TO: Blackburn with Darwen Local Public Service Board
FROM: Philippa Cross
Blackburn with Darwen Borough Council
DATE: Thursday 20th January 2011
TITLE OF BRIEFING PAPER: Update on the LPSB’s Work Programme for
Purpose of Report
This paper provides an update around progress on delivering the Local Public
Service Board (LPSB) Work Programme for 2011.
As agreed at their development session in November, the LPSB will focus on
delivering the following over the next twelve months: -
The Policy agenda around prevention and Think Family;
A partnership improvement model that integrates resource mapping and
Behaviour change, to provide appropriate leadership, high level
coordination and embed consistency of understanding around Behaviour
Change concepts and interventions
A collaborative approach to workforce development
Taking forward work around community budgets and local integrated
services, including a review of commissioning across the LSP
The programme was to be supported by: -
Strategic coordination and programme oversight by sub-group of the LPSB,
titled the Delivery and Improvement Group and chaired by Harry Catherall
(Blackburn with Darwen Borough Council);
Programme management support provided by Blackburn with Darwen
Borough Council’s Policy and Communications Department
1) Think Family
The Think Family programme has moved at pace during 2010. Key achievements
are as follows: -
Establishment of formal governance arrangements for the programme, with a
cross-agency Strategic Reference Group (chaired by Gladys Rhodes-White)
coordinating and setting the parameters of the programme, and practical
activity directed by a cross-agency Operational Development Group (chaired
by Linda Clegg).
Completion of an extensive ‘hearts and minds’ exercise with a series of
workshops / launch events at strategic and operational levels.
Development of an action-learning set to provide operational leads with
opportunities for practice based learning to inform the programme, and
completion of an independent evaluation exercise.
Launch of three pilot Think Family initiatives in Bastwell, Shadsworth and
Development of case-study materials and clear programme management /
distributed leadership arrangements.
Alignment of an existing programme of research regarding alcohol-related
harm to the Think Family programme.
Think Family Pilots: -
The three think family pilots have now been allocated lead officers, drawing on
experience and expertise from across the LPSB, the newly identified lead officers are
Bastwell ward Steve Tingle, Adult Services
Shadsworth ward Ian Bell, Twin Valley Homes
Sudell ward with DACA Claire Jackson, Health
A planning meeting has been scheduled for the lead officers, which should lead to
establishing some common ground and consistency with regards to progressing the
pilots. Additionally, they will also identify the cohort of professionals required to
assist with the identification the priority families within each area.
Work streams: -
At the last development group meeting work streams were discussed by group
members and it was agreed that several groups would be established to progress
developments and focus on key areas such as; outcomes, whole family
assessments, strategic commissioning, systems and process and community
engagement. Once the full scale of the work streams has been finalised, meetings
will be scheduled with lead officers to agree next steps and activities.
The next phase of work progress will be determined and reliant on the lead officers
from the pilot areas or work streams and therefore more detailed reporting will be
available from the officers upon establishment of work programmes.
Information Sharing: -
Since inception, the project has encountered a number of obstacles and barriers in
relation to effective information sharing and intelligence gathering, these issues have
been highlighted with individual agencies and the LPSB sub-group. Following on
from recommendations by the LPSB Sub-Group, a meeting to discuss a strategic
approach to seeking information sharing solutions took place on the 19th November.
The meeting aims to explore:
Approaches to information sharing across the key partners including police, local
authority and health services
North West Authorities Information Sharing Protocol
Identification of the common challenges and themes
A Think Family Information Sharing vision document has been developed and it is
appended for LPSB views, changes and potential endorsement.
2) Systems Analysis
The initial workshop of the Resource Mapping and Systems Analysis Steering Group
took place at the beginning of April, and the group agreed a programme of activity to
be delivered over the coming months. The work programme was split into two
Phase 1 “shallow and wide” – conduct a brief analysis of the budget lines of each
contributing organisation, in order to identify the most common systems/functions
for focus, for further analysis. Also explore procurement functions and
identification of common areas of procurement that could be rationalised
Phase 2 “narrow and deep” – in depth analysis of the systems/functions identified
during phase 1, to identify options for more effective and efficient partnership
The systems and functions identified from phase 1 were as follows:
Communications and marketing
Employee induction programmes
Research, engagement and consultation
HR as a function and also specifically, including redundancy management
(redeployment of employees across public sector); recruitment processes
Occupational Health provision
Employment agencies – particularly looking at utilising the Council’s employment
agency for all temporary recruitment across public sector
Internal/external audit arrangements and fees
Finance and payroll, including banking and investing
Buildings (link to asset management review that was undertaken by LPSB),
including meeting/conference facilities
Public access/contact points
As part of this work-programme, the group also commissioned and advised on, the
development of an Excel based cost-benefit analysis toolkit. The toolkit provides a
framework for mapping the technical (financial and non-financial) benefits from
service re-design and integration, whilst also providing a transparent process around
which partners can focus for the vital 'softer' side of facilitated collaboration.
The group felt that a “real” service example was needed to test the toolkit and also to
identify any potential barriers to taking forward the full work-programme, as such it
was agreed that the HR would be the pilot function and organisations were asked to
provide some basic information to help facilitate this exercise.
Key observations from the systems analysis workstream
Some partners found it difficult to engage in scoping discussions, as the
benefit of the work was not immediately clear. However, it is anticipated that
with a more specific/service focus, more partners will be able to engage
Many of the organisations involved were already looking at service reviews
within their organisations and were required to navigate around these
Some organisations are required to cooperate on a Lancashire wide or North-
West wide footprint and as such may find it difficult to engage in shared
service discussion, though this will vary from service to service
Engagement in shared service discussion requires commitment and support
from the very top of each organisation and for this message to be filtered
down to all senior officers
Due to the resources required, it is not likely to be possible to take forward
work on all the systems/functions identified above, at the same time and a
phased approach is likely to be much more manageable
Recommendations for future activity
Mindful of the huge programmes of change that many organisations are now taking
forward, it is recommended that the LPSB review their intentions with regards to
delivering the remainder of this workstream.
It is felt that the following options now present themselves to the LPSB:
1. No structured approach to shared service development be taken forward
Organisations would be free to use the cost/benefit toolkit to help them deliver
their own internal transformation and downsizing and where one or more
organisations wish to explore shared services, they will be free to do so.
Members of the original Resource Mapping and Systems Analysis sub-group
would be available to support their organisations in utilising the toolkit.
This option would require no additional resources to be identified, as this
would simply offer a support tool to existing organisational transformation
2. A phased approach to shared service development be agreed
LPSB members would prioritise the services that they wish to explore and the
time frame against which they want the work to be delivered. Work could then
be undertaken by a dedicated project team, with representatives from each of
the collaborating organisations. Each project team would be led by a member
of the Resource Mapping and Systems Analysis sub-group to provide
dedicated support around the process methodology and the toolkit.
This option would require the resources of a dedicated project team and would
impact on the workload of Sub-group members. However a phased approach
would allow the work to be spread over 12-24 months.
3. An intensive approach to shared service development be agreed
LPSB members would agree to take forward work on all the systems and
functions identified above, at the same time, so that all proposals could be
considered at once and by a given date. As per option 2, project teams would
need to be identified, though one team could consider more than one
system/function at once
This option would require the resources of a dedicated project team and would
impact on the workload of Sub-group members. This demand would be
intensive for the agreed period of work, but it is envisaged that there would be
little resource required once the work was completed
The LPSB are invited to discuss these options and identify their preferred option for
the future delivery of this workstream.
3) Accelerated Delivery Planning
The ‘Accelerated Delivery’ collaborative intervention approach to underperforming
LAA target areas was completed in July. The ADP process resulted in the
identification of integrated solutions, alongside an evidence base which
demonstrated what tangible impact could be made on health outcomes, which have
subsequently been incorporated into a health inequalities recovery plan for the
borough. As reported previously, the ADP process has been held up as national
good practice by the Health Inequalities National Support Team, who felt that the
process was exemplary.
The process also resulted in a clear understanding, at LSP level, of the limitations of
the health services in their ability to address the wider determinants of health, such
as employment; housing and education. As such it is now clear to all partners, that
health is everyone’s business.
The ADP workshops not only delivered their aim in identifying evidence based
improvement interventions, they also brought about a visible change in the
perceptions of the individuals involved. Numerous comments were received from
participants which highlighted how valuable they felt the process had been, and how
that they could now see the benefits of partnership working to deliver outcomes.
Many of the individuals also commented that they felt the ADP workshops/process
should have been conducted prior to establishing the LAA targets, as this would have
increased their awareness of the issues, and ensured joined up working from the
As a consequence, the LSP have now agreed to adopt the ADP methodology and
processes to identify measures that will sit under the 2030 vision and subsequent
develop delivery plans for interventions to achieve these measures. It is likely that
this will become an integral part of the LSP’s annual self-assessment and delivering
The opportunity now exists to link the cost-benefit analysis toolkit, developed as part
of the systems analysis workstream (highlighted above), into the ADP process. This
would ensure, that, at the initial planning stage, proposed interventions, particularly
those that require collaboration, are fully costed and thought through prior to delivery.
This would help identify the costs of not doing anything, versus the long term savings
that could be made if improvement activities were delivered. It is envisaged that this
would also support organisations in justifying the resources they put into the
accelerated delivery, and also incentivise individuals to deliver on the work
4) Behaviour Change
Activity around the behaviour change strand was initially very positive in 2010, with a
cross-agency network, protocol and work programme established. Due to maternity
leave of a key officer, and difficulties around recruitment in the present climate,
implementation of this collaborative initiative has not been progressed as planned.
Key behaviour change initiatives have taken place within the borough however,
without this strategic oversight by the LPSB, with Re:fresh and NHS interventions
around alcohol abuse notable successes.
5) Workforce Development
Activities around workforce development have been coordinated by the Centre for
Public Service Excellence (likely to be re-titled Centre for Collaboration), with
coordination and leadership from Blackburn University Centre.
The CfPSE steering group has produced a full annual report encompassing their
work programme in 2009/10, which is provided for LPSB alongside this paper. Key
areas of activity have been around: -
o Improving collaboration in relation to existing and potential workforce of
the public sector/service providers in the area by in the short term:
Research and Knowledge Transfer
o Feasibility testing of a Knowledge Transfer ‘offer’ for the Local Public
o Consolidating the research base around economic modelling and
relevant skills gaps;
o Capacity development and coordination of focussed pieces of research;
o Coordination of Collaborative Leadership Programme (CLP) and
alignment of Local Public Service Board graduate schemes.
Work Experience and Funding
o To promote and facilitate access to work experience presented by a
range of placement models and identify resource and funding
Accreditation of Continuing Professional Development (CPD)
o Improving collaboration in relation to developing accreditation for
learning opportunities across public sector/service providers in the area
by in the short term
Pennine Lancashire Workforce Development
o To establish links with the sub-region’s local authorities and other public
sector organisations to increase participation and ensure that the
regional agenda for the development of the workforce is
comprehensively considered and priorities for action identified.
It is notable that the LPSB also endorsed the collaborative commissioning of a
specific training course for managers around Change Management during 2010.
A series of recommendations are made in the CfPSE Annual Report for adoption and
implementation in 2011.
Recommendations / Discussion Points
LPSB members are asked to consider, debate and provide a collective view on: -
Whether a formal LPSB work programme, referred to as a Partnership
Improvement Progrmame, maintains the full and proactive support of the
LPSB as we move into 2011?
Which strands of work from the existing work programme should be carried
forward into the 2011 work programme?
o Think Family
o Systems Review
o Accelerated Delivery Planning (Phase 2)
o Behaviour Change
o Workforce Development
Centre for Public Service Excellence
Collaborative Leadership Programme
Collaborative Change Management
Whether any further / additional work themes be added to the work
programme for 2011?
o Community Budgets
o Contribution to the LSP’s commissioning review (with a particular focus
on VCS commissioning, capacity and delivery)
How this work programme should be coordinated operationally in 2011: -
o LPSB sub-group, chaired by Harry Catherall
o Existing arrangements in place for all themes bar behaviour change
and community budgets.
How this work programme should be resourced in 2011, whilst mindful of the
following issues: -
o The Council’s policy unit has supported programme management and
coordination activity in 2010; but will face significant financial savings
(with staffing implications) before April 2011.
o There is potential to draw on a ‘virtual’ project team compiled of the
collaborative leadership cohort from last year; existing commitment to
one day per month against, to provide additional support and challenge
to the process.
o Anticipated removal of area based grant (and the LPSB proportion of
this grant) for 2011.
Appendix 1 – Think Family Information Sharing Vision
This vision has been developed purely from an information
sharing viewpoint to enable benefit and outcome realisation
Think Family programme - information sharing vision
One of the aims of the Think Family programme is to improve outcome for families and
in order to achieve this it is essential to address the information sharing challenge.
Timely and safe data exchange is critical to the success of the Think Family programme.
Once solutions have been sought this will enable better targeted service delivery and
improved performance, through the controlled sharing of both summary (aggregated)
and customer (disaggregated) data across partner organisations within Blackburn with
Successful development and implementation of a Think Family model will ultimately
benefit local communities. With this in mind, information sharing solutions must be
Provide new insights into the needs of customers and places.
Improve delivery through better prediction of need and targeting of services.
Enable improved strategic and operational performance management.
Release operational efficiencies.
A sea-change in service delivery and related performance could be achieved through consistent,
controlled sharing of aggregate data. Appropriately controlled use of personal data has the potential to
underpin improvements to service delivery across key partner organisations.
It is envisaged that appropriate information sharing will:
Enable cross partnership data exchange, initially within the three identified pilot areas and then upon
borough wide roll out of the Think Family model, throughout the whole of Blackburn with Darwen
Derive tangible benefits from that data sharing, and also potentially develop data quality
Share the learning, practice and benefits from the three identified pilot areas in order to engage key
partner organisations in cross partnership data sharing and innovative data use with minimum ease.
2 Think Family programme – information sharing strand
Information sharing is fundamental to progress the Think Family agenda, which will support business
change in three key aspects of service delivery.
2.1 Strategic management:
Strategic approach to seeking information sharing solutions meeting 19/11/10 9
Appendix 1 – Think Family Information Sharing Vision
Sharing data to support evidence based, customer centered service
planning and delivery.
Implementing approaches that drive improved knowledge sharing and
benchmarking across partnerships.
Gaining a better understanding of customers and places.
Improving planning for the future service delivery by anticipating future
customer need; capitalising on our shared intelligence to enable
collaborative and preventative interventions.
Appreciating the detailed and specific local context in order to enable
informed resource targeting and management.
Utilising disaggregated data and related intelligence to target front line
delivery of services; with the aim of improving those services for customers
and/or improving operational efficiencies.
Enabling services that are designed and delivered to have maximum
impact, by being tailored to the specific needs of customers and places in
ways that enable efficient and effective delivery.
2.3 Performance management:
Streamlining the flow of data across key partner organisations to support delivery of better
performance management processes. This will enable progress on delivery of the Local
Public Services Board’s Think Family priority area, to be tracked and acted upon.
Key outcomes sought are:
Developing a better understanding of the impact being made locally with improved
tracking of outcomes, results and benefits.
Fostering continuous improvement in service delivery with increased accountability i.e.
the “cause and effect” of delivering improved services to customers is better established.
Strategic approach to seeking information sharing solutions meeting 19/11/10 10