of innovative and effective prevention strategies. This document covers some of our recent partnerships across the breadth of our work in adult social care, children’s safeguarding, SEND, housing services, and integrated health and social care - and the wider council and systems they operate within. Each client is unique, as are the challenges they face and the ambitions they hold for their local place. Throughout the examples you will see a range of partnerships and starting positions. Some partnerships cover the significant and immediate challenges of today. Others look to support assurance and quality improvement journeys. And others seek to reimagining public services for the future, centred around proactive prevention and early intervention, enabled by digital and AI. However, all share a consistent outcome of achieving brilliant life outcomes for individuals, families, and communities, while being more financially resilient and sustainable.
Since we were together at LGA last autumn, the quantum of change and reform in local government has continued to grow. That being said, we’re optimistic about the future for our public services. We’re proud that our client partnerships are helping achieve the best life outcomes for individuals across the range of services they interact with. In doing so we are helping to create financially resilient, thriving, and better-connected public services. Over the last year, we’re pleased to have continued to invest in our research work with the sector, including: Working alongside CCN on a programme of work examining the implications of LGR on people services. Partnering with Partners in Care and Health to deliver the ‘Future of Prevention’ programme. Working with CCN to evidence the case for improving outcomes for working age and lifelong disabled adults. With the NHS Confederation, undertaking a project to explore what role ICSs can play in ‘unlocking’ the prevention agenda.
Steve Knight Partner, Head of Local Government
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Building brilliant outcomes for children and young people in London
2. Moving to Adulthood: To achieve brilliant life outcomes for young people with SEND as they move to adulthood, three separate assessment processes were consolidated into a single coherent approach with families, complemented by new strengths-based, citizen-led collaborative ways of working with young people. A pilot team was created to work with young people and test these different ways of working. As a result, a business case was developed across two directorates, and the Health and Adults and Children’s Services directorates went on to work together to implement a new service. 3. Safe outcomes across Child in Need, Child Protection and Edge of Care: To achieve the outcomes defined in plans in the most timely way, to support children to thrive at home, and to achieve safe permanence for children in care as soon as possible, a new practice toolkit was designed to help practitioners. Regular group case discussions promote learning, quality assurance and collaboration, and a new dashboard helps every practitioner and manager in supporting children in a more efficient way. A workforce modelling tool matches capacity to demand and highlights opportunities to redeploy resources to enable a more resilient and stable service moving forward. 4. Prevention: Through working with schools, a new offer across children’s services to deliver brilliant outcomes for adolescents was explored. The pilot resulted in the Council implementing the Family Assessment and Safeguarding System model with named leaders linked to schools to continue to build relationships.
This London Borough children’s services were already in a position of strength, with a ‘Good’ Ofsted rating and delivering great outcomes for the children and young people of the borough. As a directorate, they wanted to build on this and further improve outcomes. Understanding the opportunities to improve We worked in partnership with the Borough covering the entirety of children’s safeguarding and part of its services support children with special educational needs and disabilities (SEND). Initially, 121 staff participated in workshops to review 199 cases; 30,000 lines of data were studied; 42 staff participated in live studies; and 86 participants responded to surveys to understand the environment for change and the opportunities to improve. Designing and delivering lasting change Together, we developed these findings into four key focus areas. We focused on creating sustainable change by engaging staff and families at every stage of the programme and developing lasting internal change capability. 1. Internal fostering: In order to increase the capacity of the award winning internal fostering service and maximise how it supports children in care, the foster carer recruitment process was transformed, from the website and marketing activity to creating a simplified application process. New technology, governance, and processes ensure every candidate is progressed and bespoke additional support is provided for those who need it.
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OUTCOMES
Building capability and sustainability To sustain the improvements, from the start there was a clear focus through the programme on building digital, operational, and financial capability. Every single member of staff in the council’s children’s services department was given access to at least one type of training and professional development support. As a result, teams now feel more empowered to support children and families with the best possible data, tools and systems, measuring the success at every level. A comprehensive benefits tracking mechanism was also developed which enables the service to measure the financial impact.
Two years after the programme first started, the Borough has: Tackled process delays and drift to deliver statutory CIN (two weeks) and CP (eight weeks) outcome plans faster. Achieved permanence out of care 18 weeks faster by tackling drift and delay, where that is the plan for a child. Implemented a new service that has enabled 181 individuals with SEND to seamlessly transition to adulthood by remaining closer to home, in turn reducing costs by an average of 41%. More than doubled the rate of recruitment of foster carers to the internal service. Supported 32% more children to exit care through special guardianship orders or adoption, avoiding long-term permanence in care. As a result the programme has delivered £7.2m in financial benefit.
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Timely, coordinated, effective and well communicated support for children with SEND
Ensuring that all children and young people with SEND receive support which matches their needs, in the most inclusive setting possible to maximise their chance of positive educational and social development and long-term independence. Laying the foundations and improving outcomes In partnership with a large County Council, Newton worked alongside internal subject matter experts (including SEN Assessment, EarlyYears, Inclusion Services, and Business Intelligence specialists), parents and families, schools, and former teachers to design and deliver new structures, processes and ways of working that wouldbe adopted across the SENA service and the school system. Throughout the programme we focused on two core strands: 1. Improving the SENA service - laying the foundations The SENA operating model was redesigned to enhance collaboration and efficiency by developing six work streams, restructuring teams around operational functions, creating a resourcing model to manage demand, and aligning key metrics and data for accountability and empowerment. 2. Improving outcomes Alongside laying internal foundations, changes were developed to drive better outcomes for children by introducing tools and new processes to support high-quality decision- making. This included the ‘Needs Descriptors’ tool for consistent understanding of needs,
a tool for Case Managers to improve visibility of consult results, and focused work in Early Years to create guidance for placements and transitions. There was also work to support Autism Outreach and Inclusion services with data driven decisions for timely interventions. To strengthen relationships across the system, the Council engaged with numerous system partners, including schools and early years providers, parents and carers, and used consistent messaging and engagement approaches to improve relationships, confidence and accountability. An Inclusive Practice Toolkit was created to provide information, guidance, and outline common expectations for inclusivity standards for mainstream settings across the County. Setting-specific planning processes were also developed to strengthen relationships with schools, offering high support and challenge to targeted schools and trusts facing higher than average SEND challenges.
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I think this is really, really good. It helps us get the parental engagement we need and sets us up to get the right outcomes for children. Assistant Director of Education, SEND and Commissioning
OUTCOMES
Improved outcomes One third of children, beyond early years, who would have been supported in specialist setting are now successfully supported in mainstream education. In the 2023/24 academic year, 44 early years children are now better supported in mainstream settings instead of specialist services, compared to baseline projections. 5-week reduction in the average time to complete needs assessments compared to the 2022 baseline. 66% increase in the amount of Y6 phase transfers done before the deadline this year compared to last, up to 218 from 131 in 2023/24.
Improved system collaboration 94% of the surveyed SENA staff agreed that changes in their ways of working will lead to long-term benefits. In the first six-months alone, the Inclusive Practice Toolkit was viewed 4,500 times – indicating that it is a key resource used by partners across the system. In the first two-academic terms post launch, 17 schools or trusts went through the setting-specific planning process, with more keen to follow. Improved financial resilience By increasing the number of children receiving their ideal and most inclusive setting, the programme has resulted in over £21.7m of annualised financial benefit.
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Becoming a more financially resilient social landlord to deliver for residents, build new homes, and regenerate communities
In the face of growing resident needs, rising sector expectations, and increasing operating costs, a housing association’s transformation programme is allowing them to deliver against business priorities and improve financial performance, in turn enabling investment for the future. Doing more with what we have - understanding the opportunities to improve An in-depth assessment of the customer journey identified a large amount of re-active repair jobs requiring follow-up; a proportion of jobs that could be avoided; the ability to reduce the duration of voids; and the potential for housing officers to spend more time with residents. There were also challenges with data availability, siloed teams lacking clear accountability, and competing priorities across teams stifling opportunities for collaboration. Within repairs teams, jobs often exceeded their expected duration and planning inefficiencies led to unfulfilled utilisation. This highlighted an opportunity to improve the grip on performance of internal resource and reduce dependence on subcontracted labour.
As a result, they embarked on a strategic transformation programme to: Design ways of working and teams to be responsive and agile, and to anticipate and meet customer needs more effectively. Evolve the operating model to put customers at the heart.
Empowering people and processes This led to four priority areas:
1. Creating a more valued and visible frontline by spending more time with customers and in communities. 2. Moving people into quality homes as quickly as possible. 3. Improving the repairs service by looking at the information flow from customers through to trade teams, to support getting the repair fixed the first time around. 4. Ensuring an effective and efficient repairs service.
This programme has given us a way to understand and manage our teams in a way we never had before. We have never seen a change implemented so well and we are confident we have only seen the start of the benefits it will deliver. Repairs Director
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Transforming for the benefit of residents, today and tomorrow The programme has enabled the housing association to house people quicker, improve the quality and safety of their homes, enhance customer service, and spend more time in the community with their customers. Across all the priority areas there were three key enablers: data visibility, high performing teams and collaboration. As a result, the financial benefit was combined with a better working culture and fundamentally a better outcome for customers:
19 DAYS 37%
Housing officers are now able to spend 37% more time face-to-face with residents as a result of spending less time on administrative tasks. This is enabling a better understanding of resident needs and fostering stronger community engagement. Positive customer feedback has increased by 12%.
Void turnaround time has reduced by 19 days (and rising). As a result, people are now being housed faster and rental losses associated with empty properties are reduced.
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Subcontracted spending on reactive repairs has decreased by 6%, reflecting more control over internal resources and less reliance on external labour. Further streamlining of processes has enabled operative efficiencies to be improved by 18%.
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Preventing falls in Norfolk
Developing, testing and embedding a proactive intervention capability The programme centred on three elements, enabling the system to deliver a preventive service: A better understanding of residents: Through a secure digital platform, the team were able to harness natural language processing to ‘read’ the case notes for all residents known to adult social care and put this together with existing data about the person. Machine learning enabled the team to process millions of data points and words from a person’s record to extract meaningful insight on their strengths, needs and interests. This built up a previously unattainable depth of understanding, enabling them to predict who was most likely to have a fall. By testing the model on historical falls data, they were able to predict 7 in every 10 people who would have a fall and could therefore benefit from proactive support. Intervening to mitigate risks: Norfolk engaged two teams to complete a holistic conversation with participants identified by the predictive model. These teams completed semi-scripted conversations to talk to the at-risk individual and understand what support they might benefit from, then offer targeted interventions. Of those, 93% were eligible for a preventive service such as chair-based exercises from Occupational Therapists or home safety assessments from the fire service. In the first phase of the falls pilot, over 150 people took up at least one referral offered to them by the team and 70 people had interventions delivered.
Creating a service that is fit for the future – one that focuses on prevention and early help, rather than responding when situations reach a crisis point. Identifying opportunities to achieve their ambition The programme began with a thorough evidence-based diagnostic. The diagnostic demonstrated that there was a substantial cohort of people receiving care and support who could have benefitted from community services earlier in their journey, which could have prevented or reduced their need for support. Falls prevention was identified as an area with potential for preventative interventions to improve outcomes for Norfolk residents. Why falls? A third of people over 65 fall over every year, and over 5,000 people per year in Norfolk present to either health or social care with a fall. A fall can deeply impact a person’s confidence, mobility and wellbeing, and costs health and social care over £4,000 . Falls prevention for all adults at risk in Norfolk is worth up to £5.8m across health & social care.
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OUTCOMES
An essential part of demonstrating the impact and building the financial case was measuring how outcomes and ongoing care costs changed for those receiving the targeted support. The financial benefit has now been directly measured, with those who received a targeted intervention showing a £175 decrease in weekly care costs compared to those outside of the pilot. The council now has ambitions to roll out this approach more widely to other groups that could benefit from early targeted support in this way such as those living with physical disabilities.
At the point of their follow-up call, 100% of those receiving interventions quoted no falls since their intervention. Residents subsequently reported a 15% reduction in their fear of falling, one of the main leading indicators for having a fall. Furthermore, satisfaction with the programme was high, with 71% of people citing that the support they received was beneficial. As well as a clear benefit for residents, there is also a compelling financial case behind this approach. The pilot identified £600k - £700k of financial benefit for adult social care, excluding health benefit. For all adults at risk, this would equate to a saving of up to £5.8m across health & social care.
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A new operating model for Integrated Neighbourhood Teams in Birmingham
Understanding the challenge Like much of the country, Birmingham’s health and care services were under significant pressure from rising demand. As a result, residents were not always achieving their best outcomes whilst the financial position of the health and care system was becoming increasingly unsustainable. The publication of the Fuller Stocktake Report in 2022 provided an early vision for the reorientation of health and care in Birmingham towards more proactive, personalised services by building ‘Integrated Neighbourhood Teams’ (INTs). Designing the operating model Birmingham’s journey began with detailed analysis of service use across the system. By combining patient-level data from all partners in the Birmingham and Solihull Integrated Care System, it found that 57% of services were being used by the top 5% of service users. Having identified this high frequency user cohort, further analysis, including multi-disciplinary case reviews, enabled system partners to further understand the impact of delivering preventative interventions to these individuals.
This evidence was then used to co-design a new operating model for Birmingham’s INTs, including the membership of the team, the services they would provide, and new ways of working. Four interventions were found to match 75% of the needs of the target cohort, including community mental health, social prescribing, structured medication reviews, and social care assessments. This understanding of the specific needs and volume of the target cohort was central to the design of the new team. Over 200 members of staff across the system were involved in the design process from social care, primary care, the acute, community and mental health providers, the voluntary sector and the Integrated Care Board. Not only did this ensure that the design of the new teams and services benefited from the full breadth and depth of clinical and operational experience within the system, but also helped to build the belief, commitment and new integrated ways of working that would ensure the effectiveness and sustainability of the new model.
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OUTCOMES
Impact and legacy The new model was trialled across two Primary Care Networks in east and west Birmingham, where activities and an agreed set of KPIs were closely monitored to allow the model to be iterated and optimised. Results from the two pilots showed a significant stabilisation in service use for individuals receiving an intervention from the INTs. This included: A 32% reduction in primary care appointments. A 15% reduction in A&E attendances. Residents supported by the pilot reported an overwhelmingly positive experience – with an average feedback rating of 4.3 out of 5. The work and its early impact have generated significant national attention, with visits from senior leaders from NHS England and sector membership bodies. This is helping to inform other health and care systems around the country looking to mobilise their own INTs.
This genuinely gives us the chance to make a fundamental difference to people for the long term. CEO, Birmingham Community Healthcare NHS Foundation Trust
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A new HomeFirst model of intermediate care in Leeds
The HomeFirst programme Leeds Health and Care Partnership, which brings together health and care organisations in the city set out to transform the way that intermediate care is delivered. The HomeFirst programme was developed to achieve a person-centred, home-first model of intermediate care that is joined up and promotes independence. By working together in a true partnership, system partners have delivered a new model of intermediate care within existing workforce, funding, and organisational arrangements. Fundamental to the success of the HomeFirst programme has been building on the culture and relationships across partners in the system, embedding a culture of collaborative decision making and service delivery. The HomeFirst programme consisted of five interrelated projects which focued on maximising independence and ensuring that residents always achieve their best outcome.
The five projects were: Active Recovery at Home: redesigning the home-based intermediate care offer to maximise capacity and deliver the best outcomes for people accessing these services. Enhanced Care at Home: transforming preventive services to avoid escalations in need with a specific focus on avoidable acute hospital admissions. Rehab and Recovery Beds: transforming bed-based intermediate care to improve outcomes and minimise length of stay in short-term beds. System Visibility and Active Leadership: making use of the wealth of data in the system to produce system and service level dashboards, while establishing the right cross-partner governance to use these for effective decision-making. Transfers of Care: redesigning the discharge model to minimise discharge delays and ensure the system achieves the most independent outcomes for people leaving hospital. The new ways of working have been designed, trialled, iterated and scaled by experts including frontline staff and operational managers from across the system.
The beauty of HomeFirst is that it has brought people together through a partnership and TeamLeeds approach to look at all the key transitional points where people move from the community to hospital, from hospital to home, and from hospital to community care beds. It feels so much more joined-up now because we have had so much commitment to doing this as a system rather than individual organisations. Sam Prince, Executive Director of Operations, Leeds Community Healthcare NHS Trust
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Spotlight On: System visibility project Before the HomeFirst programme, system partners in Leeds regularly met to discuss system performance, but the lack of a unified data source meant these meetings were often inefficient and unfocused. Each partner organisation produced a lot of data, but without a single version of the truth, efforts were duplicated, and trust was eroded. Leeds needed a way to consolidate their data and a leadership model to ensure decisions were evidence-based at every stage. The introduction of the system visibility dashboard addressed this need by bringing existing data into a single, regularly updated platform. This dashboard supports decision-making at all levels, providing patient-identifiable data for joint case management at the team level and highlighting areas needing additional support at the service and system levels. This tool enables partner organisations to review data collectively and take coordinated action to resolve issues. For the first time, heads of service from all health and care organisations in Leeds can effectively review system pressures and delays, allowing for timely, cross-organisational actions to relieve pressure before it escalates. The team has been able to identify the hidden delays further down the system which were often driving some of the delays to discharge, which would otherwise go unnoticed. The System Visibility tool and Active Leadership approach has transformed how Leeds manages system performance, fostering collaboration and enabling more effective, data- driven decision-making.
OUTCOMES
The HomeFirst programme has seen many positive outcomes, but most importantly, residents of Leeds are receiving highly effective services and are supported in achieving significantly improved outcomes. The programme is having the following impact on outcomes across intermediate care in Leeds: 169 more people able to go home after their time in intermediate care rather than a long- term bedded setting each year 8.2 day reduction in the average length of stay in short-term beds 421 more people going directly home after their stay in hospital each year 786 fewer adults admitted to hospital each year 31% reduction in length of stay for complex patients with no current reason to reside 522 additional people benefitting from reablement each year The effectiveness of the home-based reablement offer has increased by 8% (in terms of long-term home care hours following the service), with a 19% increase in the proportion of people leaving the service fully independent 33% decrease in readmission rates after receiving home-based reablement This performance translates to £23.7m per annum of equivalent financial benefit to the system. These benefits are spread across system partners and are a combination of cost- out, future cost avoidance, or investment in quality. There is more to do to deliver the full vision of the programme and ensure that Leeds Health and Care Partnership is able to support the changing needs of the population in years to come, but the impact and approach of HomeFirst delivers a strong foundation to build from.
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‘Empowering Lewisham’: An evidence- based approach to adult social care delivery and council change
Providing consistent, fair access to outstanding tailored adult social care and support for residents in need while becoming more financially sustainable. Achieving ambitions for residents while becoming more financially sustainable Lewisham Borough Council’s adult social care service aims to provide consistent, fair access to outstanding tailored care and support for their residents in need. At the same time, like many other authorities, it is facing significant financial pressure. Over the past three years, Lewisham’s community services expenditure has increased by approximately £10m. Therefore, they decided to embark on the Empowering Lewisham programme with the objective of identifying opportunities to achieve their ambitions for residents while becoming more financially sustainable.
Identifying opportunities to achieve their ambition The Empowering Lewisham programme started with a comprehensive, evidence- based diagnostic. The diagnostic involved engaging with over 100 practitioners from 12 disciplines to review more than 100 active cases in multi- disciplinary team review workshops, to understand the opportunities to achieve more independent outcomes for people. This was supported by analysis of millions of data points from the case management system, to understand baselines, trends, patterns, and variation. Considerable time was also spent directly at the frontline with staff, shadowing activity and ways of working, to develop an understanding of processes and barriers, as well as the team culture and environment for change.
Delivering and sustaining the change Based on the findings from the diagnostic, a plan was created to transform practice, processes, and ways of working across adult social care. This involved supporting frontline practitioners with better practice and processes; improving the efficiency and effectiveness of enablement services; and redesigning progression and next steps for adults with learning disabilities. Enabling lasting change The programme has embedded a more evidence- based approach to service delivery and change, and the focus on achieving the most ideal outcomes for individuals is driving continuous improvement across the service. This was supported by a structured programme of learning and development for staff, including several colleagues who were seconded, full time, to form a joint programme team. By upskilling these individuals, the Council has been able to take core learnings from ‘Empowering Lewisham’ and apply these across other change programmes. They have also been able to establish consistent governance which ensures alignment in approach and continuous improvement.
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Heading 1
OUTCOMES
Introduction Heading 2 Heading 3 Intro text Body copy Bullets 1. Numbered bullets 52 fewer people require long-term residential or nursing support and approximately 4,000 fewer hours of commissioned care are required each week, as residents are living more independently. LESS THAN HALF of residents go straight to a long-term placement on discharge from an acute hospital.
Introduction Heading 2 Heading 3 Intro text Body copy Bullets 2. Numbered bullets 315 additional people are benefitting from the enablement service each year, and the number of individuals being delayed leaving the service has reduced by half. 12 individuals with learning disabilities have moved to more independent settings and a further 19 are living more independently in their existing setting, because staff have been working with them in a tailored way to maximise what they are able to do for themselves.
£8.6M The Empowering Lewisham programme has, and continues to achieve, better outcomes for residents. It is also on track to deliver in excess of £8.6m in annualised financial benefit.
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Reducing homelessness in Maidstone
Significantly higher rate of preventing homelessness: Households identified 3-6 months before reaching crisis point. A success rate of homelessness prevention reaching over 98% (compared to the national average of 56.3%). Improved partnerships: The Council’s working relationships with partners have significantly strengthened, improving the operational delivery of the project and enabling teams to gain a holistic understanding of an individual’s situation. Maidstone’s largest provider of social housing experienced a fall in overall evictions from over 20 per year to under 5 , as a result of improved partnership working and data sharing. Cost savings: The project has resulted in £225k in actual cost savings, with potential savings of £578k if the Council had additional capacity. This represents an ROI of over 600% .
Xantura helped to develop a risk alert system focusing on early intervention and proactive support to reduce homelessness in at-risk residents in Maidstone. Increasing numbers of individuals going into interim and temporary accommodation Like many other areas, Kent has been experiencing a significant increase in the number of individuals going into interim and temporary accommodation. Identifying and supporting individuals at risk of homelessness using an early intervention and prevention- focused approach is a priority for forward- thinking councils. Identifying individuals at risk of homelessness An effective data solution is necessary to identify these at-risk individuals in need of proactive support. Xantura’s OneView system reliably identifies an individual’s circumstances and areas of financial risk. By identifying individuals at risk of becoming homeless, proactive support can be put in place to help prevent homelessness. Better outcomes for residents and the Council The project has resulted in a 40% reduction in homelessness as a result of risk alerts enabling proactive support. This has reduced the administrative burden for Council staff, with 61 days reinvested in working directly with vulnerable citizens, and a potential increase to 160 days with project expansion.
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OneView has been proven to deliver immediate benefits to the client group with tangible examples of families who without the support they are now receiving were on a trajectory to presenting as homeless in the near future and who otherwise may not have come to our attention until a point which was too late for a successful intervention. John Littlemore, Head of housing and community services MBC
I wholeheartedly support the use of the OneView product and have seen a significant impact on our ability to prevent homelessness with its use. In addition, Xantura have proven to be an excellent partner with great attention to detail, responses to issues, and ongoing valuable relationships to ensure the project can continue to be delivered with excellence. Housing Advice Manager
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Improving financial inclusion and reducing debt in the London Borough of Barking and Dagenham
Insight driven, targeted support enabled by Xantura for four months to vulnerable residents with debt using the Homes and Money Hub in the London Borough of Barking & Dagenham. The cost-of-living crisis has further exacerbated financial exclusion and rising debt The direct effect of debt on residents is often detrimental. Personal debt is associated
Identifying people vulnerable to the negative effectives of debt Working with Barking & Dagenham and through the use of advance analytics, we built a predictive model that helps the authority identify people vulnerable to the negative effects of debt and offer them support before they reach crisis point. This insight-led service transformation has advanced the borough’s data maturity and has driven a more joined up response across service silos.
Significant increased engagement, increased debt collection and wider benefits to the health and wellbeing of
vulnerable residents Taking a holistic view of debt, facilitated by
Xantura’s OneView system, allowed Homes and Money (HAM) Hub staff to identify vulnerable residents with debt and deliver support services. This has enabled Barking & Dagenham to be a leading authority in debt management, with increased debt collection and lower negative outcomes associated with overwhelming debt.
with physical ill-health, suicide, anxiety, stress, and clinical depression,
independent of the effects of poverty. It can contribute to family breakdown and also has negative effects on labour market outcomes.
[Barking & Dagenham] was ahead of the game in developing its OneView system to take a holistic view of all the factors that contribute to their residents’ financial wellbeing. This is something that we in central government were just starting to think about. [Barking & Dagenham] has demonstrated its expertise and is now considered to be a vital stakeholder and critical friend to central government as we try to replicate their success. Deputy Director, Government Debt Management Function & FEDG Central Team, Cabinet Office
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OUTCOMES
£75K additional (compared to counterfactual) reduction in debt over 4 months (annual projection £223k). INCREASED DEBT COLLECTION
69% Improved targeting of the cohort has the potential to lift the additional debt reduction by 69%. INCREASED DEBT COLLECTION
Wider benefits Significant, measurable impact on wider risk factors (13 out of 14 categories or risks), including for example: Double the number of people (60%) showing an improvement in emotional health and wellbeing compared to the counterfactual (29%). Four times the number of people (23%) showing an improvement in domestic abuse compared to the counterfactual (6%).
127 different interventions delivered to vulnerable residents versus five interventions to a predefined counterfactual. SIGNIFICANT INCREASED ENGAGEMENT
Xantura’s OneView offer is a unique combination of service transformation methodology and class-leading analytics and data management platform. The approach and platform are now central to the council’s data maturity and wider transformation strategy. Equally impressive is Xantura’s obvious passion to improve outcomes for our vulnerable residents. Pye Nyunt – Head of Insight and Innovation, Strategy and Participation
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Innovation Zone sessions
Enabling a left-shift in care from hospital to home - supporting individuals to remain independent through ‘game changing’ integrated neighbourhood teams in Birmingham
Tuesday 1 st July 13:10-13:40
Tuesday 1 st July 14:50-15:20 Whole council transformation through innovation in Essex
Creating a sustainable council through whole-council transformation in Southampton
Wednesday 2 nd July 10:00-10:45
Supporting disabled children and young people into adulthood: an innovative, seamless approach in the Royal Borough of Greenwich resulting in better outcomes and lower care costs
Wednesday 2 nd July 12:45-13:15
‘Spotlight on’ session
Working in partnership to tackle the homelessness and temporary accommodation challenge across London Wednesday 2 nd July 11:00-11:45 Innovation Zone Tackling homelessness is one of the most urgent and complex challenges facing London; it is also a significant national issue. This ‘spotlight on’ session will explore the range of ways local authorities, housing associations, and charities are working individually and together to understand and reduce the num- ber of individuals and families experiencing homelessness in London and elsewhere, and in doing so tackle the rising costs of homelessness and temporary accommodation.
The Future of Prevention
The scope of the programme was focused on older people at risk of crisis in the short- to medium-term. However, the principles of targeted, proactive prevention can be applied to many other public services, such as children’s social care, health and housing. Authorities participating in the programme are also using the approach to deliver their place-based neighbourhood health and care ambitions.
Shifting to a more preventative approach to public services is widely acknowledged to be crucial to delivering better life outcomes for individuals, whilst also enabling the long-term financial viability of these services. However, the way in which this shift can be achieved and scaled is not always clear. Over the last year, 20 local authorities have been participating in the Future of Prevention programme. As part of a Community of Practice, they have co-developed a delivery approach for implementing proactive, targeted prevention at scale. The approach – underpinned by predictive analytics, personalised interventions, and a robust approach to evaluation – represents an important step towards achieving the government’s ambitions for a preventative state, whereby services work proactively and collaboratively to improve outcomes and reduce need for formal support.
Drinks reception The programme partners are pleased to invite all colleagues to attend an informal drinks reception to launch the programme’s output. The event will provide an opportunity to find out more about the benefits that have been achieved by other local authorities through proactive, targeted prevention. We will also share details about a national initiative being planned which will develop the first large scale evidence base for proactive prevention and neighbourhood health.
Wednesday 2 nd July 17:30 - 19:00 People’s Republic Gallery, Museum of Liverpool
Partner programmes
Over the last year, we’re pleased to have continued to invest in our partnerships work with the sector. We’re currently working on a research programme with County Councils Network exploring the impact of LGR on people’s services. Below is a reminder of some of our previous research programmes: The future of prevention The forgotten story of social care: the case for improving outcomes for working age and life long disabled adults Finding a way home
Future of adult social care Future of children’s services
Demand and capacity of homes for children in care Unlocking prevention in Integrated Care systems We also continue to deliver the ‘ADASS Accelerate’ social care leadership programme and our ‘Children’s Change Leadership Programme’ (CCLP).
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CONTACT US
Ruth Morgan Partner
Steve Knight Partner
E: ruth.morgan@newtonimpact.com
E: stephen.knight@newtonimpact.com
Danny Sperrin Partner
Wajid Shafiq CEO - Xantura
E: daniel.sperrin@newtonimpact.com
E: wajid.shafiq@xantura.com
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