Vicky Willett presented a framework which builds on the proposal made at the last Executive meeting. Three areas of work make up the core of the programme this year, which are:
· Building Community Capacity
· Establish the Consistent Frontline
· Enhanced Multi-Disciplinary Approaches
These each have more detailed workstreams within each area, with deliverables and phases of work set out in a detailed plan. Supporting activity is also captured and will include:
· Data and Intelligence
· Workforce Development
· Communications and Engagement
· Digital Connectivity
The plan identifies the activity to be completed which will be reported through to the Executive in August.
To manage the activity there are a number of tools in place. To identify the lower level activity over the next few weeks, a Call to Action Plan is in place and will be managed through the Implementation Group members. Project Mandates with more detailed objectives and measures have been drafted and will be supplied to partners leading on particular workstreams. A communications and engagement plan is also in development, as well as a Risk Register to monitor any issues.
To enable the work to move at pace, resources are required within weeks to develop locality groups and testbeds quickly. Two phases of work were discussed in detail:
Locality Task Group
This has two objectives – to connect locality partners, review current activity and opportunities for joint interventions, campaigns, events, and to process improvements to ensure ‘Making Every Contact Count (development and testing of standardised question set based on Springboard).
Representatives to support this work are most likely to be those who coordinate frontline teams, and are involved in preventative/early intervention activity, or communications and engagement.
· Police – Community Beat Manager (Lead)
· Fire and Rescue – Community Safety Officer
· Council – Early Intervention and Prevention Officer (links to community development)
· VCFS – Project officer
· LCFT – Community mental health teams leader/coordinator
· Lancashire County Council – Wellbeing Service partnership officer
· CCG – Communications and Engagement officer
· Hospital – To be determined, involvement to support need/pressures in system
This has the objective to implement an extended MDT format to lower risk frequent flyers, and families with primary care focus. This would be a testbed to support residents with moderate needs to reduce escalation of risk i.e. admission to hospital. Looking to involve one GP practice at the start, with a view to building across to others covering the locality of Chorley inner-East.
Representatives to support this work would have a direct connection to primary care, and to support residents.
· CCG – Primary Care Development (Lead)
· Primary Care representative
· Lancashire County Council – Wellbeing Worker
· Police – Geographical inspector or Early Action Coordinator
· Hospital – opportunity to test specialist in-reach services
· VCFS – Network knowledge to link into services i.e. Homestart, CAB
Comments from the Executive included a need to understand the footprint of the Lower Super Output Area (LSOA) locality and how this would be evaluated and fit with wider structures in place i.e. LCC Service Planning areas. It was agreed that testbeds are flexible to look at wider areas, and through evaluation of smaller areas the outcomes will look upwards in terms of how these are developed further into structures formed, and how findings can be reported into organisations.
Executive agreed that they are committed to the work proposed, committed to capacity and resource to deliver the work, and to evaluate progress. Members were asked to be honest in terms of appropriateness of activity, and to flag up different test approaches that could be part of the work programme e.g. digital tech initiatives
An update on Transformation Challenge Award was given as part of this agenda item, which is a managed as part of the Public Service Reform Programme. This has had funding secured and will enable a number of activities to be progressed quickly, in particular on building community capacity.
In summary, the partnership has a plan in place to start work in in March, with a view to completing and evaluating the first phase by August, and funding and resource commitments to deliver the activity required.
Action Point - Executive Members to consider work planned, confirm representatives from each organisation, in particular confirming proposed leads.