Essex Partnership Board

1. Essex Partnership Board 10th October 2014

2. Agenda

3. Essex Partnership Board Communications and Engagement Output from Sounding Board Transformation Month - November

4. Public Service Reform Output from the Sounding Board – Stakeholder feedback 84 attendees • 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

5. Public Service Reform Output from the Sounding Board – Workshop Outcomes

6. Public Service Reform Output from the Sounding Board – Multimedia Interaction Online • Essex Partnership website is hosting all Sounding Board news, social media, presentations and videos received. 30% of page visitors downloaded Sounding Board files. PR & Media • Press release distributed to 450 media outlets • Braintree & Witham Times Domestic Abuse feature story Social Media • 7 new Twitter followers • 12 mentions (3 #WISDOM – cutting red tape, partnership working) • 23 retweets @EssesxPSR

7. Public Service Reform PSTN Transformation Month – November 2014 Print media Tweetathon Case Studies Live chat

8. Essex Partnership Board Who Will Care / Strengthening Communities update Purpose: Progress update on WWC/SC integration Approval of the VCS Framework

9. Strengthening Communities and “Who Will Care?” (WWC) Purpose To outline the expanded Strengthening Communities Programme reporting to EPB, which has been aligned with work on mobilising communities as part of WWC, and to confirm the new governance arrangements

10. Outline • Introduction • Background - outline of ‘Who Will Care?’ • Governance arrangements • Recommendation • Annex - Strengthening Communities (SC) programme and WWC mobilising communities - a summary of all the SC and WWC workstreams which now fall under the oversight and sponsorship of EPB

11. Introduction • At its last meeting, 17 June 2014, EPB agreed that it would oversee and sponsor the mobilising communities WWC workstreams; incorporating it into the Strengthening Communities Programme • These slides present more information about how those governance arrangements will work and summarises all the workstreams in the new expanded Strengthening Communities Programme

12. Background - an outline of WWC • “Who Will Care?” Commission in 2013 to identify practical solutions to our ageing population and complex care needs • Identified 5 high impact solutions: • Agree a new understanding between the public sector and the people of Essex • More prevention and early intervention • Mobilise community resources • Better use of data and technology • Ensure clear leadership, vision and accountability .

13. Background - agreed priorities and how these are being taken forward • Essex partners met in Jan 2014 and agreed 3 priorities for action: • Engaging with the public – a new understanding • Mobilising communities • Data and information sharing to support targeting and allocation of resources • These priorities form the main elements of WWC workstreams • Data and information sharing – Task and Finish group chaired by Cllr Finch. Whole Essex Information Sharing Framework; data sharing protocols; Predictive Tools Analysis. Reported to Health and Wellbeing Board on progress in July • Other two priorities are linked and been aligned with work on strengthening communities

14. GOVERNANCE Essex Partnership Board Provides lead on overall strategy and vision, approves direction. Formal sign off for Mandate’s, OBC’s and FBC’s and project closure documents Strengthening Communities Programme board Continues to agree critical success factors for projects, sign off Mandates ,OBC’s, FBC’s and project closure documents. New Terms of Reference have broadened role to have strategic leadership role to drive and co-ordinate workstreamsto strengthen/mobilise communities . Workstreams/Projects/Initiatives • Delivers ongoing work relevant to the aims of the programme to the agreed plans. Delivers intended outcomes and benefits, on time, within budget and to the required quality.

15. Essex Partnership Board EPB-Sponsor Bob Reitemeier SCPB Chair: Paul Hill Strengthening Communities Programme board SC Lead: Helen Lax Projects/ Initiatives Existing SC Projects WWC workstreams Community Agents VCS Framework Public engagement Community Builders Training and Toolkit Civic Innovation Time/ Care Banking Essex Connects Youth Volunteering Networking and Events Encourage Volunteering Awards Ceremony Roll out of local schemes Evaluation Framework

16. Recommendations • To agree that the ‘WWC’ workstreams report progress, issues and outcomes to EPB on a regular basis, alongside Strengthening Communities Programme reporting • To review workstreams across Strengthening Communities and WWC to ensure they are complementary and support the delivery of the key outcomes in this area. • To agree that SC Programme Board reports on progress towards vision of strong and resilient communities – ensuring that activities are well co-ordinated and support infrastructure of managed and active volunteers in every community

17. Annex: the expanded Strengthening Communities Programme workstreams(WWC workstreams shown in red)

20. VCS Framework Purpose To outline the VCS Framework and present progress and next steps towards its adoption

21. Public Service Reform VCS Framework • A new approach for public sector partners and their relationship with the VCS • Vision: ‘strong and resilient communities supported by a thriving voluntary and community sector’ • Drivers - reduced public funding, rising costs and demographic change: the need for resilient communities that can support themselves and the need for radical innovation in service design and delivery • Recognition of commissioning and need for VCS to adapt to new approach • Essex partners (public sector and VCS) have worked together to develop a framework that supports effective working between the public sector and VCS • Essex Compact: builds on the work of the compact but aims to go further in setting out a number of actions that will help us achieve our shared vision and within a commissioning landscape • Comms strategy: to ensure that it is shared with partners. The Essex Compact Steering Group will lead on securing sign up from partners to both the framework and the Essex Compact

22. Public Service Reform VCS Framework The public bodies will: • respect the independence of the VCS sector • have a clear approach to commissioning and how the VCS can engage throughout the cycle • endeavour to ensure a level playing field for VCS organisations in procurement processes where they can engage • be clear about their joint commissioning arrangements • recognise the continued need for, and have a clear and transparent approach to, grant funding • be clear on implementation of The Public Services (Social Value) Act 2012. • have a single point of contact for each policy area and each procurement process • consider how they can help support and strengthen the VCS sector • have a clear approach to the promotion of volunteering

23. Public Service Reform VCS Framework Progress: • The Essex Compact Steering Group are approaching Public Sector Partners to sign up to the Framework and develop strategies for implementation by 1 April 2015 • A number of partners have confirmed that they have scheduled the Framework for approval via their own organisational governance routes meaning they will be on track for 1st April • ECC have conducted a Compact self-assessment which they will present to cabinet along with the Framework in October • ECC’s strategy response is due to go to cabinet in January 2015. This is being developed through consultation with commissioners, commercial, finance, legal and the voluntary sector Next Steps: • Outstanding Public sector bodies to be asked by the Essex Compact Steering Group to sign up to the Framework and develop strategies for implementing by 1 April 2015 • partners agree to undertake an annual self-evaluation contributing to a “State of the Sector” report by The Compact Steering Group to the Essex Partnership Board and the Voluntary and Community Sector • The Essex Association of Councils for Voluntary Service, the Essex VCS Alliance and the Essex Compact Steering Group to endorse the Framework as early adopters from the VCS sector

24. Essex Partnership Board Proposed Away day to develop 2015/16 programme Purpose: Following discussions at EPB in June, we are proposing an EPB away day, in lieu of our December meeting, to take a strategic view of our future work programme and how we work

25. Public Service Reform EPB Away day

26. Essex Partnership Board Part 2 - Business Performance Report Housing Presentation and endorsement of OBC Skills Performance & progress report approval Closure report approval

27. Essex Partnership Board Performance Report High level report on the finances and performance of the Programmes within EPB

28. Performance Outline • Programme Overview • Total costs v total benefits by programme • Total funding v total cashable benefits by organisation • Programme level updates • Progress against outcomes • Progress against activities • Finances – costs and benefits (cashable and non-cashable) by year • Case studies and other relevant background information

29. Under review Estimate. Actuals to be no more than 6% of total funding To be quantified

30. Committed Funding v Cashable Benefits (£’000s): 2014/15 – 19/20 Excludes £4.4m funding still to be sourced

31. Essex Partnership Board - Reducing Domestic Abuse Finances For each successful intervention (i.e. breaking the cycle of Domestic Abuse), following benefits expected on an annual basis: Note: ECC social care benefits not realised in all cases and depends on nature of intervention to break the abuse cycle (e.g. IDVA, DV Perpetrator Programme, Health Pilots etc) Commentary Activity is scaling up, with all high risk victims of DA being allocated an IDVA since 1 August 2014. Actual performance against outcomes will therefore be reported quarterly from Jan 2015, when targets will also be set. Outcome Measures Targets TBC N/A All recorded incidents of Domestic Abuse) 60% % of successful IDVA* interventions (post-August 2014) Available from 01/15 TBC Conviction rate for domestic abuse cases TBC Available from 01/15? Activity Measures Targets 450 14/15 (Q1) Total referrals to IDVA TBC 243 60% 14/15 (Q2) Engagement rate of those referred to IDVA 100% 74% 14/15 (Q2) Number of referrals to JDATT TBC 2343 *Independent Domestic Violence Advisor

32. Essex Partnership Board – Strengthening Communities • Finances • NB There are no cashable benefits for this programme • Commentary • With the expansion of the SC Prog to include WWC we are reviewing the best measures and targets to monitor our success against the four SC outcomes, which are: • Increased community capacity • Increased community resilience • Reduced demand on public services • Increased understanding of public services offer Outcome Measures Targets 23% Q1 2014/15 New outcome measures and targets are being developed and will be reported to next EPB Increase % by Apr 15 % of people who say they volunteer ? Q1 2014/15 People report greater choice and control over their lives Increase % by Apr 15 Oct 14 Mar 16 Total monetised benefits to public sector £235k £94k Dec 14 Activity Measures Targets Sep 15 Oct 14 Number of hours banked through Time and Care Banking 10,000 43,600 Dec 14 Dec14 Nov 15 Number of referrals through social prescribers 792 150 Feb 15 Oct 14 Sep 15 Number of NEET’s aged 16-24 engaging in volunteering 300 40 Dec 14

33. Essex Partnership Board – Family Solutions Targets Outcome Measures • Finances • Commentary • The Family Solutions programmehas transitioned to ‘business as usual’ and is now being integrated with Troubled Families, therefore there are no activity measures, and outcome measures are being revised. • Essex exceeded its interim target of ‘turning around’ 1,443 families by October 2014, passing this number in July 2014. As a result, Essex has qualified as an ‘Early Starter’ for Phase 2. • August ’14 saw an active caseload across the service of 728 families; a caseload figure which has seen a steady increase since FS inception - 349 in October ’13 and 596 in March ’14 • End of September ’14 figures indicate that nearly half (48%) of all closed FS episodes to date have either fully or at least partially met the targeted outcomes for the families involved. 1,443 Apr 14 Apr 15 Number of families ‘turned around’ 2220 1,477 66%? Apr 14 Apr 15 % episode closures where outcomes fully or partially met 100% 48% New outcome measures and targets are being agreed as part of the integration into the Troubled Families programme. These will be reported to the next EPB

34. Essex Partnership Board – Skills • Financial Benefits Commentary The skills programme has now transitioned to SELEP, so there are no activity measures or Essex Partnership costs. In the period 2011 to 2013 Essex delivered a reduction of 720 NEETs, more than any other area of SELEP. In fact Essex contributed 62% of the total reduction in NEETs in SELEP in that period. This will result in estimated monetised benefits of £19.6m between 2014/15 and 2019/20 Essex Apprenticeships will have delivered 1,242 additional apprenticeships in Essex between 2012 and 2015. This will result in estimated monetised benefits of £16.3m between 2014/15 and 2019/20 Outcome Measures Targets Jan 12 TBC Net reduction in NEET (16-18 year olds) 23% 16% Mar 15 Apr 12 Increase in Essex Apprenticeships 1,242 1,527 1099 *A specific target for NEET reduction was not set, however the net reduction of 730 equates to a 23% reduction which compares favourably with the next best performing County in the SELEP, Kent, which achieved a 16% reduction over the same period. To date, an additional 1,527 apprentices have been enrolled.

35. Essex Partnership Board – Reducing Reoffending Outcome Measures Finances Benefits derived from a Ministry of Justice model and based on a 5% reduction in reoffending Commentary The Reducing Reoffending Programme has transitioned to the Essex Community Rehabilitation Company (the new Probation service). As a result all measures, costs and benefits are being reviewed. It is hoped to be able to provide a revised picture of this programme at the next EPB Targets Apr 2013 Mar 2018 Reoffending Rate (Ministry of Justice) 5% Reduction TBC Jul 15 Mar 2018 Apr 2014 Reoffending Rate (One year follow up period IOM) Under Review TBC TBC (7.2 % baseline) Apr 2014 Mar 2018 % reduction in number of re-offences (IOM) TBC (50.9% baseline) TBC

36. Essex Partnership Board PSR Portfolio - overall progress update Reporting Period: mid Jun 14 – end Sep 14 Purpose: Provide progress update on projects within PSR Portfolio, agree on actions to resolve key issues and approve business cases and project mandates.

37. Public Service Reform Overall Progress Report – Oct 2014

38. Public Service Reform Issues