Kirklees Partnership Executive â€“ 27 July 2010 Issue Matters Arising
Action Required Actions from Kirklees Partnership Smoking Workshop Presented to the KP Executive was the action plan setting out those matters to be taken forward following the recent Kirklees Partnership Smoking Workshop.
Kirsten Foster Tony Gerrard
Kirsten Foster Tony Gerrard
Kirsten Foster Tony Gerrard
Proposed was for a local tobacco control lead group and champions to address some key concerns as the Yorkshire and Humber smoking prevalence had now increased whist smoking in routine and manual workers was causing the health inequalities gap to widen. There was also the need to consider role modelling through family generations and peer pressure to change the acceptance that smoking was the norm. There was a need for brief intervention access within schools. A small audit was being used within Kirklees schools based on NICE guidance to determine appropriate ways to work with schools. Learning through approaches taken by the North East Tobacco Control Strategy would be captured and shared with the KP Executive. Kirsten Foster was also asked to return to the KP Executive to set out progress and highlight areas if there were aspects which partners could help to support the delivery of the action plan. The KP Executive asked whether there was a need to be more radical with the approaches to smoking cessation. Some ideas expressed were around how business could help with public health messages within the business community to support healthier lifestyle choices and reduce absenteeism. Further discussions were also required to ensure consistent engagement with business across North and South Kirklees and to use the Economic Development Service to liaise with employers. Agreed for a further progress update to the KP Executive later during 2010.
NI137 - Healthy Life Expectancy At the last Kirklees Partnership Executive meeting it was agreed that there needed to be further consideration on how to monitor progress towards achievement of the target for NI137 Healthy Life Expectancy Aged 65.
Phil Longworth Judith Hooper
There were potentially over 20 indicators in the current national indicator set that could be used to assess progress towards NI137 with numerous others in the NHS vital signs and other national standards/measures. However these were in a state of flux given recent announcement from the government, including the new NHS outcomes framework and the postponement of the Place Survey. It was proposed to select a limited number of indicators to enable us to assess progress towards the target which will be measured in 2011. The proposed criteria are that we select indicators which: • • •
measure progress against significant factors that influence healthy life expectancy at 65 measure outcomes/outputs that will impact on people in Kirklees who will be 65 or over in 2011 are already priorities for one or more partners and have an established data collection and reporting process i.e. use indicators in the current LAA or NHS vital signs and that there will be new data between now and the end of 2011 so we can track change over the next 12/18 months.
The KP Executive supported the proposed suite of 6 indicators to assess progress towards our target for NI 137 to measure healthy life expectancy and noted work already being done on identifying and assessing the major causes of years of life lost and ‘living life to the full’.
Future Kirklees Partnership proposals
The KP Executive debated future expectations for shaping and developing the Kirklees Partnership and learning lessons from the external challenge offered through CAA.
Learning from the Comprehensive Area Assessment
Appendix A is the action plan for the KP Executive on 26 August 2010 to consider on outstanding actions. As part of these actions, Merran McRae and Judith Hooper were asked to provide further thought on the transition to the Health and Wellbeing Board and provide a discussion paper to the next meeting of the KP Executive.
KP Executive Merran McRae Judith Hooper
26 August 2010
Discussed were other matters including NHS and Policing Consultation papers with further consideration to be given on how to draft collective partnership responses by October 2010.
Delivery Plans for Strategic Priorities
Officer discussions were continuing on preparing effective delivery plans for strategic priorities. An update would be offered to the KP Executive on 26 August 2010.
26 August 2010
Supporting the Voluntary and Community Sector
The KP Executive noted the decision to cancel the VCS infrastructure support commission due to budget reductions within the Council.
A further update was provided on the VAKâ€™s position and on the discussions continuing to review sector provision and to continue to support communities. It was commented efforts should be made to retain appropriate infrastructure to support the smaller VCS organisations and communities. Total Place Update
The KP Executive considered the update on the total place investigations and the propositions for: Older People A significant percentage of admissions of Older People to hospital do not warrant hospital input and could be prevented by empowered early intervention and the removal of duplication across health and social careâ€™.
Family Intervention The whole system of family intervention could be more effective in achieving outcomes for family. It is also too costly with expensive resources focused on interventions that could be avoided combined with overlap and duplication between organisations. Better use of resources to predict and prevent family problems would achieve more satisfactory outcomes for families. It would also both cost less across the whole system and also make more resources available for those families requiring intensive support and intervention.’ Parallel Work A cross agency project team has been pulled together to progress work on assets and buildings including HMRC taking front and back office space within the Civic campus and will have a presence in the Customer Service Centre, with agreement to bring in DWP. There was also enthusiasm to progress some work on adult re-offending to explore the scope to build on the work already done by the Bradford pilot and officers are trying to identify ways to resource this. Reducing Inequalities Workshop Outcomes
The Kirklees Partnership Executive has agreed a focused set of reducing inequalities priorities to enable us to drive improvements to close gaps across the partnership. The agreed Reducing Inequalities priorities are: • • • • • • • • •
All to note
Education attainment - Foundation Stage Education attainment - Key Stage 4 NEET Teenage Pregnancy Community Cohesion Gross Household Income/Worklessness Smoking Alcohol Childhood obesity 4
Presented was the write up and actions agreed at the recent Reducing Inequalities Workshop held on 18 June 2010. This workshop approach provided constructive debate on joining up delivery chains and developing an approach focusing on individuals, families and communities. The aims of the workshop were: • • •
Take stock of our first year of working on the priorities agreed by the Reducing Inequalities Group Clarify the obstacles to joining up delivery chains Identify ways forward to make further progress in year two
The workshop actions were now being pursued. The Reducing Inequalities Group is next scheduled to meet on 17 December 2010 when further discussion will be held on the progress being made to close gaps. Picture of Kirklees Conference
The Chair and Deputy Chair of the Kirklees Partnership proposed that the primary focus of the conference this year should be on the shared priority of ‘Leading Kirklees out of Recession’.
The recent narrowing the gap workshop identified a key factor in tackling inequalities in our most deprived communities as employment. The links between unemployment and health and wellbeing have been clearly identified and action to support getting people back into work will support this agenda. Provisional ideas for the programme were discussed with agreement that a half day conference would be organised.
Issue LAA Performance Clinic
Action Required The KP Executive on 4 March 2010 had asked for a LAA Performance Clinic to be arranged to concentrate focus on those amber ratings as reported at Quarter 3 stage within the Kirklees LAA.
Who All to note
The LAA Performance Clinic was held on 16 June 2010 and discussions held with Lead Officers on what more could be done with these amber indicators to reach targets by the end of Year 3 of the Local Area Agreement. Presented was the write up and actions agreed at the LAA Performance Clinic. Future Meeting
The next meeting would be held on Thursday, 26 August 2010 at 2.00pm in the Old Court, Town Hall, Huddersfield.
All to note
Appendix A Kirklees Partnership Development Plan - July 2010
Action Principles for mainstream partnership working (see Appendix One) to be applied to partnership boards.
Children’s Trust to confirm their intentions now that it is no long a statutory requirement to have a Children’s Trust. Safer Stronger Communities LPSB to continue as a mainstream board whilst a review is carried out to determine whether the ‘stronger’ partnership agenda of this board should be separated from the ‘safer’. The Regeneration and Sustainable Development LPSB to continue as a mainstream board.
Who Alison O’Sullivan Merran McRae Ken Gillespie KP Team Alison O’Sullivan Andrew Pennington
KP Team Merran McRae Kimiyo Rickett KP Team Ken Gillespie KP Team
The KP Exec endorsed the decision to discontinue the Adults and Healthier Communities LPSB (See action below re formal decision of Cabinet).
LPSB Members to be informed. When the arrangements for each LSPB are confirmed and endorsed by the KP Exec a report to go to Cabinet for decision to make changes to the Council constitution. Review the various mainstream forums and boards covering the health and wellbeing agenda to identify any gaps resulting from the LPSB being discontinued and to propose how the agenda can be progressed through fewer meetings.
Merran McRae Philip Hume
Merran McRae Judith Hooper
When From July 2010
Progress update to be reported to KP Exec – Oct Update to KP Exec Aug/Oct Report to next meeting of the KP Exec Aug/Oct Ongoing
No further meetings ASAP (by mid Aug) Oct/Nov
Report to next meeting of the KP Exec – Aug/Oct
Action Prepare an action plan to establish a Health and Wellbeing Board to meet the new arrangements for the NHS as required in the government consultation paper ‘Local democratic legitimacy in health’.
Who Judith Hooper Merran McRae
When Update report to KP Exec meeting Oct
The KP Exec membership to be: • Council Leader as Chair of Kirklees Partnership • Council Chief Executive • NHS Kirklees Chief Executive • NHS Kirklees Chair • Representative from GP Commissioning Consortia (when in place) • Police Divisional Commander • Representative from voluntary sector • Representative from business sector
Membership to be confirmed at next meeting of the KP Exec – August
Revised schedule of meetings and agenda plan to be agreed at KP Exec August
10 Role of the KP Exec to be: • Shape and drive the shared priorities and jointly agree resources to achieve outcomes • Lead and implement Total Place and Total Place type activities • Lead innovation and efficiency and improve value for money across the partnership • Identify ways to mutually manage the significant reduction in resources • Identify opportunities for collaboration, shared services and realignment of organisations at a range of levels o Governance o Commissioning o Operational
Action 11 Confirm the areas identified as ‘Issues or Risks’ under CAA where the partnership needs to maintain a focus on performance improvement. 12 Use the CAA areas identified above, the shared priorities and the refreshed picture of Kirklees to develop a new local arrangement that builds on the elements of the LAA that worked for us. 13 Use the learning from CAA to develop a robust prioritisation/outcomes framework that can inform budget setting and service planning.
Who KP Exec Philip Hume Julie Fothergill KP Exec Philip Hume Julie Fothergill
When Report to KP Exec – Aug/Oct
Recommendation to KP Exec Aug/Oct
Recommendation to KP Exec Oct
KP Exec meeting Oct
Ensure that within this system there are delivery plans and clarity of resources to deliver the outcomes and effective monitoring, reporting, challenge and scrutiny. 14 KP Exec to decide whether to buy in some external challenge.
Principles for mainstream partnership activities In thinking about mainstream partnership working, it is important to establish some key principles to ensure effectiveness, flexibility and fitness for purpose: • • •
Move away from static longstanding partnerships where they are not required or not working well, to the commissioning and decommissioning of task/finish groups that are focused on achieving a given outcome or improving services in a particular area. Understand that some issues can be best dealt with by one organisation working on its own; collaboration should happen only where it is necessary, efficient and adds value. Strip out those things that one partner would do anyway. If one organisation can tackle an issue on its own, then all other partners step back and trust that organisation to do it. Where it makes sense for two or more organisations to work together that should happen but only when it is genuinely adding value. Move to an approach that involves the right officers from the appropriate organisations being commissioned to work together for a given period without the need for numerous partnership meetings. Officers would be given objectives to achieve with clarity around the resources available, the targets to hit and the freedom and trust to achieve the outcome in the most efficient and effective way. The group would then be decommissioned once an improvement to service quality had been achieved, a new service model developed or target met.
Moving the partnership boards and activities to the mainstream would not remove links to the KP Exec and strategic partnership activities. The KP Exec would maintain a review and challenge role. It would hold the mainstream partnership boards accountable for delivery, impact and outcomes in relation to specific shared priorities.