Cllr Bradley welcomed everyone to the meeting, and went through objectives for the day;

•      To review the progress of the board and our work plan to date

•      To assess the challenges faced by public services in Chorley, reflect on the potential of the board, where it fits in the wider spectrum of change and what difference it can make

•      To agree the next stage of work for public service reform for the medium term

•      To agree an outline plan of activities over the next 12 months

Sarah James covered the first part of a presentation summarising the progress of the Board in the past year and setting out perceived challenges facing public services in Chorley.

Ian introduced the areas of discussion, including a model based on matrix of “Reality to Result vs How you work now to How you will work”, which should identify actions to be taken to support work going forward.

Exercise 1

What behaviours or practices would you expect to see in a ‘high performing’ board?

·         Honesty around issues e.g. barriers to progress

·         Attendance – all areas represented/consistent membership

·         Credibility – deliver on agreements

·         Open mind

·         Understanding priorities of other organisations

·         What’s happening out there – feed into the board discussions

·         Deliver on action points

·         Realism at board level – focus on where we can add value/consider where and how we can influence

·         Pace and purpose – keep momentum, this is key to success

·         Key focus, having real tangibles to deliver

·         Connect with others outside Chorley, be maverick but realistic

·         Common vision, all agree what success will look like

Board members were asked to rate how the board scores against this high performance view. This ranged from 4.5 – 7, and comments include:

·         It’s good that the board exists

·         Realistic, need to maintain commitment

·         Realisation to change services is embedded and understood

·         Shift in culture

·         Local delivery is good

·         Board displays many of the behaviours, more can be done

·         Wider recognition

·         Capacity to deliver at every level, understand how this can be done with momentum

·         Need to work on organisations reluctant to engage, understand why, and share value they can bring

·         Working group attendance could be better

·         Working groups to report back to the board

·         Decisions not always made at the board, other groups cover similar elements

·         Wider links to public health

·         Momentum and ambition needs to increase

·         Footprint restrictions, what can we do in terms of resource

Exercise 2

What works well about the way the Board works?

All members participated, and dialogue included:

·         Mixed group, so many from Chorley represented, talking same language, moving in same direction

·         Footprint larger for majority of members. There is a respect for third sector organisations, Chorley wants to listen

·         Natural energy, want to do things, want to improve

·         Inclusive. Long standing relationships, but supports and welcomes new members, good environment

·         Genuine determination to make things happen, make it work

·         Conversation encouraged and facilitated

·         Genuine desire to change for the better

·         Understanding knowledge across different sectors

·         Anticipation to move to next step, has value to make it work, need to work together to move things on, doesn’t always mean something new. Front line challenges in terms of resource, and understanding right level of delivery and geographical area

·         Ambition of board, working well and if not too difficult will do it

·         Respect each other, value opinions, challenge each other but will progress together

·         Everyone wants to be involved, know who people are. Work with those who want to be involved

What needs to change or improve about  ...  view the full minutes text for item 15.26a

The board were asked to consider:

·         What precisely will the board make possible in the next two years?

·         What does success look like for the board, what key principles should we aim to work towards? 

Vision for 2017

“To improve outcomes for residents, particularly the most vulnerable, ensuring equality of access to services”

·         Healthier, safer, thriving

·         Seeing the person as a person

·         Greater impact against reduced resources

·         Targeted activity

·         Improved outcomes

·         Agree tangible improvements on key targets e.g. deprivation, reduce premature mortality

·         Older peoples agenda/abuse/hate crime/CSE/domestic violence

Strategy (narrative on principles - how we will get there):

Joint working, share assets, shared budgets to give results. Multi agency teams to deliver projects, collaborating to work with vulnerable families, including early intervention and focus on prevention

·         Services targeted at high risk/vulnerable, responsibility on public to help themselves (customer centric)

·         To identify more vulnerable families to measure mental health, physical health, substance misuse collectively

·         Identify families who are vulnerable

·         Gold standard approach in terms of helping people in quality of life

·         Community assurance (PACT meetings)

·         Translate vision into action (leadership)

·         Focus on roles rather than tasks

·         Improved collaborative working

·         Shared Integrated Delivery (no more it’s not my job)

·         One public service superstore

·         Collaborative model working in localised area seeing results and measures to support resources and budgets

·         Co-located multi agency teams for actions

·         Multi agency approach on causes, managing early interventions, education and awareness

·         Working across organisations for best practice “CAB Ask Project”

·         Preventative work difficult to quantify, acceptance of long term projects/results for an agreed period

Agreed Measurables

·         Aims and objectives

·         Leadership

·         Deliverables

·         Measurable targets

·         Innovation (inc digital)

What specific actions would you recommend to improve the way that the Board works in the next 60 days?

·         Agree vision and strategy

·         Agree principles of which we work e.g. early intervention/neighbourhood working

·         Agree a common cause to understand priorities for board

·         Evidence base of greatest levels of need to identify priorities

·         Develop workplan 2015/16 (structure/tasks/outcomes)

·         Partner commitment/support for working groups

·         Working group updates

·         Outcomes of away day

·         Outstanding work from current programme – what steps to be completed

Cllr Bradley closed the meeting thanking John Buck for hosting the event, in particular to the support from Karen and the team.

The next meeting will be held on Tuesday 21^st April 2015 at 4.00pm until 5.30pm at Chorley Town Hall (Committee Room One).