Transcript Whole Essex Community Budget

Essex Partnership Sounding
Board Workshop Outcomes
26 September2014
Public Service Reform Portfolio
Information Sharinh
Sounding Board
September 2014
Information Sharing - Harnessing
and Exploiting Information for Essex
– Opportunities and Enablers
Harnessing and Exploiting Information for Essex
15:45 – 16:30
Welcome and introductions
Current position with the Whole Essex Information Sharing
Framework
Inspiration for Information Sharing and Visualisation
16:05
Imagining a world where information sharing is the norm in Essex
16:20
Action planning, next steps and take-aways
4
A Governance Framework To Enable Sharing
Partnership Initiatives & Projects
Essex Partnership
Board
Essex Chief
Executives
Association
Essex Information
Sharing Board
WEISF
Management
Group
Thematic Sub
Groups
5
Health and
Wellbeing Board
Thematic Sub
Groups
Thematic Sub
Groups
6
Information Sharing
Overview
Improved but lawful exploitation of information held across public sector agencies and the organisations we work with
addressing both micro and macro issues of information sharing
Key Outcomes:
• A single shared framework for forming and
maintaining information sharing agreements across
Essex Organisations
• Agreed shared standards and tools for core
elements to drive consistent practice across
organisations (processes, training, documentation,
standards)
Achievements :
• Whole Essex Information Sharing Framework (WEISF)
launched
• WEISF Management Group established
• Thematic overarching agreements in development
• Task and Finish governance transitioning to Essex
Information Sharing Board
Objectives:
1. Organisations can form agreements more quickly
and effectively
2. Reduction in re-collecting information by different
agencies
3. Consistent lawful, fair and transparent use of
information in partnership settings
Next Steps:
• Final approvals for operational services and subscription
model (EPB and ECEA)
• Confirmation of subscribing partners & recruitment of
resources to support
• Develop of revised Framework Portal
Timeline
APR 14
WEISF Launched
Prototype Portal
JULY 14
Management Group
established
OCT 14
Task & Finish
becomes Essex
Information Sharing
Board
JAN 14
Confirmed funding
levels for 2015/16
WEISF Services
Recruitment &
Design initiated
MAR 15
WEISF Service
Live
7
8
9
Imagining a world where
information sharing is the
norm in Essex
10
Information Sharing Initiatives and requirements
Published
and
Maintained
Core
standards
Whole Essex Information
Sharing Service
Information
Sharing Advice
and Toolkit
11
In a world where Information Sharing is the norm:
How will your people work with customers?

What information capabilities would need
to be there to support that?
How will your service users experience the
services they receive and how will they
engage?

Are they going to be in the driving seat?
Who has the information you think you need?

What is stopping you having it now?

Can we build a partnership Information
Asset Register to help inform each other?

What can we do as a collective?
Do you know the data and information YOU
hold, to let other people know about it?
What, from your perspective, are the big ticket
/ impact issues that Information Sharing is key
for?
What is the service you need to have in place to maintain and support that?
12
Public Service Reform Portfolio
Strengthening Communities: Scaling Up
Sounding Board
September 2014
THREE LENSES ON SCALING
Developing
effective
supply and
demand
Growing
impact to
match
level of
need
The
scaling
process
Working
out what’s
fixed and
what’s
flexible
STAGES IN DEVELOPING A SCALING STRATEGY
Goals
Framing
Route
Capabilities
SCALING ROUTES
OPPORTUNITIES AND CHOICES
Reach
Values
Speed
Balancing…
Impact
Control
Fidelity
CCVS Social Prescribing – status
and aims
Point 6 –
Growing,
Scaling and
Spreading
All four
scaling
routes – esp.
Building a
delivery
network and
partnerships
Next steps –
continued
response to
need, focus
further on
standards of
evidence and
continued
community
consultation
Working
Systems
Assets
Resource
Location
Information
Role
Definition
Consultation
Communication
Community
Involvement?
Harlow District
Council
Personal Independence Coordinator role
Honorary contract with the practice to facilitate…
GP Based Community and
Voluntary Sector “Hub”
Attendance at MDT meetings
Access to Personal Independence Planners
(voluntary role, 10 per practice), goalPractice based information point. Serviced
by Personal Independence Coordinator setting, self-motivation and self-care tools
utilising peer-support processes. OR
AND practice staff to offer advice,
accessing any other required services for
signposting and information relating to
patients discussed within MDT.
the community and voluntary sector
Practice based conduit for
accessing the sector
Available for discussions about patients
who may be recently bereaved, carer’s,
those lacking in confidence/socially
isolated and taking responsibility for
these elements of a patients care.
Supported by management of a…
Personal
Independence
Planners
Home safety
services
Agreed
response times
with patients
followed up
Engaging
patients who
may wish to
volunteer
Volunteering
Opportunities
Referral
service for
each practice
Voluntary
Organisations
Voluntary and Community
Sector Referral Service
Community
Groups
Referral Service
Includes
navigation of
services
Combined
management of
physical health with
holistic needs
Citizens
Advice
Bureau’s
CVS’s
For ALL
patients
within
practice
Increases
efficiencies
within
practice
Empowers practice
staff to consider
alternatives beyond
offering appointment
Public Service Reform Portfolio
Housing and Public Sector Land Project
Sounding Board
September 2014
Aims of the project
• Create a financially sustainable model that
• Works with, and is funded by, partners to
• Release public sector land and
• Build additional specialist and affordable housing by
• Taking forward each site in a way that helps us meet the overall aims
The project is based on the views of all partners
25
Benefits

Reduced future liabilities through increased specialist provision

Meet the needs of Essex residents

Reduced costs of running estates

Ability to deliver against need

Reduced risk of land-banking

Ability to achieve capital receipts on estates

Improved quality of housing stock

Improved ability to meet housing growth targets

Potential for some schemes to deliver new revenue streams to partners
26
ECC (2013). Economic Growth Base April 2013
27
28
ECC (2012). Adult Social Care Market Position Statement 2012
Locality review progress
Priority sites overview
4
5
30
Controlled approach
Draft value model
Discussion points
• Do you feel the value model will be successful in establishing an alternative view
of value? Will the model help unlock stalled sites?
• How should capital and revenue benefits of site developments be shared?
• How can partners contribute? Should land value also be considered in additional
to revenue funding?
• How can/should the model be funded whilst the first tranche of sites are being
developed?
33
Asks of partners
• Continue to contribute, participate and support the development of the model
• Consider if you would like to take part in the next locality review
• Participate in the operating model when it is launched
• Make the Housing and Public Sector Land Project the first consideration in your
disposals programme and ensure key sites address the housing needs of
localities
34
Public Service Reform
Output from the Sounding Board – Workshop Outcomes
Workshop
Discussion
Information
Sharing
•
•
•
•
Can we build a partnership Information Asset Register to help inform each other
What information capabilities do organisations need to have?
Key challenge is Consent, for people to understand what we do with their information and what
rights they have
Clear and transparent including use of language; people don’t understand technical jargon
Actions
• A culture change is required for Essex citizens about how we use their information and why
• There’s a need for awareness and understanding about information sharing throughout
organisations – leaders to front line staff
• Provide tools to improve transparency about what we are doing
• Provide tools that enable citizens to ‘take ownership’ of consent i.e opt in or out
• Actions required to address training, communication, e.g marketing/advertising campaign.
Domestic
Abuse
•
•
•
•
This workshop was poorly attended which gave concern to those from Essex CRC, Police and ECC
who did attend
Vital to intervene early with victims and perpetrators
Essential that front line staff are trained to work with perpetrators, and trained in effective
interventions
Early intervention means finding victims before they contact the Police, and this may require a
different approach to information sharing than that used for incidents identified by the Police.
35
Public Service Reform
Output from the Sounding Board – Workshop Outcomes
Workshop
Discussion
Strengthening
Communities
•
•
•
In West Essex momentum is now building and partners are well engaged. Pace and scale is
daunting due to the level of need
Making it big’ report http://www.nesta.org.uk/publications/making-it-big-strategies-scalingsocial-innovations
My Social Prescription project in Colchester evidencing the Making it Big report and the models
for scaling work up.
Actions
• A consistent approach to monitoring is required, the current approach is too random (across
partners) and hinders delivery
• Create an environment where lessons learned are delivered honestly and not always solely
focussed on success (i.e. permission to fail)
• Leadership required to change culture in organisations/communities making helping the norm.
Housing
•
•
•
•
•
•
•
•
•
“There are many vacant properties which could be put to much better usage”
“Don’t want to overcomplicate it, still need to deal with short term challenge”
“Needs a real financial mechanism to enable finances to be brought forward, as long-term
benefits are not as attractive for some land owners as they are for others”
“Issue on numbers of houses being built, but also issue on quality, the population is served badly
by low cost property”
The structure of the model needs to be attractive and clearly articulated, if not it will struggle to
deliver better outcomes than private developers/investors
Value model must be applied on a site-by-site basis , no one-size-fits-all option
We must move quickly, it is better to stimulate the market than wait for the right conditions
Partners could be seen as an investor providing a ‘bond’ to pay forward long-term benefits
Partners might be interested if rate of interest was higher than bank deposits, in principle this
36
should be compelling for most.
Public Service Reform
Output from the Sounding Board – Stakeholder feedback
84 attendees
DWP
1
ECC
18
Essex CRC
2
Fire
3
Govt
6
Health
7
Housing
2
Other LAs
17
Media
1
PCC
2
Police
1
Business
1
PSRU
11
Universities
2
VCS
10
•
•
•
•
•
•
•
•
•
•
69% rated all presentations Good-Very Good
Nesta & Strengthening Communities presentations
rated highest
40% rated break out sessions as Good
Strengthening Communities break out rated
highest
69% felt informed about the PSR Vision & Priorities
56% very satisfied with PSR programme
information received
62% very satisfied with the event networking
opportunities
75% communicated their organisation’s
transformational ambitions
25% satisfied with venue
63% very satisfied with the overall event
Suggestions for future events
• More inspiring Government speaker
• More time for break out session & networking
• Better venue
37