Community Budget Pilot Programme Presentation

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

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Community Budget Pilot Programme Presentation

  1. 1. Castle ValeNeighbourhood Community Budget Pilot Health and Wellbeing What can we do differently to deliver better outcomes and save money? Ruth Miller 6th September 2012
  2. 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. 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 clarityregarding how these strategic structures will operate.
  4. 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 developincreased 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. 5. Key achievements over the past three years Effective partnerships Neighbourhood basedHealth data driving localImprovement Health & health initiativesForum Well-being 10 year neighbourhood Resident plan Involvement CVCRS community health programme delivering a range of interventions
  6. 6. Key reasons for successes and failures Failures:Successes: •Inevitable limited resource•Effective relationships and •Greater links across allcommunication services required•Common goals and •Need to get GP’s involved-agendas missing link to inter-agency•Getting best value out of workresources in place •HAT very successful but in• Fantastic community some ways led to peopleinfrastructure thinking everything is done•Lots of groups in Castle for themVale •Need to get people involved in green space more •Change takes time!!
  7. 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. 8. Future challenges and prioritiesSmoking prevalence, especially mid-age menGrowing obesity, poor diet, low physical activityAlcohol consumption especially young peopleMental wellbeing Isolation in mid-yearsLow, declining self-rated health status generallyWhole person / whole family approach (work, skills,money, lifestyle, positive aspiration, quality of life, civicengagement)Need to integrate GP and community basedactions better
  9. 9. Neighbourhood Community Budget Pilot•Opportunity to explore new ways ofresourcing local services that respond to localpriorities in a more effective, efficient andeconomic way•Opportunity to take our aspirations for localhealth management to a ‘new’ level, lookingat devolution of budgets, not just influence•Opportunity to test out the gov proposals forlocal health reform, see if it works in practice•Back up of CLG to obtain support andcommitment from key partners- high profilepilot that agencies and individuals will want tobe part of
  10. 10. Neighbourhood Community Budget- challenges-Needs significant buy-in from public sector partners-Statutory commissioners and finance officers need to beinvolved early-Partner engagement, particularly GPs- previous history /difficulties with engaging-Having said that, GPs are veryinterested in the new approach-Community politics!- working with key reps to agree toprogress items as a collective-Access to information- difficult and time consuming-Too many priorities (health)- agreeing with the steering groupto 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 poolprocurement systems/ EU requirements
  11. 11. Castle Vale NCB Project Key milestonesPlan –Establish a health steering Feb 2012groupDevelop newly constituted CV July 2012health and wellbeing BoardEstablish CV HealthVoice Mar 2012Develop new CHAT network April 2012Establish baseline audit/ spend July 2012mappingDevelop Evaluation July 2012FrameworkWorkshop to confirm budgets July 2012and agree what we will dodifferently via NCBDevelop draft community September 2012budget
  12. 12. Neighbourhood Partnership Board Health and Wellbeing Relationship chart Strong Neighbourhood leadership and Partnership Board partnership working Birmingham HealthRobust governance and Wellbeingand 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. 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 inbelieves a new can review power with service users and more effective, approach is service delivery community residents plus others against integrated andneeded to local e.g.: personalised Community is outcomes, and public service • Community services based on resultscommissioning 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

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