A presentation on the Community Budget Pilot that is taking place in Castle Vale, Birmingham.

1. Castle Vale
Neighbourhood Community Budget Pilot
Health and Wellbeing
What can we do differently to deliver
better outcomes and save money?
Ruth Miller
6th September 2012

2. Castle Vale Neighbourhood
Partnership Board
• Responsible for the
strategic overview of the
neighbourhood
• Brings together the key
stakeholders from
education, health,
housing, BCC and WM
Police with TRA and 6
elected residents
• Responsible for the
production of the
neighbourhood plan

3. Sub-Groups Diagram one
Community Aspiration Ward / Constituency/ City
and Leadership Strategic Partnerships (1)
Jobs, Education and
Training
Community Safety Forum Neighbourhood
Partnership
Housing and Environment Board
Health Improvement
Forum
Endowment
Youth Council Trust Fund
Informal Networks Resident Scrutiny
Role 2005 Group
(1) Restructuring in Birmingham City Council means that at the time of writing there is a lack of clarity
regarding how these strategic structures will operate.

4. Neighbourhood Community Budget Pilot: Castle Vale [Population: c10,000]
Aspirations… … will be achieved by…
•A fit and active community. • Better co-ordination between GPs and
•More responsive and local services with community-based Health providers to develop
increased take up and better outcomes a package of tailored services, managed by…
•Community control of leisure services • a Castle Vale Health and Well-being Board
that will manage pooled budgets and
commission local health services. This activity
would be complemented by:
• the possible transfer of a swimming pool,
football stadium and playing fields, and a
nature conservation area to community
ownership
Challenges…
•Time commitment required by health partners to
disaggregate budgets and establish new ways of
working.
•Encouraging and supporting local residents to
take advantage of opportunities to co-design.

5. Key achievements over the
past three years
Effective
partnerships
Neighbourhood based
Health data driving local
Improvement Health & health initiatives
Forum Well-being
10 year
neighbourhood
Resident plan
Involvement CVCRS community
health programme
delivering a range
of interventions

6. Key reasons for successes and failures
Failures:
Successes: •Inevitable limited resource
•Effective relationships and •Greater links across all
communication services required
•Common goals and •Need to get GP’s involved-
agendas missing link to inter-agency
•Getting best value out of work
resources in place •HAT very successful but in
• Fantastic community some ways led to people
infrastructure thinking everything is done
•Lots of groups in Castle for them
Vale •Need to get people
involved in green space
more
•Change takes time!!

7. Developing the local needs
analysis
• Secondary data – from BEN PCT and
Birmingham Public Health Information
Team
• Primary data – from a community health
survey of 600 residents
• Resident consultations at events and
groups
• Partner consultations
• Trends and new baselines

8. Future challenges and priorities
Smoking prevalence, especially mid-age men
Growing obesity, poor diet, low physical activity
Alcohol consumption especially young people
Mental wellbeing Isolation in mid-years
Low, declining self-rated health status generally
Whole person / whole family approach (work, skills,
money, lifestyle, positive aspiration, quality of life, civic
engagement)
Need to integrate GP and community based
actions better

9. Neighbourhood Community Budget Pilot
•Opportunity to explore new ways of
resourcing local services that respond to local
priorities in a more effective, efficient and
economic way
•Opportunity to take our aspirations for local
health management to a ‘new’ level, looking
at devolution of budgets, not just influence
•Opportunity to test out the gov proposals for
local health reform, see if it works in practice
•Back up of CLG to obtain support and
commitment from key partners- high profile
pilot that agencies and individuals will want to
be part of

10. Neighbourhood Community Budget- challenges
-Needs significant buy-in from public sector partners
-Statutory commissioners and finance officers need to be
involved early
-Partner engagement, particularly GPs- previous history /
difficulties with engaging-Having said that, GPs are very
interested in the new approach
-Community politics!- working with key reps to agree to
progress items as a collective
-Access to information- difficult and time consuming
-Too many priorities (health)- agreeing with the steering group
to focus on 2-3 target areas as part of the pilot project
-Need to be outcome focussed
-Processes within the City CAT process eg swimming pool
procurement systems/ EU requirements

11. Castle Vale NCB Project Key milestones
Plan
–
Establish a health steering Feb 2012
group
Develop newly constituted CV July 2012
health and wellbeing Board
Establish CV HealthVoice Mar 2012
Develop new CHAT network April 2012
Establish baseline audit/ spend July 2012
mapping
Develop Evaluation July 2012
Framework
Workshop to confirm budgets July 2012
and agree what we will do
differently via NCB
Develop draft community September 2012
budget

12. Neighbourhood Partnership Board
Health and Wellbeing Relationship chart
Strong Neighbourhood
leadership and Partnership Board
partnership
working Birmingham Health
Robust governance
and Wellbeing
and accountability Castle Vale Health Board
and Wellbeing
Community Board
commissioning
body
Locally set
priorities and HealthVoice
outcomes
Aligning or pooling
resources Community Health
Action Talks
(CHAT)

13. Community commissioning overview
Community commissioning is an ambitious form of co-production – where power and responsibility for local public service commissioning
is shared by local partners. It will vary from place to place depending on what makes sense locally but key elements have been evidenced
as: devolving or sharing commissioning power and responsibility with communities; building community capacity to commission; strong
local leadership and partnership working; locally set service priorities and outcomes; aligning or pooling resources; establishing robust
governance and accountability.
Service users and community members have a central
role in local public service commissioning using
mainstream spend
Local partners can identify
Local partners can
have one or more roles
Leader could be
Senior partners A community
from anywhere in commissioning body their service needs and across the
the community buy into the new priorities - whatever is commissioning cycle
is formed to
e.g. voluntary commissioning important to them e.g.
organisation; influence
community group;
model commissioning of unemployment ; health;
traffic calming; street lighting Local partners
local authority local services can design
Existing services to meet
commissioners A Members will vary local priorities –
A local leader(s) devolve or share Local partners
but will include resulting in
believes a new can review
power with service users and more effective,
approach is service delivery
community residents plus others
against integrated and
needed to local e.g.: personalised
Community is outcomes, and
public service • Community services
based on results
commissioning supported and organisations
contracts can be
and instigates trained to take • Service providers
renewed or
change commissioning and employees
decommissione
responsibility • Existing
d Local partners can procure
commissioners e.g.
Resources are Local Councillors services to meet their
mapped / aligned • Business partners priorities, design
Community
/ pooled and commissioning body can
specifications, and desired
take a variety of forms outcomes. This may require
accountability is
e.g. advisory body; de-commissioning
managed mutual; social enterprise;
CIC