Transcript Whole Essex Community Budget

Whole Essex Community Budget
Sounding Board
13th November 2013
1
2
Agenda
Time
Title/Description
12.30
Arrivals
13.00
Welcome
13.05
Achievements and Impacts so far
• Community Safety
• Family Solutions
• Economic Growth
• Sustainable Communities
13.45
14.30
14.35
15.05
15.20
15.50
Going Further - Essex in 2020
What should communities expect from Public Services in Essex?
Discussion
Getting us There
Delivery Plans for 2014/15 and beyond
Public Service Reforms – next steps (1)
• Strengthening Communities
• Domestic Abuse
• Housing
• Family Solutions
• Social Gateway
• Reducing Reoffending
Refreshment Break / Website Demonstration
Public Service Reforms – next steps (2)
- Duplicate of session 1
Next Steps
Lead
Cllr David Finch
Susannah Hancock (PCC)
Ian Davidson (Tendring DC)
Peter Cook (ECC)
Bob Reitemeier (Essex
Community Foundation)
Halima Khan
Director: Nesta Innovation Lab
Joanna Killian
Jasmine Frost (Essex Police)
Kevin Nunn(ECC)
Glen Chipp (Epping Forest DC)
Philippa Bull (ECC)
Sue Pottle (DWP)
Michael Kay (Essex Probation)
Cllr David Finch
KEY ACHIEVEMENTS
COMMUNITY SAFETY – SUSANNAH HANCOCK,
PCC
3
4
Domestic Abuse
• Basildon & Braintree Domestic Abuse pilot went live in August - 213 victims of domestic abuse
have been supported as of end of Oct ‘13, helping to keep them free from further abuse.
• Phase 1 of the Joint Domestic Abuse triage team (JDATT) went live in September by Essex
Police and ECC Children’s Social Care, which has led to more timely and better informed risk
assessments
• Securing agreement in principle from EHoG and Refuge providers to develop key principles
identified in Safer Accommodation proposal paper.
Benefits achieved so far?
Making a conservative assumption that our intervention will lead to just under half of the
supported victims becoming free from abuse this will, for example, reduce police intervention and
GP visits, which will result in overall benefits of £56,000 per year in respect of the 213 victims
being supported so far.
So until 2019/20 this means a saving of £336,000 relating to victims supported so far...
The aim is to support 600 victims in the first 12 months and an additional 5400 victims over the
next 3 years to achieve the estimated benefits of £6.2m. Investment was secured for the first year
but investment for the subsequent years will be required.
5
Domestic Abuse
Watch video through link below: https://www.youtube.com/watch?v=0e6qZV4_pPM
6
Re-offending
• New Ways of Working proposal has been agreed with DWP and will be initially piloted in
Brentwood and Southend for 3 months before wider rollout across Essex
• A peer mentoring programme to train ex-offenders has been successfully commissioned 30 peer mentors trained, 4 of whom will soon be employed by Essex Probation as offender
support workers
• A Reducing Reoffending Board together with Joint Commissioning Board Essex Offender
Accommodation Forum has been set-up and have begun to identify opportunities where
savings may be made and services improved.
• Funding for expansion of link workers for Integrated Offender Management (IOM) scheme
has been secured for this FY, which enable us expand the support provided offenders –
contract for additional three link workers under negotiation
• Funding for data analyst to develop a performance framework for IOM scheme has been
provided by the PCC – recruitment underway.
Benefits delivered so far?
• The benefits are not due to be delivered prior to 2015/16.
• With Transforming Rehabilitation programme underway more clarity will be required how
the 1% reduction year on year will be achieved.
7
Reducing Reoffending
Watch video through link below: https://www.youtube.com/watch?v=NNvPWrXTEGg
KEY ACHIEVEMENTS
HEALTH & WELLBEING – IAN DAVIDSON, TENDRING
DC
8
9
Family Solutions
•
8 Family Teams working to broader criteria launched October 2013
•
Early Advice Hub went live in Sept 2013.
•
Volunteering Mentor programme commissioning process complete - providers identified to
commence activity January 2014
•
Family Solutions broadcast on BBC 5Live from Harlow office in recognition of the impact of the
work teams are doing with families 30/10/13
•
Single point of contact for practitioners providing early help advice, guidance and access to Family
Teams
•
Co-location of multi-disciplinary staff in the localities providing holistic support to families
•
Delivering results on the ground - improving school attendance, employment rates and family
relationships
•
Effective joint-partnership working particularly with DWP Social Justice Advisers
•
Central data recording system in place capturing information to support families and inform
service developments
Benefits delivered so far?
Family Solutions has implemented all deliverables to support 1440 families per annum in order to
achieve the estimated benefits in total of £41m until 2019/20. First performance figures will be
produced after being operational for 6 months.
10
Family Solutions
Watch video through link below: https://www.youtube.com/watch?v=YkZH5NP4X7s
KEY ACHIEVEMENTS
ECONOMIC GROWTH – PETER COOK, ECC
11
12
Skills for Growth
•
Established the employer led Employment and Skills Board (ESB) with a highly credible line up of members. Wider
launch event with employers in December
•
Evidence base near completion that is establishing the skills needs of the Greater Essex economy, both now and in the
future. Validated by industry peer review and already influencing skills provision and funding decisions.
•
Skills Investment Fund being established to give local partners the ability to commission training provision according to
local industry need, pump primed by ECC, but with the longer term aim of being supported through the Single Local
Growth Fund (SLGF), ESF, private sector match and eventually mainstream funding
•
Essex nominated to lead on European Social Fund (ESF) plans on behalf of SELEP, plans validated by the Employment and
Skills Board
•
On-line portal being developed to encourage business to articulate it’s skills requirements and enable training providers
to respond to them
•
Considerable involvement and collaboration of local partners in the overall approach, sparked by the Community
Budgets process
•
Despite intensive engagement the asks of government, particularly around devolution of skills funding, have not been
granted and as a result the ESB will need to explore options for how we achieve benefits within current constraints.
Benefits delivered so far?
Estimated (non-cashable) benefits of £151m until 2019/20 were based on the assumption of getting the commitment on
governance asks. This has not been forthcoming and so these more easily understood benefits will not be secured in the
manner originally intended.
Significant benefits will be realised through all of the above but we will only be able to be quantify once we are in the
position of more fully understanding what the evidence base is telling us, determining more precisely how the Skills
Investment Fund might best be used against this, “proving the concept” of the on-line portal and being certain of the actual
influence we have locally over SLGF and ESF.
KEY ACHIEVEMENTS
ENABLERS – BOB REITEMEIER, ESSEX COMMUNITY
FOUNDATION
13
14
Strengthening Communities
• 4 Community Builder trial areas launched (Southend, Harlow, Tendering & Braintree).
The first two quarterly network meetings were successfully held in August and
November.
• Additional Community Builders being led by Essex County Fire & Rescue and Basildon
Council
• Timebanking (volunteering scheme) rollout across North and West Essex by Colchester
CVS – increased volunteering hours
• VCS strategy developed with partners and now at public consultation
• Community Resilience Fund in development
• Essex citizens trained on Asset Based Community Development as part of the WECB
• Volunteering research into young people completed – outcome will feed in the
development of the proposals within the Strengthening Communities business case.
Benefits delivered so far?
The proposal document approved in March 2013 didn’t specify financial benefits. The
current community builder trials and time banking rollout will provide first performance
data over the next 12 months – first data will feed into the full business case due in
March/April 2014.
15
Strengthening Communities
Watch video through link below: https://www.youtube.com/watch?v=oU6rGYHUDfc
GOING FURTHER – ESSEX 2020
Halima Khan, DIRECTOR OF NESTA INNOVATION LAB
16
GETTING US THERE
Joanna Killian, CHIEF EXECUTIVE ECC
17
Public Service Reform – what next?
A more integrated
Whitehall
Double-lock
funding
Outcome focused
spending
Place based
settlements
Local spending
reviews
A new model of
accountability
More cross-departmental objectives in government
business plans
Incentivising departments to work in partnership
A percentage of national public spending to be allocated
locally on the basis of outcomes rather than through
departments
Multi-annual funding arrangements for local public
services based on CSR periods
A local Treasury managing public spending in a
place against outcomes agreed locally and
nationally
A new model of accountability for locally elected leaders
overseeing a budget for each place agreed through
Parliament
‘Getting us there – 14/15’
• Continuation of collaborative working with partners to
deliver our shared projects
• Keeping focused to deliver financial & non-financial benefits
• Support and commitment required from partners to secure
the delivery of projects within WECB
• Resource requirements – will not only be cash, also people ‘in
kind’
• Continued collaboration with central Government and
pressure to deliver our ‘asks’
• Agreeing partners’ vision for on-going Public Service Reforms
19
Break-out Sessions
Break Out Sessions
Domestic
Abuse
Reducing
Reoffending
Family
Solutions
Updated business case including supporting business cases:
Health Pilot, Perpetrator Scheme, Safer Accommodation and
Support Services
Increase understanding of the Reducing Reoffending Business
project and implications from Transforming Rehabilitation.
Lead
Kevin Nunn,
Chelmer Hall
Michael Kay,
Upper Hall
Overview of FS from business case to delivery- understanding the Lise Bird,
processes, procedures, activities and benefits of the Family
Horizon Suite
Solutions Service.
Jasmine Frost,
Strengthening New SC business case and outline of supporting business cases:
Communities Community Builders, Timebanking, Carebanking and volunteering Chelmer Hall
Housing
‘Social
Gateway’
Areas under consideration for new business case, exploring how
partner’s can achieve their housing objectives by working
together on housing and public sector land.
Glen Chipp,
Chelmer Hall
Exploring the idea to create an online platform as the ‘go to’ place Sue Pottle,
for people and practitioners in Essex looking for a single source of Upper Hall
public service information, consider scope and next steps.
20
Break-out Sessions
In here (Chelmer Hall)
• Reducing Domestic
Abuse
Upstairs (Upper Hall)
• Reducing Reoffending
• Social Gateway
• Housing
• Strengthening
Communities
Upstairs (Horizon Suite)
• Family Solutions
21
22
Next Steps
Dates
Activity
November & December
2013
Engagement with partners to review business
cases and delivery plans including resource
requirements for FY 14/15
December 2013 – January
2014
Approval of business cases & delivery plans by
responsible project/programme board
18th Dec 2013
Essex Partnership Board
January - February 2014
Formal approval of resources by sovereign
partners
18th Feb 2014
Essex Partnership Board
End March 2014
Mobilisation of resources for 14/15 delivery
Halima Khan
Director, Innovation Lab
November 2013
Who is Nesta?
Nesta is an independent charity with a mission to help
people and organisations bring great ideas to life.
We do this by combining:
Programmes and funds
Investments
Research and policy
Innovation skills
Centre for Social Action
Innovation Fund
Public services reform:
what next?
Key challenges
• Innovating under conditions of austerity
• Demographics and expectations
• “Initiative-itus”
• Combining community and state resources
• Trust in the face of change
Key opportunities
• People powered public (services)
• Partnerships towards integration
• Commissioning for outcomes
• Market making
• New citizen – state contract
Different modes of operating
• Provider
• Commissioner
• Convenor
• Campaigner
• Steward
• Mobiliser
Such as…
Reading Borough
Council
Lambeth mental health
services
Early years centres
Alliance contracting
Derbyshire council
Essex
Corporate parenting
Who Will Care?
Innovating systems
PRODUCT AND
SERVICE
INNOVATION
MARKET
INNOVATION
POLITICAL
INNOVATION
CULTURAL
INNOVATION
Health for people,
by people and with
people
36
PRODUCT AND
SERVICE
INNOVATION
MARKET
INNOVATION
POLITICAL
INNOVATION
CULTURAL
INNOVATION
Public service innovation
Reflections – ‘who’
• Current vs future cohorts
• Real lives
• Strengths not just needs
Reflections – ‘what’
• Challenge your assumptions
• Solution may not be a service
• Products vs services vs culture vs policy
Reflections – ‘how’
• Mobilising to achieve change
• Design with people not for them
• Experimentation – with a clear route to scale
• Decommission strategically
• Slow and fast
Reflections – ‘how’
• Resilience
• Leadership
• Risk-taking
• Effective decision-making
Match ideas with great potential
to sources of investment,
new business models and the
people who can make them work
Halima Khan
[email protected]
@halima_khan1