Fenland Strategic Partnership Stakeholder Event. Update on FSP Priority Areas for Action

Transcription

1 Fenland Strategic Partnership Stakeholder Event Update on FSP Priority Areas for Action

2 Welcome Councillor Kit Owen, FDC Cabinet Member

3 Introduction The FSP Board agreed a new model of partnership working in September 2011 to become more efficient, effective and focused. A new approach was defined to reduce partnership bureaucracy, become more outcome focused and embrace task and finish principles. The FSP Stakeholder Group now meets twice a year to agree priorities and to review progress against those priorities. The Fenland Public Service Board was created to deliver FSP priorities and maintain more streamlined partnership principles set by the FSP.

4 Introduction The first FSP Stakeholder Event was held in December 2011 and set the priorities for the year The Fenland Public Service Board have been busily delivering on these priorities which included: o Apprenticeships o Migrant Population/Cohesion o Local Health Partnership refresh o Integrated Offender Management o Recruitment & Retention/Promoting Fenland o Wisbech 2020 Vision Today s event is an opportunity for the FSP Stakeholder Group to discuss and challenge progress to date The next FSP priority setting event will take place in January/February 2013 (Wisbech 2020)

5 Wisbech 2020 Vision A passion to deliver a prosperous future Councillor Nick Clarke Leader of Cambridgeshire County Council Councillor Alan Melton Leader of Fenland District Council Stephen Barclay MP North East Cambridgeshire

6 Where did it all begin? Friday 13 April 2012 Meeting of Cllr Alan Melton, Cllr Nick Clarke, Cllr Chris Seaton, Stephen Barclay MP and the Wisbech 2020 Vision Project Group at Wisbech Castle

7 Why does Wisbech need a vision for 2020? Changing economic functions of Wisbech include: - Reduced use of the commercial port and associated industries - Increased mechanisation of the agricultural and food processing industries resulting in a reduced need for local labour Parts of Wisbech have a long history of socio-economic challenges which has resulted in: - High levels of deprivation, including a high benefit dependency - Poor educational attainment - Low skill and aspiration levels - Health inequalities Wisbech has slow business growth and a declining retail centre ranking There is evidence of an aging population increase There is a lack of varied employment opportunities Dilapidated buildings and key areas in need of regeneration Cohesion challenges associated with a significant migrant population

8 The Wisbech 2020 Project Plan Themed Workshops June to September 2012 Public Consultation September 2012 Theme Leads finalise proposed actions Sept/Oct 2012 Wisbech 2020 Vision Summit October 2012 Wisbech 2020 Vision Launched January 2013

9 The Wisbech 2020 Project Plan THEMES The future economic role of the town Stronger Families in Communities Housing Education, skills and aspiration levels Social cohesion Transport & Infrastructure (including energy, water, waste) & town centre regeneration Pride, reputation and image Leisure, culture, cycling and tourism LEAD OFFICERS Dr Nicky Morrison (University of Cambridge) & Dr Glenn Athey (LEP) Charlotte Black (CCC) & Alan Pain (FDC) Christopher Smith (Roddons HA) & Dan Horn (FDC) Dr Andrew Campbell (Brooke Weston) & Gayle Gorman (CCC) Mike Winters (Police) & David Bailey (FDC) Alex Plant (CCC) & Gary Garford (FDC) David Pomfrett (CWA) & Carol Pilson (FDC) John Onslow (CCC) & Richard Cassidy (FDC)

10 Key Themes from Workshops Exploit the river and its links to tourism and the Marine Engineering trade Improve the appearance of the town by dealing with derelict buildings and enhancing the gateways to the town Improve signage in and around the town to highlight existing attractions and advertise forthcoming events Create an informative website and/or magazine that has links to local clubs and groups, as well as promoting forthcoming events. Improve transport links and public transport incl. connectivity to the rail system Link education to local employment opportunities Provide more affordable housing and raise awareness of assistance schemes for buying or renting Hold more community events and help to break down myths and barriers between community groups Assess the current community building provision, their current usage and the potential for additional/better provision Raising aspirations, better pathways to work, and recruitment

11 Public Engagement Public Engagement events will be running throughout September and will include: A survey asking the public to indicate the 8 most important issues and add further comments if they wish. Surveys are available: - on-line - Your Service shops - Libraries - Wisbech Town Council offices Flyers & posters have also been sent to The Boathouse, The Rosmini Centre, doctor s surgeries, local schools, parish councils, noticeboards, supermarkets, community groups & organisations, The Oasis Centre & Community House A Wisbech 2020 Vision special appeared in The Fenlander Weekly (including the survey) A Wisbech 2020 Vision Community Fair type stall will be on Wisbech Market Place from 10.00am to 3.00pm on Saturday 22 and Saturday 29 September. An ideas wall and paper surveys will be available. The Shape Your Place Team will also be capturing views via video Additional press releases will follow in local papers and on local radio/tv

12 Measuring our success The Wisbech 2020 Vision must have an impact on Wisbech and include deliverable actions Each action that forms part of the Wisbech 2020 Vision must be monitored We will identify a set of performance measures that will be tracked to assess the long term impact of the Vision These measures will be defined by the Vision

13 What next? Theme Lead meeting will taking place early October to look at the outcomes from the workshops Wisbech 2020 Vision Summit will be held on 26 October to refine the outcomes and start to shape the Vision Wisbech 2020 Vision will be launched in January 2013 Actions will need to be mainstreamed into corporate /organisational plans and activities Short term actions will be carried out over the first 12 months Longer term actions will be carried out from There is the potential for this pilot project to be repeated in other Cambridgeshire towns

14 Wisbech 2020 Vision A passion to deliver a prosperous future Councillor Nick Clarke Leader of Cambridgeshire County Council Councillor Alan Melton Leader of Fenland District Council Stephen Barclay MP North East Cambridgeshire

15 Apprenticeships in Fenland Fenland District Council demonstrated strong commitment to apprenticeships as employer and ambassador Two Skills summits held by Partnerships with major focus on apprenticeships Multi Agency communication channelled through the County Council Community Learning Partnerships College of West Anglia leading on Progression into and through apprenticeships for National Apprentice Service

16 Apprenticeship Performance New Starts continue to out perform the county average up 37% year on year (county 35%) up 60% (county 44%)

17 Fenland Starts to end of Quarter

18 Apprenticeship Performance Highest proportion of starts are in Business, Administration and Law Fenland has highest proportion in the county starting in Engineering and Manufacturing Also highest in Health, Public Services and Care

19 Fenland Starts Aged by Sector Subject Area 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% A gr i cul tur e, Hor ti cul tur e and Animal Car e Total A r ts, M edi a and P ubl i shi ng T otal B usi ness, A dmi ni str ati on and Law T otal Constr ucti on, P l anni ng and the B ui l t E nvi r onment E ducati on and T r ai ni ng T otal E ngi neer i ng and M anuf actur i ng T echnol ogi es T otal Heal th, P ubl i c Ser vi ces and Car e T otal Inf or mati on and Communi cati on T echnol ogy T otal Lei sur e, T r avel and T our i sm T otal Retai l and Commer ci al E nter pr i se T otal Sci ence and M athemati cs T otal Unknown % 2.42% 0.30% 32.93% 7.85% 0.60% 15.71% 19.34% 1.81% 1.21% 17.82% 0.00% 0.00%

20 Apprenticeship Performance Schools responsible for giving impartial advice and guidance to young people Sir Harry Smith second highest percentage of 16 year olds starting apprenticeships in the county

21 Percentage moving to Apprenticeships from 8/9 to 9/ % Cohort Cromwell Sir Harry Smith Neale Wade Thomas Clarkson

22 ENGLAND Cambridgeshire Abbey College, Ramsey Bassingbourn Village College Bottisham Village College Chesterton Community College Coleridge Community College City of Ely Community College Cottenham Village College Comberton Village College Cromwell Community College KS4 Cohort to Apprenticeships Hinchingbrooke School Linton Village College Impington Village College Longsands College Melbourn Village College Sawston Village College Parkside Community College Sawtry Community College Sir Harry Smith Community College Soham Village College St Bede's Inter-Church School St Ivo School St Neots Community College St Peter's School Swavesey Village College The Manor Community College The Neale-Wade Community College Witchford Village College The Netherhall School Thomas Clarkson Community College Apprentice-ships5

23 Going Forward Ensure apprenticeships are understood in schools and are treated as a valuable career option Get closer to business to further understand employer demand Continue to communicate the apprenticeship message across networks

24 Migrant Population/Cohesion Update

25 Introduction Community Cohesion was a priority to ensure: Different communities get on well together Everyone in Fenland feels that they belong There is understanding and respect between different communities There is freedom from community tension

26 Progress to date Developed an effective Multi Agency Partnership to address these issues Diverse Communities Forum Developed Action Plan - which pulls together actions of all partners to develop cohesion in the area. This helps eradicate duplication and adds value to projects Action Plan addresses all facets of cohesion including inward migration, Gypsy Traveller issues and celebrates our community

27 Progress to date Access to information/services: New Arrivals Pack in Latvian, Lithuanian, Polish, Portuguese, Russian and Slovak Migrant Population Advisor - support on average 200 residents per month Traveller Welcome Pack KLARS (Kings Lynn Area Resettlement Service) Rosmini Centre Ferry Project/ Night Shelter- help to gain sustainable employment or aid repatriation

28 Progress to date Community engagement: ESOL courses to improve language skills & aid integration Addressing HMO s targeting support to these properties Celebrating our community through events Working with Schools Balanced Media Reporting

29 Future work Demographic Analysis - what are the needs of the community? Community Tension proactive anticipation Community mediators Hate Crime Reporting re-launch Consistent approach to use of interpreters cost effective and targeted approach Wisbech 2020 Social Cohesion Refreshed FDCF Action Plan for 2013 Safeguarding children

30 What is needed from Stakeholder Group? Are there any issues not captured by this project? Are the actions in development the right ones? Is there any further issues which need to be played in to a revised action plan?

31 FENLAND HEALTH AND WELL BEING PARTNERSHIP UPDATE SEPTEMBER 2012

32 CONTEXT Fenland Health and Well Being Partnership Pre 2012 Health and Social Care Bill Modernization of the Health System Local Authorities are required to establish Health and Wellbeing Boards (HWBs) to promote the health and wellbeing of Cambridgeshire s communities and secure the best possible outcomes for all residents. Joint Strategic Needs Assessment (JSNA) and development of a Health and Wellbeing Strategy.

33 CONTEXT (2) Consortia of General Practitioners, Clinical Commissioning Groups (CCGs) will have responsibility for commissioning the majority of health services, and are accountable to an independent NHS Commissioning Board. Primary Care Trusts (PCTs) and Strategic Health Authorities (SHAs) will be abolished and local health improvement functions transferred from PCTs to local authorities. The Director of Public Health and the public health budget, which is ring fenced, is to transfer to the Local Authority. (from April 2013) Local authorities to have responsibilities for coordinating the commissioning of local NHS services, social care and health improvement via the Health and Well Being Boards. A Shadow HWB has been established in Cambridgeshire in October Membership of the Board has representatives from local Healthwatch, Adult Services, Children and Young People Services, District Council, Clinical Commissioning Group, NHS Commissioning Board and Public Health.

34 FENLAND HEALTH AND WELL BEING PARTNERSHIP- REFRESHED Cambridgeshire Health and Well Being Network links to Shadow Health and Well Being Board Cambridgeshire and Peterborough Clinical Commissioning Group includes 8 Local Commissioning Groups (LCGs) Fenland has 4 LCGs Workshop October 2011 with representation from the LCGs and the Chair of the CCG Fenland H & W Partnership to have a more strategic focus

35 FUNCTION AND ROLE The partnership will provide leadership and co-ordinate action where local responses will improve health outcomes for residents. Role Understand the health and well being needs and issues related to health and health inequalities in the local population, so that collaborative work is better informed Focus on a number of local priorities where joint action can improve the health and wellbeing of local people. Jointly commission or undertake joint working to develop, implement, monitor and review local actions. Act as an advocate for the Fenland community to better inform the plans and strategies of partner organisations such as Fenland District Council, Cambridgeshire Health & Wellbeing Board, Cambridgeshire County Council and relevant Commissioning Groups, and Engage with communities to take responsibility for their own health, where possible.

36 MEMBERSHIP Representatives from 3 Local Commissioning Groups Consultant in Public Health NHS Cambridgeshire Representative from Shadow Cambridgeshire Health & Wellbeing Board Member representative from CCC Portfolio holder for Health & Wellbeing & Rural Affairs FDC Corporate Director FDC Representative for Adult services CCC Representative for Children s services CCC

37 AGREED PRIORITIES Prevention of ill health Establish a strategic focus upon prevention Identify a number of local priorities where joint action can prevent ill health. Engage the local population Increase the engagement of Fenland residents in their communities and support them to take responsibility for their own health Increase and Improve Communication Avoid duplication of communications and improve the knowledge of health professionals and the public about available services Provide communities with appropriate information about current services Increase the effectiveness of services Improve the integration of actions across a wider range of organisations i.e. health, nonhealth, statutory and voluntary organisations.

38 ACHIEVEMENTS Membership representative - with a request from patient participation groups to join Agreed priorities High level of support for prevention Recognition of need to address health inequalities and the role of wider determinants

39 CHALLENGES Move from agreeing priorities to agreeing actions Review membership of partnership Establish links with key strategic initiatives Core Strategy, Wisbech 20:20 Improve communication with the Shadow Health and Well Being Board Raise the Partnership Profile

40 What is needed from the wider stakeholder group to help address the challenges? Support to turn agreed priorities into actions Facilitation of links to key strategies Enabling communication with other partnerships and dissemination of information about the H & W Partnership

41 Integrated Offender Management Mike Winters Fenland Police District Commander

42 What is IOM? IOM brings different agencies together to manage those offenders who cause the most harm. Offers interventions to help them address the issues which influence their offending. Two multi-agency teams ( Peterborough and Cambridgeshire) manage 200 offenders

43 Why focus on reoffending? Offending has a significant impact on communities: 50% of crime is committed by the most prolific 10% of offenders 13b nationally Chaotic lives and entrenched behaviour influence offending. Difficulties with: accommodation attitudes, thinking and behaviour children and families drugs and alcohol employment, training & education finance and debt physical and mental health

44 Key partners include: Cambridgeshire County Council, and the district councils within Cambridgeshire Peterborough City Council Cambridgeshire Constabulary Cambridgeshire & Peterborough Probation Trust Peterborough and Cambridgeshire Youth Offending Services Drugs and alcohol services HMP/YOI Peterborough Norwich and HMP Littlehey Job Centre Plus JobDeal NHS Cambridgeshire and NHS Peterborough Cambridgeshire & Peterborough NHS Foundation Trust

45 Partnership work to develop and deliver IOM is led and monitored by: The Community Safety Partnerships across the county and in Peterborough Cambridgeshire Criminal Justice Board Cambridgeshire Reoffending Group, reports to IOM Strategic Board within CCJB

46 The IOM teams will offer the following interventions and support to offenders: finding voluntary and paid work accessing mental health services challenging and improving attitudes towards victims finding and maintaining somewhere to live addressing drug and alcohol problems organising help from a volunteer mentor to ease resettlement back into the community arranging joint work with family members providing support and training to improve basic skills and life skills helping to improve problem solving and thinking skills

47 What does it look like in Fenland Dedicated police staff Weekly strategic / tactical meetings Operational police intervention when appropriate 25 offenders on scheme 14 in prison 17.6% crime reduction

48 What s needed. Housing support??

49 Recruitment & Retention Update

50 Introduction Recruitment & Retention was a priority because: Historically, many organisations in Fenland have been unable to recruit professional staff to key positions. This project would look to work across all agencies to market Fenland as an exciting place to live and work, as well as analyse opportunities for retaining Fenland based graduates. This would retain home grown talent in the area.

51 Progress to date Multi agency workshop held to: Understand issues with Recruitment and Retention within Fenland Share ideas and best practice regarding recruitment and retention Explore innovative ideas and solutions to alleviate these issues for public services in Fenland Set focused and achievable actions quick wins, short and medium term task and finish approach Commitment to work together in our respective organisations towards joint solutions

52 Progress to date Issues raised at the workshop included: Matrix career advice would enable staff to move around organisations Spotting opportunities for sharing resources/roles Don t currently share internal vacancies/offer secondments between organisations Consistent recruitment material- Fenland as a place/marketing the area Skills in local population Sector specific recruitment issues - Retained Firefighters, Teachers, Children Services, Back Office I.T/ Media, Professional posts, Social Workers Tapping into professional networks for specialised roles

53 Outcomes Actions in development: Develop Fenland Recruitment Pack Proactively share internal and external vacancies with each other for marketing Better collective use of social media to attract candidates and make job roles more accessible Explore the use of a single web portal for all Fenland jobs National HR Network, PPMA tracking work in this area

54 What is needed from Stakeholder Group? Can you relate to the issues identified in the workshop? Did the workshop miss any key issues that need to be considered? Are the actions in development the right ones?