MAKING CAMBRIDGESHIRE COUNT UPDATE â€“ FENLAND STRATEGIC

MAKING CAMBRIDGESHIRE COUNT UPDATE – FENLAND STRATEGIC PARTNERSHIP 02/09/10

1. What is Making Cambridgeshire Count? Making Cambridgeshire Count will create a strong culture of public service partnership working, with efficiency and service transformation embedded in everything that we do. The ultimate purpose is not just to make efficiency savings, but to ensure that the people of the county are getting maximum value from every pound of public resource – particularly in the current and future period of austerity – in order to deliver excellent services for the people of Cambridgeshire. 2. Context The pressures on public sector finances are well known, particularly within Cambridgeshire, and these will only become greater with the increasing levels of public sector debt at a national level. Cambridgeshire, like every part of the country, is facing an inevitable reduction in public sector expenditure. The future simply means doing more with less. The current situation therefore presents us with a unique opportunity to critically examine what our Cambridgeshire Together partnership delivers, how we do it, and where we can make better use of our combined resources, experience and skills across public services so that local people continue to receive the very best. Through looking closely at the total resources available to public services in Cambridgeshire we will look at how we can work better together to achieve short-term efficiency savings. Just as importantly, we will also focus upon developing the culture and mind-set across the partnership to make efficiency part of the day job.

3. Aims

There are three aims underpinning the initiative:

• To bring leaders and influencers together from across Cambridgeshire to refocus our public services using new perspectives and different thinking

• To place customer and community views at the centre of new thinking and to design new and innovative ways of meeting community needs

• To make sure we continue to deliver excellent services even if we see a 20% reduction in our public sector finances

4. Progress

We are now in the second phase of the Making Cambridgeshire Count initiative. The first phase focussed on bringing partners across public services in the county together, working in collaboration to develop a shared identity and common purpose. Participants spent time identifying areas where increased collaboration could lead to more effective and efficient services for our communities. This led to eight innovative projects being established, details of each project are available on the Making Cambridgeshire Count website; http://staff.makingcambridgeshirecount.co.uk. Three of the projects have now matured to the extent that they are being taken forward through Cambridgeshire Together Thematic Partnerships. The second phase of Making Cambridgeshire Count also includes a continued focus on developing leadership and the culture of collaboration that has been established. Members, employees and stakeholders will now be engaged and involved in achieving the overall aim of MCC – making Cambridgeshire a great place to call home. A recent position on the eight projects is set out in the table below: Making Cambridgeshire Count Projects

Project Sponsor(s), Lead Project Officer and Project Team

Scope Current Activity

Sharing Services Sponsors: Mark Lloyd Lead Project Officers: Nick Dawe (CCC) and Niki Howard (Police) Project Team: Cambridgeshire CC Fenland DC Cambridge City Council Partnership groups are engaged for information and feedback

Through this project shared service arrangements covering three strands will be explored:

• CCTV • Customer Contact • Corporate Services

Not all partners will opt in to all services, but will choose on the basis of a cost/benefit analysis both to themselves and all partners.

Shared service arrangements are expected to deliver significant efficiency savings to partner organisations. Based on similar experiences elsewhere, and indicative coatings, the following savings are forecast:

• CCTV – savings expected of

Progress towards the Corporate Services strand of this project is being made, this is being driven largely through the LGSS project being undertaken between Cambridgeshire County Council and Northamptonshire County Council.

Joint procurement of maintenance contract for CCTV equipment exercise has been undertaken with Hunts DC, Fenland DC, East Cambridgeshire DC, Cambridge City and other partners. Savings arising from this arrangement need to be quantified.

Shared Service arrangements are likely to become operational in phases from Dec 2010 onwards.

http://staff.makingcambridgeshirecount.co.uk/



20% • Customer Contact – savings

expected of 20% • Corporate Services – savings

expected of 20% (but note for CCC most of these savings are already assumed within the Local Government Shared Service project).

Making Assets Count Sponsors: Graham Stagg, Alex Plant Lead Project Officer: Tobin Stephenson (CCC) Project Team Cambridgeshire County Council; Cambridgeshire Fire and Rescue; Horizons; NHS Cambs; EEDA; GO East; Cambridge City Council; HCA; Improvement East; Fenland District Council; South Cambridgeshire District Council; Cambridgeshire Constabulary

By mapping and analysing the usage of all the assets owned by each partner organisation we can potentially yield significant savings through combining, sharing and leasing or selling disposable assets where possible. In addition, improvements to services would be possible through selective co-location of partners and reconfiguration of property assets.

This project will lead to better asset information for decision making and would seek to deliver a joint asset management strategy for Cambridgeshire. This would focus on two main strands:

• Rationalisation of the existing operational estate, and;

• Maximising the investment potential from pooling public sector-owned land and buildings

We have been invited to become a Total Capital Assets Pathfinder for this project. The project has received £9,200 from the MCC project fund for financial and legal advice to determine the brief for drawing-up the outline legal framework for a property company (PropCo) and to quantify the benefits of Making Assets Count. This will help us to establish how much to invest upfront in the project. This will help us to establish the potential of such an approach and give us enough baseline information to present the proposal to Members and Boards. There will be a report on the business case by September 2010.



Public Services Redesign Sponsors: Mark Lloyd, Sandra Claxton, Antoinette Jackson Lead Project Officer: Adrian Smith Project Team: Fenland District Council Cambs Fire & Rescue Service Cambridgeshire County Council Cambridge City Council NHS Cambridgeshire Cambridgeshire Police

Public Service Redesign is piloting the potential opportunities that could be generated by bringing together the work of public sector organisations in Cambridgeshire, and considering the opportunities to align plans, leadership teams, corporate services and new ways of working.

Public Service Redesign will operate within all existing governance arrangements for participating organisations—pilots in the geographic areas covered by Cambridge City Council and Fenland District Council will prototype and test redesigned public services, these will focus on:

• Exploiting the economic potential of Cambridge, and

• Narrowing the inequality gap in Fenland

Support from Improvement East for advisory and consultancy support has been secured. Chief Officers have met to discuss opportunities and themes for project pilot.

Government policy on local economic development has recently led local areas to consider how Local Enterprise Partnerships can be established to strengthen local economies. Government expects local areas to develop proposals by 6 September. Chief Officers will need to discuss how this impacts on the economic development element of Public Service Redesign focused on Cambridge.

Places Pilots: Arbury and March Sponsors: Antoinette Jackson Lead Project Officer: Leon Livermore Project Team: Cambridge City Council Fenland District Council NHS Cambridgeshire Cambridgeshire County Council

The project will investigate overlaps in service provision between public sector services in Arbury and March, identifying the opportunities to maintain and improve services whilst potentially reducing spend. The aims are to:

• Develop a resource mapping methodology that can be transferred to other areas

• Develop an understanding with

The ‘deep dives’ will focus on:

Arbury – ‘high demand households’ (requiring a lot of resource)

Progress has been made in terms of learning and ground work for both Arbury and March. Conversations with CYP have helped to develop a shared understanding of the Common Assessment Framework (CAF). The teams will ensure that project work



Cambridgeshire Constabulary Cambs Fire and Rescue

front line officers, managers and service users/communities, using their expertise to propose opportunities for working differently

• Map community outcomes that are being achieved

• Map resources within a locality, including services and recipients, staff numbers, financial spend and physical assets.

Any research / recommendations will be underpinned a robust evidence base – using both hard and soft intelligence. Work will be carried out to “drill down” into specific thematic areas/client groups, focusing on the details of service provision and community aspirations, using quantitative and qualitative research methods.

The project will have a specific focus on employee engagement as well as harnessing the considerable experience of community engagement practitioners to devise a series of focus groups with local residents and front-line officers to identify areas for change. Through this approach, ownership of and support for change will be embedded.

As a result of the resource mapping

complements CAF without duplicating any of this work. Information sharing has also been explored.

March – life events

The team will look at each life event and its impact as well as backtracking from that event to causes / triggers. The following four life events have been selected:

1. Reporting of a crime linked to substance misuse.

2. Redundancy

3. Losing independence due to a health issue

4. Being excluded from school

Progress on the employee engagement approach has been made. A proposal was developed with an external organisation, IPA. It was felt that delivering something similar in-house would ensure that the project left a legacy of skilled change agents, capable of rolling the project out in other geographical areas. The skills and behaviours required to deliver this work have been captured in a job description. The project will be recruiting individuals who meet the job description.



and employee and community engagement, recommendations will be developed around new ways of working together, addressing system/service overlaps and the issues most affecting people’s lives locally. These will be tested in the pilot areas, evaluated, and the learning applied across the county.

Alongside this, consideration has been given to community engagement. Based on the hard work of Community Engagement colleagues, £8,600 of funding has now been secured to run a ‘How Your Town Works’ civic literacy course in Arbury and March. This would be a sustainable programme, as a new local trainer would be trained throughout the course.

Finally, examples of good practice from around the UK have been identified through research. The use of a life coaching approach for high demand families in Swindon has been of interest. In addition, a visit to Suffolk revealed that FIP (Family Intervention project) funding has been used to create a dedicated multidisciplinary team to work intensively with families to address complex needs.

Charter of priorities to tackle inequality Sponsors: Antoinette Jackson, Alex Plant Lead Project Officer: Richard Cassidy (FDC) Project Team: Cambridgeshire County Council Fenland District Council Cambridge City Council NHS Cambridgeshire Cambridgeshire Constabulary Cambridgeshire Fire and Rescue Service

Making Cambridgeshire Count has decided to examine our approach to tackling inequality in the county, and to articulate a better way of working through an inequalities charter that will be adopted by the public sector organisations in Cambridgeshire, and used to inform their strategic planning. The charter’s priorities are intended to save money and improve performance by encouraging the redesign of our approach to tackling inequalities, through a focus on one set of priorities, by using resources better, and through examining whether preventative actions can reduce longer term problems and

There is currently a draft charter. It is anticipated that this will be adopted by each public sector organisation in Cambridgeshire. The charter in itself will not achieve an outcome. However, the charter’s priorities are intended to save money and improve performance by encouraging the redesign of our approach to tackling inequalities, through a focus on one set of priorities, by using resources better, and through examining whether preventative actions can reduce longer term problems and costs.



costs.

There is currently a draft inequalities charter. The intention is for the charter to be adopted by each public service organisation in Cambridgeshire by autumn 2010. Work is currently underway to create a consultation document, so that the charter can be consulted on by each organisation as it passes through their respective adoption processes.

Cambridgeshire Together Projects Community Support for Older People Sponsors: Paul Zollinger-Read Lead Project Officer: Claire Bruin Project Team: Cambridgeshire County Council Fire and Rescue Service NHS Cambridgeshire Age Concern Cambridge City Council

The project is underpinned by the expectation that community based initiatives should be co-produced with the people in those communities, recognising the knowledge and experience that people have about how they can contribute and how they can best be supported to remain healthy and well. The project team will develop recommendations based on learning from the pilot phase, to include implementation proposals for rolling out across the county, if the pilot proves successful.

The Project Team has met and agreed the criteria that will be used to choose the two pilot locations for the project. The team has now begun the research phase – mapping activity within the potential pilot locations. Potential locations include: • Kings Hedges • Manea • Coleridge • Arbury • Elm and Christchurch • March East Once the research has been completed the project team will agree the two pilot locations and begin to explore the pilot programme content. Once the programme content has been agreed the pilot will be rolled out in the two locations for a six month period. There is similar innovative work going on across the East of England in relation to the Frail Elderly and some members of the project team are attending a Regional Total Place Event to share learning with similar initiatives from across the Region



including Southend, Suffolk and Norfolk.

Domestic Abuse Sponsor: TBC (previously Julie Spence) Officer Lead: Mike Davey Lead Project Officer: Mel Dales (Police) Project Team: The project will be overseen by the Domestic Violence Strategy Group, which reports to the Safer and Stronger Partnership.

The project aims to establish a countywide, multi-agency integrated domestic abuse unit to provide appropriate services to all victims of domestic abuse, regardless of level of risk, and to reduce the costs of addressing domestic abuse to agencies within Cambridgeshire.

The project team has drafted a more complete strategic document for the project. This is being developed to identify a firm timetable, including milestones and outputs from the project. The document will be available on the Community of Practice in the coming weeks.

Working with Gypsies and Travellers Sponsor: TBC (previously Tim Pilsbury) Lead Project Officer: Mike Davey Project Team: The Strategic Gypsy & Traveller Group will act as project board for this meeting. This includes representatives from all partners with the exception of Fire and Rescue, and also includes representation from the Ormiston Trust

The project covers service provision for Gypsies and Travellers across Cambridgeshire, both on local authority managed sites, non-local authority sites and unauthorised encampments. The project is designed to improve quality of life through better services for Gypsies and Travellers by more joined up and effective provision.

This project has now been passed to the Cambridgeshire Travellers Strategic Co-ordinating Group (TSCG). The TSCG has incorporated the outcomes of the MCC enquiry into a larger project, “Developing a Travellers Strategy for Cambridgeshire”. Work on the project has commenced, with the appointment of a project manager who began work in June. The first outputs from the project will be proposals for better working between partners, to be brought to the October meeting of the TSCG.

APPENDIX A

Date July 2010 Project Title Community Support for Older People Sponsor/s Paul Zollinger-Read / Alan Mack Project lead Claire Bruin Participating organisations

CCC, NHS Cambs, Age UK, Cambridge City Council, Fire and Rescue Service.

Project summary Scope This project is based on a belief that small amounts of investment can enable communities, neighbourhoods, and individuals to increase the level of preventative care that extends the time until older people need intrusive and expensive medical or social care provided by public services. The project is underpinned by the expectation that community based initiatives should be co-produced with the people in those communities, recognising the knowledge and experience that people have about how they can contribute and how they can best be supported to remain healthy and well. The project will identify two contrasting areas in which to pilot a model of neighbourhood care for 6 months. Choosing two contrasting areas will allow assumptions about community involvement and willingness to volunteer to be tested. The project team will develop recommendations based on learning from the pilot phase, to include implementation proposals for rolling out across the county, if the pilot proves successful. Intended Outcome The project aims to develop community provided support for older people to reduce the level of need for public service intervention. The outcomes are: For older people receiving support • Maintenance and/or improvement in health and wellbeing, including a reduced

sense of social isolation • Maintenance of independence including continuing to live in their own home • Improved quality of life For people providing the support • Making a positive contributing to the community • Keeping active Key Milestones Milestone Date Research phase – mapping activity within potential pilot locations.

Apr-May 2010

Agree pilot locations and programme content. End of May 2010. Communication and dialogue with chosen communities. Starts June 2010 Pilot programme implementation Mid June 2010

Project progress Project milestones Amber

Amber

The Project Team met on the 22nd March to agree the criteria that would be used to choose the two pilot locations for the project. The team has now begun the research phase – mapping activity within the potential pilot locations. Potential locations include: • Kings Hedges • Manea • Coleridge • Arbury • Elm and Christchurch • March East Some project team meetings have been cancelled however, the project team is due to meet on the 23rd July to discuss the research, agree the two pilot locations and begin to explore the pilot programme content.

The project milestones have slipped due to the research phase taking longer than expected and therefore need to be amended. Amended milestones are as follows: Milestone Date Research phase – mapping activity within potential pilot locations.

Apr-July2010

Agree pilot locations and programme content.

End of July 2010

Pilot programme implementation

Mid August 2010

Update Table Changes in project scope/ intended outcomes

No changes.

Outcomes achieved No project outcomes have been achieved so far. The outcomes will start to be achieved once the pilot programme is implemented.

Savings achieved and expected savings

No savings have been made as yet. A key task of the pilot phase is to develop and implement a methodology to determine the potential savings (i.e. the level of expenditure that is avoided through prevention) as a result of the activity in the pilots. This work will inform the view on the expected savings if the model was rolled out across the county.

MCC money received N/A Additional resources and support required

None identified at present.

Changes in project team Lynne Byrne has replaced Gloria Culyer as the representative of Age UK.

Additional risks or issues No additional risks or issues. Key decisions to be made Chief Officers are asked to consider the issue of capacity (e.g. that has resulted in cancellation of meetings) that has been experienced by this project and how this could be addressed.

Date 13/07/10 Period the report covers

02/10 to 13/07/10

Project Title Inequalities Charter Sponsor/s Alex Plant and Antoinette Jackson Project lead Richard Cassidy Participating organisations

Fenland District Council, Cambridge City Council, Cambridgeshire County Council, Cambridgeshire Horizons, NHS Cambridgeshire, Cambridgeshire Fire and Rescue, Cambridgeshire Police Authority

Project summary Making Cambridgeshire Count has decided to examine our approach to tackling inequality in the county, and to articulate a better way of working through an inequalities charter that will be adopted by the public sector organisations in Cambridgeshire, and used to inform their strategic planning. The charter’s priorities are intended to save money and improve performance by encouraging the redesign of our approach to tackling inequalities, through a focus on one set of priorities, by using resources better, and through examining whether preventative actions can reduce longer term problems and costs. There is currently a draft inequalities charter. The intention is for the charter to be adopted by each public service organisation in Cambridgeshire by autumn 2010. Work is currently underway to create a consultation document, so that the charter can be consulted on by each organisation as it passes through their respective adoption processes.

Project progress Project milestones Amber Green The project is progressing well, but future milestones are to be put back slightly so that the charter can be adopted by each public sector organisation in Cambridgeshire by autumn 2010.

Milestones have been met so far. The intention is for the charter to be adopted by each public service organisation in Cambridgeshire by autumn 2010, which is slightly behind the timeline as identified in the PID.


There have been no changes in the project scope of intended outcomes

Outcomes achieved

There is currently a draft charter. It is anticipated that this will be adopted by each public sector organisation in Cambridgeshire. The charter in itself will not achieve an outcome. However, the charter’s priorities are intended to save money and improve performance by encouraging the redesign of our approach to tackling inequalities, through a focus on one set of priorities, by using resources better, and through examining whether preventative actions can reduce longer term problems and costs.

Savings achieved and expected

The charter in itself will not achieve a saving. However, the charter’s priorities are intended to save money and improve

savings performance by encouraging the redesign of our approach to tackling inequalities, through a focus on one set of priorities, by using resources better, and through examining whether preventative actions can reduce longer term problems and costs.

MCC money received

The project has not received any money from the MCC budgets.

Additional resources and support required

There are no additional resources required beyond those identified in the PID. The project has put in a bid for £1,000 to cover design and printing costs for the charter.

Changes in project team

There have been no changes in the project team since the PID

Additional risks or issues

No additional risks have been identified.

Key decisions to be made At a future meeting, the charter will need to be agreed by county’s Chief Officers. Chief Officers are asked to support the adoption of the charter by their respective organisations.


February – July 2010

Project Title Tackling Domestic Abuse Sponsor/s Julie Spence Project lead Mike Davey Participating organisations

Cambridgeshire Constabulary; Cambridgeshire County Council; Cambridge City Council

Project summary Aim: To establish a countywide, multi-agency integrated domestic abuse unit to provide appropriate services to all victims of domestic abuse, regardless of level of risk, and to reduce the costs of addressing domestic abuse to agencies within Cambridgeshire. Scope: To bring together a team comprising of police, specialist support services (IDVAS / ISVAS / MARAC), social care, probation staff, housing, health, education and voluntary sector providers (Refuge and Cambridge Women’s Aid) to risk assess, safety plan and support all domestic abuse-related referrals (agency and individual) to reduce the prevalence of domestic abuse in Cambridgeshire; reduce the prevalence of repeat victimisation and reduce the costs associated with addressing these issues. There is also an opportunity to integrate existing services from Peterborough and Cambridgeshire to further support the outcomes below. Outcomes: The project expects the following outcomes as a result of work through the integrated unit:

• Delivery of the key National Indicator (NI32) for domestic abuse –improving agency performance;

• Efficiency savings year on year - through reduction of workloads /duplication of work, time and processes within the respective organisations;

• Reduced demand of services and associated costs to agencies as a result reduced incidences of domestic abuse;

• Improved service delivery through the establishment of practice standards/quality assurance approach to partnership work within the integrated unit;

• Reliable data both qualitative and quantitative to assist future service planning, development and delivery;

• Increased knowledgeable workforces who can cascade expertise within their own organisations thus building capacity;

• Deliver ‘excellent services’ to those affected by domestic abuse in Cambridgeshire;

• Developing and delivering preventative programs for perpetrators of domestic abuse.

Project progress Project milestones Amber Amber

The scoping and business planning stage has taken longer than expected; but a business plan is close to completion, with final outcomes expected

Milestones outlined in the Original PID have not been met. The new business plan will contain new milestones for consideration by Chief Officers.

at the same date (Unit operational by April 2011). However, the grants that currently fund domestic abuse provision in the county have been withdrawn by central Government. This poses a significant risk to the future of the project.

The impact of funding changes (and the potential loss of LPSA reward need to be understood and taken into account.


No firm changes in outcomes or scope; although the group are considering whether it would be feasible to combine services with Peterborough, which is beyond the original scope.

Outcomes achieved

No outcomes have been achieved to date, and are not expected until the Unit has been operational for at least two quarters.


No savings have been made to date, but will be made and reported once the Unit is established. The project now has a firmer idea of savings that will be made by the project, which will be reported in the business case; approximate savings of 4.5% p.a. on the £110m total cost of domestic abuse to organisations in Cambridgeshire are expected.

MCC money received

No money has been received to date. The project is being fully costed, and the project is expected to bid for financial support towards project management costs


Any additional resources required will be identified in the business case


Lynda Kilkelly has been recruited to the Project Team to represent Cambridge City Council


Much of the cost of Domestic Abuse work was met through LPSA funding, which has now been withdrawn. This creates a large funding gap between the current cost of services and the cost of establishing the new Unit. This will be addressed in the project’s Business Plan and the Risk Log will be updated.

Key decisions to be made No key decisions required at this stage


February – July 2010

Project Title Working with Gypsies and Travellers Sponsor/s Mike Davey (Chair of Travellers Strategic Co-ordinating

Group) Project lead Mike Davey Participating organisations

All Cambridgeshire Together partners

Project summary Project scope: The project covers service provision for Gypsies and Travellers across Cambridgeshire (excluding Peterborough), on local authority/RSL managed sites, private sites, unauthorised developments, unauthorised encampments and Gypsies and Travellers in housing. Project objectives: To produce a draft Strategy for the consideration of the Cambridgeshire Travellers Strategic Co-ordinating Group, that will improve outcomes and life chances for Gypsies and Traveller communities and promote and enable community cohesion in Cambridgeshire, by: • consolidating existing information and actions across environmental, economic,

health and social/community and service agencies into one Strategy and structure to drive performance management

• providing options to redesign and simplify service provision for Gypsies and Travellers, in order to improve services, and increase satisfaction with the service for Gypsies and Travellers.

• identifying ways for Gypsies and Travellers and settled communities to better integrate to enable Gypsies and Travellers to enjoy their rights and fulfil their responsibilities as citizens in their local community

Outcomes: This project will support the Cambridgeshire local authorities in developing a joint Strategy to improve outcomes for Gypsies and Travellers over the next 5 to 10 years. In particular the Strategy will seek to ensure that • the needs of all travelling communities can be understood and supported • the accommodation needs of travelling communities are adequately provided for • targeted approaches to tackling other inequalities are developed • community cohesion is improved through greater integration and mutual

understanding Project progress Project milestones

Green Green A project manager has been appointed and has commenced delivery of the work

Milestones to date have been met; the project manager will report back to the Travellers Strategic Co-ordinating Group in October.


There have been no changes in the scope or outcomes

Outcomes achieved

No outcomes have been achieved to date.


No savings have been achieved so far

MCC money received

No money has been received to date


The group may bid to MCC for part of the funding required for the project manager


There have been no changes to the project team, which is a subset of the Travellers Strategic Co-ordinating Group


No additional risks have been identified

Key decisions to be made There are no key decisions required at this time – the project is progressing well.


From 02/10 to 13/07/10

Project Title Making Assets Count (MAC) Sponsor/s Alex Plant Project lead Tobin Stephenson Participating organisations

Cambridgeshire County Council, Cambridgeshire Fire and Rescue, Horizons, NHS Cambridgeshire, EEDA, GO East, Cambridge City Council, HCA, Improvement East, Fenland District Council, South Cambridgeshire District Council; Cambridgeshire Constabulary

Project summary By mapping and analysing the usage of all the assets owned by each partner organisation we can potentially yield significant savings through combining, sharing and leasing or selling disposable assets where possible. In addition, improvements to services would be possible through selective co-location of partners and reconfiguration of property assets. This project will lead to better asset information for decision making and would seek to deliver a joint asset management strategy for Cambridgeshire. This would focus on two main strands: a) rationalisation of the existing operational estate, and; b) maximising the investment potential from pooling public sector-owned land and buildings Key milestones are: • Property mapping database – April 2010 • Legal and financial report – August 2010 • Utilisation survey – Sept 2010 • Joint asset management strategy – Dec 2010 • Plan for pooling assets - April 2011 Project progress Project milestones Green Green The project is progressing well. The key milestones as identified in the

PID have been achieved for this project


There have been no changes in the project scope. The intention is to create a Public Sector Property Company model.

Outcomes achieved

The outcomes will be achieved in the medium to long term when the Public Sector Property Company is established.


It is expected that over the medium-long term, the project will realise a substantial return through revenue savings and incomes and capital receipts. The exact figures will not be available until the business case work outlined below is carried out.

MCC money received

The project has received £9,200 from the MCC project fund for financial and legal advice to determine the brief for drawing-up the outline legal framework for a property company (PropCo) and to quantify the benefits of MAC. This will help us to establish how much to invest upfront in the project. This will help us to establish the potential of such an approach and give us enough baseline information to present the proposal to Members and Boards. There will be a report on the business case by September 2010. This work will be used to clarify the benefits of the PropCo to a level that will be helpful to decision makers in the various organisations. This work means that we have effectively moved some of the work that would have been in a later stage of the project into this stage.


If there is a robust business case (and it is anticipated that there will be) then advice will be sought to draw-up the detailed legal framework for the PropCo subject to approval gained from partners. The cost associated with this will be established through the initial work undertaken (the £9,200 outlined above). This stage of the project will be completed by February 2011.


Tony Edwards has replaced Michelle Nuttall as the Improvement East representative. Angela Bucksey, the County Councils’ Business Support and Facilities Management Head of Service, has joined the team.


There are no additional identified risks for the project, or changes in the existing risks.

Key decisions to be made The finalised PID needs to be accepted so that the project can proceed. Further decisions about the project can be made after the business case is received.

Date 15 July 2010 Period the report covers

From 05/10 to 15/07/10

Project Title Places Pilot Sponsor/s Antoinette Jackson Project lead Leon Livermore Participating organisations

Cambridge City Council, Cambridgeshire Constabulary, Cambridgeshire County Council, Cambridgeshire Fire and Rescue Service, Cambridgeshire PCT, Fenland District Council.

Project summary The project will investigate overlaps in service provision between public sector services in Arbury and March, identifying the opportunities to maintain and improve services whilst potentially reducing spend. The aims are to:

- develop a resource mapping methodology that can be transferred to other areas - develop an understanding with front line officers, managers and service

users/communities, using their expertise to propose opportunities for working differently

- map community outcomes that are being achieved - map resources within a locality, including services and recipients, staff numbers,

financial spend and physical assets. Any research / recommendations will be underpinned a robust evidence base – using both hard and soft intelligence. Work will be carried out to “drill down” into specific thematic areas/client groups, focusing on the details of service provision and community aspirations, using quantitative and qualitative research methods. The project will have a specific focus on employee engagement as well as harnessing the considerable experience of community engagement practitioners to devise a series of focus groups with local residents and front-line officers to identify areas for change. Through this approach, ownership of and support for change will be embedded. As a result of the resource mapping and employee and community engagement, recommendations will be developed around new ways of working together, addressing system/service overlaps and the issues most affecting people’s lives locally. These will be tested in the pilot areas, evaluated, and the learning applied across the county. Project outcomes

• A resource, demographic and qualitative methodology that can be applied to different localities

• Some clear recommendations for addressing service overlap and duplication • Pilots set up that test such recommendations • Pilots evaluated • Countywide solutions identified.

Milestones End of May - Preparation of a framework for community engagement (with consultant and

practitioners) complete - Process of building support and capacity for change with key individuals (frontline

employees; members; communities) commenced End of June - Any remaining gaps in the intelligence base filled in - Initial consultation with front-line employees, communities and service areas carried out - Information (financial spend, wider intelligence and community/front-line insight) presented to the Project Board - Thematic areas for deep dives identified June to August - Community engagement process with service users and frontline employees, to explore overlaps and commonalities on the ground (13 week period) Project progress Project milestones Amber Amber The ‘deep dives’ will focus on: Arbury – ‘high demand households’ (requiring a lot of resource) Progress has been made in terms of learning and ground work for both Arbury and March. Conversations with CYP have helped to develop a shared understanding of the Common Assessment Framework (CAF). The teams will ensure that project work complements CAF without duplicating any of this work. Information sharing has also been explored. March – life events The team will look at each life event and its impact as well as backtracking from that event to causes / triggers. The following four life events have been selected:

1. Reporting of a crime linked to substance misuse. 2. Redundancy 3. Losing independence due to a health issue 4. Being excluded from school

Progress on the employee engagement approach has been made. A proposal was developed with an external organisation, IPA. It was felt that delivering something similar in-house would ensure that the project left a legacy of skilled change agents, capable of rolling the project out in other

Preparation for community engagement There has been a steer from the board that it would be more appropriate to have an independent interviewer working directly with families, although existing front line workers might be able to facilitate access for this independent interviewer. Building support and capacity for change It is expected that support and capacity for change will grow as a result of the employee engagement work. Remaining gaps in intelligence filled Significant progress has been made in March to collect high level information. The next phase of information gathering and analysis will have a more specific focus on case study families and individuals. The project has secured support from Gavin Forrest, a Finance Graduate Trainee, who will be able to assist with resource mapping. Initial consultation carried out

geographical areas. The skills and behaviours required to deliver this work have been captured in a job description. The project will be recruiting individuals who meet the job description. Alongside this, consideration has been given to community engagement. Based on the hard work of Community Engagement colleagues, £8,600 of funding has now been secured to run a ‘How Your Town Works’ civic literacy course in Arbury and March. This would be a sustainable programme, as a new local trainer would be trained throughout the course. Finally, examples of good practice from around the UK have been identified through research. The use of a life coaching approach for high demand families in Swindon has been of interest. In addition, a visit to Suffolk revealed that FIP (Family Intervention project) funding has been used to create a dedicated multidisciplinary team to work intensively with families to address complex needs. Other research has highlighted work undertaken in Nottingham and Bradford around losing employment and leaving hospital with ongoing health needs respectively.

The focus on high demand households/life events has negated the need for wider consultation. More targeted consultation with front line staff and specific familes / individuals will commence during the deep dive. Intelligence presented and thematic areas identified Intelligence was presented to the Chief Officers and the themes of high demand households and life events were chosen. Community engagement process with service users and frontline employees, to explore overlaps and commonalities It is expected that engagement work will be carried out in August and September.


The scope has been refined to focus on the specific topics of high demand households and life events. In addition, it has been noted that any work carried out must complement and not conflict with any existing partnership work or solutions.

Outcomes achieved

Upfront investment in employee and community engagement will be required and for the project to be most effective, it should be recognised that quick wins are less sustainable than long term cultural change and service transformation. We expect that by the end of September we will have an employee engagement toolkit, with a cohort of employees capable of reproducing this approach in other areas. By the end of September we will also have a methodology for resource, service and outcome mapping that can be used in other areas. Contingent on securing funding, we expect to deliver the ‘How Your Town Works’ course to residents between August and December. By the end of the year, both March and Arbury will have trained individuals capable of delivering this training to new learners locally. Recommendations for different ways of working will have been

identified by the end of September.


Savings have not been made so far. The PID explained that as part of the pilot, we will seek to quantify what the potential for savings can be, based on what resources can be changed and the service needs of the area. The aim is to have a set of recommendations by the end of September, with a corresponding estimate of expected savings based on these recommendations being implemented.

MCC money received

N/A


A decision has been made to carry out employee engagement work using in-house expertise. This will involve the recruitment and briefing of suitable individuals, a series of one-to-one interviews and the design and delivery of a series of workshops. This is a fairly significant piece of work and it will be necessary to ensure that those recruited to these roles have sufficient capacity to commit to the project. The focused community engagement work around specific families and individuals will require some financial resource, given the steer that this work needs to be independent. The project will be scoping this work and obtaining bids to estimate the resource requirement. Additional support in terms of time and expertise has already been secured to carry out resource mapping work. It is expected that some financial support will be required, once the mapping and engagement work has been carried out, to allow for the initial recommendations to be tested.


The Arbury team now consists of: Trevor Woollams (City) Jason Wragg (Cambs Constabulary) Leon Livermore (Project Manager), Keith Bowman, Louise Driffill, Nutan Patel and Francesca Parkin (project support), Glenn Edge (Animateur), Sarah Ferguson (CYPS), Gavin Forrest (Finance), (all Cambs County Council) Julian Fountain (Cambs Fire and Rescue) Andrew Fowles (Cambs PCT) The March team now consists of: Rob Hill (Cambs Constabulary) Leon Livermore (Project Manager), Keith Bowman, Louise Driffill, Nutan Patel and Francesca Parkin (project support), Gavin Forrest (Finance), Lorraine Lofting and Anna Calvert (CYPS), Sandy Willatt (Community Engagement) (all Cambs County Council) Harry Edge (Cambs Fire and Rescue) Val Thomas (Cambs PCT)

Dan Horn, Carl Suckling and Julie Randall (Fenland DC) Wendy Coles and Christopher Smith (Roddons Housing Association)


The project has had to spend time developing a shared understanding of the wider programmes of change within the area to ensure that there is no duplication of existing work. This has been a necessary investment of time, as the cost of not doing this may have been significant. The project has had some issues around the capacity. Looking ahead, this is a key ongoing risk. It will be necessary sufficient resource is available to deliver the employee engagement work.

Key decisions to be made Agree to the creation of capacity through the reorganisation of individuals’ workloads to ensure that the employee engagement work can be conducted effectively.


From 02/10 to 14/07/10

Project Title Public Service Redesign Sponsor/s Mark Lloyd, Antoinette Jackson, Sandra Claxton Project lead Adrian Smith Participating organisations

Fenland District Council Cambridgeshire Fire & Rescue Service Cambridgeshire County Council Cambridge City Council NHS Cambridgeshire Cambridgeshire Police Cambridgeshire Horizons

Project summary Public Service Redesign is piloting the potential opportunities that could be generated by bringing together the work of public sector organisations in Cambridgeshire, and considering the opportunities to align plans, leadership teams, corporate services and new ways of working. Public Service Redesign will operate within all existing governance arrangements for participating organisations—pilots in the geographic areas covered by Cambridge City Council and Fenland District Council will prototype and test redesigned public services, these will focus on:

• Exploiting the economic potential of Cambridge, and • Narrowing the inequality gap in Fenland

Project progress Project milestones Amber Amber

The project is progressing well with several high level meetings taking place recently which have been significant in engaging senior officers and getting the project to a position where a defined scope is closer to being achieved.

The scope for this project is still being defined and milestones will be set accordingly. It is anticipated that the project will meet the milestone of prototyping services from September 2010


A meeting of top tier managers was held on 28 June to help define the detail of the scope for this project. A document outlining a detailed scope will be produced for Chief Officers based on this meeting. Government policy on local economic development has recently led local areas to consider how Local Enterprise Partnerships can be established to strengthen local economies. Government expects local areas to develop proposals by 6 September. Chief Officers will need to discuss

Update Table how this impacts on the economic development element of Public Service Redesign focused on Cambridge.

Outcomes achieved

None to date


No savings have been achieved to date. Significant savings are not expected from this project in the short-term, but it is expected that significant savings will be generated in the long-term by radically redesigned services

MCC money received

This project has received individual funding from Improvement East for specific support. This funding has not been allocated yet


None


Top tier managers have now been directly involved through the workshop on 28 June. As design teams are formed from these officers the project team will be defined.


No additional risks identified

Key decisions to be made Chief Officers are asked to discuss the impact that Local Enterprise Partnerships might have on the economic element of Public Service Redesign planned for Cambridge. Chief Officers are also asked to agree which elements of the scoping report (to follow) they would like the project to take forward. See also item 4 on Sourcing Support for the Redesign Project for decision.


February to July 2010

Project Title Sharing Services Sponsor/s Mark Lloyd & Julie Spence Project lead Nick Dawe and Niki Howard Participating organisations

Cambridgeshire County Council, Cambridgeshire Constabulary, Fenland District Council, Huntingdonshire District Council, Cambridge City Council

Project summary Through this project shared service arrangements covering three strands will be explored: • CCTV • Customer Contact • Corporate Services Not all partners will opt in to all services, but will choose on the basis of a cost/benefit analysis both to themselves and all partners. The arrangements implemented by this project will create a situation where further services and partners can be incorporated if the need and appetite exists. The arrangements of this project will not only deliver service improvement and better value for money but will establish a cultural change that the county can continue to benefit from and build upon. Shared service arrangements are expected to deliver significant efficiency savings to partner organisations. Based on similar experiences elsewhere, and indicative costings, the following savings are forecast:

• CCTV –savings expected of 20% • Customer Contact - savings expected of 20% • Corporate Services – savings expected of 20% (but note for CCC most of

these savings are already assumed within the Local Government Shared Service project).

Project progress Project milestones

Amber Red Progress towards the Corporate Services strand of this project is being made, this is being driven largely through the LGSS project being undertaken between Cambridgeshire County Council and Northamptonshire County Council. Progress for the other strands of this

This project has not met its most recent milestone, largely because it has not reflected how the project has developed – however the reason is also linked to the lack of capacity of those involved.

• Review and evaluate existing arrangements – March 2010

project is currently suffering from lack of capacity from participants – this is a real issue for this project as it currently does not have the priority needed to be developed. Nick Dawe is discussing LGSS with partner colleagues and the degree of interest in some or all services. The results will inform a paper to suggest what should happen next. There is no need for a detailed project until this report is done as the scope will be significantly impacted by the degree of interest

The project is still in this stage for most strands (although Corporate Services remains linked to the LGSS project)


The Economic Development & Growth strand of this project is now being progressed separately through the work of the Public Service Redesign project, Mark Lloyd and Antoinette Jackson will sponsor this project

Outcomes achieved

Joint procurement of maintenance contract for CCTV equipment exercise has been undertaken with Hunts DC, Fenland DC, East Cambridgeshire DC, Cambridge City and other partners. Savings arising from this arrangement need to be quantified.


Corporate Service shared service arrangements are expected to be in place from December 2010. Significant savings are expected from this project but need to be quantified following detailed costings of potential arrangements.

MCC money received

None


It has been identified that £37,500 of external resources are required (including project manager, legal and financial support) to progress this project.


None


None

Key decisions to be made Chief Officers are asked to consider the issue of capacity that has been experienced by this project and how this could be addressed.

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MAKING CAMBRIDGESHIRE COUNT UPDATE â€“ FENLAND STRATEGIC

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