community plan 2013
TRANSCRIPT
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EAST RIDING LOCAL STRATEGIC PARTNERSHIP
Our East Riding
2006-2016:The East RidingCounity Plan
2013 Update
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Introduction 3
Our Transorational Proects 6
Allocation o Resources 8
Assessent o Need and Deand 9
The Local Strategic Partnership Structure 2013 19
Achieving Our Abition LSP Partnership Groups 20
Achieving Our Abition The Role o Strategic Partners 31
Achieving Our Abition Our Key Strategies and Plans 41
Achieving Our Abition Locality Partnerships and Community Engagement 43
Aspirations or Our Key Places 45
Net Steps and Future Challenges 52
CONTENTS
Alternative Forats
East Riding Local Strategic Partnership can help you with requests or sections o
this document in alternat ive ormats. Please telephone (01482) 391424 or urther
inormation.
I you want to nd out more about the Local Strategic Partnership and how you can
contribute to the successul delivery o Our East Riding, please contact
Carl Duck, Local Strategic Partnership Manager, on (01482) 391424 or email
Alternatively, you can write to the LSP Manager, Room HG 115, County Hall,
Beverley, HU17 9BA.
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INTRODUCTION
Our East Riding is the East Riding Local Strategic Partnerships (LSP) Counity
Plan and provides a blueprint or the area over the period 2006 - 2016. This is the
third revision o the Plan.
The role o the LSP is changing to refect the needs o partner organisations and
strategic par tnership working in the area. The driving orce or the LSP is now joint
working, resource strategy, perormance management and addressing value or
money. Partner accountability in terms o perormance and delivery through the LSP
Perormance Framework is also a key role o the partnership.
As we move orward, the LSP will provide a strong basis or ensuring that partners
are working together eectively at all levels. The policy environment in which par tners
work is becoming increasingly challenging. Most policy changes established ater thegeneral election in 2010 are now having an impact on LSP partners, both in the way
that they are unded and how they deliver services.
Central to these undamental developments are the on-going national economic
challenges and the need to promote growth. Moreover, the governments austerity
measures are shaping the landscape o the public sector, as well as impacting on the
role and remit o the voluntary and community sector.
Changes to health structures have led to the NHS public health unction becoming
a Council ser vice rom April 2013. Two Clinical Commissioning Groups now operatein the East Riding, these are GP led organisations which lead health commissioning in
the area. Additionally, the East Riding Health and Wellbeing Board has a statutory role
rom April 2013 to manage the development and delivery o an East Riding Health
and Wellbeing Strategy and promote service integration.
East Riding o Yorkshire Council is well positioned to move orward as a result o
actions it took in 2010 in order to dr ive eciencies within the organisation. It has
established a number o transormation projects which are driving innovation and
eciency across the Council. The Council aces a number o major challenges, in
particular delivering ser vices in light o reduced budgets. The Council also has to
manage the local impact o welare reorms and changes to work related and housing
benets. Alongside this, the Council is putting in place a number o measures to dealwith the long-term challenge o an ageing local population and the potential demands
that these residents may place on services in the uture.
Change is also aecting other local public services. The election o a Police and Crime
Commissioner or Humberside and the appointment o a new Chie Constable and
East Riding (C Division) Chie Superintendent will shape the direction o Humberside
Polices activities in the area. The Force is also undertaking a range o measures in
order to make nancial eciencies and is seeking to work closely with partners in
order to share the use o assets.
A national consultation is taking place with regard to the uture o the Probation
Service, the outcome o which will aect how Humberside Probation Trust operates
in the uture. Humberside Fire and Rescue Service is also making necessary
arrangements with regard to managing its budget. Both these organisations have also
recently appointed new Chie Ocers and strategic partnership working is central to
how they both operate and deliver outcomes in the area.
Fundamental to the uture economic viability o the East Riding is the success o
high level strategic par tnership working in relation to the sub-regional economy.
The Humber Local Enterprise Par tnership and York and the North Yorkshire andEast Riding Local Enterprise Par tnership are key to shaping a new economic uture
or the areas ocused on the green economy, a highly skilled workorce, strong links
between the private sector, education and skills providers and a strong local culture
o enterprise and growth. The land-based industries, and especially agriculture and
horticulture, are important contributors to the economy o the East Riding and to
rural employment. There is an increasing demand or higher level skills within the land-
based sector and Bishop Burton College, East Yorkshires specialist land-based college,
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INTRODUCTION (CONTD)
has a key role to play in training new entrants and up-skilling the existing workorce.
Our strategy and vision is to have a world class education and learning oer in the East
Riding. Our ambition is or all schools to be judged good or better within three years.
The renewables sector, including oshore wind generation, represents a real economic
opportunity or the East Riding and its Humber partners and the outcome o decisions
made now will impact on the ability to grow this sector over the next 10 to 15 years.
However, the East Riding still contains areas o economic disadvantage and measures
must be put in place to build the resilience o these locations in the uture.
Since its inception, the LSP has provided a strong basis on which partners can work
together and improve outcomes. Nationally, some LSPs have ceased to operate and
others have been dramatically restructured. One o the strengths o partnershipworking in the East Riding has been the centrality o the Community Plan, its ambition
or the area and the alignment o partner strategies and delivery plans to this strategic
blueprint.
As we move orward, it is impor tant that that this approach is urther consolidated to
enable our long term vision or the East Riding to be delivered.
Our Shared Abition
In 2006, East Riding LSP set out a ten year ambition or the area. This ambitionremains central to the LSP and has become embedded in partnership strategies which
operate across all service areas.
As a group o partner organisations, we are working together to ensure that the East
Riding is a place where:
Childrenandyoungpeoplearehappy,healthy,condent,safeandreachtheir
ull potential
Olderpeopleenjoyahealthy,independentlifestyle
Communitiesarehealthy,thriving,prosperousandsafe
Regenerationtransformsdeprivedareasandreduceshealthandotherinequalities
Wevalueandcareforthediversecharacterofthearea
Our Priority Outcoes
Our priority outcomes have been identied through consultation with our par tners
and Elected Members. These prior ity outcomes ocus on some o the most challenging
issues in the East Riding.
The delivery and perormance management o the priority outcomes is undertaken
through the thematic partnership groups. The LSP Board provides overall strategic
direction to enable the outcomes to be achieved. The achievement o the priority
outcomes is central to the overall successul delivery o Our East Riding and details othese outcomes are set out below, within each thematic area:
Children and Young People
Relationshipsandunderstandingbetweenadultsandchildrenandyoung
people are strengthened
Theemotionalhealthandwellbeingofchildrenandyoungpeopleimproves
Informationandeducationalresourcesinrelationtodrugs,alcoholandsexualrelationship are consistent, reliable and accessible
AchievementandattainmentinequalitiesacrosstheEastRidingarereduced
Effectiveandtimelyearlyhelpandadviceisinplaceandaccessibleforall
children, young people and their amilies
Sustainedsupportforvulnerableandtroubledfamiliesisinplace
Children,youngpeopleandfamiliesadopthealthierlifestyles
Forallschoolstobejudgedgoodorbetterinthenextthreeyears
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INTRODUCTION (CONTD)
Community Safety
Levelsofcrimeandanti-socialbehaviourarelowandpeoplefeelsafeintheir homes and neighbourhoods; residents and businesses have access to
inormation on levels o crime and disorder and use it to infuence what is
happening in their area
Communitieshaveasenseofprideandownershipintheirareaandare
working together with agencies to seek community solutions to local problems
Peoplewhocauseharmtotheircommunitiesbycommittingcrimehavetheir
oending behaviour challenged and are oered appropriate opportunities to
change and make better lie choices or themselves
Thedemandforillicitdrugswithinourcommunitiesislowandthose
who are aected by drug and alcohol addiction are oered treatmentand provided with inormation to allow them to make inormed choices
regarding their behaviour
Theinjuryandsufferingcausedbyroadtrafccollisionsonourroadsis
reduced
Health, Care and Wellbeing
Toimprovehealthandwellbeingforallresidentsthroughimprovedearlyintervention, prevention and service integration
Residentschoosehealthylifestyles
Carersarerecognisedandsupported
Olderandvulnerablepeoplearesupportedtoliveindependently
Thequalityoflifeofpeoplewithlongtermconditionsisimproved
Arangeofaffordableaccommodationisavailableandhousingstandardscontinue
to improve
Economy and Skills
Theareaattractssustainablebusinessinvestmentandopportunitiesfromthegreen
economy are harnessed
Targetedregenerationissupportedtodeveloptownsasattractivebusinessandvisitor hubs
Thelocalworkforcehastherightskillsandlocalentrepreneursaresupported
Resourcesaretargetedtoenablepeopletoreturntowork
Accesstothetransportnetworkismaintainedandbroadbandinfrastructureisimproved
Tourism,cultureandthecreativeindustriesplayabiggerpartinlocaleconomic
development
Environment
Theimpactofclimatechangeandoodriskisreducedtogetherwithcarbon
reduction
Naturalresourcesarebettermanagedincludingwaste
Thenaturalenvironmentisenjoyed,conservedandenhanced
Residentsparticipateinawiderangeofsport,recreationalandculturalactivities
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OBA terminology Description
Priority Outcoe What happens when individual or joint action is taken
by organisations to make a dierence to the lives o
local residents
Indicator A measurement which helps quantiy an outcome
Baseline The history o an issue or problem and how ar
partners want to go to make a positive dierence
Turning the curve I positive action takes place, what will this look like?
Strategies What action do we intend to take to make a
dierence?
Perorance easures How many people did the action aect?
How good was the action?
What dierence has it made to peoples lives?
Accountability or the delivery o perormance measures will be held by individual
target leads, who will report to the appropr iate LSP Action Group. At LSP Board
meetings, exception reports on per ormance measures are provided. In some
instances, when reported per ormance is poor, perormance health checks arecarried out providing an oppor tunity to evaluate and reconsider the proposed
action and look at alternative delivery methods to get perormance back on track.
For more inormation with regard to OBA contact Julie Gibson, Principal
Perormance Ocer, East Riding o Yorkshire Council
OUR TRANSFORmATIONAL PROjECTS
In April 2012, the LSP Board agreed to strengthen the LSP, recognising its
important role in delivering transormation and service improvement across the
East Riding. It was agreed that transormation would be central to the partnershipas it moves orward.
In order to help us achieve this, over the period 2013-2016, the LSP will ocus on
improving outcomes or troubled amilies and improving skills or business.
The LSP Board has commissioned these projects and delivery w ill take place
through the LSP, particula rly engaging the Action Groups to improve outcomes
and to strengthen partnership working and reducing duplication. The Local Public
Service Resource Advisory Group will act as the Project Board to ensure eective
delivery.
The RAG is also managing three multi-agency area based projects ocused on
reducing harm rom alcohol, improving outcomes or economic migrants living
in the Goole ar ea and promoting independence or older people in the Hornsea
area.
Outcoe Based Accountability
The LSP uses Outcome Based Accountability (OBA) as a tool to help improve
the deli very o outcomes . OBA is an action led proces s ocused on communicationand contribution rom all organisations to make a dierence to the key issues in
the area. Underpinning OBA is the ollowing terminology:
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Perorance manageent
The LSP has developed a perormance ramework in order that the deliver y
o the priority outcomes can be eectively monitored, and where appropriate,
challenged.
Outcome indicators, baselines and milestones have been agreed by the ve
Action Groups and perormance monitoring will take place through these groups;
exception reports will be provided to the LSP Board and the Local Public Serv ice
Resource Advisory Group as appropriate.
The Local Public Service Resource Advisory Group supports t he perormance
management ramework, providing guidance and support with regard to unding,
use o resources, data sharing and partnership work ing.
A simplied per ormance management process has been developed (see
overlea). The proorma highlights a number o issues linked to the delivery
o each outcome included in the linked strategy and issues around data
development. For more inormation on perormance management please contact
Lisa Wilson, Principal Partnerships Perormance Ocer
Eaple o an LSP progress report
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The Local Public Service Resource Advisory Group reports to the LSP Board on
the alignment and pooling o relevant budget s treams through joint planning and
resource allocation or the better achievement o the priorities in the CommunityPlan. The Government is making signicant cuts to public spending over the period
2011-2015. By 2014/15, its unding o the Police Service will reduce by 20% in real
terms, the Fire Service will see a 13% reduction, and unding o local government
will reduce by over 28%. The Government has indicated that public sector unding
reductions will continue until at least 2017/18.
Funding o the NHS has been protected and will increase by 0.4% in real terms by
2014/15. However, signicant structural reorms to the NHS are being implemented
in 2013 and the medium term nancial plans o the Humber North Bank NHS
authorities identiy a gap between expected growth in demand and expectedresources available o approximately 200 million by 2015.
The ollowing chart shows the allocation o revenue budgets to each priority
outcome or 2013/14.
Allocation o Revenue Budgets to LSP Priority Outcoes 2013/14
(total = 913.1)
The ollowing chart shows the allocation o 2013/14 capital spending to the LSPs
priority outcomes.
Allocation o Capital Spending to LSP Priority Outcoes 2013/14
(total = 134.1)
ALLOCATION OF RESOURCES
7%
12%
3%
41%
33%
6%
49%
34%
8%
7%
Health, Care and Wellbeing (450.8m, 49%)
Economy and Skills (24.0m, 3%)
Environment (63.6m, 7%)
Children and Young People (300.7m, 33%)
Community Safety (74.0m, 8%)
Health, Care and Wellbeing (45.8m - 34%)
Economy and Skills (56.6m - 41%)
Environment (16.4m, 12%)
Children and Young People (8.5m - 6%)
Community Safety (9.8m - 7%)
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ASSESSmENT OF NEED AND DEmAND
Eternal Challenges and Inuences
Seven years into the delivery o Our East Riding, the global context continues to
change. Whilst the big challenges we identied in 2006 remain, there are some
major new considerations or uture, local planning in the East Riding.
Global Inuences
The Global Econoy the economic downturn continues to impact on the global
economy. Austerity measures are in place across the major rst world countries
and recovery rom recession has been protracted due to low global growth rates.
In the EU, there are a range o nancial and structural issues which continue to
challenge monetary and political policy. Recent events in Cyprus and Greece havedemonstrated the interconnectivity o global economies. The role o the UK in the
European Union is coming under close scrutiny and it is proposed that there will be
an in/out reerendum in 2017.
Social and Political Change social unrest, political uncertainty and religious
dierences are driving change in Arica, the Middle East and Asia. These events are
contributing to a realignment o regional power, creating uncertainty and tension. In
Arica, there is concern that non-intervention in preventing extremism will lead to
longer term social and political instability on mainland Europe.
Global Pandeic in 2010 there was a global swine fu pandemic and the United
Kingdom was also aected by the oot and mouth outbreak in 2001. Locally,
contingency plans are now well developed and partners are prepared or even the
worst case scenarios.
Cliate Change ollowing the rain water foods which severely aected the East
Riding in 2007 and a number o recent severe winters, we are now ully aware
o the impact o unpredictable weather patterns on lie in the area. Developing
and improving local resilience and emergency planning to minimise the impact o
such events, led by Elected Members, means that the East Riding is better placed
should similar events occur in the uture. The Council has committed 7m to road
improvements, as well as providing town and parish councils with unding to take
direct local action to deal with uture severe weather challenges. There has also
been substantial spend on improving food deences. The East Riding economy is
vulnerable to the impacts o climate change and extreme weather, in particular the
impact on agriculture.
Pressure on Energy Resources the East Riding is well placed to make use o a
diverse range o conventional and renewable energy sources. It has the potential to
become a major contributor o renewable energy rom a range o sources including
oshore wind arms, biomass and carbon capture. The Government has set a target
to generate 30% o the UKs electricit y rom renewable energy sources by 2020 andto support continued growth o renewable energy produc tion in the long term.
Worldwide migration locally, the East Riding area has seen a relatively high level
o migration o Eastern Europeans, Brazilians and Portuguese, particularly to the
town o Goole. Recent changes to EU policy mean that more EU citizens wi ll have
access to work and housing related benets in the UK i they meet right to reside
regulations. The government is reviewing policies about access to services and
benets or economic migrants, this may lead to localised socio-economic impacts
in the East Riding where economic migrants place pressure on services as a result o
these changes.
Pressure On and Use o Other Resources the increased cost o resources such
as ood and raw materials aects the quality o lie or all residents. The way in which
ood is produced, supplied and consumed has serious implications on the use o
natural resources and or the natural environment in the East Riding area. Rising uel
costs have a detrimental eect on the East Riding, in particular or residents needing to
access work, business and social activities, as well as organisations working in the a rea.
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National Challenges and Inuences
The UK Econoy the recovery rom the economic downturn is taking
longer than rst expected. Short term government growth orecasts have
been downgraded and all sector s are now being a ected. In January 2013
unemployment in the UK stood at 2.52 million and growth predictions or the
economy continue to be low. The governments White Paper Local Growth:
Realising every places potential 2011 sought to address over reliance on public
sector employment and economic competitiveness being concentrated in the
South East.
Local Enterprise Partnerships the Local Grow th White Paper paved the way
or the ormation o Local Enterprise Par tnerships (LEPs) to replace the disbanded
Regional Development Agencies. LEPs bring together businesses and local
authorities in order to provide the clear vision and strategic leadership to drivesustainable private sector-led growth and job creation in their areas.
The LEPs roles are evolving and currently they have specic responsibilities or
delivery o Enterprise Zones, Rural Development Zones and the Growing Places
Fund. They have direct relationships with central government departments such as
BIS, DCLG and DEFRA where small local teams have been est ablished to provide
a conduit between LEPs and government.
Heseltine Review in March 2012, the Government asked Lord Heseltine to
look into how spending departments and other relevant public sector bodies
interact with the private sector and to assess their capacity to deliver pro-growthstrategies.
The review was published in October 2012 and contained 89 recommendations,
broadly themed around increasing local infuence into generating economic
growth, how Whitehall promotes economic growth, supporting the private
sector and ensuring the skills are available wit hin the UK workorce to grow the
economy. It advocates a wider role or the LEPs in the development o local
priorities on skills, transport, transpor t, and European Funding.
The government responded to this r eview in March 2013, accepting 82 o
the recommendations and wor k is ongoing towards implementat ion o the
recommendations at central government level, especially through the negotiation
o City Deals. To date, eight o the largest city regions in England have agreed
a Deal with the government, giving them more devolved powers in return or
greater responsibility to deliver growth.
Delivering Localis the Localism Act introduced a rat o changes that aect
the gover nance arr angement s o loca l authorit ies. The Act promotes va rious
Government initiatives to shit power to t he local level, including the right to run
certain ser vices, to purchase community assets and to prepare Neighbourhood
Development Orders and Neighbourhood Development Plans.
Public Sector Accountability and Transparency whilst these have always
been central principles o how the public sector operates, there is a now a
greater drive to ensure that accountability and transparency are key eatures o
the tr ansormation o the sec tor. Accountabil ity and transparenc y strengthens
the publi cs trus t in the sector and encourages greater pub lic par ticipation
in decision-making. Locally, this approach is vital to enable the public to hold
politicians and public bodies to account and to ensure that public bodies deliver
better value or money.
Acadeies the Academies Act 2010 enabled the creation o academies, thusallowing schools to leave local authority control. In the Eas t Riding, ve secondary
schools and two primary schools have converted to academies.
Adult Saeguarding Transorming Care: a national response to Winterbourne
View Hospital wa s commissioned by the Department o Health in 2011. This
report was a r esponse to a BBC Panorama television documentary May 2011
that r aised al arm over the care o patients at a private hospi tal in Bris tol. The
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documentary showed people with challenging behaviour being bullied and
physically and emotionally abused by sta at the Winterbourne View Hospital.
This hospital has now been closed and sta members who abused patients have
been sentenced or criminal acts. Six have been imprisoned. The Department o
Healths report ollows an ear lier investigation by the Care Quality Commission
into its own role in t he events leading to the abuse o patients at Winterbourne
View.
The report ocuses on two main issues:
Individualfailings,thatoccurredatmultiplelevels,whichresultedinthe
culture o abuse at Winterbourne View going undetected or so long by the
authorities.
Thewiderissueofwhetherthecaresystem,inallpartsofthecountry,
was providing eective and appropriate treatment to people wi th learningdisabilities and autism.
The report aims to lead to a transormation o services so that vulnerable
people, such as those with learning diculties, mental healt h conditions and
challenging behaviour are cared or in line with bes t practice and that abuse is
prevented rom happening again and ensure that people wi th learning disabilities,
autism, mental health conditions or challenging behaviour have a right to be
given the support and care they need in the community that is near to amily and
riends.
The outcome o these changes should lead to a dramatic reduction in hospital
placements and closure o large hospitals, community based care would be more
o a norm and to improvements in longer term health and wellbeing.
Integrated Health and Social Care Government and key players in health and
social care have published plans to be delivered by national leaders and local
areas work ing closely together. They include:
anambitiontomakejoinedupandco-ordinatedhealthandcarethenormby
2018 wit h projects in every part o the country by 2015
thersteveragreeddenitionofwhatpeoplesaygoodintegratedcareand
support looks and eels like
newpioneerareasaroundthecountrybySeptember2013
newmeasuresofpeoplesexperienceofjoinedupcareandsupportbythe
end o 2013
Integrated Care: Our Shared Commitmentincludes 10 commitments including:
outlining how national resources will support local work; det ails o how
inormation will be used to enable integration; and plans to accelerate lear ning
across the system.
Pioneer areas will ocus on innovative, practical approaches needed to achieve
change as quickly as possible. Pioneer ar eas will be conrmed in September.They will work across the whole o their local health, public health and social
care systems and alongside other local authority departments and voluntary
organisations as necessary, to achieve and demonstrate the scale o change that is
required.
Pioneers will be expected to share and promote their experiences and ideas with
the res t o the country, who will al so be expected to work towards improving
integration at the same time as the pioneers. Further pioneers could come on
stream over the next three years.
In the East Riding, the CCG and the Council with partner s across the Hull and
East Riding area have jointly developed a Pioneer bid.
Public Health Coissioning since the introduction o Clinica l Commiss ioning
Groups, most o the NHS commissioning budget is now managed by 211 CCGs
accross the country. The ollowing table outlines which organisation commissions
which services or patients and the wider population.
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Children and Young People the development o integrated approaches to
improving the wellbeing and achievement o children and young people is well
under way, with a particular ocus on the protection o, and support or, the most
vulnerable children and young people. Integrated services, which centre on the
development o the whole child, have led to improved communication between all
the dierent indiv iduals and agencies that suppor t vulnerable children.
A key challenge is to break the link between child poverty and uture lie chances.
The Munro Review (2011) an independent review o childrens social work and
rontline child protection practice, provides a range o recommendations which
are likely to have signicant implications on the way that child protection services
are run in uture; there will be a shit to local discretion in decision making and an
increased ocus on providing the best outcomes or children.
Welare Reor the Welare Reorm Act 2012 radically changes how welare
will be delivered to individuals and households. There is also a move to centralise
services that are currently delivered locally, or example housing benet will
move into Universal Credit. Elements o the social und scheme administered
by the Department o Works and Pensions (DWP), crisis loans and community
care grants are abolished rom April 2013. Responsibilities will transer to local
authorities in order or them to provide a scheme to assist customers in their
area. The ocus o the new proposals is or unding to be concentrated on those
acing greatest diculty in managing their income. In the East Riding, several
thousand households will be aec ted and the impact o the changes to residents
and partner services is expected to be signicant.
Equality and Diversity the Equality Act 2010 sets out a general duty that all
public authorities must show due regard to:
Eliminateunlawfuldiscrimination,harassmentandvictimisationandother
conduct prohibited by the Act
Advanceequalityofopportunitybetweenpeoplewhoshareaprotected
characteristic and those who do not
Fostergoodrelationsbetweenpeoplewhoshareaprotectedcharacteristic
and those who do not
All public authorities are also subject to the Public Sector Equality Duty whereby
they must publish inormation by dierent demographics to highlight how
decisions have been made and also develop, publish and provide progress onlocal equality objectives on an annual basis.
Public Hea lth Services CCG CoissioningNHS England
Coissioning
Public Health England
Publichealthfor
children including health
visitors and child health
inormation
Immunisations
Nationalscreening
programmes
Sexualassaultreferral
services
Local Authorities Substancemisuse,
alcohol, tobacco
Healthpromotionand
prevention including
obesity, mental health,
physical activity Sexualhealth
Childrenspublichealth
NHSHealthchecks
Urgentandemergency
care including Out o
Hours
Electivecare
Communityhealth
services and
rehabilitation
Maternityandnewborn
Mentalhealthand
learning disabilities
Continuinghealthcare
Primarycareservices
including, general
practice, dental,
ophthalmic and
pharmacy
Healthcareincustodial
settings such as prisons
Militar yhealth
Specialistandhighly
specialist services
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Local Challenges and Inuences
Business and Econoy the East Riding sits upon an impor tant trade connection
between the UK and Europe, with key industries including, energy generation,
advanced engineering, chemicals, ports and logistics, agr iculture and tourism. To refect
the scale and diversity o the areas economy, the Council is a member o two LEPs
the Humber LEP and the York, North Yorkshire and East Riding LEP. This enables the
areas businesses and workorce to benet rom a broader range o support .
The East Riding area is enterprising and traditionally oster s new businesses at a
level above the Yorkshire and Humber average. It oers a great quality o lie or its
residents, which can infuence inward investors and those choosing where to set up
a new business. However, the productivity o the East Riding economy lags behind
neighbouring authorities, regional and national averages.
Thereore, maximising the potential or growth, particularly in renewable energy
sectors will be a key priority or action and our participation in the two LEPs.
Capitalising on the potential o the Humber Enterprise Zone status and maximising
the leverage oered by the Regional Growth Fund to promote inward investment will
be key to ensuring that these opportunities are ully exploited.
Locally driven economic growth and prosperity relies heavily on having a suitably
skilled workorce and in the East Riding there is an identiable skills gap in terms o
the longer term unemployed, those new to the jobs market and those needing to
re-train ollowing redundancy. Having a workorce with the r ight skills will, in turn, beundamental to both attracting new inward investment and ensuring that local people
benet rom it.
City Deals the second wave o City Deals was launched in November 2012 and the
Humber authorities were asked to submit an expression o interest. Working with the
Humber LEP, the Hull & Humber Deal aims to ocus directly on the delivery o the
Energy Estuary.
To achieve the ull benets o the Energy Estuary, certain constraints had
been identied that need government help to unblock. The two barriers t he
Humber City Deal aims to assist with are:
Planningandregulatoryconstraintstodevelopmentandinvestmentofthe
renewable energy industry
Indigenousskillsneedstorespondtotheinvestmentintotheenergysector,
which had to be categorised into three specic segments:
Worklessness and NEETS
Displacement o skills base in existing companies
Higher level skills
It was announced in January 2013 that Lord Heseltine wished to invite the Humber
to be one o two pilot regions to put his recommendations to action on the
ground.
Iprove the quality o education and skills provision Outcomes or
children across all key stages are improving but are not as good as they could
be, particularly in terms o progress measures.
Working through the Teaching School Alliance we will suppor t all schools to be
judged good or bet ter wi thin thr ee year s.
We need to ensure 1419 year olds make sound, well inormed decisions
about study programmes and employment opportunities that motiva te them.
We will help ensure provision i s responsive to the ull r ange o young peoplesneeds to secure their uture employability, ensuring they secure English and
maths and that vulnerable learners can progress within the locality where
possible.
Good progress has been made increasing participation at age 17 and in
the number o young people achieving a level 3 qualication by age 19. The
achievement gap or vulnerable learners has narrowed, but needs narrowing
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urther which can be done by eective par tnership working to support young
people during their critical stages o lear ning.
Renewables the renewable energy sector has signicant potential in the
Humber area. A number o sites have been given Government approval
to be deve loped as wind arms o t he East coast and the Green Por t Hull
development by ABP is being taken orward through a Memorandum o
Understanding with Siemens, wit h the aim o developing an oshore wind
turbine manuac turing acilit y.
Humber Enterprise Zone status and the Regional Growth Fund will help
maximise the opportunity o attrac ting large scale renewable inward investment
and ensure that opportunities presented by this sector are captured or the local
workorce and businesses.
Police and Crie Matthew Grove was elected as the rst Police and Crime
Commissioner (PCC) or the Humberside area in November 2012. The vision o
the PCC is to see Humberside Police consistently deliver the highest quality o
service to the public and make communities even saer. This will involve working
with partners and local communities to prevent crime, target oenders, protect
the public and seek justice or vict ims. The PCC has developed three long term
outcomes supported by a number o short to medium term objectives. The
prevention o crime and anti-social behaviour and catching criminals are both vital
parts o the PCCs vision and partnership working is essential in addressing this.
This will require a greater ocus on the underlying issues that drive crime such asre-oending, drugs and alcohol misuse, mental health, social care and wider socio-
economic actors such as deprivation, education and employment. There is also an
increasing need to strike the right balance between the rehabilitation o oenders
and the punishment o oenders to stop criminal behaviour.
Culture and Touris tourism has been identied as a growth sector within
the Eas t Riding s economy. A key st rength o our tourism oer is the quali ty
and range o cultural opportunities available, r om Beverley Folk Festival to the
cycle trails that cross the Wolds and Coast, as well a s our market towns and
villages. There are also exciting developments on the horizon, including the
transormation o Sewerby Hall and Gardens in to an Edwa rdian count ry house
experience and the new Leisure World development. These will enhance the
existing coastal tourism oer and support the regeneration o Bridlington.
A key challenge is to promote these opportunities to residents so we can
create local ambassadors or the visitor o er and to increase participation and
realise the health and wellbeing benets aorded by cultural activit y.
Agriculture, Food, and Land manageent around 80% o the land in the
East Riding is armland and the role o the agricultural and horticultural sectors
remains signicant, particularly with the increasing pressures on global ood
resources as a r esult o population growth and changing consumer demand.The East Riding o Yorkshire Rural Strategy (2013-2016) identies both t he
challenges and opportunities or the ood and arming sectors presented by ast
moving changes in agri-ood markets and policies. Recent development o the
local ood sector has demonstrated that volume commodity ood production
and niche ood preparation can both thrive in the East R iding.
Inrastructure and Connectivity the road, power supply and broadband
inrastructur e o the East Riding continue to require urther improvement and
unding will be sought to achieve this. Where appropriate, partners will work
with Government and key stakeholders on these issues. Demand or land toestablish businesses in the East Riding remains relatively s trong, with a number
o these employment sites, including the two Enterprise Zones, being centred
on the east-west transport corr idor running rom Hull through Hessle, past
Melton and Goole. The ports play a signicant role in driving the Humber
economy and currently benet rom a relatively congestion-ree motorway
network. The A1033/M62/A63/A1079 route is par t o the Trans- European
Network and is an important route or moving goods.
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A recent major improvement is the completion o the A164 Humber Bridge to
Beverley route and the Beverley Southern Relie Road commences in summer
2013.
The Council is actively pursuing the implementation o a rural broadband
inrastructur e to supplement existing provision in the more urban areas. In line
with the Governments ambitions a signicant contract will be agreed in 2013 to
provide superast broadband.
Natural Environent the East Riding has an excellent natura l environment
and biodiversity with a high level o built and natural heritage landscape value in
the area. The East Riding en joys high ai r quali ty and low levels o contaminated
land. It is important, thereore, that the area is protected, conserved and
enhanced. The Hull and East Yorkshire Local Nature Partnership has now
been established in order to bring a wide var iety o dierent groups opeople together to collectively develop a plan o how the environment can be
improved. It is hoped that this approach will ensure that the local environment
is appropriately protected, whilst capitalising on the social and economic
benets linked to the natural environment.
The Voluntary and Counity Sector increa sing the capacity o this sector
will enable voluntary and community organisations to play a bigger role in
community development and regeneration and create the potential or wider
local commissioning o the sector to deliver personal and local services to
residents. The East R iding Voluntary and Community Sector Strategy 2010-2015 has been developed to ensure t hat the sector can thrive and maximise i ts
contribution to the area.
Transport in developing the third Local Transport Plan (LTP3) the Council
has sought to join up its prior ities with the wider national and local agenda.
There is a gr eater emphasis in LTP3 on managing, maintaining and improving the
existing transpor t network in the most ecient manner, providing maximum
value or money and ensuring the best and most cost eective use o existing
assets, resources and ser vices. In the East Riding, there have been no signicant
impacts on the public transport network as a result o the current economic
climate. In the longer term, national legislative change around uel duty, rising
uel costs and wage demands all have the potential to negatively impact on local
public transport provision.
Saer and Stronger Counities communities in the East Riding are
generally cohesive, having relatively low levels o crime and disorder, with higher
levels being experienced in the main towns and around the ringes o the City
o Hull. However, inter-generational tensions can cause concern in some local
communities and the night time economies o our market towns and resorts
have the potential to contribute to alcohol related public disorder, violent crime
and criminal damage.
Children and Young People the uture is bright or most children and young
people in the East Riding, but some children make poor liestyle choices,
leading to health issues including obesity, sexual health problems and early age
conceptions. Access to ser vices, including health, is made dicult or t hose
living in rural isolation. In t he East Riding, deprivation and child poverty a re well
below the national average. However, some wards in Br idlington and Goole
are relatively deprived and the LSP is working to ensure that early intervention
help and support is available or amilies, children and young people, particularly
those in vulnerable groups.
Health Inequalities the dierence between lie expectancy in the most
deprived areas and the most afuent areas is striking, wit h a gap o up to nine
years and seven years or men and women respectively. In our most deprived
neighbourhoods, poor liestyle choices associated with smoking, diet and levels
o exercise, oten combined with worklessness, are a par ticular eature in
relation to poor health, par ticularly the prevalence o heart disease and other
liestyle related conditions.
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Childhood obesity is an increasing concern within the East Riding. Data
rom the sixth National Child Measurement Programme (2011/12) showed
that 9% o reception year pupi ls and 18% o Year 6 pupils in the East R iding
were classied as obese according to their Body Mass Index. High levels o
childhood obesity are likely to lead to an increase in a wide r ange o chronic
and acute health conditions such as diabetes, heart ailure, respirator y
problems, certain cancers and reduced quality o lie. The concentration o
these r isk ac tors in the mos t depri ved par ts o the Eas t Riding could lead to
widening health inequalities in terms o lie expectancy, chronic disease and
premature death.
People Living with Long Ter Health Conditions the East Riding o
Yorkshire has an ageing population, which has major implications or the way
services or older people are developed and delivered, particularly or older
people with mental health issues.
It is anticipated that with the rise in the older adult population there will be an
increase in the numbers o individuals who develop dementia related conditions.
This will have nancial implications across the health community and or social
care.
Enabling older people to live independent lives in their own homes is a key
driver or the LSP. As we move orward, it is impor tant that older people are
able to manage their health conditions, with a par ticular emphasis on having
control and choice in relation to the support packages which they receive.
Reducing Har ro Alcohol dealing with t he consequences o alcohol
misuse is costing signicant public resource in the Ea st Riding. This includes
anti-social behavior, violent crime, road accidents, social harm and the harm
caused to the development, achievement, health and wellbeing o residents .
An LSP project has been underway since 2010 aimed at reducing alcohol
misuse in working age adults who drink at an increased level each week.
A multi-agency project team has progressed ve key areas o wor k; using
data and intelligence, promoting saer drinking to the public, public saety,
supporting our workorce and tr aining.
Eergency Planning the our main threats or which emergency plans are
being developed include uture fooding, severe weather, industrial accident
and outbreaks o pandemic infuenza. To increase local resilience, all town
and parish councils in the East Riding are being encouraged to produce
Community Emergency Plans, which will r un alongside emergency and
business continuity plans being developed by the Council and other partner s.
Community groups and individual households are also being encouraged to be
prepared.
East Riding Clinical Coissioning Group a signicant challenge identied
or the East Riding is managing the health and wellbeing o an increasinglyelderly population, with a high level o patients with long term conditions,
including dementia. This is combined with the challenge o the Ea st
Riding being an area with signicant inequalities between elector al wards.
Consequently, the main priorities or the CCG or the next ew years are:
supportingpatientsandpopulationtoachievehealthyindependentageing
reducinghealthinequalitiesacrosstheEastRiding
improvingthephysicalandmentalhealthandwellbeingofchildren
achievingvalueformoneyinallourcommissionedservices
meetingourcommitmentstolocalandnationalpriorities
The CCG has agreed a set o priorities or 2013/14 that will make a real
dierence to local patients. These include commissioning a new 24/7
community nursing service, increasing access to pulmonary rehabilitation
services or Chronic Obstructive Pulmonary Disease patients, increasing
clinical input into care homes, and better management o long term conditions
in the community.
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East Riding Health and Wellbeing Board under the Health and Social
Care Act 2012, local authorities ar e required to have in place a Health and
Wellbeing Board. The Board i s an executive committee o the Council.
Health and Wellbeing Boards have a number o duties which include:
Advancingthehealthandwellbeingoftheresidentsofthearea
Encouragingorganisationswhicharrangefortheprovisionofhealth
related services and any health or social care services to work closely
together and to work wit h the Board to improve the health and we llbeing
o residents o the area, and
Encouragingjointcommissioningarrangementsthroughpooledbudgets
The Board is also tasked with leading on the Joint Strategic Needs
Assessment and developing a new Joint Heal th and Wellbeing Strategy to
inorm local commissioning plans. The local authority and relevant clinicalcommissioning groups must have regard to these when carrying out their
duties.
The Health and Wellbeing Board became ully operat ional, with a number
o delegated powers, rom 1 April 2013. Although a statutory committee
o the Council, the Board is somewhat dierent in its membership in that
it comprises elected members, ocers o the Council and representatives
o other key stakeholders, such as the East Riding Clinical Commissioning
Group, the Vale o York Clinical Commissioning Group and East Riding
Healthwatch. The Board has recently taken part in a national challengeprocess which has indicated that strong relationships have been established
giving an excellent basis to move orward.
The Health, Care and Wellbeing Overview and Scrutiny Sub-Committee
has the power to scrutinise t he discharge o unctions by the Health and
Wellbeing Board.
Housing the level o housing need in the East Riding, that is households
unable to meet their housing requirements through the market, continues
to rema in high. The reasons or the high leve l o housing need are two- old.
Firstly, income levels, combined with the need or high deposit s prohibit many
households rom purchasing open market housing. Secondly, there is a limited
amount o private r ented accommodation considered to be a ordable.
Although the quality o local authorit y and housing association housing is
generally good, there are concerns about the quality o some accommodation
in the private sector, especially rented homes, along with high levels o uel
poverty. Many older households are asset rich but income poor and thereore
struggle to maintain their homes. In addition, the East Riding has a variety o
special housing needs, or example vulnerable people who require support
and adaptations to their homes in order to live independently. The Councils
Housing Strategy seeks to deliver additional aordable housing, promote theprivate rented sector as an alternative to Council and housing association
accommodation, meet special housing needs and improve the quality o housing
stock, including energy e ciency.
Financial Inclusion the East Riding Financial Inclus ion Str ategy 2012-2017
Building Financial Independence outlines the individual, economic and
community costs o nancial exclusion and seeks to develop a ramework
through which poli cy and servi ce deliver y can be shaped in order to promote
and increase nancial inclusion in the East Riding.
Successul delivery o the Financial Inclusion Strategy and action plan will
help lead to reduced inequalities which are caused by nancial exclusion and
poor nancial capability. Delivery o the Financial Inclusion Action Plan will be
undertaken through our thematic groups repor ting to the Resource Advisory
Group. The groups will ocus on nancial capability, advice and inormation,
income maximisation and identiying unding to assist delivery o outcomes.
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Advice and Inoration in response to major changes in national legislation
and the availability o unding, a review o the provision o advice and
inormation is taking place in the East Riding. Working with other advice
partners , a ramework or a more ecient, collaborative and eective range o
services has been developed and alternative sources o unding to ensure that
provision meets the need in the area are being investigated.
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THE LOCAL STRATEGIC PARTNERSHIP
Structure 2013
Health and
WellbeingBoard
Local
EnterprisePartnership(s)
VoluntarySector
Steering Group
Local Public
Service ResourceAdvisoryGroup
Counity
Partnerships
ChildrensTrust
Counity
SaetyPartnership
Econoic and
Skills ActionGroup
EnvironentAction Group
Health, Care
and WellbeingAction Group
AdultSaeguarding
Board
ChildSaeguarding
Board
LSP Board
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Chair: Cllr. Stephen Parnaby OBE, Leader, East Riding o Yorkshire Council
Contact: Carl Duck carl.duck@eas triding.gov.uk
The purpose o the LSP Board is:
Todevelop,deliverandperformancemanagetheCommunityPlan
Toholdpartneragenciesaccountablefortheircontributiontothedeliveryof
the Community Plan
Topromotetheuseofsharedresourcesbypartner stodelivertheambitionof
the LSP ToagreeandmanagetheEastRidingLSPPerformanceFramework
Togivedirectionandguidancetothematicanddeliverypartnershipsoperating
in the East Riding in relation to the delivery o the Community Plan
Todriveserviceimprovementandtheefcientdeliveryofservices
Toidentify,assessandmanageriskinordertoachievetheprioritiessetoutin
the Community Plan 2006 -2016
Toensurethatengagementtakesplacethrougheffectivecommunication
Toleadpartnershipresponsestonationalpolicyandlegislativechange
ToannuallyreviewtheLSPBoardTermsofReference
Membership o the East Riding LSP Board
The current membership o the LSP Board consists o:
EastRidingofYorkshireCouncilLeaderoftheCouncil,theChiefExecutive
o the Council and Elected Members rom the two larges t political groups
represented within the Council
HumbersidePolice
HumbersideFireandRescueService
ACHIEVING OUR AmBITION
LSP Partnership Groups DirectorofPublicHealth EastRidingCCG
HumbersideProbationTrust
LSPActionGroupChairs
VoluntaryandCommunitySector
BishopBurtonCollege
Representationfromtheprivatesector
The secretariat unction or the LSP Board is provided by the Chie Executive o
East Riding o Yorkshire Council. The LSP Board meets six times per year, one o
which incorporates the Annual General Meeting.
East Riding Local Strategic Partnership Board
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Chair: Nigel Pearson, Chie Executive, East Riding o Yorkshire Council
Contact: Lisa Wilson [email protected]
Purpose o the Group
The Local Public Service Resource Advisory Group brings together the major public
sector partners operating within the East Riding in order to provide advice to the
LSP Board on the eective use o resources. The group has established the LSP s
strategic approach to aligning organisational plans to the Community Plan, aligning
organisational nancial resources to the delivery o outcomes in the Community Plan,
developing a range o LSP protocols around issues such as value or money and data
quality and more joined-up approaches to the use o data.
Membership o the Group
EastRidingofYorkshireCouncil
HumbersideFireandRescueService
HumbersidePolice
TheOfceoftheHumbersidePoliceandCrimeCommissioner
HumbersideProbationTrust
JobcentrePlus
EastRidingCCG
The specic aims o the Group:
Worktowardsaligningandwhereappropriatepoolingrelevantbudgetstreamsthrough joint planning and resource allocation or the better achievement o the
shared ambition and priorities in the Community Plan through partner Business
Plans and Medium Term Financial Strategies
Proposeanannualresourcereportidentifyingalignedfundingandanyfundingto
be pooled in order to deliver Community Plan outcomes and priorities
Identifyfurtheropportunitiesforjointworking/collaborationwithintheEastRiding
to deliver improved public services (area o ocus could include procurement,
research and consultation, assets and buildings, back oce eciencies and joint
working on specic priorities)
Enabletheuseofdataandintelligenceacrossthepartnership
Local Public Service Resource Advisory Group
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Chair: Alison Michalska, East Riding o Yorkshire Council
Contact: Katherine Mathew katherine.mathew@eastr iding.gov.uk
Purpose
The Childrens Trust Board is a partnership o organisations r esponsible or the
delivery o services to children, young people and amilies. It covers the work
o organisations at every level, rom the development o an overall Children
and Young Peoples Plan to the day to day delivery o integrated ser vices. The
Childrens Trust Board suppor ts and encourages all services whether s tatutory,
voluntary or private to work together in partner ship by:
Settingthevisionandstrategy
Ensuringservicesaredeliveredtoimproveoutcomes
Supportingpartnerstoworktogether
ProducingaChildrenandYoungPeoplesPlanandreviewingprogress
Membership
Childrens Trust Board membership includes:
EastRidingSchools
EastRidingCCG
EastRidingofYorkshireCouncil
EastRidingVoluntaryActionServices
HullandEastYorkshireHospitals HumberNHSFoundationTrust
HumbersideFireandRescueServices
HumbersidePolice
JobcentrePlus
LocalSafeguardingChildrensBoard
HumbersideProbationTrust
Vision
The 2012-2015 Children and Young Peoples Plan sets out our priorities or
partnership working. Extensive consultation with children and young people,
service providers and wider par tners provides the basis or the choice o priorities
which require collaborative eort i we are to improve outcomes or children and
young people. We have a Section 10 Partnership Agreement which has recently
been updated to include one o priori ties identied by children and young people.
Partners to this agreement will ensure that ser vices provided are sae, adopting
sae recruitment practices, oer equality o oppor tunity, treat children and adults
with respect and provide as much continuity o key relationships as possible. We
will work together with children, young people and amilies, tak ing into account
their v iews when making decisions .
At the heart o our vision lie three core themes:
SafeguardingChildrenandYoungPeopletoensuretheyareassafeas
possible in their home lie, school, when t ravelling and enjoying their ree time
IntegratedWorking-toensurethatallservicesworkcloselytogetherto
respond in a co-ordinated and eective manner
Earlyhelp,interventionandpreventioninordertoensurethatallchildrenand
young people are able to r each their ull potential and enjoy happy and ullling
lives
Our priority outcomes are:
Relationshipsandunderstandingbetweenadultsandchildrenandyoungpeople are strengthened
Theemotionalhealthandwellbeingofchildrenandyoungpeopleimproves
Informationandeducationalresourcesinrelationtodrugs,alcoholandsexual
relationship are consistent, reliable and accessible
AchievementandattainmentinequalitiesacrosstheEastRidingarereduced
Effectiveandtimelyearlyhelpandadviceisinplaceandaccessibleforall
children, young people and their amilies
East Riding Childrens Trust
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Chair: Cllr. Jackie Cracknell, East R iding o Yorkshire Council
Contact: Max Hough max.hough@east riding.gov.uk
Purpose
The purpose o the East Riding Community Saety Par tnership is to work closely
and co-operatively with local communities, par tner agencies and local groups to
cut crime and the ear o crime, reduce anti-social behaviour, target oenders,
support victims and make local public spaces sae.
Membership
The East Riding Community Saety Par tnership consists o a group o senior
managers rom local statutory and voluntary agencies who identiy and agree how
best their diering agencies can deliver better community saety outcomes or the
communities o the East Riding.
The partnership is made up o representat ives rom the ollowing organisations:
EastRidingofYorkshireCouncil
EastRidingVoluntaryActionServices
EastRidingofYorkshireMagistratesCourtService
HumbersideFireandRescue
HumbersidePolice(CDivision)
HumbersideProbationTrust
Whils t the exi stence o the par tnership is prescribed in law and each loca l
authority area must have one, there is signicant scope or each area to adopt
diering approaches to meet local needs.
The East Riding Community Saety Par tnership recognises the increasing role
communities will have in the uture work o the partner ship and takes account o
the most recent eedback rom our communitie s on what is impor tant to them.
Sustainedsupportforvulnerableandtroubledfamiliesisinplace
Children,youngpeopleandfamiliesadopthealthierlifestyles
The Childrens Trust priori ties mapped against the ambition o Our East Riding
East Riding Counity Saety Partnership
Childrenand young
people havea brighter
uture
Olderpeople enoy
a healthy,independent
liestyle
Counitiesare healthy,
thriving,prosperous
and sae
Regenerationtransors
deprived areasand reduces
healthand otherinequalities
We valueand care or
the diversecharacter o
the area
Strengthenrelationships
between adultsand children/youngpeople
Iprove childrenand young peoples
eotional healthand wellbeing
Clear, reliable,accessible drugs,alcohol and seual
relationshipinoration/
education
Continue work tonarrow the gap in
achieveent andattainent
Sustained support
or vulnerableailies
Saeguarding
Children, youngpeople and ailies
adopt healthierliestyles
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The Saer Communities Partnerships priorities mapped against the ambition o
Our East Riding
However, this work is not yet suciently mature to provide all t he necessary
inormation we require to develop our plans. As engagement with communities
matures, the Government has indicated that it expects to exert less infuence
rom Westminster and provide local areas with more fexibility.
Vision
Our vision or community saety within the East Riding is an a rea where
community saety is community driven and community led, it is a place where
diering communities have their needs met and people eel sae and secure.
Crime and anti-social behaviour are low and continue to all, people have respect
or each other and dierences are valued. We still have some way to go to
achieve our vision but all the partners wi thin the Community Saety Partnership
are committed to doing all they can to make our vision a reali ty.
Our priority outcomes are:
Levelsofcrimeandanti-socialbehaviourarelowandpeoplefeelsafein
their homes and neighbourhoods; re sidents and businesses have access to
inormation on levels o crime and disorder and use it to infuence what is
happening in their area
Communitieshaveasenseofprideandownershipintheirareaandare
working together with agencies to seek community solutions to local
problems
Peoplewhocauseharmtotheircommunitiesbycommittingcrimehavetheir
oending behaviour challenged and are oered appropriate opportunities tochange and make better lie choices or themselves
Thedemandforillicitdrugswithinourcommunitiesislowandthosewhoare
aected by drug and alcohol addiction are oered treatment and provided
with inormation to allow them to make inormed choices regarding their
behaviour
Theinjuryandsufferingcausedbyroadtrafccollisionsonourroadsis
reduced
Childrenand young
people have
a brighteruture
Olderpeople enoy
a healthy,
independentliestyle
Counitiesare healthy,
thriving,
prosperousand sae
Regenerationtransors
deprived areas
and reduceshealth
and otherinequalities
We valueand care or
the diverse
character othe area
Levels o crieand anti-social
behaviour are low
Counities havea sense o pride
and ownership in
their area
People who causehar to theircounities
by coittingcrie have their
oending behaviourchallenged
The deand orillicit drugs withinour counities
is low
The inury and
suering causedby road trafc
collisions on ourroads is reduced
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Chair: Alex Seale, East Riding CCG
Contact: Dave Pinder - [email protected]
Purpose
The group is responsible or ensuring that partners work together to improve
the healt h and wellbeing and reduce hea lth inequa lit ies in the Eas t Riding.
The priority outcomes within the Health and Wellbeing Strategy are:
EastRidingresidentsachievehealthyindependentageing
Healthinequalitiesarereduced
Weimprovethephysicalandmentalhealthandwellbeingofchildren
The group will ensure that plans are in place to improve the health and the
quality o lie o the people o the East Riding.
The group will ensure that partners work together to achieve these aims and
work with local people to engage them in securing better care, more locally,
within budget through transormation.
Key Responsibilities o the Group are:
Toprovidestronglocalleadershipforhealth,careandwellbeinginsupport
o the Health and Wellbeing Board
Toensurethatpartnersworkeffectivelyacrossorganisationalboundariestopromote health, care and wellbeing
Ensurethereisprivate,voluntaryandcommunitysectorandpublic
involvement in determining partnership plans or health, care and wellbeing
Tounderstandthehealth,careandwellbeingneedsofthepopulationofEast
Riding
Tofocusonthedeliveryofoutcomesanddemonstrateimprovementinthe
health, care and wellbeing priorities or the East Riding
Ensurethatthewiderdeterminantsofhealthandwellbeinginuencethe
delivery o improved health, care and wellbeing
Tostrengthenpublicandcommunityinvolvementinshapingthe
development and delivery o health, care and wellbeing priorities
Toensurethatvulnerablegroupsaresupportedandthatarrangementsfor
saeguarding and the dignity agenda are robust
Tocoordinate,supportandperformancemanagetheHealthCareand
Wellbei ng wor k programme which suppor ts t he imp lementat ion o :
The Eas t Riding Communi ty Plan
The Health and Wellbeing Strategy
The Str ateg y or Older People in the Eas t Riding
The Saeguarding Adults Work programme
The Carers Strateg y
Housing Strategy
The group will update the LSP Board and the Health and Wellbeing Board on
progress with the Health Care and Wellbeing Work programme in support o
delivery o the above str ategies.
The group will ensure that all relevant requirements in relation to equality and
diversity are considered.
Membership
DirectorofCommissioningCCG(chair)
HeadofAdultServices(vicechair) DirectorofPublicHealth
HealthwatchEastRidingofYorkshire
ElectedMembers
EastRidingVoluntaryActionService,
HeadofHousingandPublicProtection,EastRidingofYorkshireCouncil
HeadofPerformanceandStrategicPartnerships,EastRidingofYorkshire
Council
Health, Care and Wellbeing Action Group
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HeadofCulture&Information,EastRidingofYorkshireCouncil
HullandEastYorkshireHospitalsNHSTrust
HumberFoundationTrust
York/ScarboroughHospitalsNHSFoundationTrust
NorthernLincolnshireandGooleHospitalsFoundationTrust
OlderPeoplesCharterGroup
Careproviders
Carersrepresentative
LSPActionGroupManagers
EqualityandDiversityrepresentative
PensionersActionGroupEastRiding
Our Priority Outcomes are:
Residentschoosehealthylifestyles
Carersofadultsarerecognisedandsupported
Vulnerableadultsaresafefromharm
Vulnerableadultsaresupportedtoliveindependently
Thequalityoflifeofpeoplewithlongtermconditionsareimproved
Arangeofaffordableaccommodationisavailableandhousingstandards
continue to improve
The Health, Care and Wellbeing Action Groups priorities mapped against the
ambition o Our East Riding
Children
and young
people have
a brighteruture
Older
people enoy
a healthy,
independentliestyle
Counities
are healthy,
thriving,
prosperousand sae
Regeneration
transors
deprived
areas andreduces
health
and other
inequalities
We value
and care or
the diverse
character othe area
Residents choose
healthy liestyles
Carers are
recognised and
supported
Vulnerable people
are sae ro
har
Older and
vulnerable adults
are supported to
live independently
The quality o
lie o people
with long ter
conditions is
iproved
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These will be monitored by the group under the heading o o Policy, Place,
Programmes, Perormance and Partnerships.
Priority outcomes:
Theareaattractssustainablebusinessinvestmentandopportunitiesfromthegreen
economy are harnessed.
Targetedregenerationissupportedtodeveloptownsasattractivebusinessandvisitorhubs
Thelocalworkforcehastherightskillsandlocalentrepreneursaresupported
Resourcesaretargetedtoenablepeopletoreturntowork
Accesstothetransportnetworkismaintainedandbroadbandinfrastructureisimproved
Tourism,cultureandthecreativeindustriesplayabiggerpartinlocaleconomic
development
These outcomes are delivered on the ground through the geographically based
Renaissance Partnerships and thematic partnerships, including Transport, Strategic
Workorce Group, Cultural and Rural.
Membership
Membership has been drawn rom key agencies that deliver Economic Development
and Learning and Skills activities and rom umbrella bodies representing the Business
and Third Sectors:
EastRidingofYorkshireCouncil
BishopBurtonCollege
EastRidingCollege
EastRidingCulturalPartnership EastRidingLearningPartnership
EastRidingofYorkshireRuralPartnership
EastRidingTransportPartnership
EducationFundingAgency
FederationofSmallBusinesses
HullCityCouncil
HullCollegeGroup
Chair: Paul Bell, Head o Economic Regeneration, East Riding o Yorkshire Council
Contact: Andrew Hewitt - andrew.hewitt@eas triding.gov.uk
Current Activity and Progress
Having been re-ocused and rereshed during 2012, the Economic And Skills Action Group
reached their frst milestone in February 2013 with the launch o the new iteration o the
East Riding o Economic Development Strategy. This document is monitored by the Action
Group and it provides the strategic direction or their on-going activity.
The policy and organisational context in which the Economy and Skills Action Group
is operating continues to change, with urther development o government policy
on the promotion o national and local growth. The Economy and Skills Actions
group continues to evolve to ensure it is well positioned to add value to support key
sectors, develop quality locations, ensure the areas population holds relevant skill
sets and vital economic inrastructure are in place.
Purpose
The Economy and Skills Action Group seeks to, in partnership, acilitate increased
levels o economic growth and resilience within the East Riding economy. It
promotes via the LSPs Economic Development Strategy 2012-16:
Targetedinterventiontosupportsectorsandbusinesseswithpotentialforgrowth
and those vulnerable due to the current economic climate DevelopmentofqualitylocationswithintheEastRidingwhichemphasisethemost
distinctive spatial areas and assets with potential or sustainable growth whilst
building the resilience o other areas via regeneration activity
WorkinpartnershiptodeveloptheEastRidingsroleasapartnerforgrowth
or surrounding cities. This includes providing strategic economic expertise, a high
quality appropriately skilled workorce and transport and broadband inrastructure
to ensure the East Riding plays this role eectively
Econoy and Skills Action Group
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Hull&HumberChamberofCommerce
HumberEducationBusinessPartnership
HumberFederationofLocalDevelopmentAgencies
HumberLocalEnterprisePartnership
HumbersideLearningConsortium
JobcentrePlus
SkillsFundingAgency
UniversityofHull
The Economic and Skills Action Group priorities mapped against the ambition o
Our East Riding
Chair: To be appointed
Contact: Jeremy Pickles [email protected]
The Environment Action Group (EAG) is currently in development having ormerly
being part o the Economy and Environment Action Group.
The rst meeting o EAG took place in February 2013. This meeting took the orm
o a workshop aiming to identiy the environmental priorities or the East Riding,
how EAG can add value to achieve these priorities and whether any sub-groups
were required.
The workshop was attended by representatives rom the private, public and
voluntary sectors covering a range o environmental areas. At the next meeting o
the group, the long term membership o EAG and its sub-groups wi ll be discussed
in more detail.
Priority outcomes:
Theimpactofclimatechangeandoodriskisreducedtogetherwithcarbon
reduction
Naturalresourcesarebettermanagedincludingwaste
Thenaturalenvironmentisenjoyed,conservedandenhanced
Residentsparticipateinawiderangeofsport,recreationalandculturalactivities
Membership
A wide range o partner groups and organisations are currently involved in
developing EAG. The membership o EAG and any sub-groups to be set-up will be
ormalised as the group develops.
Environent Action Group
Children
and youngpeople have
a brighteruture
Older
people enoya healthy,
independentliestyle
Counities
are healthy,thriving,
prosperousand sae
Regeneration
transorsdeprived
areas andreduceshealth
and otherinequalities
We value
and care orthe diverse
character othe area
The area attractssustainable business
investent andtargeted regeneration is
supported
The local workorce
has the right skills andlocal entrepreneurs are
supported
Resources are targeted
to enable people toreturn to work
A range o aordableaccoodation is
available and housingstandards continue toiprove
Access to the transport
network is aintained
Touris, culture and the
creative industries playa bigger part in local
econoic developent
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The Environment Action Group priorities mapped against the ambition o
Our East Riding
Childrenand young
people have
a brighteruture
Olderpeople enoy
a healthy,
independentliestyle
Counitiesare healthy,
thriving,
prosperousand sae
Regenerationtransors
deprived
areas andreduceshealth
and otherinequalities
We valueand care or
the diverse
character othe area
Cliate
change istackledeectively
Naturalresourcesare better
anagedincludingwaste
The natural
environentis enoyed,
conservedand enhanced
Residentsparticipate ina wide range
o sport,recreational
and culturalactivities
Chair: Penny Brown, Chie Ocer, HWRCC/ERVAS
Contact: Marc Hall [email protected]
The Voluntary Sector Steering Group brings together voluntary sector
inrastructure organisations and other key voluntary and community sector and
public sector organisations. The remit o the group is to shape strategic direction
or the sector, as well as ensuring that the voluntary and community sector has the
opportunity to infuence, scrutinise and challenge LSP activity.
Specic Aims:
Marketingandpromotionofthevoluntaryandcommunitysectorwithinthe
East Riding
Promoteandenhancepartnershipworking
Celebratevoluntaryandcommunityactivitiestodevelopgoodpractice
Promotevolunteeringasaworthwhileandrewardingactivity
Promoteequalityandaccessibility
FurtherdeveloptheEastRidingCompactandCodesofPracticeandpromote
these throughout the East Riding
SupportandmonitordeliveryoftheEastRidingVoluntaryandCommunity
Sector Strategy
Objectives:
ProvidesupporttoallvoluntaryandcommunitysectororganisationsintheEastRiding Enableandensureeffectivetwo-waycommunicationbetweenpartners
Enableandensureeffectiveinformationpracticesaremaintained
Provideanenvironmentforthedevelopmentofvoluntaryandcommunitysector
understanding o strategic planning around issues which may aect and infuence
the sector
Enableallpartnerstoaccessandinuencepoliciesatalocal,regionaland
national level
Voluntary Sector Steering Group
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Membership:
Membership is open to voluntary and community sector organisations and
statutory sector organisations operating within the East Riding.
The Voluntary Sector Steering Group priorities mapped against the ambition o
Our East Riding
Children and
young people
have a brighter
uture
Older people
enoy a healthy,
independent
liestyle
Counities
are healthy,
thriving,
prosperous and
sae
Regeneration
transors
deprived
areas and
reduces health
and other
inequalities
We value
and care or
the diverse
character o
the area
Increase the
sustainability and
relevance o the
VCS
Iprove the level
o volunteering
in the East Riding
and iprove
the support
volunteers
receive
Iprove
relationships
between the VCS
and its public/
private sector
partners
Iprove eective
engageent o/
and with the VCS
Iprove
coissioning,
procureent
and contract
anageent with
the VCS
Increased
support or social
inclusion and
tackling inequality
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The Councils corporate culture, delivered through strong political and
managerial leadership, will continue to ensure that its services remain
responsive to meet any changing or new demands. As par t o this process,
the Council will regular ly review its str ategic and operational risk s and put in
place measures to manage those risk s. However, due to the pressure on public
unding, many services we provide increasingly need to be targeted to those in
greatest need.
It is anticipated that there will be signicant pr essures on the Councils annual
revenue budget over this period. These include increasing ser vice demand,
particularly with a growing older population, price infation, increasing landll
tax r ates, a nd the impac t o the r ecession on our sour ces o income. To meet
these budget pressures, coupled wi th the reductions in Government unding,
the Council anticipa tes that 120m o sav ings in our annual cos ts will need to be
made over the 2010/11 to 2016/17 period.
In order to achieve our ambition, partner organisations align their strategic plans
to the Community Plan. An outline o the strategic plans o key par tners is
outlined below:
East Riding o Yorkshire Council
The 2013 update o the 2011-15 Council Business Plan sets out how the Council
will deliver and resource its corporate priorities in 2013-2014. These have been
reviewed to refect the challenges acing the East Riding o Yorkshire, the needs
and aspirations o local people and support the wider ambitions, set out in the
East Riding Community Plan. The new prior ities are:
Maximisingourpotential- working with others to support sustainable
economic growth and strong communities, ensuring the East Riding is a great
place to invest in, live, work and visit
Valuingourenvironment responding to climate change, developing our
inrastructure and saeguarding our heritage
Supportingvulnerablepeople,reducinginequalities supporting in times o
need, protecting rom harm and improving the quality o lie
Reducingcosts,raisingperformance developing our workorce and
working with partners to provide excellent service, eective governance and
value or money
Promotinghealth,wellbeingandindependence helping people to stay
healthy, strong and t or the uture
ACHIEVING OUR AmBITION
The Role o Strategic Partners
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Humberside Police C Division Plan 2013-14East Riding of Yorkshire Council
BUSINESS PLAN 2013-14VISION:To improve the quality of life for our community; earn the respect of the
people we serve and build pride in belonging to the East Riding of Yorkshire
BUDGET:262.01m with council tax frozen
SAVINGS:25.1m by planning ahead, managing costs and vacancies, transforming services,
and using underspends to support the budget and the councils capital programme
Continue to tackle crie and
anti-social behaviour, and
strive to deliver reductions
in recorded crie so that the
public are saer and eel saer,
especially at night.
Identiy and anage risk in
our counities and support
the people who are the ost
vulnerable.
Target our presence in high
deand areas, and ocus on
cries o a highly personal
nature such as violence and
dwelling burglary.
Reer people with ental
health needs and substance/
alcohol isuse or treatent
with health eperts to
get upstrea o oending.
Thereby, addressing their
needs as well as their deeds.
Proote the use o ofcer
discretion and wider
outcoes to have the best
solutions or each situation,
including restorative
practices and counitypayback in partnership
with other agencies.
Consideration o the victis
needs should be at the
core o decision aking.We will continue to oer a
responsive service and do
our best or crie victis
and witnesses.
Establish new ways o
working to ake best use
o our sta and shrinking
resources to eet deand,
so we can be accessibleas possible, and respond
with the right resource and
policing style.
move soe ephasis away
ro crie reporting and
reacting, to new ways o
working; towards predicting
and preventing cries
and ASB. We will do this
by eploring data and IT
sotware to better plan
predictive policing patrols,and involve other LSP
agencies, volunteers and
Specials. This will aiise
our collective resources to
help each other in the shared
endeavour o reducing overall
crie, anti-social behaviour,
and the general deand or
our services in these ties o
austerity.
Huberside PoliceC Division
Policing Plan
Taking account o
the new Police and
Crime Plan, the
Police in East Riding
o Yorkshire will:
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Huberside Fire and Rescue Service
Humberside Fire and Rescue Services Strategic Plan 2011-2014 outlines the key
strategic objectives which include:
Topreventlossoflifeandinjuriesfromemergencyincidents
Toreducetheriskinourcommunities
Torespondquicklyandeffectivelytoemergencieswhenrequested
Makingthebestuseoftheresourceswehavetodelivermoreeconomicand
ecient services
Establishingnewwaysofworkingtodelivermoreeffectiveservices
Continuingtodevelopourcommitted,exible,safe,skilledandhealthyworkforce
NHS East Riding o Yorkshire Clinical Coissioning Group
The strategic aims o the CCG are outlined below:
Strategic Ai Work Areas Core Thees
To support our patients and
population to achieve healthyindependent ageing
LongTermConditions(LTC)
& Care Home Model Dementia
UnplannedCareFocused
on Falls Prevention
EndofLifePlanning
PersonalisedCarePlanning
SystemisationofCareManagement
SelfCare/Selfhelp
CaseManagement
MemoryClinics
Earlydiagnosis
IntegrationwithSocialCare
ThirdSectorCollaboration
Safeguardingvulnerable
adults
IncreasePalliativeConsultant
Capacity
To reduce health inequalitiesacross the East Riding
LTC&CareHomeIn-reach
Model
PrimaryCareMentalHealth
(Improvement in Anxietyand Psychologica l Ther