Portsmouth Knowledge SummitVoluntary and Community Sector Event

19th February 2014

Housekeeping

• Loos• Refreshments• Labels• Table Facilitators

Agenda 1 Welcome – Rachael Dalby, Head of Health, Community and Licensing2 Introductions3 Background and Context

4 Snapshot of the cityGroup Session One – Does this snapshot resonate with you?

5 Current and emerging priorities for partnership bodies in the cityGroup 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

1. Welcome

Rachael DalbyHead of Health, Community Safety and Licensing

Portsmouth City Council

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2008/09 2009/10 2010/11 2011/12 Provisional 2012/13

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Alcohol related hospital admissions, Portsmouth and comparators, 2008/09 - 2012/13

Brighton and Hove Portsmouth Southampton South East England Average for similar areasSource: Alcohol Profiles, Public Health England

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

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

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’

Understanding

Mastery

Command

Grip

Grasp

Learning

Education

Wisdom

Enlightenment

Information

FactsData

IntelligenceReports

‘Knowledge’

Synonyms

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.

The Challenge…

205,056 residents

• Outcomes• Needs• Wants

Underpinned by our knowledge of residents, of what works and the resources we have

Public Service Delivery• Council• NHS• Police• Education providers• Voluntary/Community

Sector• etc…

Process of planning, designing, commissioning, integrating, shaping, building

£2,000,000,000

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

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!

Snapshot of the city

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

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

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

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

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….

a) Health and Well-Being BoardPotential Theme Examples of possible priority areas

Reducing Inequality 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 and Resilient Communities

Explore and enhance community development models

Support informal and formal carers

Create sustainable environments that promote health and wellbeing

Promoting Prevention Explore the role housing plays in determining wider health and wellbeing outcomesPromote 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

b) Safer Portsmouth Partnership

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

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…

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

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”

• 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

Coffee Break

See you back in 20 mins

6. Getting from Outcomes to Underlying Causes

‘Hierarchy of Outcomes’

“Why….why…why…"

Getting from Outcomes to Underlying Causes • Moving from ‘watching’ outcome indicators to tackling

underlying causes of poor outcomes• Sometimes… we get it wrong...

Exercise and Movement

Reduce Obesity

Child Health

More PE lessons

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….”

Outcome: Education GCSE Results for Anytown Council

Why?Inconsistent quality of teaching in the classroom

Why?Variable leadership in schools

Why?Low prior

attainment

Why?Children not ready for school at age 5

Why?Too few parents supporting early child development

Why?Poor behaviour in our schools

Why?Poor behaviour management in schools

Why?Lack of parental

support for education

Why?Schools are not always parent-friendly

Why?Local Authority not identifying failing schools early enough

Why?Parents lack of knowledge and confidence to promote child development

Why?Children not taught to behave in the home

Why?Education capacity reduced in LA

Why?Too few strong Governing bodies

= Why?

= Therefore…

Why?LA cuts

Why?Parents own experience of school.

Why?Variable support for (and recruitment of) School Governors

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

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

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

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

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

Group Session 3So…..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

Recently Done Currently Underway What would we like to do?Send us later

But…..do send us what you have completed recently!

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?

Knowledge is power - let’s build something better, together