Essex Partnership Board Main Slidepack 17.06.14

Report
Essex Partnership Board
17th June 2014
Agenda
Time
Title/Description
Lead
13:30
Welcome and Introduction
Cllr David Finch
13:35
Vision and Strategic Plan

Agreeing a Strategic Plan for Public Service Reform
Richard Puleston
14:00
Strengthening Communities & Who Will Care Update


WWC update
SC update & SC/WWC – integrated approach
14:30
Refreshing the way EPB works
14:50
Public Service Transformation

Transformation Challenge Award bids

Transformation Challenge Panel – call for evidence
PSR Portfolio Update
Family Solutions performance update
15:10
Sheila Norris
Paul Hill
Dan Gascoyne
Dan Gascoyne &
Robert Pollock
Richard Puleston
Lise Bird
2
Essex Partnership Board
Vision and Strategic Plan
Purpose:
Discuss and agree the key components of a vision and
strategic plan for public service reform (to be presented to
the Essex Leaders and Chief Execs meeting on 19th June report attached separately).
3
Vision
“To create healthy, prosperous and resilient communities
by working together to reduce demand and improve the
effectiveness and efficiency of public services in Essex.”
4
Public Service Reform
Strategic Priorities
1. Prevention and early intervention
Focusing on early years, families with complex needs, and building community resilience.
2. Growing the economy
Enabling jobs, housing, infrastructure and improved skills in key growth locations.
3. Integration of services
Integrating commissioning to improve the quality and efficiency with which outcomes are
achieved, beyond organisational boundaries.
4. Reducing costs
Providing value for money to the public though shared services and assets, joint efficiency
programmes and smarter transactional services.
5. Enabling effective whole-system working
Ensuring effective information sharing, communication, collaboration and financial
management, and campaigning for greater freedoms and flexibilities.
5
Public Service Reform
Prevention and early intervention
Programme
Objectives
Strategic
Priorities
Strengthening
and Mobilising
Communities
Family
Solutions
Early
Intervention
Increasing
community capacity
and resilience to
reduce demand
pressures on public
services.
Multi-agency teams
helping families with
a range of complex
issues to identify
their own solutions
to their problems.
Develop an Essex
wide strategic
approach to Early
Intervention (EI) to
effectively
commission targeted
interventions to
deliver sustainable
outcomes.
Progress
Ownership
Actions
Community Resilience Fund
Community Builder pilots (x5) - ABCD
VCS Framework agreed & improved governance /
compliance with Compact.
Who Will Care (communities aspect) merger with SC
programme
Time/Care banking and Youth Volunteering programme
business cases in development
WWC schemes for scaling-up community mobilisation –
business cases in development
EPB Sponsor:
Bob Reitemeier
SRO:
Paul Hill
ECEA Lead:
Ian Davidson
Complete merger of
WWC/SC programmes
and business case(s)
ECC Compact Compliance
Self-Assessment.
Confirm programme
merger at EPB 17/6
Nine teams (including the hub) established with staff in
place and trained up for the go-live date of 1.10.2013.
Currently 640 families being supported through FS of which
64% are also TF criteria families.
IS and performance system purchased and rolled out.
Families report high satisfaction levels with FS delivery
Family Solutions Service Specification is complete and the
reporting framework is in hand
DCLG timelines are met for the TF framework and on track
to complete work with 2220 families by end 2014/2015.
EPB Sponsor:
TBC
SRO:
Dave Hill
ECEA Lead:
Ian Davidson
Early Intervention Pioneer status
Early Years Public Office Workshops
Business case in development
Clare Burrell
John McKinnon
Strengthening
Communities
Strategic Board
Benefits Realisation &
report on performance to
EPB 17/6
Essex
Partnership
Board
Engage partners in
development of Outline
business case
ECEA Lead
6
Public Service Reform
Growing the economy
Programme
Housing and
Public Sector
Land
Planning
Economic Plan
for Essex (EPfE)
Objectives
Progress
Ownership
Actions
Identify sites with partners
for detailed feasibility
studies (e.g. Rochford,
Tendring, Essex County Fire
and Rescue and Essex
Police).
Commence high level
design of model.
OBC – Sept 2014
Create a financially sustainable
model that works with, and is
funded by, partners to release
public sector land and build
additional affordable and
specialist housing that the
market will not otherwise
deliver.
Locality reviews concluded in Rochford and
Tendring and potential sites identified for
feasibility study.
High level discussions for feasibility study at a
Health site in Epping Forest.
First Project Board meeting – project mandate
approved by partners.
OBC phase (until September) fully funded.
EPB Lead:
Cllr David Finch
SRO:
Glenn Chipp
ECEA Lead:
Glenn Chipp
Attract investment and
development to Essex by
delivering planning decisions
faster and offering customerfocussed support to large
planning applications.
Economic Plan for Essex includes commitment to
develop a Planning Compact for Essex.
ECEA Lead:
John Mitchell
Stimulating economic growth
through: investing in key
enabling infrastructure;
• attracting investment in
jobs and growth;
• supporting businesses with
potential to create higher
value added jobs to grow
• enhancing the key skills of
our workforce;
• creating effective
mechanisms to deliver key
infrastructure projects; and
• lobbying Government to
secure support and
resources for Essex.
Economic Plan for Essex forms a key component
of the SELEP Strategic Economic Plan.
EPfE to be reviewed post-SLGF announcement
Housing Project
Board / EPPB
ECEA / SELEP
ECEA / SELEP
Develop strategic outline
case for the Planning
Compact.
EPOA scoping activity from
12/6 meeting
Proposal to ECEA 17/07
SLGF announcement
expected 7th July 2014
7
Public Service Reform
Growing the economy (contd.)
Programme
Skills for Growth
Objectives
Progress
Develop an employerled approach to skills
provisions to ensure
that the provision of
skills development in
Essex matches the skills
that employers need.
Completion of the Economic Plan for Essex,
Commissioning Strategy for Economic Growth, and
the SE LEP’s Strategic Economic Plan.
Southend-on-Sea Borough Council have
contributed £50k to the Skills Investment Fund
alongside ECC’s £1M from FY 14/15.
Employment and Skills Board have agreed their
priorities following analysis of evidence base and
understanding of the local landscape and
challenges
ESB have started work to plan the most effective
use of the Skills Investment Fund Updated benefits
realisation plan produced
European Investment Plan was submitted to
Government, stating how we would seek to use its
Social Funding to deliver against our ambitions
Ownership
EPB Sponsor:
Tim Price
SRO:
Peter Cook
Employment &
Skills Board
Actions
Project development for
LEP funding, focusing
initially on European Social
Fund and capital funding.
Compile and submit
proposal for the Skills
Investment Fund for
Member decision.
Closure and lessons
learned report for project.
Ensure the Employment
and Skills Board’s
appropriate position within
the LEP.
The LEP’s Strategic Economic Plan clearly
articulates Essex’s priorities for skills capital spend
and some influence over revenue.
8
Public Service Reform
Integration of services
Programme
Objectives
Progress
Ownership
Actions
Health & Social
Care
To create a more integrated
system of health and social
care in Essex and find new
ways to reduce associated
demand pressures on public
services whilst improving
outcomes for patients and
service users.
Essex Better Care Fund Plan submitted and
approved.
CCG two year plans approved by HWB May
2014
Essex 5 year plans in development with
CCGs/ECC.
EPB leadership of ‘Who Will Care’ proposals
EPB Sponsor:
Andrew Pike
SRO:
Dave Hill
ECEA Lead:
Joanna Killian
Health &
Wellbeing Board
Complete Essex 5 year
strategic plans.
Agree District / Borough /
City engagement in local
delivery (Proposals for
ECEA to consider 17/07)
Domestic Abuse
Develop a common ethos and
co-ordinated approach to
innovate, drive change and
address domestic abuse in
Essex, Southend and
Thurrock.
Basildon and Braintree pilot has supported
458 domestic abuse victims as of Feb 2014.
Work with partners to
clarify key performance
measures.
JDATT operational & Information sharing
agreement is in place
EPB Sponsor:
Nick Alston
SRO:
Stephen
Kavanagh
ECEA Lead:
Nicola Beach
Working with accommodation providers to
support victims, TCA bid drafted for 14/15
Domestic Abuse
Strategic Board
Funding for all IOM posts secured for the
coming year;
Group convened to consider long-term
resourcing and make proposals;
IOM performance measures in development
The RR Joint Commissioning task group has
convened 2 task and finish groups, one
bringing together commissioners for Mental
Health, Drugs and Alcohol and one bringing
together commissioners of ETE/Skills services
Housing project linking Offender
accommodation to Offender work and
engagement
EPB Sponsor:
Nick Alston
SRO:
Mary Archer
ECEA Lead:
Nicola Beach
Reducing
Reoffending
Strategic Board
Reducing
Reoffending
Reduce the rate of
reoffending and develop
Integrated Offender
Management across Essex,
Southend and Thurrock.
£831K investment secured in FY2014/15.
IDVAs for all high risk victims in place by July
Pilot IDVAs in Health
settings to demonstrate
the evidence for Health
to invest in support for
Domestic Abuse victims.
Submit TCA bid
Joint Commissioning
group to develop
commissioning plans for
FY 2014/15.
Clarification of
performance measures
and achievements.
Proposal to move to BAU
by end 2014.
9
Public Service Reform
Reducing costs
Programme
Objectives
Progress
Ownership
To develop a range of options
for future of building control
services in Essex to reduce
costs, improved customer
service and explore the
potential for collaborative
growth.
Initial meeting held between
Districts, Borough and City
Council senior managers / CEOs
and Blue Marble to agree ToR
(23rd April)
ECEA Lead:
Adrian Pritchard
Transactional
Services & Joint
Management
Arrangements
To develop options for a
range of back office services
and explore potential to
generate income and/or
reduce costs, including a
review of options for joint
/shared management
arrangements between
District and Boroughs.
Programme scope in
development
Possible engagement with Blue
Marble to facilitate options
development
ECEA Lead:
Amar Dave
Waste
To find new ways to improve
the waste collection,
recycling and disposal system
in Essex and identify savings
to Council Tax payers.
The IAA commits all parties that
formally approve it to the
process for the life of the PFI
waste treatment project (28
years). The IAAs contain
efficiency provisions which were
constructed to drive the
provision of an integrated waste
management system for Essex in
a more cost effective way. The
parties have to act reasonably in
identifying and realising
efficiency savings. However, over
the last four years, only Tendring
and Epping have come forward
with any savings.
ECEA Lead: David Marchant
Building Control
Actions
Agree schedule of
intensive meetings with
Blue Marble
ECEA
Update to ECEA 17/07
Agree scope and review
proposal at ECEA 17/07
ECEA
ECEA
Agree schedule of
intensive meetings with
Blue Marble
Update to next ECEA 17/07
10
Public Service Reform
Enabling effective whole-system working
Programme
Objectives
Progress
Ownership
Actions
Information and
data sharing
Enable more effective data
sharing and technology-led
solutions to understand
demand for services.
Whole Essex Information Sharing
ECEA Lead:
Framework launched – March 2014
Ian Davidson
Tendring data mapping project, linked
to DWP pilot & TCA bid
EPB
Transformation Challenge Award bid
– update at EPB 17/06
Finance
1. Budgeted Medium Term
position next 5 years
2. Clarifying assumptions e.g.
NHB, CT base & business
rate income ; changes in
council tax benefit ; other
discounts / technical
changes; reductions in
government grant; CT
increases; Interest rates;
non-specific grants
EFOA commissioned to undertake
scenario analysis and modelling to
test assumptions.
Developing an agreed baseline and
assumptions. Identify compelling
options for localising funding streams
(including tax revenue streams).
Develop alternative
funding/financing options.
Communication and Communicate a single, shared
message on the need for
engagement
effective local/national
collaboration to change the
design /delivery of services.
ECEA Lead: Fiona
Marshall
ECEA
Report to next ECEA 17/07
.
PSR Updates to wide range of
stakeholders fortnightly
WWC Conference 2/4/14
EPB-led ‘Sounding Board’ sessions &
‘Public Office’ workshops etc
TBC
EPB
Develop communication strategy.
Agree improved approaches to local
and national engagement.
Improve website content / social
media channels
Lobbying and
Influencing
Establish the financial and
legislative freedoms and
flexibilities necessary to fully
realise the benefits from
locally-led collaboration.
Written and oral evidence to CLG
TBC
select committees and PAC
Evaluation / performance framework EPB
and benefits realisation plans
Transformation Challenge Panel
Ongoing lobbying and influencing,
to influence manifestos /
Departments pre-General Election
and Spending Review 2015
Creating the
infrastructure
across partners to
support effective
joined up working
Review governance /
administration of key strategic
partnerships, dependencies,
support arrangements and
forward plans.
Essex Health and Wellbeing Board
revised governance agreed 20/5
EPB breakfast meeting in April
recognised need to review
membership.
EPB reviewing membership and ToR
at 17th June meeting.
PSRU
EPB
Strategic Plan for PSR to be taken to
EPB / Leaders / ECEA
11
Essex Partnership Board
Who Will Care / Strengthening
Communities update
Purpose:
Progress update on WWC and other SC initiatives & projects.
Discuss and agree on the proposed joined-up SC/WWC
programme structure
Public Service Reform
Who Will Care (WWC) - Progress
•
•
•
Ensure clear leadership, vision and accountability
–
Health and Wellbeing Board has agreed ‘Who Will Care?’ should be owned by the Essex Partnership Board, if
it agrees, with regular reports to HWB.
–
Joint HWB held with Thurrock and Southend - shared commitment to prevention and Who Will Care?
priorities eg agreed work together on public engagement where appropriate etc. Some joint commissioning
for health and care already
–
Local leadership eg through CCG arrangements to take forward on area basis eg
Prevent unnecessary crises in care
–
This is a clear priority informing ECC and CCGs’ 5 year plans and 2 year operational plans; the Better Care
Fund plan; commissioning strategies etc. The aim is to reduce demand for high cost reactive and acute
services by effective prevention and early intervention . We must prevent problems escalating or crises
occurring
–
The aim of our plans is to shift investment into community based services, and to focus services on
empowerment and reablement to reduce dependency on public services
Use data and technology to the advantage of the people of Essex
–
–
–
–
Work on data and information sharing have been led by a multi agency task and finish group. Data sharing
protocols have been written and are being signed up to by external partners across Essex.
A Whole Essex Information Sharing Framework (WEISF) was launched in March. This is Intended as a central
repository for external partners to find out how to share data, review and sign up to the Protocols and review
policies
A Predictive Tools Analysis is being led by Anglia University and is looking at sharing data around patients that
are at risk of falling and how organisations can be more proactive at putting steps in place that reduce the
risk.
Potential for assistive technology being explored for eg disabled people
13
Public Service Reform
Who Will Care - Mobilise Community Resources
• The Community agents scheme developed by RCCE, Age UK, British Red Cross and Neighbourhood Watch to support older
people has begun to recruit. It is linking with partners in localities to ensure the scheme complements local projects and is
understood by agencies. From July the agents will begin to network across Essex. The scheme will begin to take referrals from
Social Care and the community in September
• Roll out of 3 local community schemes (voted for at April 4th event) led by Colchester CVS, Rainbow Services and Maldon CVS
with support from other partners (including DCs , GPs, CCG’s). Plans have been completed and roll out is beginning with areas
that have indicated they are ready to develop their own version of these schemes. Support offered to develop the schemes
that were presented on the day but were not selected for immediate roll out
• Support for mobilisation in response to ideas from VCS groups at 4th April event being developed and delivered including
training, network events and tool kits. E.g. support for parishes in developing community led planning
• VCS framework –in development with the aim of supporting strong and resilient communities supported by a thriving third
sector. Through signing up to this public sector organisations will be expected to commit to eg longer term funding for VCS
wherever possible; grant funding where appropriate alongside commissioning; supporting development of VCS consortia;
exploring scope for more joint commissioning; ensuring procurement practice does not disadvantage VCS. EACVS and VCS
Alliance fully involved and supportive .
• Work planned to build on Essex Connects website that is already used by CVSs to share ideas and practice eg development of
an app. Also development of Open Source information portal to ensure maximising potential for information & event sharing
across community groups in partnership.
• Incentivising volunteering – link with time and care banking led by Colchester CVs in partnership with Barclays, Lloyds,
Sainsbury's, Waitrose, DWP (& others) which already have expressed interest and support. Re-launch of ECC’s staff
volunteering scheme planned; SC Sponsor Group has identified need for an Essex volunteering strategy. CABs have offered
taster sessions for potential volunteers
• Evaluation of what works - development of Evaluation Framework to improve understanding of the impact and outcomes of
community related initiatives . Discussions are underway with ARU, University of Essex and other partners to
14
support/undertake this work. This will enable us to refine our approach over time
Public Service Reform
WWC - Agree a new understanding between the Public Sector and the people of Essex
•
WWC Communications strategy and campaigns to deliver key messages about the new realities of care (joined up with
the Care Act key messages) – self management of care; community solutions; clarity of public service offer; link to work
on intelligent segmentation of civil society to support more sophisticated targeting of civil society initiatives (led by the
ECC Community Resilience Team)
•
Development of communication and public engagement by partners across Essex – build on discussions that have
already taken place eg Big Care debates. Consideration through communications teams planned of some agreed
shared messages that are repeatedly used in conjunction with local messages. This work will be supported by the
newly recruited PSR Engagement & Communication Manager
•
Targeted communication - Work planned to engage with Peter John (UCL) in June about behavioural insight and
randomised control trials to test how the provision of social information can influence citizen behaviour.
•
Better information, advice and guidance – planned through eg work to meet Care Act requirements
•
Citizens’ guide to care – will provide an information & signposting service for the residents of Essex led by
Healthwatch. Work planned to ensure that local information sources and signposting ‘join up’
•
‘Hack days’- working with a range of partners, plan hack day/ civic innovation sessions to promote information about
events and opportunities to contribute to the community with focus on digital inclusion . This can help drive more of
our citizens toward self-service channels.
•
Developing Health & Social Care ‘Essex View’ priorities for next government to pursue – aim to offer a view on the top
5-10 policy decisions that must be pursued by the next government to ensure that the health and social care system is
on a sustainable footing by the 2020s. Will also contribute to public awareness of issues
•
Possible annual ‘Who Will Care?’ awards scheme across Essex or in each District? to reward and recognise those who
support people’s care on a voluntary basis . Discussion with CVS and potential private sector sponsorship) underway to
support this events.
15
Public Service Reform
Strengthening Communities Workstreams
• Community Resilience Fund – Now live (from 4th April) and being administered
by the Essex Community Foundation. Additional contributions are being sought.
• Time & Care Banking – Pilot completed 31st March. Evidence of substantial
growth potential to increase voluntary capacity in communities. FBC developed
in order to secure funding and proceed with Countywide roll out. EPB approval
will be sought before the next meeting.
• Youth Volunteering – FBC developed in conjunction with Time & Care Banking.
EPB approval will be sought before the next meeting.
• VCS Framework – Document now finalised via Task/Finish Group. Comms
strategy being developed to ensure that it is shared with partners. The revised
Essex Compact Steering Group will then lead on securing sign up from partners
to both the framework and the Essex Compact.
• Community Builders – Pilot project due to end September 2014. An evaluation
framework has now been agreed and shared with delivery sites. A checkpoint
review is due to review progress and discern the value in progressing with FBC
development to roll out the scheme. Update to be provided at August EPB.
16
Public Service Reform
Proposed joined-up SC/WWC Programme Structure
• HWB has agreed that the key activity of strengthening and mobilising communities arising from
the ‘Who Will Care?’ commission is ‘owned’ by the Essex Partnership Board, with quarterly
reports to the HWB.
• Terms of reference for the current SC Sponsor Group are with its membership in review
• It is recommended that the revised terms of reference for the SC programme board will be
approved at the EPB in August
• Below the diagram of the proposed revised governance structure shows the Strengthening
Communities Programme Board (formerly called SC Sponsor Group) reporting into Essex
Partnership Board
SC Communities Programme Board
•
There is the aspiration that the SC Programme
Board will not only oversee programmes/
projects but also plays a strategic role in
delivering the vision
•
Ensure appropriate representatives of key
partners across public and volunteering sector e.g. from Health, District/Boroughs, Providers
•
Please note that not all WWC work streams will
report into this board, but will receive updates
where relevant
17
Essex Partnership Board
Refreshing the way EPB works.
Purpose:
Review and agree key recommendations about how EPB
should operate as discussed at the breakfast meeting 9th
April.
18
Public Service Reform
Recommendations from the 9th April meeting
Recommendation
Proposal
Desire to move the board into Leadership
mode more than Management mode recognition that EPB will champion leadership
of change including leading the
implementation of ‘Who Will Care? (WWC)’
proposals.
• Review agendas to ensure balance of activity to
enable strategic leadership and avoid too much
process.
• Clarify EPB role in delivering the system leadership
for WWC.
• Invite external contributions to provide insights that
assist the Board in considering its leadership role.
• Increase voluntary sector representation to three
Board members in total .
• Review any other partners that may be
underrepresented e.g. Health providers re WWC
• Address gaps caused where changes have occurred
as a consequence of the May 2014 local elections.
• Recommend moving to five meetings per year
(currently bi-monthly) including one residential
session, with Board Members hosting as
appropriate.
Greater representation required from the
voluntary sector/other partners
Meetings should be less frequent but more
intensive, with an opportunity to build
relationships – possible with an overnight
meeting held annually and engagement with a
wider range of partners through conference /
sounding board sessions as required. Meetings
should be held in other places.
Projects that have transitioned to BAU should
be subject to a scrutiny process
EPB will drive the vision for Essex through their
own organisations and other partners they
represent, taking ownership for
communicating key messages locally and
nationally as required.
• Hold at least one wider partnership engagement
event / conference vis ‘sounding board’ sessions
• Periodic reporting to EPB on progress/benefits
realisation.
• Agreement to ‘strategic plan for Public Service
Reform’ with ownership across all partners.
Next Steps
Adopt /discuss
recommendations at the 17th
June EPB meeting.
Discussion at 17th June EPB
meeting. Invite nominations
from relevant strategic bodies
e.g. VCS Alliance; Health &
Wellbeing Board; Essex Leaders.
• Discussion at 17th June EPB
meeting (held at ARU).
• Consider cancelling the
August EPB meeting and
holding a Sounding Board
session end Sept
Update on Family Solutions at
17th June EPB meeting
Draft plan for discussion at 17th
June EPB meeting & Leaders’
meeting on 19th June.
19
Essex Partnership Board
Transformation Challenge Award
Transformation Challenge Panel
Purpose:
Approve the Transformation Challenge Award bid
submissions from Essex and agree key messages in response
to the Transformation Challenge Panel call for evidence
20
Public Service Reform
Transformation Challenge Award
• In April 2014 Brandon Lewis launched the Transformation Challenge Award. This will make
£320 million available to local authorities to support plans to work in partnership to create
more effective and efficient services for local people.
• The following three proposed bids are in development with partners and will be completed
by 20th June for final review and sign-off prior to 1st July
• All EPB members are asked to agree to the endorsement to these bids.
Project /Idea
Expression of Interest FY 2015/16
Lead Partner
Essex wide data and information sharing platform
Essex County Council
£300k - £400k
Integrated Customer Journeys
Colchester Borough
Council
£120,000
Strengthening Communities – to extend the local area coordinator
scheme into South Essex
Thurrock
< £200,000
Domestic Abuse – providing IDVAs in health settings to gather
evidence about demand from Domestic Abuse victims
Southend Borough
£316,750
-
-
(needs to be a local authority)
Requested
funding
derives from Whole Essex Information Framework and discussion
on ‘Big Data’ capabilities/ predictive analytics and selfmanagement
the focus of first phase is likely around early intervention
potential for scaling up e.g. in terms of services and capabilities
21
Public Service Reform
Transformation Challenge Panel – call for evidence (deadline 14th July)
Theme: Leadership
• Please provide examples that demonstrate how you have achieved strong collaboration across political, managerial and front line
leaders?
• What do leaders need to have in order to achieve greater collaboration and coproduction?
• What can be done both nationally and locally to develop greater leadership capacity and capability across all sectors?
Theme: Organisational culture and workforce
• Please provide examples that illustrate how best to bring different workforces together to deliver more integrated services, and how
these changes were planned?
• What were the ingredients of success, what were the key challenges and how were these overcome?
• How can workforces be supported to become more open to new ways of working?
Theme: Financial accountability and flexibility
• Which approaches to funding have led to better service outcomes? Please provide specific examples, including actions taken to
overcome any barriers along the way.
• What are the challenges and barriers that prevent partners pooling, aligning or jointly investing in shared outcomes?
• Please provide examples of using capital assets or property to help transform public services and boost local growth, including how any
challenges were overcome?
• How could new approaches to funding deliver better outcomes for people by encouraging greater collaboration without increasing
public sector borrowing?
Theme: Information sharing
•
•
•
•
What specific information needs to be shared locally in order to design and deliver more integrated services, and why?
Does your organisation have a clear sense of what information it can and cannot share? If not, how could this be improved?
Please provide examples of information sharing that has led to better outcomes for public services.
What are the barriers to local partners sharing information, and what can Government and local partners do to overcome these?
22
Essex Partnership Board
PSR Portfolio - overall progress update
Reporting Period: mid Feb 14 – end May 14
Purpose:
Provide progress update on projects within PSR
Portfolio, agree on actions to resolve key issues and
approve business cases and project mandates.
23
Public Service Reform
Overall Progress Report – June 2014
Summary – Highlights
Portfolio Level • Additional funding of £160k received from government to support the delivery of the domestic abuse
•
Family Solutions •
•
Domestic Abuse •
•
(DA)
•
•
Reducing
Reoffending
(RR)
Housing
•
•
programme and delivery
New PSR Stakeholder Engagement Manager appointed
Early evaluation is showing significant improvements in school attendance (i.e. 62% of those children and
young people are showing improvement in attendance) and in school related behaviour
All DCLG timelines are met for the TF reporting framework and Essex is in line to complete work with its 3
year cohort of 2020 families by end 2014/2015
The JDATT Manager, Lesley Forbes-Lange started on 8th April 2014
The Basildon and Braintree pilot has supported 504 domestic abuse victims as at the end of May 2014
Commitments totalling £931,000 have been secured to resource the DA programme in FY2014/15
An information sharing agreement for JDATT has been approved and signed off by partners (Essex County
Council, Essex Police and Essex Probation)
Essex Probation has appointed 2 project leads on the Reducing Reoffending project to support the delivery of
the programme and development of the performance measures for the programme
The Reducing Reoffending Joint Commissioning group has looked at its first area for commissioning ‘smarter’
• Strong sponsorship for the project including districts, borough, fire and rescue and police leading to the
identification of 21 priority sites for potential housing development of up to 900 units as a result of locality
reviews across three districts
• ESB have started work to plan the most effective use of the Skills Investment Fund
Skills
• Southend-on-Sea Borough Council have contributed £50k to the Skills Investment Fund alongside ECC’s £1M
from FY 14/15
Strengthening • Community Resilience Fund signed and sealed by ECC and ECF with £1m funds transferred on 4 th April.
Additional commitments secured from PCC and Essex Fire & Rescue
Communities
• The new Strengthening Community lead has started on the 28 th April 2014
(SC)
• Time/Care banking pilots delivered 20,000hrs of reciprocal volunteering exchanges in 2013/14. FY14/15
funding proposal submitted to DCLG to fund £178k towards the roll out of time/care banking across Essex
•
The Final Essex Better Care Fund Plan was submitted to NHS England and the Local Government
Integrated
Association on 4th April
Commissioning
• An Essex Health and Wellbeing Board area 5 Year Strategic Plan is being written for submission by 20th June.
24
This is being led by officers from each CCG and ECC
Public Service Reform
Issues
Prior.
Key Issue
1 High
Lack of clarity how to
measure the
outcomes/benefits of
certain projects and buyin/ownership from partners
2 High RE-OFFENDING/ Benefit
Realisation - clarity required
what deliverables will drive
to achievement of £118m
non-cashable benefits by
2019/20.
3 High DOMESTIC ABUSE/JDATT –
Success measures &
benefits of JDATT
4 High Funding gap of £178k exists
for roll out of Time/Care
banking .
Recommendation(s)/ Mitigation Action(s)
Owner
First performance report to be presented at the August EPB; due
to the complexity to establish a robust evaluation framework
further work will be required to refine the performance measures.
Discussion with other partners are already underway to provide
support in this work
In the meetings with L. Whitehouse, D. Gascoyne and M. Archer it
was agreed that prior to the next Re-offending board a stock take
will take place. In addition working up a proposal of key
performance indicators to be used to measure the performance of
this programme. After the share sale of the community
rehabilitation company (CRC) end of 2014 it is likely that the
programme will be moved into operations
With the new JDATT manager started in April, this work will take
place in May & June 2014
Project Leads
Essex proposal for funding submitted to DCLG to fill this gap.
Helen Lax
L.
Whitehouse;
D. Gascoyne
Alan Ray/
Kevin Nunn
Public Service Reform
Risks
1
1
Portfolio - Reputational risk of not delivering what
was published as part of the Operational Plan in
terms of outcomes & benefits (£404m cash & nonecashable benefits).
Mitigation actions:
- Newly appointed PSR Stakeholder Engagement
Manager will develop with partners an overall
comms & engagement plan for FY 14/15.
- Completion of outcomes maps & detailed benefits
realisation plans; owner: EPB
Public Service Reform
Costs (FY 14/15)
Total
Secured
funding
In
negotiation
Still to be
sourced
Strengthening Com.
Domestic Abuse
Re-offending
Housing
436
955
114
380
266
955
114
360
20
170
-
Social Investment
443
443
196
2,524
126
2,264
70
90
170
PSR Portfolio
Budget Report (£’000)
PSR Programme
TOTAL
Funding Position Existing projects
3,000
2,500
Funding gap - Domestic Abuse,
Strengthening Communities and
Reducing Reoffending projects
2,000
Still to be
sourced
In negotiation
1,500
£'000
Secured
1,000
500
14/15 15/16 16/17 17/18 18/19 19/20
Comments
£20k - Epping forest DC, agreed in
principle subject to site identification
Funds to be transferred to BAU
£70k- in negotiation
Public Service Reform
Report on Actual Spend FY 13/14 – Carry-forward request
PSR Budget
FY 13/14
Actual Spend
FY 13/14
Proposed
Carry-forward
Strengthening Com.
643,416
520,770
113,146
Domestic Abuse
282,489
214,761
67,728
Re-offending
288,000
236,963
51,037
Housing
Skills for Growth
Family solutions
47,000
56,805
47,909
-
PSR Programme
328,400
268,976
59,424
1,589,305
1,346,184
291,335
PSR Portfolio
Budget Report
£
TOTAL
•
Comments
Underspend due to lack of resources between mid
and end FY 13/14, proposed to be used towards
Youth website (Comms/Campaigns) - £73k
Strategic service supporting staff – £40k
Salary for housing & safeguarding officers - £43k
Proposed to be used for the health pilot - £24k
Funding received from PCC to pay for:
1 data analyst - £35K
Project mgmt support for FY 14/15 – £16K
Propose the underspend be used to fill the funding
gap for FY 14/15
-
Total Carry-forward is £291,335 due to delay in recruitment of required resources which
impacted the delivery of certain initiatives
Decision Required
• EPB to formally approve the carry-forward of £291,335 with proposed usage for FY 14/15
Public Service Reform
High-Level Delivery plan (2014-2015) – FOR INFORMATION ONLY
Project
Apr -14
May -14
PSR Portfolio/
Delivery
Function
Domestic
Abuse
Jun-14
Jul-14
Aug-14
EPB – 17th
Jun
Probation & Adult Social
Care join the JDATT
Sep-14
Oct-14
Nov-14
EPB – 10th
Oct
EPB – 12th
Aug
Dec-14
Jan-15
Basildon & Braintree pilot closure report completed
Countywide reciprocal agreements and
ISA agreed
Schools programme
piloted
Support Services
Support Services put out
to tender
Interim IT solution go-live
provider selected
Identify benefits/outcomes
and fill funding gap
CRF fund go live
End of Community Builder trial period
Youth Vol. pilot set up
& web portal go live
Comm. Builders
Checkpoint review
Time/carebanking & YV-FBC Approval
by EPB & Sovereign partners
Support Services team golive
Interim evaluation
completed
VCS framework signed off by
partners & approved by EPB
Comm. Builders
Checkpoint review
Mar-15
EPB – 17th
Dec
Health partners join the
JDATT
Schools Programme
developed & agreed
Schools programme -Strategic
approach agreed
Strengthening
Communities
Feb-15
Timebanking
established countrywide
Comm. Builders
Checkpoint review
Strategy responses to VCS
Framework in place by
partners – Apr 2015
Online Portal
Launched
Skills
Project Closure
(TBC)
Next steps and key milestones to be discussed and agreed
Reducing
Reoffending
IOM performance framework completed and presented to RR board
Partnership Commissioning roadmap completed
Housing
Mandate agreed
Sites 2-4 identified
Locality Reviews Complete
Completed
In progress
At risk
Site 1 Feasibility
finished
Slipped
Sites 2-4
Feasibility
finished
Site 1
next
Phase
Planning
Sites 2-4 next phase
planning
OBC approved by EPB
FBC for model (TBC)

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