Essex Partnership Board

1. Essex Partnership Board 17th June 2014

2. Agenda

3. 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).

4. 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.”

5. Public Service Reform Strategic Priorities Prevention and early intervention Focusing on early years, families with complex needs, and building community resilience. Growing the economy Enabling jobs, housing, infrastructure and improved skills in key growth locations. Integration of services Integrating commissioning to improve the quality and efficiency with which outcomes are achieved, beyond organisational boundaries. Reducing costs Providing value for money to the public though shared services and assets, joint efficiency programmes and smarter transactional services. Enabling effective whole-system working Ensuring effective information sharing, communication, collaboration and financial management, and campaigning for greater freedoms and flexibilities.

6. Public Service Reform Prevention and early intervention Strategic Priorities

7. Public Service Reform Growing the economy

8. Public Service Reform Growing the economy (contd.)

9. Public Service Reform Integration of services

10. Public Service Reform Reducing costs

11. Public Service Reform Enabling effective whole-system working

12. 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

13. 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

14. Public Service ReformWho 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 (includingDCs , 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 support/undertake this work. This will enable us to refine our approach over time

15. 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.

16. 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.

17. 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

18. 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.

19. Public Service Reform Recommendations from the 9th April meeting

20. 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

21. 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.

22. 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?

23. 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.

24. Public Service Reform Overall Progress Report – June 2014

25. Public Service Reform Issues

26. Public Service Reform Risks 1 Portfolio - Reputational risk of not delivering what was published as part of the Operational Plan in terms of outcomes & benefits (£404m cash & none-cashable 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 1

27. Public Service Reform Costs (FY 14/15) Funding Position Existing projects Funding gap - Domestic Abuse, Strengthening Communities and Reducing Reoffending projects

28. Public Service Reform Report on Actual Spend FY 13/14 – Carry-forward request • 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

29. Public Service Reform High-Level Delivery plan (2014-2015) – FOR INFORMATION ONLY EPB – 17th Jun EPB – 10th Oct EPB – 17th Dec EPB – 12th Aug Basildon & Braintree pilot closure report completed Countywide reciprocal agreements and ISA agreed Probation & Adult Social Care join the JDATT Support Services put out to tender Schools programme piloted Support Services provider selected Interim IT solution go-live Support Services team go-live Health partners join the JDATT Schools Programme developed & agreed Interim evaluation completed Schools programme -Strategic approach agreed Identify benefits/outcomes and fill funding gap VCS framework signed off by partners & approved by EPB End of Community Builder trial period Youth Vol. pilot set up & web portal go live Strategy responses to VCS Framework in place by partners – Apr 2015 Comm. Builders Checkpoint review Comm. Builders Checkpoint review CRF fund go live Time/carebanking & YV-FBC Approval by EPB & Sovereign partners Comm. Builders Checkpoint review Timebanking established countrywide Online Portal Launched Project Closure (TBC) Next steps and key milestones to be discussed and agreed IOM performance framework completed and presented to RR board Partnership Commissioning roadmap completed Site 1 next Phase Planning Mandate agreed Sites 2-4 identified Sites 2-4 Feasibility finished Sites 2-4 next phase planning Site 1 Feasibility finished FBC for model (TBC) Locality Reviews Complete OBC approved by EPB Completed In progress At risk Slipped