Welcome to One Norbiton, Working Together Joint Professional and Community Working Group Conference Event Welcome from David Smith, Project Sponsor Housekeeping Todays programme Purpose of today The ward of Norbiton is more deprived than other parts of Royal Borough Kingston. Piloting this Local Integrated Service, One Norbiton, Working Together project will help to improve the lives of Norbiton people. The project will; 1) Develop a community voice and involve Norbiton community members in decisions about priority setting and resources for
Norbiton 2) Pool money and resources together to form a single pot for Norbiton community members to influence or control 3) Increase partnership working on Norbiton issues between agencies and with community members The purpose of today is to; Introduce the professionals and Norbiton community members to each other and build our working relationships Hear from Cabinet Office about Local Integrated Services and Community Budgets and what is happening elsewhere in the country share learning from their experience Hear from those whore leading work on issues such as Policing and Housing Begin action around priorities for Norbiton and plan next steps Explore innovation opportunities for Norbiton One Norbiton, Working Together Programme
1.30.........Tea and Coffee 1.45.........Introduction (David Smith, NHS Kingston/RBK Health & Adult Services) 1.55.........Project Evaluation (Dr. Heidi Seetzen, Kingston University) 2.05..........Local Integrated Services (Ian Leete, Cabinet Office) 2.30..........Housing Strategy and Links to Project (Mike England, RBK Housing) (Interactive) 2.50..........St Peters Church (Rev Peter Holmes) 3.05..........Policing priorities in Norbiton (Ch. Insp. Bill Heasman, Met Police) (Interactive)
3.25..........Tea and Coffee Break 3.40..........Time to Innovate (Eleanor Jones, Social Entrepreneur in Residence) (Interactive) 4.00..........Break-out groups 1. Housing 2. Policing 4.35..........Feedback 4.45..........Looking Forward and Close (Russell Styles, NHS Kingston Public Health) The journey so far... Emerging Priorities identified so far Top 4 = Housing Issues ,Police and Safety, Maintenance of communal areas and Youth activities What does success look like to the community? Understanding the needs and priorities of the Norbiton community Having involvement and influence over services and service providers s I t in help
is Th ent the es repr munity com help volves sust each o everyon ther ain a e to b b u ette community members recorded r soc ild and iety comments at 1st June event l
We l i w y t wil muni m o sense l have mo c being e s h e T c r r
of ow e resou y nersh of a b t ip o f servic benefi sed better es u Project Evaluation Dr Heidi Seetzen Kingston University Local Integrated Services and community Budgets Ian Leete, Cabinet office Making Sense
- Local Integrated Services UNCLASSIFIED What is the Big Society? Taki ng com an activ mun e r ol i posi tive ties, eng e in our s a help ocial acti ging in ing o ther on, and s ou t a
mes e o c e g b ent m a ran m n r o r e to Gov buyer f order e, in v er bett roviders innovati e of p e more sponsiv l re ev
ea achi rse and h give r c e div es whi ic e serv valu neighbourhoods are in charge of their own destiny, feel able to shape the world around them, and choose to do so UNCLASSIFIED 12 CONTEXT FOR REFORM
EXPERIENCE LAAs GOING FORWARD Central burdens inhibit innovation High expectations of services, less money to deliver Total Place Citizen led decision making Pressure to deliver better for less New financial freedoms and flexibilities Rapid implementation Community
Budgets UNCLASSIFIED The Problem DfE HO LA MoJ YJB Police VCS Young carer Police support worker officer Parent support advisers/Schools
DH CLG DWP PCT Housing authorities JCP Prisons YOS worker CAMHS/ Drug and Housing Mental Family support alcohol link worker
Health workers team Worker Surestart Intensive family intervention worker/ parenting practitioner UNCLASSIFIED Employment Personal advisers How did this happen? 1801 1834 1912
1944 2004 1986 Birmingham = Bourton-on-the-water Pop 1 million vs Pop 4 000 VS UNCLASSIFIED Community Budgets: The challenge around families with multiple problems All of these families access universal services Universal Services1 727m universal spend/yr
Education - 583m Child benefits - 113m GP/NHS costs - 31m and specialist services, (often repeatedly for many years) Targeted Services2 but family breakdown and crises still leads to very poor and costly outcomes
Reactive spend3 Children going into care, hoax fire calls, nuisance behaviour costs, juvenile criminality costs, truancy costs, alternative education costs, vandalism, evictions due to ASB Welfare benefits - 753m Mental health treatment - 21m Parenting support - 53m Drug treatment - 10m 837m targeted spend/yr 46,000 families 2.5bn reactive spend/yr NOTE: BROAD ESTIMATES ONLY - does not include costs of criminal justice services.
DfE 2010-11 planned pupil funding. HMRC website. NHS costs taken from NHS expenditure in England 2009, entitlement benefits HMRC, education costs taken from DfE planned educational spend 2010/11 Unit costs taken from the following sources Dept of Health supplied figures (drugs, alcohol & mental health, Home Office (Dynamic Benefits report Welfare) all other unit costs from published research Steve Parrott and Christine Godfrey, Family Intervention Projects: Assessing potential cost-effectiveness University of York, 2008 (unpublished). 3 Unit costs from published research Steve Parrott and Christine Godfrey, Family Intervention Projects: Assessing potential cost-effectiveness University of York, 2008 (unpublished). Distribution of costs to families based on a sample of 40 families selected by 17 authorities using a standardised methodology (DfE internal analysis) 1 2 UNCLASSIFIED LIS A Step Further Public services Community assets day care centre Volunteers Charity staff
Public sector buildings Private sector staff Pubs Clubs + Social activities Business premises UNCLASSIFIED Principles Local Authorities commission services in liaison with local community and frontline staff UNCLASSIFIED What can others offer? UNCLASSIFIED
In practice Community as a commissioner UNCLASSIFIED Ricky Community Researcher Basildon, Essex UNCLASSIFIED Responsibility and Activity Holocaust Centre approach at a community level. Helping people understand why they need to take responsibility Community Organisers Cabinet Office supporting recruitment of 5000 people to galvanise social action UNCLASSIFIED
What does this mean for local authorities? UNCLASSIFIED The Challenge UNCLASSIFIED Local Integrated Services: Exploratory Innovation in 9 Areas August 2011 Trust Thurnscoe - community-led economic resilience Authority: Barnsley (Lab) Thurnscoe: Pop. 9000 Thurnscoe is a former mining community with little in the way of local enterprises and
employment opportunities Over 30% of adult population claiming benefits, with15% claiming incapacity benefit Life expectancy is 4-5 years lower than the Barnsley average Previous attempted solutions have not worked Headline Reform: Tackling Worklessness Outcomes: 1.Strong, resilient communities 2.Co-produced responsive services 3.Empowered citizens able to direct their own support and maintain their independence Sponsor: Phil Coppard, CEO
Barnsley Council Partners: A4E, SERCO, Thurnscoe Community Housing Alliance, Turning Point Governance Structure: Under development. Elected Members are feeding in community views Why/How selected: Collective decision by BMBC and partners, including VCSE Engagement Plan: Key activists trained via Working Together for Change courses 27.6 million is spent in Thurnscoe Funds contributed from SERCO,
A4E, Turning Point Inner South Leeds: Beeston Hill and Holbeck; Middleton and Belle Isle Leeds letting go Authority: Leeds (Lab) Headline Reform: Health services; anti-social behaviour Inner South Leeds: Pop. 15 000 Wards in Leeds are extremely diverse with differing needs. Beeston Hill and Holbeck have high levels of anti-social behaviour; Middleton and Belle Isle have significant health inequalities Leeds is starting from a low base of
community involvement in services, although some engagement structures do exist Outcomes: 1.Better coordinated and integrated services 2.A more tailored approach to service delivery, responding to local need 3.A reduction in the number of NEETs Sponsor: ? Partners: Cardinals Estate and Beeston Hill residents groups, Probation Service, Beeston Hill PFI, Aire Valley Homes, B. Isle Tenant Mgmt
Governance Structure: Residents structures where they exist. Statutory partner leadership teams brought together for each area Why/How selected: Authorityselected based on statistical date; input from 2 existing residents groups Engagement Plan: Through residents and tenants groups Precise spend not mapped Pooling of staff resources Mixenden Improving the Community; Improving the Environment Authority: Calderdale (Lib/Lab)
North and East Halifax: Pop. 48000 The area is more socially and economically diverse than ethnically. Headline Reform: Cleaner, Safer, Greener Outcomes: 1.Fully aligned and community controlled services across a range of service areas 2.A reduced gap in deprivation across wards It includes the wards with both the highest and lowest unemployment rates in Calderdale. There is already deep
community capacity and resident-led partnerships. But there is a desire to go still further. Sponsor: ? Partners: North Halifax Partnership, Transpennine, CAB and Pennine Housing Governance Structure: Based on existing North Halifax Partnership Constitution. Community board and 2 councillors Why/How selected: Partner and resident selected, through North Halifax Partnership Engagement Plan: Through North
Halifax Partnership, Community Wardens and elected members Precise spend not mapped All partners aligning engagement funds BwD Community Budget A mainstream approach to community involvement Authority: Blackburn with Darwen (Lab) Headline Reform: Famillies with complex needs Shadsworth, Bastwell, Darwen: Pop. 36 famillies with complex needs
Outcomes: Blackburn is facing: The loss of traditional industries Higher levels of anti-social behaviour than other areas, with specific issues around domestic violence and alcohol abuse Blackburn is a Community Budget area and is exploring a LIS approach can enhance this model across multiple service areas 1.Communities will be more involved in the design of services 2.Greater use, and
effectiveness, of preventative services 3.Reduced use of costly reactive services Sponsor: Kate Hollern, Leader, BwD Council Partners: All public services in Blackburn with Darwen Governance Structure: Public Service Board, made up of statutory agencies Why/How selected: Informed by BwDs Community Budget status Engagement Plan: Direct to families involved Detailed costing of service use by
36 famillies Aligning in progress but slowed by health reforms Lowedges, Batemoor and Jordanthorpe Preventing emergency health care through social action Authority: Sheffield (Lab) Jordanthorpe: Pop. 4 000 The areas have significantly higher levels of retired residents than the Sheffield average 11.1% of residents are permanently sick or disabled, compared to a Sheffield average of 6.2% Initial LIS mapping has revealed 200 individuals unknown to public services.
Preventative services can now be provided, avoiding highcost emergency referrals Headline Reform: Older and vulnerable people; Health Outcomes: 1.More choice and control for older people 2.Increased social activity and enterprise to support independent living 3.Improved intergenerational relationships Sponsor: ? Partners: Sheffield Acute Trust, Sheffield University, Sheffield Homes Governance Structure: Project
group made up of local residents and statutory partners. Accountable to South Community Assembly Why/How selected: Statutory analysis of statistical information Engagement Plan: Through community researchers Costs of emergency health referrals mapped Acute Trust exploring redirecting investment Ellesmere Port Starting off on the right foot Authority: Cheshire West and Chester (Con)
Headline Reform: Health and Economic Inequalities Sponsor: Steve Robinson, CEO CW&C Council Ellesmere Port: Pop. 61 000 31 000 of these residents are in an area of high deprivation. Ellesmere Port itself is one of the most deprived wards in the country. Cheshire West & Chester is a new authority, spinning out from the Old Cheshire County Council. Engagement methods and ways of working are still bedding in.
Outcomes: 1.A reduction in the most deprived wards, reflected in the indices of deprivation 2.4-5??? Awaiting detail Why/How selected: Deprivation indicators make the area selection an obvious choice. Residents will direct service specific change Spend mapped against 5 priorities Partners: Bevan Brittan, Ellesmere Port Authority, Local Strategic Partnership Governance Structure: Exploring development of a formal LIST model to take charge of pooled funding and commissioning
functions The neighbourhood team is working with residents and councillors to build 5-10 groups within the neighbourhoods Alignment opportunities being explored Smallshaw Hurst and St Peters Developing the trust to develop the people Authority: Tameside (Lab) Smallshaw Hurst and St Peters: Pop. 16 000 and 12 000 respectively Both wards are among the most deprived in Tameside. One has a strong history of community involvement, the other is developing. Tameside is also part of the
Greater Manchester Community Budgets work and, like Blackburn with Darwen, is exploring how the two initiatives can support and enhance each other Headline Reform: Complex Families and Offending Outcomes: 1.Spending on complex families and offending reduced 2.Rigorous Cost Benefit Analysis is applied to new and existing services 3.Great commissioning across local authority boundaries Sponsor: Steven Pleasant, CEO Tameside Council
Partners: New Economy, St Peters Partnership, Smallhurst housing Governance Structure: Delivery in each ward by existing organisations, overseen by LSP and Public Service Board Why/How selected: Deprivation indicators make the area selection an obvious choice. Residents will direct service specific change The neighbourhood team is working with residents and councillors to build 5-10 groups within the neighbourhoods Some mapping. More work due
Alignment established in services for offending Warrington - Stronger Together in Warrington Authority: Warrington (Lab) Warrington: Pop. 18 000 A targeted approach based on clusters of long-term benefit claimants, not defined neighbourhoods. It is expected that this approach will lend itself to mainstream reform. Wards have higher than average levels of teenage pregnancy, anti-social behaviour, and lower lifeexpectancy A focus on information sharing to provide better services for customer across public services
Headline Reform: Benefit Dependency Outcomes: 1.Improving the life chances of long-term benefits claimants 2.To narrow the gap in quality of life between areas in Warrington Why/How selected: Responding to surveys conducted to develop the Warrington neighbourhood plan Mapped via case conferencing model Sponsor: Katherine Fairclough, Assistant CEO, Warrington Partners: CAB, Jobcentre Plus,
and local social housing provider. Governance Structure: A CiC proposal is being considered. LSP has current oversight Engagement Plan: Building on the work of the local Strategic Partnership and its surveys Residents determining regeneration funding. Partners investing by need One Norbiton Collaboratively commissioned services Authority: Kingston on Thames (Lab) Norbiton: Pop. 10 000 A ward with lower-deprivation levels for Kingston, with greater numbers of transient
residents The service areas are entirely determined by the Norbiton community, although greater engagement is being striven for Reform: Public safety, housing and public space Outcomes: 1.Services delivered in equal and reciprocal relationship between residents, professionals and service users 2.Improved resident satisfaction against their prioritised areas Why/How selected: Responding to surveys conducted to develop the Warrington neighbourhood
plan Mapped via case conferencing model Sponsor: David Smith, CEO, Kingston PCT and Director RBK Partners: Voluntary Action Kingston, Kingston University, NHS Kingston, Metropolitan Police Governance Structure: A community working group supported by a professionals working group Engagement Plan: The neighbourhood team and councillors supporting the community working group Partner resources made available.
Pooling not yet necessary Housing Issues Mike England Housing Strategy Lead RBK Housing Issues Mike England Housing Strategy Lead RBK Housing Strategy; Key Elements Plan for more new homes, especially affordable housing; Bring Council homes to the decent Homes standard by 2016 and talk to residents about the future of larger estates; Advice and assistance to home-owners to make their homes energy-efficient. Promote a thriving private rented sector. Advice and assistance to those in Housing need and prevent and minimise homelessness; Exploit other opportunities to improve quality of life, eg
Health and Educational Attainment Issues to take forward today Council Homes; Physical improvements; internally, communal areas, the environment. Longer-term future Home-Owners; - ensuring advice and assistance on energy efficiency/fuel poverty. Advice/Assistance generally and specifically to older people/ homeless people. How to maximise impact on health, educational attainment, eg by physical improvements, direct assistance eg to homeless people, work in schools. Housing Issues: A community project in Norbiton Reverend Peter Homes Policing and Safety
Chief Inspector Bill Heasman, Kingston Met Police http://www.metpolicecareers.co.uk/spec ials/intro-video.html Chief Inspector Bill Heasman Partnership lead for Kingston Police Main Themes SNT Structure SNT Responsibilities Ward Priorities Crime Profile Communication Contribution SNT Structure Partnership Chief Inspector Three SNT Inspectors (Jaiye Warwick-Saunders) Each ward has a dedicated Sergeant (Tracey
Miller) 2 Constables (Ben Styles & Iain Kinnaird) 3 PCSO's (Jen Doyle, Graham Brown & Charlene Gregory Ward Priorities (i) Crime (ii) ASB (iii) Ward Panel Norbiton SNT Current Priorities (i) Domestic Violence (ii) ASB - Crime Profile Crime falling: Theft from shops Cycle Theft Theft of Motor Vehicles Robbery Showing an Increase Burglary Theft from Motor Vehicles Criminal Damage
Communication How? What works for you? Ward Panels / NHW groups / Community meetings Leaflets / Posters E-mails / websites Public meetings Street Briefings Other? Contribution Metropolitan Police Special Constabulary Metropolitan Police Volunteers Time to Innovate! Eleanor Jones Social Entrepreneur in Residence Young Foundation and NHSK
Social Enterprise Social Entrepreneurship creation of value through innovation Eleanor Jones Social Entrepreneur in Residence Direct Tel: 020 8339 8015 Mobile: 07956 308313 Email: [email protected] The Young Foundation The Young Foundation We bring together insight, innovation and entrepreneurship to address social needs We have over 50 years success
in developing and supporting new ideas turning them into sustainable organisations, such as the Open University, Which?, the School for Social Entrepreneurs and Healthline (the precursor of NHS Direct). www.youngfoundation.org Social Enterprise - Definition Social enterprises are technically defined as: businesses with primarily social objectives whose surpluses are principally re-invested for that purpose in the business or in the community, rather than being driven to maximise profit for shareholders and owners Social Enterprises are businesses that compete in the market like any other business, but also: Trade for social and/or environmental purposes Reinvest profit back into their business or community and
Adopt ownership structures based on participation rather than personal gain. Successful Social Enterprises provide lasting, innovative, replicable (or scalable) social impact. Social returns Public institutio n Taxes Financial returns Nonprofit Social enterpris e Grants Revenue
Tax breaks Tax breaks Grants Social business Values driven business Pure Business Revenue Revenue Revenue Social ventures Source: Adapted from Venturesome
52 The Value of Social Enterprises The Government aims to increase choice and high quality services, with organisations such as social enterprises that have the potential to: Dramatically improve quality of life, health and wellbeing particularly for disadvantaged people Build social capital through communities taking responsibility for addressing their own needs Address unmet needs in new, creative and innovative ways Create high staff and volunteer morale / motivation for the social aims of the enterprise Support communities that are traditionally harder to reach Encourage ethical markets Successful Social Entrepreneur 1. Willing to change direction 2.Share credit with partners 3.Willing to break free from established structures to take into ones own hands
4.Combine thinking and resources from different disciplines to achieve goal gathering ideas, experiences, skills and resources in new configurations 5.Want to do something rather than be someone 6.Fuelled with the desire to restore justice in society and to address social problems Ref David Bornstein Starting a Social Enterprise 1. Why are you doing it? 2. What will you do differently? 3. Who will benefit from the social enterprise? 4. How will the enterprise help to meet local priorities? 5. What services will the proposed enterprise provide? 6. How will you engage with your stakeholders? 7. How will the enterprise be funded? 8. Is the proposal sustainable? 9. Do you have the required skills and leadership? 10. How will you monitor and evaluate the enterprise? 11. What form of enterprise are you considering? End to end innovation
The Social Entrepreneur in Residence Role Initiation Seed Start-up Growth Steps Needs analysis Idea generation Opportunity scoping Proof of concept Prototyping
Organisation design Piloting Launch on a small scale Replication Diffusion Scaling-up Key success factors Understanding of: Ability to: Access to: Reinforcement of:
Need Research market Strong governance Policy context Connect with public sector Entrepreneurial management Opportunities to build an innovative Build organisation organisations Outcome Outline concept paper
Evidence-based business plan validated by stakeholders Funding Professional management Significant funding Independent , operational organisation Growth of organisation or diffusion of model One Norbiton, Working Together
how can we improve Norbiton? 4 Break Out Groups 2x Police and Safety 2x Housing Issues One Norbiton, Working Together how can we improve Norbiton? Feedback One Norbiton, Working Together closing remarks from Russell Styles, Associate Director for Public Health
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