3. Agenda
1
2
3
Welcome – Rachael Dalby, Head of Health, Community and Licensing
Introductions
Background and Context
4
Snapshot of the city
Group Session One – Does this snapshot resonate with you?
5
Current and emerging priorities for partnership bodies in the city
Group Session Two – Do these feel right?
Break - 20 mins
6
Getting from Outcomes to Underlying Causes
7
Beginning to develop a shared ‘knowledge programme'?
Group Session Three - What do we need to better understand?
8
Next steps and Close
5. Alcohol related hospital admissions, Portsmouth and comparators, 2008/09 - 2012/13
Directly age-standardised rate per 100,000European standard population
2400
2200
2000
1800
1600
1400
1200
1000
2008/09
2009/10
Brighton and Hove
Source: Alcohol Profiles, Public Health England
Portsmouth
2010/11
Southampton
2011/12
South East
England
Provisional 2012/13
Average for similar areas
6. 2. Introductions
•
•
•
•
•
Joanna Kerr – Head of Public Health Intelligence
Matt Gummerson – Principal Strategy Adviser
Lisa Wills – Partnership Manager, Community Safety Team
Mike Staniforth – Strategy Unit/Public Health Team
Hayden Ginns – Partnerships and Commissioning Manager (Children’s)
Please introduce yourselves on your tables…. 5 minutes
• Name
• Service
• Role
7. Our approach today….
• Collaborative – we are all here to share knowledge
and learn from each other
• Multi-agency (multi-disciplinary)
• Focussed on residents – not services
• Big picture – not detail of delivery
• We want your brains!
• Tap into your pool of knowledge of the city
• Openness and honesty
8. 3. Background and Context
• Partnerships and large public sector bodies ‘transformation’ agenda
• Responding to austerity
• Continued pressure to improve services for residents
A common observation and conversation…
Whatever we as a city do to public service delivery and
infrastructure….(plan, design, commission, integrate, shape, cut,
build)….knowledge is key to decision-making.
This applies to ‘people’ as well as ‘place’
10. Background and Context
A vision….
High quality data and knowledge will be systematically used to
underpin good commissioning decisions throughout the
commissioning process. We will use data and intelligence across
the council and partners together effectively.
Data will lead to information, then to knowledge and finally to
quality decision-making.
11. The Challenge…
£2,000,000,000
205,056
residents
• Outcomes
• Needs
• Wants
Process of planning,
designing,
commissioning,
integrating, shaping,
building
Public Service Delivery
• Council
• NHS
• Police
• Education providers
• Voluntary/Community
Sector
• etc…
Underpinned by our knowledge of residents, of what works and the resources we have
12. The Joint Strategic Needs Assessment
• A statutory requirement
• A solid foundation on which to build our knowledge
• Not just the web resources or the annual summary
...but an ‘approach’
• Aspiration to do more and collate more ….much
more…
–
–
–
–
Outcomes
Needs
Resources
What works
13. 4. Snapshot of the city
• Aim is to develop a shared view of what is
good, bad and ugly in Portsmouth
• This needs to move beyond Red Amber Green
(RAG) ratings and comparable local areas
(‘statistical neighbours’)
• But not lose sight of what those indicators …
indicate!
15. What is going well?
These are the things where we score well in
comparison to statistical neighbours, and are
confident we have a good story to tell:
•
•
•
•
First time entrants to the youth justice system
Long term unemployment
Infant deaths
People in contact with secondary mental health
services living independently
16. What is OK but could improve?
These are examples of issues that may not be
flashing red but where we want to do more:
•
•
•
•
Primary school attainment
Breastfeeding initiation
Overall deprivation / children in poverty
Ensuring good quality housing provision and
services
17. What is causing concern?
Poor performance, scale and impact, unsure what our
response should be – just some of the reasons, and just
some of the issues, causing concern:
•
•
•
•
•
Repeat offending (young people and adults)
GCSE attainment and youth unemployment (NEETs)
Smoking related deaths
Physically active adults
Permanent admissions of older people to residential or
nursing care
18. Group session one - What’s missing for you?
• Objective here is to;
a) Develop and agree a shared snapshot of the biggest issues in
Portsmouth
b) Highlight any gaps or errors that would stop you recognising it as a
picture of where we are now
• On your tables, work through the ‘snapshot of the city’ in your
delegate packs
– Discuss any changes or additions you would make
– At the end, stick it on a post-it note on the wall
19. 5. Current and Emerging Priorities
• Three key partnerships in the city;
– Health and Well-Being Board
– Safer Portsmouth Partnership
– Children’s Trust Board
• Collection of partnership arrangements around city
regeneration;
– Local Economic Partnership (LEP)
– Shaping the Future of Portsmouth Group
• So our emerging local priorities….
20. a) Health and Well-Being Board
Potential Theme
Reducing Inequality
Examples of possible priority areas
Tackling Poverty
Reducing inequalities among vulnerable groups
Overcoming health related barriers to employment
Best Possible Start In Life Identification, assessment and support for families from 0-5 years
old (CTB)
Reducing the attainment gap (CTB)
Improving emotional well-being of young people
Healthy Environments
Explore and enhance community development models
and Resilient
Support informal and formal carers
Communities
Create sustainable environments that promote health and wellbeing
Promoting Prevention
Explore the role housing plays in determining wider health and
wellbeing outcomes
Promote healthy lifestyles
Alcohol (SPP)
Safeguarding
Intervening Earlier
Dementia
Improving outcomes for families with multiple problems (SPP/CTB)
Managing long-term conditions
End of life care
22. c) Children’s Trust Board
A. Identification, assessment and support for families from pregnancy to
school age
B. Co-ordinated multi-agency intervention for families with multiple
problems
C. To support all schools to be ‘good’ or ‘outstanding’
D. Targeted support for children and young people who demonstrate
behaviours that may put them at risk
E. Excellent safeguarding and early help practise, processes and
procedures
F. Improving outcomes for Looked After Children
G. Improving services for Children with Disabilities
23. d) Shaping the Future of Portsmouth (I)
•
Sets the overall direction for regeneration activity in the city
•
Vision that Portsmouth should be a “globally competitive
knowledge economy”
•
•
Two key strands to deliver this vision:
– Support economic growth, innovation and enterprise
– Enhance the competitiveness of our city
Three key areas of work…
24. d) Shaping the Future of Portsmouth (II)
1. Physical regeneration (the £1bn city) – create more and better quality
employment space = more and better quality jobs; homes; transport and other
infrastructure; quality of natural and urban environment
•
•
•
•
•
Somerstown
City Centre Masterplan
Tipner (including city deal development)
The Hard
Seafront
•
•
•
•
Dunsbury Hill Farm
Superconnected cities
Flood defences
Low carbon city and energy
initiatives
2. Business Growth and Skills Plan
Creating more opportunities and increasing the ability of local people to take
advantage of them;
– Business growth and job creation: expanding the city’s business base, increasing
the output of local businesses, reducing the city’s dependence on public sector
employment and increasing innovation and entrepreneurism
– Training, skills and access to employment: create a highly skilled and flexible
workforce, meet employer demand, clear pathways to training and employment
3. Developing the cultural offer and promoting the city
– attractiveness to live, work and visit – the “buzz”
26. 6. Getting from Outcomes to Underlying Causes
‘Hierarchy of Outcomes’
“Why….why…why…"
27. Getting from Outcomes to Underlying Causes
• Moving from ‘watching’ outcome indicators to tackling
underlying causes of poor outcomes
• Sometimes… we get it wrong...
Child
Health
28. Hierarchy of Outcomes
• Peter Drucker’s The Practice of Management
(1954)
• Concept of Management by Objectives
• Hierarchy of Objectives strategic planning tool
• Built for large complex businesses but
applicable to public service
• “Why….why….why….”
29. Outcome: Education GCSE Results for Anytown Council
Why?
Inconsistent
quality of
teaching in the
classroom
Why?
Low prior
attainment
Why?
Variable
leadership in
schools
Why?
Children not
ready for school
at age 5
Why?
Local Authority
not identifying
failing schools
early enough
Why?
Education
capacity reduced
in LA
Why?
LA cuts
Why?
Too few
strong
Governing
bodies
Why?
Variable
support for
(and
recruitment of)
School
Governors
Why?
Poor behaviour
in our schools
Why?
Children not
taught to
behave in the
home
Why?
Poor
behaviour
management
in schools
Why?
Lack of parental
support for
education
Why?
Parents
own
experience
of school.
Why?
Schools are
not always
parentfriendly
Why?
Too few parents
supporting early child
development
Why?
Parents lack of
knowledge and
confidence to promote
child development
= Therefore…
= Why?
30. Next steps on getting to underlying
causes
• We will be asking our partnerships to agree
that priorities come with certain requirements
(such as a plan!)
• ‘why…why…why’ feels like a helpful tool
• Will apply it to priorities from June … to
understand causes of causes … to inform our
knowledge programme
• Let us know if you want to be part of those
discussions
31. 7. Beginning to develop a shared
‘knowledge programme’
• Research
– Attempts to answer clearly defined question
– Systematic methods – triangulation, validation
– Qualitative and quantitative
– Leads to knowledge
• Analysis
– Breaks down complex topics to gain better
understanding
32. Knowledge
Also includes learning from…
–
–
–
–
performance management
audit
graphs and statistics
evaluation
But knowledge is more than the sum of it’s
parts…it’s a collaborative exercise
33. Recent research… leading to knowledge
• Care and Custody (MST)
• Violence analysis
• Families with Multiple Problems –
commissioning review
• Troubled Families Systems review
• Offending in Looked After Children
• Aspirations
• Profile of adults with learning disabilities
34. Developing a ‘Knowledge Programme’
•
•
•
•
•
•
Bad Science – Ben Goldacre
Spirit Level – inequality
I’ve always wondered why/if….
Do we know if x is connected to y?
What do we really need to know about x?
How do we best tackle x or y
35. Group Session 3
So…..building on the ‘snapshot, the ‘priorities for the city’ and
our shift to focus on causes…help us develop a ‘knowledge
programme’;
For 30 mins in your groups…
a)
Tell us about any research, analysis or ‘knowledge gathering’ you are
involved in
b) Tell us what you think the city needs to understand more
But…..do send us what you have completed recently!
Recently Done
Send us later
Currently Underway
What would we like to do?
36. 8. Next Steps and Close
– Partnership Bodies are close to agreeing their priorities for
2014 -2017
– The JSNA Strategy Group will further develop an
underpinning and shared ‘knowledge programme’
– How should we further involve the voluntary and
community sector?
