Ealing Local Strategic Partnership

Transcription

1 ANNUAL REPORT 2016/17 Ealing Local Strategic Partnership Inside: examples of Ealing partnership working in action - A voluntary partnership of key strategic leaders working together to achieve one public service for the borough DWP-led partnership & Community Champions supporting Northolt Partnership Southall bid to Sport England Making Every Contact Count Reducing Childhood Obesity Safer Communities Mediation Co-located Police Anti -Social behavior Southall Manor House West Project Devolution of the Work Programme Highlights of the year Partnership discussions over the last year have focused on how to ensure the best outcomes for Ealing s residents in the context of a continued period of austerity alongside rising demand on public services. The council and its key partners recognize there has to be significant change in the way we work and deliver services together if we are to deliver one public service effectively. Our Future Ealing programme sets out our approach to delivery the priority outcomes for our community. Partners have risen to the challenge and agreed that the LSP will have an umbrella governance role in Future Ealing, including working more intensively on aspects of those outcomes which are most reliant on partnership working for success. This builds on the learning we have taken from our Northolt Project. This place-based project is exploring practical new ways of working to better support residents take steps towards employment and improved health. As well as reading about the LSP s own work programme, this year the annual report summarises key aspects of strategic partnership working across the borough, to reflect the LSP s Future Ealing over-arching governance role. Key challenges and opportunities for future partnership working Julian Bell Chair, LSP Executive Board In January, the LSP held a joint awayday with the Health and Wellbeing Board to explore how partners could work better together. The key challenges and opportunities were identified as: Baseline of strong partnership working in Ealing, but sometimes lacks co-ordination and focus. Outcomes approach offers opportunity to address across the breadth of activity. Partnership governance can be a crowded landscape with some ambiguities. Opportunity to clarify accountabilities and responsibilities at an outcome level. There s a good understanding of Ealing as a place and its communities, but data not sufficiently shared and analysis. Opportunity to deepen collective understanding.

2 Page 2 As part of the Future Ealing programme, partners have reached consensus on 9 outcomes, which were agreed by the Council s Cabinet in March The relationship between these outcomes and the examples and case studies illustrated in this annual report is set out below: The 9 outcomes A growing economy creates jobs and opportunities for Ealing residents to reduce poverty and increase incomes and skills Children and young people achieve educationally and fulfil their potential Children and young people grow up safe from harm Residents are physically and mentally healthy, active and independent Illustrations of how partnership working is supporting the outcomes he Northolt Project The West Project Devolution of the Work Programme Southall Manor House Growing the local economy in partnership Southall Manor House Reducing Childhood Obesity Co-located Police Anti-Social Behaviour The Southall Bid Making Every Contact Count Devolution of the Work Programme Ealing has an increasing supply of quality and affordable housing Crime is down and Ealing residents feel safe Safer Ealing mediation Co-located Police Anti-Social Behaviour The borough has the smallest environmental footprint possible Ealing is a clean borough and a high quality place where people want to live Ealing is a strong community that promotes diversity with inequality and discrimination reduced Co-located Police Anti-Social Behaviour The Northolt Project The Southall Bid Devolution of the Work Programme Delivery of these shared outcomes will be in the context of principles developed as part of the Future Ealing programme. All examples and case studies illustrate one or more of the following: Tackle underlying problems to prevent issues before they arise through better prevention and management of demand Enable active citizenship and empower people and communities to take action themselves Make effective use of data and customer insight to understand issues and target and personalise interventions Collaborate across council departments and partner organisations to tackle issues so residents experience one council and one public service Influence partners and organisations that have a stake in the borough to play their part in improving outcomes

3 Page 3 The Ealing Local Strategic Partnership (LSP) brings together, at a local level, different parts of the public, private, community and voluntary sectors; enabling different initiatives and services to support one another so that they can work together more effectively. It is a voluntary partnership. So whilst it does not hold a budget or have decision-making powers, it has a strong role in influencing decision-makers locally, regionally and nationally. Members include (see back page for list: business leaders and representatives from voluntary organisations representatives from Ealing Council Representatives from other key agencies such as the police, education, health care providers and housing associations. What does the LSP do? It identifies and understands the major challenges for Ealing and works to make sure that these are tackled in partnership. It brings together different agencies to coordinate and deliver activities that could not be done so effectively by any one organisation alone. Partnership working in Ealing Partnership working happens at many levels across Ealing. This can include informal conversations between front-line workers, collaboration between voluntary sector and statutory organisations, or formal partnership meetings and bodies. There are a small number of key strategic partnerships, illustrated here, which join up work at a local, borough and regional basis. Some have a statutory role these are marked in yellow. West London Alliance Growth & Economic Prosperity Board Ealing Children s Safeguarding Board Ealing Adults Safeguarding Board Partnership working will increasingly focus on collaborating to deliver those shared outcomes most relevant to Ealing.

4 Page 4 The LSP s Northolt Project Piloting new ways of partnership working Northolt Library Thursday Hub The LSP commissioned a programme to test how a joined up neighbourhood offer from partners might help improve residents capacity to be more resilient. Lead by DWP, partners are aligning resources and are committed to testing out new ways of working between themselves and residents to offer user-led pathways for people to take steps to help themselves. Since summer 2017, a multi-agency hub has operated from Northolt Library on a Thursday. Critically, peer support is provided by volunteer Community Champions - co-ordinated by a voluntary organisation GNP and they are successfully supporting improved outcomes. Since the project plan was signed off in April 2017, partners have worked together to understand the customer journey, agreed to co-design with champions an assessment tool, are flexing frontline roles and co-locating in a community hub, while community champions have created sub-groups for residents to tackle specific issues. Whilst many challenges remain, the project is starting to demonstrate positive employment outcomes and, very importantly, how Northolt residents are helping themselves and each other. The learning from the Northolt Project is being considered by the LSP to inform future partnership ways of working Because we are volunteers, local people see us differently; they know that we are independent. We just want a good community and we want other people to have a good community. Part of what we do as community champions is to show people the power they have to change things. I want people to see that by taking responsibility for themselves, and where they live, they can change things for the better.

5 Page 5 Ambitious Partnership bid for Local Delivery Pilot in Southall Southall is one of the most ethnically diverse in the country. The wards are amongst the most deprived and there are high proportions of people who suffer from economic and social inequalities. The area scores highly on the indicators most likely to negatively influence physical activity and there are high proportions of groups most likely to be physically inactive. Many of those inequalities are driven by the growing transience & diversification of the population and can restrict access to services or resources: Health deprivation and disability scores are also much higher for Southall than for other areas in the borough. Indeed, one in six Southall residents lives with a disability, the highest proportion of all seven towns in Ealing. Caring responsibilities are also taken on by the highest proportion of residents in the area which may diminish the opportunities for certain leisure activities. Southall residents have the borough s highest levels of preventable & chronic health conditions. It is in this context that an ambitious whole-system partnership bid to Sport England to increase physical activity in Southall has been developed. If successful, when the results are announced later this year, the bid could be worth up to 14m over 4 years. Our theory of change is: Helping inactive residents better meet their everyday needs through physical activity will both help them become more active and improve community wellbeing and resilience Helping practitioners & residents to develop their wholesystem capabilities and use this learning to tackle issues together and in their organisations will help develop more joined up solutions to achieve the above outcomes Capture quotes and case studies from partners in the bid

6 Page 6 Ealing Health and Wellbeing Board The Health and Wellbeing Board is a statutory strategic partnership with membership drawn from the key partners with involvement in the health and wellbeing agenda across the borough. The Health and Wellbeing Strategy sets out local partners ambitions to achieve long-term improved mental and physical heatlh outcomes for the community. Some examples of the way in which the strategy is being delivered include: Making Every Contact Count Ealing Making Every Contact Count (MECC) programme is collaboration between Ealing LA, NHS Ealing CCG, and Health Education England North West London (HEE NWL). MECC provides professionals with the skills to improve people s health with a very brief health chat. Over the year, 226 people have had at least some MECC training, of whom 183 have completed it so far. Word cloud of MECC feedback Ealing MECC has expanded, from the first pilot in 2014/15, through alternative sources of funding, capacity building & diversification of training offer, training participants from 25 voluntary sector agencies and exploring a train the trainer model across North West London embedding MECC in organisational culture. This demonstrates the willingness & ability of key partners to lead an initiative that seeks to bring different organisations and professional groups on a journey of culture & behaviour change Reducing childhood obesity To support delivery of this outcome, over the last year we have: Held a Great Weight Debate Event in Nov 2016: highlighted areas of work and that a campaign could be rolled out across borough with a simple message with big impact. Childhood Weight Management Service works with families identified as being above a healthy weight that wish to access support to become healthier. Breastfeeding work is underway to achieve the UNICEF Baby Friendly Accreditation. Children s Centres Work continuing on healthy eating and ways for parents to encourage their children to become more active, Schools Work A variety of work strands around increasing physical activity including through introduction of HITT and Daily Mile. Active Transport a range of activities being undertaken looking at encouraging families to walk more, and switch to public transport instead of using cars through cycling training lessons, school maps offered to parents at schools, addressing infrastructure to improve conditions for walking and cycling in the borough. Sports Facility Strategy - being implemented locally to encourage greater use of local spaces, and to continue to identify sports grounds for development in partnership with voluntary or private sector organisations.

7 Page 7 Safer Ealing Partnership The Safer Ealing Partnership (SEP) operates as the community safety partnership (CSP) for Ealing and has a wide membership which meets quarterly. This strategic group coordinates and monitors the combined actions of all agencies working across the crime reduction, anti-social behaviour and criminal justice system. The SEP plays a key role in helping to deliver the Local Strategic Partnership s broader vision for Ealing. Two of the key outcome areas for Future Ealing specifically relate to crime: Crime is down and Ealing residents feel safe, Children and Young People grow up safe from harm. The SEP will take a lead role in delivering these outcomes. The SEP board reflects not only the statutory requirements of a CSP, but also the strategic nature of the Partnership s work, and enables effective strategic approaches to complex crime and community safety issues in the bor- Safer Communities Mediation The Safer Communities Team and police colleagues continue to use mediation as a key tool to resolve issues of conflict, lower level anti-social behaviour and neighbour disputes. Ealing Mediation Service (EMS) delivers this intervention and has received almost 200 enquiries, leading to 99 mediation cases being opened, since April The service is developing to deal with a wider variety of cases and is currently exploring the application of Restorative Justice (RJ), with the first outcomes of this approach achieved this year. It has also been developing conflict coaching which may be used in cases where only one party is interested in participating in resolving a case. Cases when all parties do not engage with the service can be particularly challenging to resolve. Nonetheless, EMS has achieved a number of successful outcomes by adopting this innovative approach. A key opportunity for the service is to expand the positive applications into housing management, where significant scope exists for early interventions. Co-located Police Anti Social Behaviour Case study Closure Order: The team worked closely with the local police team and Safer Communities team to gather evidence for a warrant against a West Ealing property, which had become known for drug use and a potential fire-arm discharge. The property was believed to be being used by a known criminal. A warrant was executed, where the occupant was arrested for possession of Class A drugs; this launched the investigation into seeking a Closure Order for the address, with a very quick turn-around. At the time of the warrant, local residents were spoken to and impact statements were taken in relation to the fear they felt from living in proximity to the address. The order was granted and the premises were secured to prevent the occupants from returning and giving local residents immediate respite and reassurance. The team then worked closely with the housing provider, who took eviction proceedings against the tenant to repossess the property and ensuring a long term positive outcome for the local residents and wider community, with the criminals responsible facing the consequences of their actions.

8 Page 8 Partnership working to meet the skills agenda The Manor House is a Grade II* listed building and is the oldest building in Southall. It has a striking Tudor style frontage and is set in an attractive public park. Southall Manor House is an exciting and innovative project that will establish a destination location in West London which supports local employment and business growth, building upon the areas strength in the hospitality and catering sector. The aspiration is for this to be a centre of excellence for training people to work in the hospitality industry. The project secured funding of 2M for capital improvements and is focusing this investment on the creation of a new training kitchen, a link building as well as landscaped external areas for events, a restaurant and multi-use spaces for training, education and business support. The project s main aims are to: Deliver education, employment and training opportunities Create facilities for education, training and community use Support local businesses Establish a landmark project in Southall that is actively used by local people and visitors The project has been supported and shaped by Ealing Council, West London s College, the GLA, the LEP and

9 Page 9 West London Alliance The West London Alliance (WLA) is a partnership between seven West London local authorities of Barnet, Brent, Ealing, Hammersmith & Fulham, Harrow, Hillingdon and Hounslow. With over 17 years' experience in partnership working, the WLA is committed to an enduring programme of collaboration and innovation to improve outcomes for West London. The WLA is governed by a board of the seven West London borough leaders and steered by the councils' chief executives, who also directly sponsor individual WLA programmes. We share a vision that West London will be a thriving and prosperous part of the world famous capital consisting of successful residents and resilient communities. We believe in an open approach and dialogue with public, private, voluntary sector partners and our priorities are shaped accordingly to achieve improved efficiency, reduce costs and reform public services. Devolution of the Work Programme As part of the London Work and Health Programme, launching in Spring 2018, London s four sub-regions will receive funding worth up to 135 million over five years to support 50-55,000 long term unemployed, disabled people and people with health conditions to seek employment. The programme will provide support that is distinct and additional to that available through Jobcentre Plus. While there are challenges in delivering integrated and effective employment support services, there are significant opportunities. Locally based commissioning brings real value through greater integration with wider public services. It broadens the type of response available to different parts of the public sector to tackle complex and entrenched issues through coordinated action. Sub-regions have had the ability to align their programme to local priorities and regional labour markets and encourage diverse and locally responsive supply chains. Sub-regional groups of boroughs will act as the four Contract Package Areas (CPAs) and are running a separate but coordinated procurement process. Each sub-region has nominated a single local authority to be the lead accountable body in the procurement and delivery phase Ealing is the lead authority for the West London Alliance sub-regional group.

10 Page 10 The West Project WEST (Work, Education, Support and Training) is a New Homes Bonus funded project set up by Ealing Council to support unemployed residents across Ealing, particularly in areas where there are high levels of worklessness: Northolt, Acton, Greenford and Southall. To date WEST has supported over 250 people to secure employment or achieve qualifications. Offering one to one information, advice and guidance and training where needed, partnership work is essential to the project s success in engaging residents and offering them the range of support they need. This has included: Jobcentre Plus WEST provides outreach in all Ealing jobcentres and receives customer referrals from JCP advisors for support Local CVS providers including Action West London and ELATT to provide training and identify candidates for job opportunities Social Housing providers such as A2 Dominion to provide holistic support to clients Ealing Adult Learning to provide entry level skills training Work with a range of council services to improve joint working, particularly around referring clients with additional barriers to employment, and to provide job brokerage. This has included Work Clubs, Housing, Youth & Connexions & Children s Centres. WEST is also a partner on the LSP Northolt project, providing outreach at Northolt Library. Growing the local economy in partnership This summer, Ealing Council and Make It Ealing (Ealing Broadways Business Improvement District (BID)) worked together with local businesses to deliver two free days of fun-filled activities on Bond Street, with the purpose of encouraging footfall and dwell time in the town centre. Attended by over 3000 people, the two Sundays saw a range of activities from beaches and taichi to arts and a vintage car show. Many of the activity providers were local, including the music, which was delivered by Hanwell Hootie (London s largest free music festival) and the art activities, delivered by OPEN Ealing (arts organisation that provides a wide range of art events, education and activities in Ealing). The successful events were achieved through the strong partnerships that have been developed over time with our businesses and community. The development of Ealing Works (a hub for business start-ups) will be a co-working space in West Ealing, providing much needed affordable space for creatives, entrepreneurs and startup businesses. The aspirations for the hub is that through business-to-business exposure and networking, supply chain opportunities will be unlocked. This will be achieved by a partnership with Catalyst, the BID and other local partners. A long-standing shop-front improvement programme has seen multiple parades of shops undergo extensive transformation. Key to its success is the partnership between the council and businesses in the collaboration of design through to implementation. Businesses receive a grant and are expected to contribute a % towards the final cost. We are proud of this initiative as some businesses have reported a rise in customer satisfaction and foot-fall, as well as enhancing the local area.

11 Page 11 Membership of the Local Strategic Partnership Executive Board Julian Bell (Chair) Leader of the Council London Borough of Ealing Andy Roper (Vice- Chair) Chief Executive/Chair Ealing Community and Voluntary Service / Ealing Community Network Paul Najsarek Chief Executive London Borough of Ealing Chris Blake Director of Commercial Development London North West Healthcare NHS Dele Ryder Partnerships and Fundraising Manager A2 Dominion Paul Martin Chief Superintendent Ealing Police Anna Whitty Vice Chair Also Chief Executive Ealing Community Network Ealing Community Transport Ricky Singh Vice Chair Also Director Ealing Community Network Ealing Equality Council Bally Janagal District Operations Manager for Ealing and Hounslow JobCentre Plus Garry Phillips Principal West London College Sarah Rushton Director of Local Services West London Mental Health Trust Ben Moore Borough Commander Ealing Fire Brigade Peter John Vice Chancellor University of West London Vesna Nall General Manager Ealing Chamber of Commerce Andrew Rollings Chair Makeitealing.co.uk Neha Unadkat Deputy Managing Director Ealing Clinical Commissioning Group James Pearson Managing Director Danone Sue Cooper Head of Business Development Catalyst Housing

12 Page 12 Ealing Local Strategic Partnership c/o Ealing Council Strategy and Engagement Perceval House 14/16 Uxbridge Road, Ealing, W5 2HL For further information: Or find us on the web at: search Local Strategic Partnership