FAMILY
INTERVENTION
PROJECTS
A TOOLKIT FOR LOCAL
PRACTITIONERS
CONTENTS
Introduction p 3-4
Who do Family Intervention Projects target and why? p 5
How do Family Intervention Projects work? P 6-8
The evidence for Family Intervention Projects p 9
Step by step guide to establishing a Family Intervention p 10-17 Project
Annexes
Sample Family Intervention Project worker job description Annex A
Standard referral form Annex B
Assessment report checklist Annex C
Sample behaviour contract Annex D
Closure review form Annex E
INTRODUCTION
Family Intervention Projects (FIPs) are a tried and tested way of working with some of the most challenging and anti-social families in society. These are families whose behaviour destroys communities. They also have a complex range of issues themselves. Traditional models of service delivery have not been working, either to stop unacceptable behaviour or tackle the families’ challenges, and the result is that considerable resources are wasted. By contrast the assertive approach FIPs take to challenging unacceptable behaviour and co-ordinating the work of local services is a cost effective way of providing respite from anti-social behaviour and getting the families
themselves back on track.
A handful of FIP style projects have been running for many years in places like Dundee, Manchester and Bristol. However, their approach has not been replicated. In the Respect Action Plan, launched January 2006, the
Government committed to establishing a national network of FIPs. In April 2007 we announced that projects were operational in 53 local authority areas and already working with around 500 families. These projects should reach full capacity by the end of 2007, when they will be working with around 1000 families.
These are families that in the past have often been given up on by many agencies. But now we can offer them the right blend of challenge and support to become decent members of their community, and give their children the opportunity to grow up with a chance in life. Doing this will stop anti-social behaviour and deliver on a broad range of key policy priorities – tackling homelessness, delivering the Every Child Matters outcomes, ensuring neighbourhood renewal.
Tackling anti-social behaviour and its causes requires a wide ranging
response across local services – based on a ‘twin track’ of support to change behaviour and enforcement action where appropriate. FIPs can be an
important element of that local strategy. Therefore we believe that the person responsible for anti-social behaviour should be the key official in developing local proposals for a FIP. That person will be best placed to ensure that FIPs are targeting the right families and all local agencies are working to change their behaviour.
This toolkit, produced by the Respect Task Force, is designed to help these people and other frontline practitioners, managers, and commissioners of services by providing guidance to help develop local proposals for a FIP. It will also be of benefit to staff in the 53 areas that have established FIPs already as they develop and review their services.
In time we expect to produce an updated version of the toolkit. However, the advice in the toolkit is based on experience in over 50 projects and has been written by practitioners with over 10 years experience working in FIPs.
WHO DO FAMILY INTERVENTION PROJECTS TARGET AND WHY?
Family Intervention Projects (FIPs) are targeted at the most challenging and anti-social families. These are few in number, but can cause disproportionate disruption and damage to the communities in which they live. Previous
research1 on six broadly similar projects in the north-west showed that 70% of the families had members who had engaged in youth nuisance, 54% were associated with more general neighbour conflicts whilst 43% had committed property damage. Almost a quarter (24%) of families had members with an Acceptable Behaviour Contract (ABC) and 16% had members with an Anti-Social Behaviour Order (ASBO). Very early findings from the monitoring of families FIPs are working with shows that a significant percentage have members who are engaged in the criminal justice system.
In addition the families themselves typically have entrenched problems. Evidence 2 shows that:
Almost nine out of ten (89%) families had some form of threat to their
tenancy including 14% who were homeless or at immediate risk of homelessness at the time of their referral.
Poor mental or physical health and/or substance misuse affected 80%
of adults.
In 94% of families there were schooling concerns with at least one child.
A high proportion were claiming Income Support (89%) and Housing
Benefit (87%).
The families targeted by FIPs will be known to, and receiving services from, a range of agencies, such as police, council community safety and anti-social behaviour teams, housing, children’s services including social care, youth offending teams, educational welfare, mental health services, drug and alcohol services and Jobcentre Plus. However, the range of agencies
involved, the individual basis on which services are offered and the absence of a compulsion to engage with support mean that these are often ineffective.
That means that the wider community continue to experience unacceptable levels of anti-social behaviour which can destroy people’s enjoyment of their home and public space and undermines community spirit. It also means that the families themselves become socially excluded and sometimes homeless. In particular children’s physical and emotional development and educational attainment can be severely damaged. The financial cost of these failings is also significant – it is estimated that the cost of dealing with these families can be up to £250-350,000 per family per year3.
1 Communities and Local Government (2006) ‘Anti-social Behaviour Intensive Family Support Projects: An evaluation
of six pioneering projects’. Department for Communities and Local Government: London.
2 Communities and Local Government (2006) ‘Anti-social Behaviour Intensive Family Support Projects: An evaluation
of six pioneering projects’. Department for Communities and Local Government: London.
3Communities and Local Government (2006) ‘Anti-social Behaviour Intensive Family Support Projects: An evaluation
HOW DO FAMILY INTERVENTION PROJECTS WORK?
There are different types of delivery models – outreach support to families in their own home, support in a non-secure tenancy located in the community and 24 hour support in a residential unit where the family live with project staff. In addition exactly how FIPs operate varies from place to place. However, all FIPs share distinct features. They use an assertive and persistent style of working to challenge and support problem families to
address the root causes of their anti-social behaviour. Their specific objectives are to:
Stop anti-social behaviour and incidents of offending behaviour.
Prevent cycles of homelessness and provide sustainable routes back
to settled housing for families.
Help achieve the five Every Child Matters outcomes for children and
young people, with a specific focus on:
Improving children and young people's attendance and
behaviour at school, reducing the level of truancy and exclusion.
Reducing the prevalence of teenage pregnancy and tackling
broader sexual health issues.
Reducing alcohol, drug and volatile substance abuse of both
children and young people and their parents as well as a focus on other key public health areas such as obesity and smoking.
Reducing the number of young people not in education,
employment or training.
Help to deliver the Government’s priority of halving Child Poverty by 2011, as a milestone towards eliminating it by 2020 and improving child support.
The way that FIPs work to deliver these goals can be summarised in a
number of key principles which apply wherever a FIP operates. The principles should also apply to work with the most anti-social families more generally.
Work with the most challenging families who persistently
perpetrate anti-social behaviour. Families suitable to work with FIPs will have one or more members who are facing enforcement action and will often be facing the risk of losing their home as a result of anti-social behaviour. The immediate priority must always be to stop the anti-social behaviourand bring respite to the local community. Working with these families can be difficult - members may be intimidating or
A ‘twin track’ of enforcement and support. Changing the behaviour of these most challenging families it is not a question of offering either support or enforcement in isolation. The proven success of FIPs is based on systematically linking enforcement and support to provide families with the motivation and opportunities to change. FIPs provide intensive, structured, support – sometimes under 24 hour a day supervision. They ensure that families get the support from both mainstream and specialist services which has often been lacking. However, this support is conditional on families accepting responsibility for their own actions, engaging with the FIP and changing their
behaviour. Families must see that not doing so has significant consequences.
Take a whole family approach. Traditional service delivery often focuses on individuals and can be ineffective in tackling the underlying issues within families which may be causing anti-social behaviour and undermining the support offered. FIPs ensure that a whole family approach is taken. For example there are obvious links between a parent’s alcohol misuse and their inability to get children to school fed and on time. Similarly anti-social behaviour by children and young people may be addressed effectively through a course teaching the parent parenting skills. In fact improving parenting skills will nearly always be a core part of the FIP support package. There is strong evidence that parenting programmes can improve parenting skills and have lasting effects in reducing bad behaviour, even in cases where parents are initially reluctant to accept help. Support provided should stop anti-social behaviour in the short term and tackle household issues that may contribute to that anti-social behaviour.
Key worker must ‘grip’ the family. Families who work with FIPs will already be known to and working with services but have not been forced to engage effectively or change their unacceptable behaviour. The lead FIP key worker should use a persistent and assertive working style to ensure families stick to the agreed contract and change
behaviour. For example families may need regular prompting, even collection, to ensure that they attend appointment with services. These are intensely practical projects which focus on providing a routine for those living in chaotic circumstances - getting children up and fed in the morning, clearing up, preparing meals and bed times. Families are often learning these for the first time. Families report that day to day skills such as cooking, hygiene and daily routines had often been taken for granted by other agencies. Key workers have also provided
practical support like cleaning or mending appliances to make homes liveable, backed up by clear cleanliness standards checked daily. This is typical of the ‘hands on’ approach that may be needed.
Key worker must ‘grip’ other agencies. Families working with FIPs will be engaged with a wide range of services - we are aware of cases where up to 19 different agencies are involved. All can play an
THE EVIDENCE FOR FAMILY INTERVENTION PROJECTS
FIPs work. There is clear evidence that intensive support and supervision to the most challenging and anti-social families alongside clear sanctions where necessary, can stop entrenched anti-social behaviour and improve life
chances.
In a two year evaluation of the NCH Scotland Dundee Families Project in 20014 59% of cases were deemed successful (i.e. the main goals were achieved). The greatest success was seen in cases taken into the core unit (83%) and dispersed tenancies (82%) with a slightly lower rate of success in outreach cases (56%). The evaluation highlighted 3 key outcomes:
The reduction of anti-social behaviour, including crime.
The avoidance of high cost options, such as eviction and children being taken into local authority care and,
The promotion of quality of life, both for individual families and the wider community.
Sheffield Hallam University evaluated 6 broadly similar projects in the north-west5,6. At the point at which they exited the project, complaints about ASB had ceased or reduced for 85% of families. In addition, for 90% of families project workers felt that either there had been no complaints to the police or the number of complaints had reduced after engaging with the project. In nine out of ten (92%) cases there was either no risk to the community or the risk had reduced by the time families exited the project.
There were also positive consequences for the families themselves. Workers reported that in four out of five cases families’ tenancies had been
successfully stabilised with a similar percentage of cases also being assessed as having a reduced risk of homelessness. 53% of children showed
improvement in their physical health and 40% showed improvement in their mental health after intervention. 36% of families whose children had schooling concerns showed an improvement. In 48% of cases there had been a
reduction in the likelihood of family breakdown.
FIPs are a cost effective way of tackling the problems of the most challenging families. The average project costs range from around £8,000 per family per year for those receiving outreach help in their homes or living in managed properties to around £15,000 per family per year for a place in a residential core unit. In comparison where these families do not enter a FIP the cost to the taxpayer can be between £250,000 and £350,0007 per family per year.
4 Dillane, J., Hill, M., Bannister, J., and Scott, S. (2001). ‘Evaluation of the Dundee Families Project’. University of Glasgow.
5 Communities and Local Government (2006). ‘Anti-social behaviour intensive family support projects: an evaluation
of six pioneering projects for families at risk of losing their homes as a result of anti-social behaviour’. Housing Research Summary, 230.
6 Communities and Local Government (2006) ‘Anti-social Behaviour Intensive Family Support Projects: An evaluation
of six pioneering projects’. Department for Communities and Local Government: London.
7Communities and Local Government (2006) ‘Anti-social Behaviour Intensive Family Support Projects: An evaluation
STEP BY STEP GUIDE TO ESTABLISHING A FAMILY INTERVENTION PROJECT
This section of the toolkit provides a step by step guide to the processes that local authorities and their partners will need to go through in order to establish a Family Intervention Project (FIP). It is a broadly chronological summary of the process, key elements of which are outlined in Figure 1.
Experience has shown that it is perfectly possible to move from drawing board to working with families within 6 months, although in some cases core
residential accommodation may take longer to get up and running. The advice given in this guide is supported by example materials included as annexes.
Figure 1. Establishing and running a Family Intervention Project.
1. ASSESS NEED
2. STRATEGIC BUY IN
3. AGREE KEY ASPECTS OF PROJECT
4. REFERRAL RECEIVED
5. REFERRAL MEETING
6. ASSESSMENT
7. ASSSESSMENT REVIEW MEETING
8. AGREE BEHAVIOUR CONTRACT WITH FAMILY
9. REVIEWS
10. CLOSING A CASE
11. MONITORING AND EVALUATION
There are no hard and fast rules about levels of need and many areas will benefit from establishing a FIP. Areas have assessed local need in a number of ways – primarily by comparing local caseloads with the referral criteria for FIPs. As a minimum, it is recommended that families must be referred to the FIP when one or more of the following criteria are met:
The family are at risk of eviction due to anti-social behaviour.
One or more individuals within the family are currently subject to enforcement actions for anti-social behaviour.
The family are excluded from mainstream housing, with a previous
history of homelessness due to anti-social behaviour.
Any child or young person within the household is at risk of being taken into care because of anti-social behaviour.
As a ‘rule of thumb’ a typical annual caseload for a FIP is 20 so if the assessment identifies more families than this areas should give serious consideration to establishing a FIP. Even where there is not need for a FIP this exercise should highlight families where applying FIP principles could improve outcomes. Information from police, council community safety and anti-social behaviour teams, housing, children’s services including social care, youth offending teams, educational welfare, mental health services, drug and alcohol services and Jobcentre Plus should highlight whether there is local need for a FIP.
2. Strategic buy in
It is important that there is commitment to the FIP across all relevant
agencies. Many areas who have established FIPs have established strategic steering groups and operational groups to manage the implementation. However, these roles may be delivered by existing multi-agency forums. What is important is that all agencies who could be involved in working with families are signed up to the key principles about how the FIP will operate.
3. Agree key aspects of project
Delivery model
There are three distinct models for delivering FIPs and a key decision is the model, or combination of models, that will be appropriate locally. The exact mix of provision will be determined by the level and intensity of local need. However, given the increased levels of success in residential accommodation all FIPs will need a residential element of some kind. The three models are:
enforcement measures. It is likely that the family home will be at risk as a result of anti-social behaviour. A family in receipt of an outreach service would be visited by FIP staff within their own home a minimum of three times a week. It will be possible to offer outreach services in all locations.
DISPERSED UNIT: medium/high outreach support services and a non–secure tenancy in a managed unit of accommodation in the community. This support and accommodation service would be offered on the same criteria as outreach but where the families’
behaviour is so serious that to remain in their present accommodation would place an unacceptable burden on the local community. They are likely to have had numerous previous tenancies across sectors and may not currently have permanent accommodation or accommodation suitable for children. The type of tenancy agreement in the dispersed unit would be dependent on the landlord organisation but during the period of project intervention would be non-secure in nature. If the family engage with support and change their unacceptable behaviour they would be offered the option to accept the tenancy on a more secure basis.
A family in receipt of this service would typically be visited by FIP staff in their managed unit of accommodation at least daily. Visits should be flexible and cover key points in the day such as getting up, mealtimes and bedtimes. They are likely to need to be significantly more frequent early on in families’ engagement.
In developing a dispersed service consideration should be given to the availability of accommodation from a range of registered social
landlords, whether properties are available as required and the proximity of properties to key local facilities such as schools.
CORE UNIT: high level support and supervised accommodation within a residential core unit where families live alongside project staff on site. The key distinction between families best accommodated in core versus dispersed accommodation is the complexity of their needs. In both cases serious anti-social behaviour makes continuation in current accommodation intolerable. However, families who require core accommodation are likely to face serious family dysfunction, homelessness, child protection issues, mental health, substance abuse and chaotic lifestyles. To address their behaviour will require the highest levels of support and supervision on a twenty four hour basis. The family would receive a non secure tenancy. If they engage and agreed outcomes are met they would be offered dispersed
accommodation.
A family in receipt of this service would receive twenty-four hour
by daily unstructured observation sessions at key times of the day such as getting up, mealtimes and bedtimes.
FIPs have found that it is most effective to work with small clusters of challenging and anti-social families. Provision varies around the
country but typically that has meant that core units have the capacity to house no less than 2 and no more than 6 families with 3-4 being
optimum. In identifying a suitable property consideration should also be given to the size of family units within the core unit, links to local
amenities including schools and health centres and its relationship to other properties in the area.
Family intervention project team
When recruiting a FIP team a balance of skills and experience is important. Existing FIP teams typically comprise staff from a range of professional backgrounds such as housing, homelessness, child protection and social work. However, working with families engaged with FIPs can be difficult and ensuring that project staff have the right personal skills and attitude is as important as professional background. Staff will need to be assertive and comfortable challenging people about their behaviour and applying sanctions. Above all they will need to be committed to working with some of the most challenging and anti-social families in society.
A sample job description for a FIP worker, based on those used in existing projects is included at Annex A.
Funding
Local agencies will be expected to reprioritise mainstream funds and resources to deliver FIPs. Funding for existing projects has been provided locally from a range of sources including Supporting People, Neighbourhood Renewal Fund, resources pooled via Local Area Agreements and mainstream funding. For FIPs with a residential component, a rental income may be achieved, through charging of rents for furnished accommodation.
4. Referral received
Referral criteria should be agreed at the outset and should incorporate the key criteria outlined on page 12 as well as any locally agreed criteria. Referrals to the FIP should be encouraged from any statutory or voluntary agency,
registered social landlord or by families themselves. Standard referral forms should be used and an example is attached at Annex B. Consent for the sharing of information should be included on referral forms as a condition of engaging with the FIP and these should be signed prior to the
commencement of any work.
At this stage a risk assessment should be carried out covering the safety of project workers when visiting families in their own home.
Prior to the referral meeting, the key worker should visit the family to offer information about the FIP, explain the key worker role and answer any questions the family may have. This initial visit is an opportunity to engage with the family and begin to build a relationship.
5. Referral meeting
The purpose of the referral meeting is to secure agreement from the family to work with the FIP and commitment from relevant agencies to participate in work relating to the family. The family, key worker and all relevant agencies should attend. The meeting should be chaired by the key worker. The background to the case and reasons for referral should be discussed. The outcome of the meeting should be to gain agreement from the family to undertake an assessment.
Ideally families should choose to work voluntarily with the FIP. A direct but supportive approach by the key worker will encourage this. A comprehensive and professional assessment should identify factors which will motivate the family to change and identify the most appropriate type of intervention to meet their needs and help them change their behaviour.
The consequences of refusing to engage with the FIP should be made clear and supported by all agencies. Families should receive a clear and consistent message that local authorities and other agencies will continue with
enforcement action to protect children and the wider community. Where families do not engage it is important that action does follow.
6. Assessment
To ensure the right package is in place the whole family need to engage with a comprehensive assessment.
The Common Assessment Framework (CAF) is a nationally standardised approach to conducting an assessment of the needs of a child or young person and deciding how they should be met. The CAF should be the initial method of assessing the needs of a child or young person referred to a FIP. The CAF forms can be found at www.dcsf.gov.uk.
7
. Assessment review meeting
The assessment review meeting is to feed back to the agencies involved with the family the outcome of the assessment and agree input to the family’s behaviour contract. It should be attended by the family, all agencies working with them and be chaired by the key worker.
8. Agree behaviour contract with the family
The behaviour contract is an agreement between the family, the FIP and any other agencies who are contributing to the support package. The contract should clearly identify the input, processes, outcomes and sanctions. For example, it should detail the type of support to be offered and how it will be delivered; by which agency; on what day and how often; the intended
outcome of the described piece of work; and the sanctions should the family refuse to engage or change behaviour. Behaviour contracts are working documents and should be subject to regular review.
The behaviour contract should be seen as a personal commitment between the family and the key worker about support that will be offered and behaviour that is expected. It should be signed by all members of the family. Before signing families should be clear about the impact of the contract on their tenancy and benefit status and an assessment should have been carried out by the key worker considering issues such as the accommodation mix in residential provision, school attendance and the impact of the family’s
behaviour on the local community. An example behaviour contract is at Annex D.
FIPs are not a substitute for the efforts of other agencies. By prioritising the need to change behaviour, projects can help other agencies whose work should be part of the agreed support package. For example, if children’s services are working with a child their work can contribute to a regularly reviewed behaviour contract, co-ordinated and led by the FIP key worker. In such cases, the lead professional would retain their statutory role but would benefit from the comprehensive, multi-agency, input facilitated by the FIP.
To maintain the credibility of the project and to be effective at delivering FIP goals unacceptable behaviour, either failure to comply with the terms of the contract, or in other areas should result in sanctions. There are a wide range of sanctions available to projects and FIPs currently working have been imaginative in their application.
Sanctions for relatively minor breaches or incidents could include the removal of rewards or incentives such as attendance at specific activities, removal of privileges such as computer or television access, or imposition of an early curfew and restrictions on visitors.
Behaviour Contracts, Anti-Social Behaviour Orders, Tenancy Demotions, Injunctions and Notice of Possession and these should be applied as
necessary. A number of powers such as Parenting Contracts and Orders and Drug Treatment Orders can be used to direct individuals to engage with support services where they are not willing to do so voluntarily and their behaviour is problematic. A summary of how each power works is available in
A Pocket Guide to Tools and Powers which can be accessed at
www.respect.gov.uk. It may also be necessary to use criminal proceedings as sanctions where appropriate.
There are wider powers available to the range of agencies working with FIPs and all of these should also be considered. In extreme cases where the family are not co-operating or changing their behaviour these may include care proceedings.
9. Reviews
Reviews should be called no less than every eight weeks and should be attended by the family and those agencies contributing support as detailed in the behaviour contract. The purpose of reviews is for the family and agencies to consider progress and amend the behaviour contract accordingly. They should be chaired by the key worker and minuted.
10. Closing a case
Cases should only be closed where there is agreement and clear evidence that the families anti-social behaviour has stopped and that they have made sustainable changes to their lives. Every FIP should devise an exit strategy to ensure that work with a family ends in a planned and co-ordinated way. It is important to ensure that families are confident that they can manage their new tenancy without the high level of support they have been receiving from the FIP and that agencies feel confident that they have the skills to do so.
A closure meeting should be held - attended by the family, all agencies
involved with the family and chaired by the key worker. The key worker should present a final closure form, detailing the original issues affecting the family, work undertaken with them and the outcomes. At this stage a formal
assessment of ongoing needs the family may have should be carried out. For example, where families will be moving to, what services, if any, agencies working with the FIP will continue to provide and whether signposting to further specialist or mainstream services is necessary.
A sample closure form is included at Annex E.
11. Monitoring and evaluation
packages put in place, changes in anti-social behaviour observed, risk factors and housing situation.
Annex A
SAMPLE FAMILY INTERVENTION PROJECT WORKER JOB DESCRIPTION
Department:
JOB TITLE: Family Intervention Project Worker
MANAGED BY: Family Intervention Project Manager
Purpose of the Job
To case manage referrals to the Family Intervention Project (FIP). In partnership with families and other agencies undertake assessments to identify the root causes of anti-social behaviour, blocks to effective tenancy and other life problems. To provide and co-ordinate intensive and structured support and intervention to families to help them change their behaviour on both an outreach and residential basis.
Key Responsibilities
1. To receive referrals to the FIP in cases of serious anti social behaviour. 2. To carry out assessments on families referred to the project.
3. To plan, deliver and review support packages designed to assist families reduce anti-social behaviour and maintain tenancies.
4. To liaise closely with appropriate agencies to ensure a high standard of service to families within support packages.
5. To take a proactive approach towards case management. This may require working outside of normal office hours, including some weekend work.
6. To provide advice and support to appropriate agencies in dealing with anti-social behaviour and cases of neighbour nuisance.
7. To identify additional links and support in the community for families involved in the FIP.
8. To maintain an up to date knowledge of relevant housing, civil and criminal law in relation to anti-social behaviour.
Annex B
Family Intervention Project
Referral Form
1. Referrer Details
Name
Referring Agency
Agency Address
Telephone Number
Email Address
Date of Referral
2. Family Members (including first names)
3. Current Address
4. Length of stay at this address
5. Type of accommodation (Please tick)
Temporary Permanent
Local authority Registered social landlord
Private rented sector Owner occupier
6. Are the family facing any legal proceedings that threaten their tenancy?
7. Anti-social behaviour concerns
Vehicle related nuisance Noise nuisance Rowdy behaviour
Intimidation / harassment Vandalism Neglect of home
Other (please specify)
………...
8. Number of complaints concerning anti-social behaviour received in last six months
9. Briefly describe the impact the family has had on the local community:
10. What anti-social behaviour enforcement action has been taken against whom and by which agency?
Date Family Member Action Agency
11. Briefly describe the work your agency has undertaken with the family:
12. What other agencies are engaged with the family?
Family member Agency Agency contact Contact details
13. Are any of the children on the child protection register?
Yes No Not Known
Full name of child/ren Date of registration & category
14. Have any of the children previously been on the child protection register?
Yes No Not Known
Full name of child/ren Date of registration & category
15. Educational Issues
Have any of the children been excluded from school? Please give details (name of child, dates, name of school)
Yes No
Any history/current truancy? Please give details (name of child, dates, name of school)
Yes No
17. Any known criminal convictions?
Yes No Not known
Please give details
18. Other Concerns (please include anything else that you feel might be useful to know about the family – for instance: mental and physical health issues, parenting issues, discrimination or crime against the family, teenage pregnancy, child protection issues, relationship between family members etc.)
19. Any rent arrears/ rechargeables?
Yes No
How much outstanding? £
Is there a direct payment plan?
Yes No
21. Referrer signature
Signed Date
22. Family signature(s)
I/we agree to this referral and to the personal information that I/we have given being shared with the Respect Families Intervention Project and other relevant organisations.
Information will be used to assess your family’s suitability for the RFIP.
Signed Date
Signed Date
Office use only
Date received Method of receipt Post Fax Other
Reference No Date of allocation
Please return this form to: Project Manager
Respect Families Intervention Project Caseyville
Any town Anywhere
Annex C
FAMILY INTERVENTION PROJECT ASSESSMENT REPORT CHECKLIST
This form provides a checklist for carrying out assessments of families referred to a Family Intervention Project. It outlines information that FIP staff should ensure they have before considering what the behaviour contract with the family should include.
1. FAMILY COMPOSITION
This should include:
Details of family members living in and out of the household
Details of any significant members of the extended family.
2. KEY CONTACTS
This should include
Details of referrer and date, anti-social behaviour officer, housing contact, children’s services and adult social services workers any other key agencies involved
3. BACKGROUND TO REFERRAL
This should detail:
Who referred and a brief account of the presenting problem, ie the circumstances which led to the referral, along with, where possible, the referrer’s expectations.
It should provide a comprehensive summary of anti-social
behaviour that has led to the referral, its impact on the wider community and any enforcement action taken. It should also highlight any criminal proceedings against family members.
4. BASIS OF REPORT
This section should detail
The number of visits to the family to inform the assessment
involved in the assessment, and
The time taken to complete the assessment.
It should also detail contact with other agencies involved, and any agency records used to inform the assessment.
5. FAMILY CIRCUMSTANCES
Environment
This should include:
A description of the housing situation: house type, size, area, whether housing is adequate for the family’s needs; do all children have their own rooms, if not, who shares?; is there overcrowding?
Other factors to consider should include:
Is the house adequately furnished and heated?
Are there any concerns over hygiene?
Are there any concerns over safety?
Are there any maintenance issues – repairs?
Proximity of local amenities eg shops.
This section should also include a tenancy history, with dates/length of stay and reasons for any moves.
Finance
What is the source and extent of the family’s income?
What about outgoings?
Is there enough money for food, heat/light, rent, clothing?
Do the family manage on their income, and if not, is there any debt? How much are repayments agreed?
6. FAMILY HISTORY
This should be a chronological account of significant events in the life of the family, and the impact of these on the family, or individual members, eg did an older child react to a new baby? It should detail both positive and negative events, as perceived by the family, eg births may not always be seen as positive.
Take account of previous partners and any changes associated with their coming or going.
Are the family able to attribute the current difficulties to specific events or circumstances?
7. ADULT PROFILES
These should include brief personal histories, detailing significant events and their impact. Attention should be given to qualitative factors, such as:
Experience of childhood/parenting.
Family relationships, impact of any separations.
Educational attainment.
They should also give a picture of the present, including:
Health
Are there any parental health issues, and how do they impact on parenting ability?
Mental Health/Emotional Wellbeing
Are there any mental health issues – what impact do they have? How does the parent feel about his/her situation? Are there any issues of
self-image/esteem?
Learning Disabilities
Are there any known issues? If so, how do they impact on the situation and parenting?
Substance Abuse
Is there any drug/alcohol/solvent abuse? What impact does it have on parenting and family life?
8. CHILD PROFILES
These should include brief personal histories, detailing significant events and their impact. They should give a picture of:
Health
and any historical or current health issues. Mention should be made of any periods in hospital, particularly in early years, as these could indicate issues of attachment.
Education
This section should include information on educational achievement and any difficulties that exist in terms of behaviour in school relationships within school and attendance. Mention should also be made of school history.
Emotional and Behavioural Development
This section should consider if the child’s behaviour is age appropriate, are there behavioural difficulties, and if so, is there any perceivable
explanation? How does the child respond to situations?
Identity
This section should consider whether there are any issues of culture or ethnicity or of self-image / esteem. Comment on how the child sees him / herself. This may also include interests/hobbies.
Family and Social Relationships
Consideration should be given to the child’s important relationships: parents, including estranged parents; other significant adults, possibly within the extended family; siblings. How does the child relate to family members? Comment on observations made during the assessment period. How does the child relate to others without the family?
Social Presentation
Account should be taken of age and level of development, how does the child present? How well developed are his/her social skills?
Does he/she stand out from the crowd for the wrong, or even the right reasons?
Self Care Skills
This section should include information on the dependency of the child and whether the dependency is appropriate to the child’s age. Also are there any particular issues of confidence, vulnerability or impairment?
9. FAMILY FUNCTIONING
consider include:
Relationships
How do the parents/family members relate to one another?
Are there issues of accord or discord?
Who is close to whom?
Are there any particular alliances?
How do these affect other family members?
How do the family behave towards each other?
How does this affect the atmosphere in the family?
What is the atmosphere like?
Are emotional needs met?
Routines/Boundaries
Are there well-established routines?
How effective are they?
Are there clear boundaries of behaviour?
Who sets and enforces them?
What happens when they are not observed?
Communication
How do the family communicate?
How are decisions made?
Who makes them?
Is everyone clear on reasons for decisions?
How are conflicts resolved?
Adaptability
How does the family deal with crisis?
Who takes the initiative?
What roles do family members play?
Are crises resolved satisfactorily?
10. NETWORKS
Family and community supports
11. AGENCY INVOLVEMENT
This should detail other agencies that have, or have had, an input to the family, with details of the nature and focus of involvement. Any gaps against identified needs should be highlighted.
12. FAMILY ATTITUDE TO REFERRAL
Do the family accept the grounds for referral? To what extent?
Do they give the impression that they want things to change?
Have they been willing participants in the assessment, or do they feel that they have little choice in the matter?
12. RISK ASSESSMENT
Any information provided as part of a risk assessment is likely to be subject to third party confidentiality.
This section should state whether there are any concerns regarding visits to the family home? Whether visits can be conducted alone or with workers from other agencies?
13. CONCLUSION
This should draw together an analysis of the previous content, and identify the areas of difficulty which the family are facing including how these relate to problematic antisocial behaviour for which they were referred. It is these areas which will form the basis of any work undertaken, and so will inform the behaviour contract.
Care needs to be taken to spell out clearly the areas it is proposed to address with family. Glib phrases like “monitoring anti-social behaviour”, “addressing anti-social behaviour”, or “parenting” give no real indication of what the problems are, or how the family will be supported in addressing them.
14. RECOMMENDATION
This should identify the type of service which can best address the issues identified above, the level of input required and the timescale for
Annex D
FAMILY INTERVENTION PROJECT SAMPLE BEHAVIOUR CONTRACT
FAMILY NAME: BROWN REF NO: 159
FAMILY MEMBERS INA
CHARMAINE MARK
DATE: 14.01.07
FIP KEYWORKER: EMMA STEVENS REVIEW DATE 25.02.07
FIP MANAGER: BEN ADAMSON
AIM OF PLACEMENT: To address all areas of concern relating to anti-social
behaviour including:
Vandalism
Disputes with neighbours
Intimidating language to neighbours and in
school
To sign the tenancy over to the family once the terms of this contract have been met.
TYPE OF PLACEMENT: Dispersed
KEY ISSUES TO BE
ADDRESSED: Poor parenting skillsNeighbour conflict
Maintenance of tenancy
Appropriate behaviour and language within the
community
School attendance
IDENTIFIED FAMILY
STRENGTHS Willingness to co-operate and make appropriate use of support/advice given by agencies involved.
Willingness to take on board concerns/issues
AGREED TASKS
METHODS TO BE USED
WHAT WILL BE DONE, BY WHOM
AGREED TASKS
METHODS TO BE USED
WHAT WILL BE DONE, BY WHOM
WHEN AND WHERE IT WILL TAKE PLACE DESIRABLE CHANGES TIMESCALE SANCTIONS to be applied where necessary (Education Support Worker) on work missed Mark and Charmaine (elder child) to stop vandalism and harrassment of members of the community Mark and Charmaine not to associate with Tom Stephens and Alan Ward Group work with
children Issues to be addressed:
AGREED TASKS
METHODS TO BE USED
WHAT WILL BE DONE, BY WHOM
AGREED TASKS
METHODS TO BE USED
WHAT WILL BE DONE, BY WHOM
AGREED TASKS
METHODS TO BE USED
WHAT WILL BE DONE, BY WHOM
WHEN AND WHERE IT WILL TAKE PLACE DESIRABLE CHANGES TIMESCALE SANCTIONS to be applied where necessary One to One Planning for the future: identifying skills and strengths, potential training opportunities Jack Williams (Job Centre Plus) Fortnightly appointments until training is secured and develop healthy interests and productive leisure time. For Charmaine to undertake employment training with a view to securing employment Training to begin with 3 months with long term goal of Charmaine entering employment within 9 months Planned home
visits to family Family session To follow up as a group any issues that arise from living together
Emma Stevens (Key worker)
Family home -
This family behaviour contract is made on 14.01.07 between the Brown Family and the Family Intervention Project.
I, Ina Brown, commit to comply with the terms of this behaviour contract and understand the consequences of failing to comply
Signed ……….. 14.01.07
I, Charmaine Brown, commit to comply with the terms of this behaviour contract and understand the consequences of failing to comply
Signed ……… 14.01.07
I, Mark Brown, commit to comply with the terms of this behaviour contract and understand the consequences of failing to comply
Signed ……….. 14.01.07
I, Emma Stevens, commit to ensure that the Brown family receive the support services outlined in this behaviour contract and to review and enforce the contract regularly with the Brown family and other local agencies.
To be signed by all relevant agencies
I commit to provide the Brown family with the services agreed in this behaviour contract and to work with Emma Stevens to review and enforce the contract as appropriate.
NAME Signature TITLE DATE
Ben Adamson Senior Project Worker 14.01.07
Alison Wallace ASB Worker 14.01.07
Alan Petrie Social Worker 14.01.07
PC Jim Boyd Police Constable 14.01.07
Jack Williams Job Centre Plus 14.01.07
Farah Muhammed
Youth Resource Worker
14.01.07
Lucy Dyer Education Support
Worker
Annex E
FAMILY INTERVENTION PROJECT CLOSURE REVIEW FORM
FAMILY: DATE:
REF: DATE OF
LAST REVIEW:
REASON FOR REFERRAL:
REFERRING AGENCY:
OTHER AGENCIES INVOLVED:
NEEDS IDENTIFIED AT INITIAL ASSESSMENT & REVIEWS:
SIGNIFICANT EVENTS OR CHANGES IN PEOPLE AND CIRCUMSTANCES:
SUMMARY OF WORK DONE:
GOALS NOT ACHIEVED AND WHY:
FAMILY’S DEFINITION OF CURRENT SITUATION:
Housing:
Social Services:
Other:
DO FAMILY AGREE TO CLOSURE?
DO OTHER AGENCIES AGREE TO CLOSURE?
HAVE THE FAMILY BEEN PROVIDED WITH CONTACTS FOR MAINSTREAM SERVICES - HOUSING, GP ETC?
REFERRAL TO OTHER AGENCIES WITH REASONS:
REASON FOR CLOSURE:
FAMILY INFORMED DATE: HOUSING INFORMED DATE:
SOCIAL SERVICES INFORMED DATE: OTHER INFORMED DATE:
IF CLOSURE REVIEW FORM UNSIGNED BY SERVICE USERS PLEASE STATE REASONS WHY:
Signed: Service User(s)
FIP Worker: Date:
Date:
