Essex Partnership Board
10th October 2014
Agenda
Time
10:00
Title/Description
Welcome and Introduction
Lead
Cllr David Finch
Part 1 - Strategy
10:05
Sounding Board output

PSTN Transformation Month – Nov 2014
10:20
Strengthening Communities & Who Will Care

Update on the SC/WWC integration

VCS Framework
Guy Swindle
Sheila Norris
Bob Reitemeier
11:00
Housing
o Presentation and endorsement of OBC
Glen Chipp
11.15
Proposed Away day to develop 2015/16 programme
Richard Puleston
Part 2 - Business
11:30
11:45
Skills
o
o
Performance & progress report approval
Closure report approval
Performance Report
Pete Cook
Guy Swindle
2
Essex Partnership Board
Communications and Engagement
Output from Sounding Board
Transformation Month - November
Public Service Reform
Output from the Sounding Board – Stakeholder feedback
84 attendees
DWP
1
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
4
Public Service Reform
Output from the Sounding Board – Workshop Outcomes
Workshop
Outcome
Information
Sharing
•
•
•
•
•
Domestic
Abuse
•
•
•
•
Strengthening
Communities
•
•
•
Housing
•
•
•
•
•
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.
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.
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.
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
5
should be compelling for most.
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
6
Public Service Reform
PSTN Transformation Month – November 2014
Objectives:
PSRU Activity:
Influence early spending round
discussions
Multimedia case studies: Scaling Up
My Social Prescription & Daisy
Project
Stimulate thinking, debate and
planning of future public services
Online: OBC Housing & Public Sector
Land Project
Provide practical tools which show
how transformation can be
implemented
Themed Week: Domestic Abuse
Awareness Week
Share successful practice between
places
Evidence fiscal benefits: Family
Solutions & Strengthening
Communities
Print media Tweetathon Case Studies Live chat
7
Essex Partnership Board
Who Will Care / Strengthening
Communities update
Purpose:
Progress update on WWC/SC integration
Approval of the VCS Framework
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
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
10
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
11
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 .
12
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
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 workstreams to
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.
Essex Partnership Board
EPB-Sponsor Bob Reitemeier
SCPB Chair: Paul Hill
Strengthening Communities Programme board
SC Lead: Helen Lax
Projects/ Initiatives
WWC workstreams
Existing SC Projects
Community Agents
Public engagement
Training and Toolkit
VCS Framework
Civic Innovation
Community Builders
Essex Connects
Time/ Care Banking
Networking and Events
Youth Volunteering
Encourage Volunteering
Awards Ceremony
Roll out of local schemes
Evaluation Framework
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
16
Annex: the expanded Strengthening
Communities Programme
workstreams (WWC workstreams shown in red)
17
Workstream
(+ Lead)
Overview
Targets
Benefits
VCS Framework
(Sheila Norris)
This document sets out a new approach for
public sector partners in their relationship with
the VCS in relation to areas such as
commissioning, procurement and grants
With partners for sign
off by 31st October,
strategy responses to
be developed by Apr 15
To support a thriving
VCS, enabling strong
and resilient
communities
Community
Builders
(Paul Probert)
CB’s are locally based and follow an Asset Based
Community Development approach to identify
both community assets and needs
Prototypes currently in
delivery (to Mar 15).
Increased community
capacity, enabled to
manage their own
identified needs
Time/Care
Banking
(Matt Taylor)
Enables reciprocal volunteering exchanges in
communities between members. Countywide
rollout now mobilised.
43,600 hours exchanged
by September 2015
£1.3m of cashable
benefits over 5 years.
Youth
Volunteering
(Matt Taylor)
This scheme will redevelop the Volunteer Essex
website to offer a new platform to engage 1624yr olds in volunteering. A portfolio of new
opportunities will also be developed.
30 NEET’s moved into
Education, Employment
or Training. 22,100
volunteer hrs generated
£155k of cashable
benefits in year 1
(14/15)
Community
Agents
(Sheila Norris)
Community agents help older people maintain
their independence and delay or prevent the
need to access formal health/social care
6,000 people supported
p.a. (3,000 social care
and 3,000 GP referrals)
Over £2m of cashable
benefits across 3 years
Evaluation
Framework
(Sheila Norris)
To commission an evaluation framework to
measure the long term impact of multiple
community based schemes
Framework in place by
Summer 2015
Timely/credible
evidence to support
and direct future
investment
Public
engagement
(Sheila Norris)
To devise and implement engagement to effect
behaviour change based on a new understanding
between public services and the people of Essex
Agree approach with
partners Nov 2014
Raised awareness
leading to behaviour
change from citizens
Workstream
(+ Lead)
Overview
Targets
Benefits
Training and
Toolkit
(Sheila Norris)
To support mobilisation of communities by providing
training and toolkits to set up and run community-led
activities and to bid for funding
Toolkit
developed by
Dec 14
Increase in successful
community initiatives
Civic Innovation
(Sheila Norris)
Working collaboratively with communities to design new
solutions to meet needs via facilitated Civic Innovation
Events
3 learning
disabilities
workshops
Nov 2014
Greater innovation, more
buy in from communities,
more joined up solutions
Essex Connects
(Sheila Norris)
To build on the existing web portal to enhance
information sharing across a wider range of community
organisations.
In
development
Improved access to
support in setting up
community initiatives
Networking and
Events
(Sheila Norris)
Events with specific focus to further support mobilisation
of communities based on feedback from 4th April WWC
event.
First ‘Swap
Shop’ Jan
2015
Increased
capability/stronger
networks with the VCS
Encourage
Volunteering
(Sheila Norris)
To develop/strengthen the infrastructure that supports
employee volunteering across public and private sector,
including ECC
Business
engagement
plan in place
by Oct 14
Increased community
capacity/capability
better understanding of
needs
3 Countywide
schemes
(Sheila Norris)
3 partner selected schemes for replication /scale up
across the county - Men’s Sheds, Social Prescribers and
Rainbow Services.
Roll out to
further areas
to commence
early 2015
Reduction in social
isolation
Greater community
resilience
Awards
Ceremony
(Sheila Norris)
Partnership awards ceremony to recognise those
volunteers who make a difference in Essex communities.
Planned for
May 2015
Encouraging , recognising
and celebrating
volunteering
VCS Framework
Purpose
To outline the VCS Framework and
present progress and next steps
towards its adoption
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
21
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
22
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
23
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
24
Public Service Reform
EPB Away day
Suggested objectives for away day:
• Renew engagement with PSR programme and commitment to new ways of working
• Agree strategic outcomes
• Identify new ideas for projects
• Consider how governance can be streamlined
Suggested themes:
• Our 2015/16 programme – will it meet our five agreed strategic priorities ? What’s
missing and how do we add to it? What is the process for adding new programmes?
• Budget, funding and risks
• Secondments and other ways of increasing collaborative working
• How we work – role of EPB, contribution of partners, meetings, management of
performance/oversight, monitoring, evaluating and learning
• EPB outcomes – confirm/agree the areas we need to focus on
Suggested format:
• Whole day (say 10am to 4pm) or overnight (say, lunchtime to lunchtime)?
• External facilitation (possibly NESTA – see below)
• EPB members lead on specific items – e.g. as Programme Sponsors
• Project Leads input/attendance for part of session
• Neutral location – e.g. hotel
NESTA as a strategic partner? Potential facilitation of away day and longer term
development of EPB as a leadership collaborative?
25
Essex Partnership Board
Part 2 - Business



Performance Report
Housing
o Presentation and endorsement of OBC
Skills
o Performance & progress report approval
o Closure report approval
26
Essex Partnership Board
Performance Report
High level report on the finances and performance of the
Programmes within EPB
27
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
28
EPB Programmes - Costs v Benefits £000s - 2014/15 to 2019/20
250,000
200,000
150,000
Under review
Estimate. Actuals to be
no more than 6% of
total funding
100,000
50,000
-
Total Costs
Total Benefits
Family
Solutions
10,258
40,953
Domestic
Abuse
4,130
8,243
Reducing
Reoffending
1,000
113,615
Strengthening
Communities
747
1,863
Housing
Skills
1,295
-
1,150
35,900
To be quantified
Programme
Costs
992
Totals
19,571
200,574
Committed Funding v Cashable Benefits (£’000s):
2014/15 – 19/20
BENEFITS (£44,038)
FUNDING (£15,248)
150
261
Excludes £4.4m
funding still to
be sourced
8,177
14,180
5,422
7,484
8,588
70
347
120
Districts and Housing
PCC
Central Government
30
9,345
ECC
Probation
2,252
45 2,554
Health
Schools
Essex Partnership Board - Reducing Domestic Abuse
Finances
Outcome Measures
Targets
TBC
All recorded incidents
of Domestic Abuse)
60%
Available from 01/15
TBC
41
282
170
4,685
5,178
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)
Conviction rate for
domestic abuse cases
Available from 01/15?
TBC
450
14/15 (Q1)
243
14/15 (Q2)
Engagement rate of
those referred to IDVA
74%
£’000s
2014/ 2015/
15
16
2016/
17
2017
/18
2018/ 2019/
19
20
Total
Total
Costs
931
925
756
506
506
506
4,130
Targets
Cashable
Benefits
217
468
485
562
638
715
3,085
TBC
Noncashable
Benefits
317
636
645
499
550
601
3,248
Activity Measures
Number of referrals to
JDATT
Police
Health
Wider Economic
ECC Social Care
Total
N/A
% of successful IDVA*
interventions
(post-August 2014)
Total referrals to IDVA
For each successful intervention (i.e. breaking the cycle of
Domestic Abuse), following benefits expected on an annual
basis:
60%
14/15 (Q2)
2343
*Independent Domestic Violence Advisor
100%
TBC
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.
Essex Partnership Board – Strengthening Communities
Outcome Measures
23%
Targets
Finances
Q1 2014/15
Increase %
by Apr 15
% of people who say
they volunteer
£’000s
?
Total monetised
benefits to public
sector
Increase %
by Apr 15
Oct 14
£94k
Dec 14
132
95
78
71
-
747
NonCashable
Benefits
235
418
479
339
392
-
1,863
Number of NEET’s
aged 16-24 engaging
in volunteering
32
10,000
43,600
Dec 14
Nov 15
150
792
Feb 15
Oct 14
Sep 15
300
40
Dec 14
NB There are no cashable benefits for this programme
Commentary
Sep 15
Oct 14
Dec14
Total
371
£235k
Targets
Number of
referrals through
social prescribers
17/18 18/19 19/20
Mar 16
Activity Measures
Number of hours
banked through Time
and Care Banking
16/17
Total
Costs
Q1 2014/15
People report greater
choice and control over
their lives
14/15 15/16
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
Essex Partnership Board – Family Solutions
Targets
Outcome Measures
Apr 14
Number of families
‘turned around’
1,443
2220
1,477
Apr 14
% episode closures
where outcomes fully
or partially met
66%?
48%
Apr 15
£’000s
14/15 15/16
16/17
17/18 18/19 19/20
Total
Total
Costs
1,552 1,850
2,739
2,744 1,372
10,258
Cashable
Benefits
2,627 7,636
8,723
8,792 8,696 4,479
-
40,953
Apr 15
100%
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
33
Finances
Commentary
The Family Solutions programme has 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.
Essex Partnership Board – Skills
Outcome Measures
Targets
TBC
Jan 12
Net reduction in NEET
(16-18 year olds)
£’000s
14/15 15/16
NEET
Benefits
3,263 3,263 3,263 3,263 3,263 3,263 19,576
Apprentic
eship
Benefits
2,723 2,723 2,723 2,723 2,723 2,723 16,341
Total
NonCashable
Benefits
5,986 5,986 5,986 5,986 5,986 5,986 35,916
16/17
17/18 18/19 19/20
Total
23%
16%
Increase in Essex
Apprenticeships
Financial Benefits
Mar 15
Apr 12
1,242
1,527
1099
Commentary
*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.
34
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
Essex Partnership Board – Reducing Reoffending
Outcome Measures
Targets
Apr
2013
TBC
Reoffending Rate
(Ministry of Justice)
Reoffending Rate
(One year follow up
period IOM)
% reduction in number
of re-offences (IOM)
Mar
2018
Apr
2014
Jul 15
TBC (7.2 % baseline)
Apr
2014
Benefits derived from a Ministry of Justice model and based
on a 5% reduction in reoffending
5%
Reduction
Mar
2018
TBC
Mar
2018
TBC (50.9% baseline)
Finances
In £’000
2014/
15
2015/
16
2016/
17
2017/
18
2018/
19
2019/
20
Total
Total
Costs
250
150
150
150
150
150
1,000
Cashable
0
4,601
3,516
Noncashable
0
29,489 22,529 18,298 15,163 12,796 98,275
2,857 2,368 1,998
15,340
TBC
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
35
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.
36
Public Service Reform
Overall Progress Report – Oct 2014
Summary – Highlights
Portfolio Level • Transformation Challenge Award bid (£3.3m) submitted to the DCLG
• New Head of Public Service Reform appointed, to start 13 Oct; interim in place during the transition period
Family Solutions • 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
• Nov ’13 till date - 1,492 referrals into the Hub in this reporting period, highest referrals were from Education
42%
Domestic Abuse • The Basildon & Braintree pilot ended on 31st July. The pilot supported 748 domestic abuse victims in total. An
evaluation/closure report is currently being drafted
(DA)
• The DA strategic board has approved the development of the domestic abuse programme for schools and
colleges
• A JDATT & MARAC Operational Governance group created to provide operational oversight of the JDATT &
MARAC and report to the Southend, Essex and Thurrock Domestic Abuse strategic board
•
Offender demand pathways have been mapped and the costs associated with each pathway are currently
Reducing
being collated and analysed
Reoffending
(RR)
Housing
Skills
Strengthening
Communities
(SC)
• Outline Business Case being presented to the EPB
• Priority development sites identified: 9.5 hectares of developable land for 600-900 units
• Established a fully operational employer led Employment and Skills Board driving a more employer-led skills
system in Essex, including the production of a comprehensive evidence base that is being used by
stakeholders
• Successful integration of the ‘Who Will Care’ with Strengthening Communities
• WWC – Rollout of 3 successful schemes to 3 Voluntary sector organisations
• Time/Care banking FBC approved, funding secured till August 2015
• Re-commissioning of disability services for working age adults, savings of 24.8 million, commissioning jointly
Integrated
with CCG’s
Commissioning
• Development of Lead Provider models of delivery for older people and carers
37
Public Service Reform
Issues
Prior.
1 High
2 High
3 High
Key Issue
Absence of pipeline projects
leading to inability to deliver
PSR outcomes
RE-OFFENDING/ Benefit
Realisation - clarity required
what deliverables will drive
to achievement of £118m
non-cashable benefits by
2019/20.
DOMESTIC ABUSE/JDATT –
Success measures &
benefits of JDATT
Recommendation(s)/ Mitigation Action(s)
Owner
Exploring a new approach to public service innovation with an
external partner. EPB Away day
Guy Swindle
In the meetings with L. Whitehouse, PSRU 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
The absence of the new JDATT manager due to long term illness
has delayed the development of success measures and benefits.
With an Operations Manager now in post this should be expedited
with measures expected to be available for the next EPM meeting
L.
Whitehouse;
PSRU
Alan Ray/
Kevin Nunn