Somerset One Teams and the Areas They Cover One Teams Are Designed to Bring a Multi-Agency Focus on Our Areas of Highest Demand to the Public Sector

Somerset One Teams and the areas they cover One Teams are designed to bring a multi-agency focus on our areas of highest demand to the public sector. Therefore they have been established in the areas of Somerset that have significant deprivation issues as identified in the National Indices of Multiple Somerset One Teams Deprivation. Somerset One Teams currently cover geographic areas that include 18 of the 33 Lower Super Output Areas (LSOA) that are ranked in the 10% most deprived Close Multi Agency working to support people LSOAs in Somerset (out of 327 LSOAs). One Team Area Description Somerset IMD Ranking (and %) Bridgwater Sydenham Central 3 (1%) Bridgwater Highbridge SW 6 (2%) Bridgwater Sydenham North 13 (4%) Bridgwater Parkway South 15 (5%) Bridgwater Highbridge SE 22 (7%) Bridgwater Bower West 32 (10%) Chard Chard Jocelyn West 17 (5%) Halcon Lambrook 1 (1%) Halcon Roman Road 2 (1%) Mendip Glastonbury Central 7 (2%) Mendip Frome Trinity, Cork St & Nunney Rd 16 (5%) Mendip Shepton North 28 (9%) North Taunton Lyngford East 4 (1%) North Taunton Lyngford West 23 (7%) North Taunton Pyrland North 27 (8%) North Taunton Pyrland South 30 (9%) Wellington Wellington North 20 (6%) Yeovil Yeovil Town Centre 8 (2%) The Safer Somerset Partnership will keep deprivation areas of Somerset under review to look for further opportunities to establish One Teams where demand and deprivation are significant and justify this approach.

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Somerset One Teams and the areas they cover Font: Noteworthy One Teams are designed to bring a multi-agency focus on our areas of highest demand to the public sector. Therefore they have been established in the areas of Somerset that have significant deprivation issues as identified in the National Indices of Multiple Somerset One Teams Deprivation. Somerset One Teams currently cover geographic areas that include 18 of the 33 Lower Super Output Areas (LSOA) that are ranked in the 10% most deprived Close Multi Agency working to support people LSOAs in Somerset (out of 327 LSOAs). One Team Area Description Somerset IMD Ranking (and %) Bridgwater Sydenham Central 3 (1%) Bridgwater Highbridge SW 6 (2%) Bridgwater Sydenham North 13 (4%) Bridgwater Parkway South 15 (5%) Bridgwater Highbridge SE 22 (7%) Bridgwater Bower West 32 (10%) Chard Chard Jocelyn West 17 (5%) Halcon Lambrook 1 (1%) Halcon Roman Road 2 (1%) Mendip Glastonbury Central 7 (2%) Mendip Frome Trinity, Cork St & Nunney Rd 16 (5%) Mendip Shepton North 28 (9%) North Taunton Lyngford East 4 (1%) North Taunton Lyngford West 23 (7%) North Taunton Pyrland North 27 (8%) North Taunton Pyrland South 30 (9%) Wellington Wellington North 20 (6%) Yeovil Yeovil Town Centre 8 (2%) The Safer Somerset Partnership will keep deprivation areas of Somerset under review to look for further opportunities to establish One Teams where demand and deprivation are significant and justify this approach.

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Font: Noteworthy Introduction Governance For One Teams to be effective in Somerset they will require an overarching county- One Teams have been working in Somerset since the Halcon One Team was first wide governance body to provide a strategic steer and keep oversight on delivery and established in 2013. They are structured on an award winning model that provides outcomes and to provide a strategic input to common issues that Somerset One Teams an effective means of agencies working closely together to support vulnerable are unable to resolve. The Safer Somerset Partnership has agreed to fulfil this role. communities and to reduce overall demand on the public sector. This document outlines what One Teams are, how they work, the outcomes they achieve and the More locally, a ‘Silver’ One Team Board is needed to include management places where they operate in Somerset. We invite public sector partners to come representation from local delivery partners to be able to oversee One Teams in their and participate in your local One Team meetings and help us support our vulnerable area, agree local outcomes and address operational issues that arise. Typically Silver communities. governance would operate across a District geographical area.

Quarterly “Probably one of the best examples of system Somerset Safer Partnership Providing Countywide ‘GOLD’ Report leadership in Somerset. It works because so many Leadership and Oversight organisations are truly collaborating, in the name of simply doing the right thing.” Co-ordinators monthly meeting Hayley Peters, Director of Nursing, Musgrove Park Hospital

Introduction Governance For One Teams to be effective in Somerset they will require an overarching county- One Teams have been working in Somerset since the Halcon One Team was first wide governance body to provide a strategic steer and keep oversight on delivery and established in 2013. They are structured on an award winning model that provides outcomes and to provide a strategic input to common issues that Somerset One Teams an effective means of agencies working closely together to support vulnerable are unable to resolve. The Safer Somerset Partnership has agreed to fulfil this role. communities and to reduce overall demand on the public sector. This document outlines what One Teams are, how they work, the outcomes they achieve and the More locally, a ‘Silver’ One Team Board is needed to include management places where they operate in Somerset. We invite public sector partners to come representation from local delivery partners to be able to oversee One Teams in their and participate in your local One Team meetings and help us support our vulnerable area, agree local outcomes and address operational issues that arise. Typically Silver communities. governance would operate across a District geographical area.

Local Silver One Team Governance One Team Co-ordinator Contacts Taunton Deane South Somerset To be Chard One Team Sasha White, One Team Co-ordinator prescribed 07476010546 [email protected] locally Sedgemoor Mendip Halcon One Team Andy Murphy, One Team Co-ordinator } 01823 322508 [email protected] Mendip One Team Benjamin Sugg, One Team Administrator 01749 341384 [email protected] North Taunton One Team Angela Bolitho, One Team Co-ordinator Safer Somerset Partnership Strategic Outcomes: 07467130384 [email protected] • Identify and Prevent Vulnerability in our Communities Sedgemoor Together Kristy Blackwell, Together Team Co-ordinator • Reduce Service Demand through preventative activity 07717 727443 [email protected] Wellington One Team Pete Joint, One Team Co-ordinator Silver Governance 07740 641006 [email protected] Local Silver governance arrangements should ideally include representation from Yeovil One Team Claire Leonard, managers with local delivery responsibility and would normally include the police, 101 Ext. 62208 Beat Sergeant and One Team Chair district councils, housing providers, Get Set Services, schools, Adult Social Care, [email protected] Somerset partnership, relevant rural delivery partners and relevant voluntary and community sector partners. In practice, local areas may elect to consolidate the Silver governance responsibilities within an existing appropriate board, such as the Early 1 Help Advisory Board or the District Health and Wellbeing Board. 6 Typical Long Term Outcomes (5 – 10 years) Vision: • Reduction in proportion of households claiming worklessness benefits To work in Somerset’s most vulnerable communities and provide • Increase in educational attainment co-ordinated front-line multi-agency working to efficiently provide sustainable solutions for families and individuals that prevent • Reduction in children classified as Children in Need or on Child Protection Plans problems escalating and costs increasing to the public sector. • Reduction in ambulance call outs • Reduction in A&E admissions Principles of One Team working: • Reduction in mortality rates / increase in life expectancy • Takes a ‘whole family’ perspective, recognising that issues are complex and often • Improved sense of community cohesion and wellbeing in area relate to a wider family dynamic that needs to be addressed simultaneously • Reduction in public service demand and cost • Focuses on, and supports individuals such as vulnerable adults, as well as families. • Meets the principles of Early Help – address issues early for children, to stop them escalating and becoming more serious. Complies with the ‘Effective Support for Children and Families in Somerset’ guidance. • Provides effective Safeguarding through the immediate team and through the ability to discuss and escalate appropriately through the right channels • Knows the community, developing local knowledge and staying vigilant for significant risks and issues • Aligns with the government’s Troubled Family objectives providing incentives and sanctions for families to engage and take ownership of addressing issues; provides a nominated case worker for that family – a professional that has a relationship of trust and can co-ordinate support for that family • Advocates a One Public Sector ethos of working with an emphasis on right person, right place and right time The Halcon One Team winning the Avon and Somerset Problem Solving • Stops repetitive interagency ‘hand-offs’, duplication and multiple visits to families Award 2013. The One Teams also won the 2016 IESE Silver Award for by numerous agencies, unaware of each other’s work Transforming Access to Services • Push boundaries, innovate, encourage creativity and problem solving through the ‘Think Differently, Do Differently’ mantra, to ensure better solutions are reached. “I’m so impressed with the way the model is • Focus on reducing dependency on Public Sector services and work to ensure people take personal responsibility to address their situations. working. The level of information known about • Prevent future demand and cost by addressing issues collectively and effectively. the area is exemplary and far exceeds anything Stops individuals playing agencies off against each other. I have ever seen of this type before. Similarly, • One Teams not owned or dominated by any one agency – requires collective the level of multi-agency working and blurring commitment and leadership from all partners – One Public Sector model. of professional boundaries was really refreshing • Celebrate Success, publicise achievements and promote the model and shows just what can be achieved within the • Identify and Enrol key partners that will strengthen the One Team approach and resources we have…we just need to join them up collectively deliver a better and more sustained outcome for vulnerable families • One Teams should not duplicate the work of ‘Team around the School’ meetings more and use them more effectively. I’ve come and both processes should be able to compliment and add value to each other away very fired up.... so inspiring!” where they operate in overlapping areas. 5 Trudi Grant, Director of Public Health, 20/7/15 2

Typical Long Term Outcomes (5 – 10 years) Vision: • Reduction in proportion of households claiming worklessness benefits To work in Somerset’s most vulnerable communities and provide • Increase in educational attainment co-ordinated front-line multi-agency working to efficiently provide sustainable solutions for families and individuals that prevent • Reduction in children classified as Children in Need or on Child Protection Plans problems escalating and costs increasing to the public sector. • Reduction in ambulance call outs • Reduction in A&E admissions Principles of One Team working: • Reduction in mortality rates / increase in life expectancy • Takes a ‘whole family’ perspective, recognising that issues are complex and often • Improved sense of community cohesion and wellbeing in area relate to a wider family dynamic that needs to be addressed simultaneously • Reduction in public service demand and cost • Focuses on, and supports individuals such as vulnerable adults, as well as families. • Meets the principles of Early Help – address issues early for children, to stop them escalating and becoming more serious. Complies with the ‘Effective Support for Children and Families in Somerset’ guidance. • Provides effective Safeguarding through the immediate team and through the ability to discuss and escalate appropriately through the right channels • Knows the community, developing local knowledge and staying vigilant for significant risks and issues • Aligns with the government’s Troubled Family objectives providing incentives and sanctions for families to engage and take ownership of addressing issues; provides a nominated case worker for that family – a professional that has a relationship of trust and can co-ordinate support for that family • Advocates a One Public Sector ethos of working with an emphasis on right person, right place and right time The Halcon One Team winning the Avon and Somerset Problem Solving • Stops repetitive interagency ‘hand-offs’, duplication and multiple visits to families Award 2013. The One Teams also won the 2016 IESE Silver Award for by numerous agencies, unaware of each other’s work Transforming Access to Services • Push boundaries, innovate, encourage creativity and problem solving through the ‘Think Differently, Do Differently’ mantra, to ensure better solutions are reached. “I’m so impressed with the way the model is • Focus on reducing dependency on Public Sector services and work to ensure people take personal responsibility to address their situations. working. The level of information known about • Prevent future demand and cost by addressing issues collectively and effectively. the area is exemplary and far exceeds anything Stops individuals playing agencies off against each other. I have ever seen of this type before. Similarly, • One Teams not owned or dominated by any one agency – requires collective the level of multi-agency working and blurring commitment and leadership from all partners – One Public Sector model. of professional boundaries was really refreshing • Celebrate Success, publicise achievements and promote the model and shows just what can be achieved within the • Identify and Enrol key partners that will strengthen the One Team approach and resources we have…we just need to join them up collectively deliver a better and more sustained outcome for vulnerable families • One Teams should not duplicate the work of ‘Team around the School’ meetings more and use them more effectively. I’ve come and both processes should be able to compliment and add value to each other away very fired up.... so inspiring!” where they operate in overlapping areas. 5 Trudi Grant, Director of Public Health, 20/7/15 2 How One Teams work Outcomes that One Teams deliver Outcomes are tailored for each area, dependent on local need and issues and on which • Regular meetings (1-3 times a week) attended by front-line staff from agencies able partners are involved in the One Team. These medium and long term aims then allow to contribute up-to-date information / intelligence on families or individuals and to work to be continually focussed on achieving this end and local projects and initiatives take away actions to progress resolutions and be accountable for delivering those to be developed to fill gaps. actions. • A One Team Co-ordinator who keeps overview and tasks staff with actions to Typical Medium Term Outcomes (measurable over 3 – 5 years) progress resolutions. An Admin Support Officer to minute meetings and provide • Reduction in safeguarding concerns (referrals at Tiers 3 and 4) support capacity. • Reduction in school exclusions • Data sharing protocol that allows information to be shared in a safe and effective • Reduction in crime way to allow multi-agency working • Reduction in antisocial behaviour • Retaining professional expertise, specialisms and lead agency responsibilities, but acting as One Public Sector and with a focus on getting the right solution for the • Reduction in Domestic Abuse incidents family or individual • Increased uptake and completion of Drug and Alcohol programmes • Ensure effective co-ordination of community development activities to address key • Reduction in rent arrears and overall debt issues facing communities. • Increase in volunteering hours from local residents • Sharp and focussed One Team meetings, task oriented and limited to one hour • Increase in uptake and completion of back to work schemes (employment, • Requires commitment and strong buy-in from all partners education, apprenticeships etc) • Confidential logs kept recording issues, actions and escalations • Increased uptake and completion of parenting courses. • Co-location of officers within the community, where possible • Reduction of incidents of killed and seriously injured in fire • Reduction in volume of repeat demand from prolific service users • Increasing number of local residents that through support and development have become community leaders (e.g. through positions of responsibility in community)

The local Silver One Team governance group will be responsible for agreeing which targets can be adopted for each One Team, dependent on local issues and partner engagement. Individual case studies will also be used as a means of learning and improving practice.

Together Team, East Bridgwater

How One Teams work Outcomes that One Teams deliver Outcomes are tailored for each area, dependent on local need and issues and on which • Regular meetings (1-3 times a week) attended by front-line staff from agencies able partners are involved in the One Team. These medium and long term aims then allow to contribute up-to-date information / intelligence on families or individuals and to work to be continually focussed on achieving this end and local projects and initiatives take away actions to progress resolutions and be accountable for delivering those to be developed to fill gaps. actions. • A One Team Co-ordinator who keeps overview and tasks staff with actions to Typical Medium Term Outcomes (measurable over 3 – 5 years) progress resolutions. An Admin Support Officer to minute meetings and provide • Reduction in safeguarding concerns (referrals at Tiers 3 and 4) support capacity. • Reduction in school exclusions • Data sharing protocol that allows information to be shared in a safe and effective • Reduction in crime way to allow multi-agency working • Reduction in antisocial behaviour • Retaining professional expertise, specialisms and lead agency responsibilities, but acting as One Public Sector and with a focus on getting the right solution for the • Reduction in Domestic Abuse incidents family or individual • Increased uptake and completion of Drug and Alcohol programmes • Ensure effective co-ordination of community development activities to address key • Reduction in rent arrears and overall debt issues facing communities. • Increase in volunteering hours from local residents • Sharp and focussed One Team meetings, task oriented and limited to one hour • Increase in uptake and completion of back to work schemes (employment, • Requires commitment and strong buy-in from all partners education, apprenticeships etc) • Confidential logs kept recording issues, actions and escalations • Increased uptake and completion of parenting courses. • Co-location of officers within the community, where possible • Reduction of incidents of killed and seriously injured in fire • Reduction in volume of repeat demand from prolific service users • Increasing number of local residents that through support and development have become community leaders (e.g. through positions of responsibility in community)

Together Team, East Bridgwater

Think Differently, Do Differently “Thank you for an inspiring & vocation affirming ‘Think Differently, Do Differently’ has been the strapline of One Teams since their inception. It reflects the ethos of continuously trying to find new and better ways morning. I think I have seen the future & it’s One to resolve the issues that face families and communities. All agencies working Team. Consider me a convert !” (Tweet, 18/11/15) in One Teams have found this challenging at different times, particularly moving Sarah Crew (Assistant Chief Constable, Avon and Somerset Police away from ‘traditional’ public sector working in vertical areas of specialism, to – responsible for Local Policing portfolio) a more horizontal ‘joined up’ approach. One Team working is never easy and continues to challenge us, but we believe the outcomes we are seeing in our 3 vulnerable communities has justified the commitment. 4 Typical Long Term Outcomes (5 – 10 years) Vision: • Reduction in proportion of households claiming worklessness benefits To work in Somerset’s most vulnerable communities and provide • Increase in educational attainment co-ordinated front-line multi-agency working to efficiently provide sustainable solutions for families and individuals that prevent • Reduction in children classified as Children in Need or on Child Protection Plans problems escalating and costs increasing to the public sector. • Reduction in ambulance call outs • Reduction in A&E admissions Principles of One Team working: • Reduction in mortality rates / increase in life expectancy • Takes a ‘whole family’ perspective, recognising that issues are complex and often • Improved sense of community cohesion and wellbeing in area relate to a wider family dynamic that needs to be addressed simultaneously • Reduction in public service demand and cost • Focuses on, and supports individuals such as vulnerable adults, as well as families. • Meets the principles of Early Help – address issues early for children, to stop them escalating and becoming more serious. Complies with the ‘Effective Support for Children and Families in Somerset’ guidance. • Provides effective Safeguarding through the immediate team and through the ability to discuss and escalate appropriately through the right channels • Knows the community, developing local knowledge and staying vigilant for significant risks and issues • Aligns with the government’s Troubled Family objectives providing incentives and sanctions for families to engage and take ownership of addressing issues; provides a nominated case worker for that family – a professional that has a relationship of trust and can co-ordinate support for that family • Advocates a One Public Sector ethos of working with an emphasis on right person, right place and right time The Halcon One Team winning the Avon and Somerset Problem Solving • Stops repetitive interagency ‘hand-offs’, duplication and multiple visits to families Award 2013. The One Teams also won the 2016 IESE Silver Award for by numerous agencies, unaware of each other’s work Transforming Access to Services • Push boundaries, innovate, encourage creativity and problem solving through the ‘Think Differently, Do Differently’ mantra, to ensure better solutions are reached. “I’m so impressed with the way the model is • Focus on reducing dependency on Public Sector services and work to ensure people take personal responsibility to address their situations. working. The level of information known about • Prevent future demand and cost by addressing issues collectively and effectively. the area is exemplary and far exceeds anything Stops individuals playing agencies off against each other. I have ever seen of this type before. Similarly, • One Teams not owned or dominated by any one agency – requires collective the level of multi-agency working and blurring commitment and leadership from all partners – One Public Sector model. of professional boundaries was really refreshing • Celebrate Success, publicise achievements and promote the model and shows just what can be achieved within the • Identify and Enrol key partners that will strengthen the One Team approach and resources we have…we just need to join them up collectively deliver a better and more sustained outcome for vulnerable families • One Teams should not duplicate the work of ‘Team around the School’ meetings more and use them more effectively. I’ve come and both processes should be able to compliment and add value to each other away very fired up.... so inspiring!” where they operate in overlapping areas. 5 Trudi Grant, Director of Public Health, 20/7/15 2

Typical Long Term Outcomes (5 – 10 years) Vision: • Reduction in proportion of households claiming worklessness benefits To work in Somerset’s most vulnerable communities and provide • Increase in educational attainment co-ordinated front-line multi-agency working to efficiently provide sustainable solutions for families and individuals that prevent • Reduction in children classified as Children in Need or on Child Protection Plans problems escalating and costs increasing to the public sector. • Reduction in ambulance call outs • Reduction in A&E admissions Principles of One Team working: • Reduction in mortality rates / increase in life expectancy • Takes a ‘whole family’ perspective, recognising that issues are complex and often • Improved sense of community cohesion and wellbeing in area relate to a wider family dynamic that needs to be addressed simultaneously • Reduction in public service demand and cost • Focuses on, and supports individuals such as vulnerable adults, as well as families. • Meets the principles of Early Help – address issues early for children, to stop them escalating and becoming more serious. Complies with the ‘Effective Support for Children and Families in Somerset’ guidance. • Provides effective Safeguarding through the immediate team and through the ability to discuss and escalate appropriately through the right channels • Knows the community, developing local knowledge and staying vigilant for significant risks and issues • Aligns with the government’s Troubled Family objectives providing incentives and sanctions for families to engage and take ownership of addressing issues; provides a nominated case worker for that family – a professional that has a relationship of trust and can co-ordinate support for that family • Advocates a One Public Sector ethos of working with an emphasis on right person, right place and right time The Halcon One Team winning the Avon and Somerset Problem Solving • Stops repetitive interagency ‘hand-offs’, duplication and multiple visits to families Award 2013. The One Teams also won the 2016 IESE Silver Award for by numerous agencies, unaware of each other’s work Transforming Access to Services • Push boundaries, innovate, encourage creativity and problem solving through the ‘Think Differently, Do Differently’ mantra, to ensure better solutions are reached. “I’m so impressed with the way the model is • Focus on reducing dependency on Public Sector services and work to ensure people take personal responsibility to address their situations. working. The level of information known about • Prevent future demand and cost by addressing issues collectively and effectively. the area is exemplary and far exceeds anything Stops individuals playing agencies off against each other. I have ever seen of this type before. Similarly, • One Teams not owned or dominated by any one agency – requires collective the level of multi-agency working and blurring commitment and leadership from all partners – One Public Sector model. of professional boundaries was really refreshing • Celebrate Success, publicise achievements and promote the model and shows just what can be achieved within the • Identify and Enrol key partners that will strengthen the One Team approach and resources we have…we just need to join them up collectively deliver a better and more sustained outcome for vulnerable families • One Teams should not duplicate the work of ‘Team around the School’ meetings more and use them more effectively. I’ve come and both processes should be able to compliment and add value to each other away very fired up.... so inspiring!” where they operate in overlapping areas. 5 Trudi Grant, Director of Public Health, 20/7/15 2 Introduction Governance For One Teams to be effective in Somerset they will require an overarching county- One Teams have been working in Somerset since the Halcon One Team was first wide governance body to provide a strategic steer and keep oversight on delivery and established in 2013. They are structured on an award winning model that provides outcomes and to provide a strategic input to common issues that Somerset One Teams an effective means of agencies working closely together to support vulnerable are unable to resolve. The Safer Somerset Partnership has agreed to fulfil this role. communities and to reduce overall demand on the public sector. This document outlines what One Teams are, how they work, the outcomes they achieve and the More locally, a ‘Silver’ One Team Board is needed to include management places where they operate in Somerset. We invite public sector partners to come representation from local delivery partners to be able to oversee One Teams in their and participate in your local One Team meetings and help us support our vulnerable area, agree local outcomes and address operational issues that arise. Typically Silver communities. governance would operate across a District geographical area.