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									 East Hull Transforms

        Paper 1

Strategic Steering Group

       21 March 2007
1.       Background
Since the original proposal to form East Hull Transforms (EHT) there have been a
great number of comments, concerns, and most importantly, expressions of support

These have been aired in various meetings and exchanges of correspondence, and this
paper has taken account of the issues and suggestions raised, and is aimed at
explaining how EHT will operate.

2.       EHT – Strategy and Delivery Arms
There two broad parts to EHT – the Strategy Steering Group, and the Delivery Arms.
The first part of this paper (Paper 1) deals with the Strategy group.

3.       Strategy Steering Group
The Strategy Steering Group is not:

        A commissioning group since it does not have any resources;

        It is not a formal body – this avoids conflict of interest issues;

        It is not intended to compete with OneHull, nor with CityBuild, nor replace or
         usurp the work of the Area Committees.

The Strategy Steering Group is:

        A body that brings together some of the key players at a City wide level with
         some of the key players at a locality level;

        It is a body that looks at local assets, (such as existing community groups,
         under-used Church Halls, etc. ), and at local problems and concerns, in the
         context of city wide strategies, for example on youth unemployment,
         healthcare, anti-social behaviour, etc.

        It is in this context that it enables the key partners to come together to
         represent their viewpoints, and together consider how local needs can be
         addressed within the bigger city wide picture.

This advice will then help to direct the work of the four delivery arms, (see Paper 2).

In other words, the key role of the Strategy Steering Group of East Hull Transforms is
to develop local bottom-up strategies that reflect local needs and ambitions, and which
help to deliver (and perhaps influence) the overall Citywide strategies of OneHull, the
PCT and the Council’s over-arching Community Strategy at a neighbourhood level;
the following diagram illustrates this ambition.
Diagram 1: The work of the Strategy Steering Group.

                           City wide strategies

                                             Hull City         Young                     Humberside
                        LSP                  Council
    PCT                                                      People and                  Police and
  Strategy                                  Community        Children’s                    CitySafe
                      Strategy               Strategy        Strategies                   Strategies

                                                                    Group chaired by local MP
                                 Strategic                          Chair of East Hull Committee
                                                                    Chair of Park Area Committee
                                                                    Chair of LSP
                                  Group                             Chair of PCT
                                                                    Police Representative
                                                                    East Hull Alliance representative(s)
                                                                    PRNDC Chair
                                                                    Chairs of 4 Delivery Boards

                             East Hull                                                        Local
                             Alliance                                                        Assets,
       Local                 (alliance of
                                                          and views
       Needs                                               of Area                        e.g. community
                            voluntary and
                                                                                           centres, play
                             community                   Committees                         areas, etc.

The proposed membership is as following:

      East Hull MP;
      Chairs of East and Park Area Committees;
      Chair of LSP OneHull;
      Chair of PCT;
      Police Representative;
      East Hull Alliance representative (representing voluntary and community
      Preston Road NDC Chair;
      Chairs of the four Delivery Boards (when appointed, only one is in place at the
       time of writing).
East Hull Transforms

      Paper 2

 The Delivery Arms

     21 March 2007
East Hull Transforms – the Delivery Organisation

1.       Background
The Delivery Arms together form a legally constituted company. This will enable us
to bid for funds, and employ staff as and when required. However, there is no formal
link between the Strategy Steering Group and the four Delivery Arms, again for
reasons of probity and to avoid any conflict of interest. The Delivery Arm provides a
vehicle for addressing need, if required, and it is accepted that there may be other
bodies who are better able to deliver.

As already stated, the funding and commissioning of the delivery arms will NOT be
undertaken by the Strategic Group, but will remain with the partner organisations, i.e.
the Council, including the Area Committees, OneHull, the PCT, etc., through the
normal procurement channels.

The Delivery Arms of EHT will compete along with other organisations and will be
successful if they can demonstrate value for money and the achievement of outcomes
and outputs.

2        The proposed Delivery Arms

    East Hull Transforms                                East Hull Transforms
      Health and                                        Enterprise and
      Social Care                                        Employment

                               Strategy Group

    East Hull Transforms
     Housing and                                        East Hull Transforms
    Neighbourhood                                            Youth
3.     The current situation
East Hull Transforms Youth is operational, and more details will be given in the
following paper (Paper 3). This serves as a model for how the other arms may

East Hull Transforms Enterprise and Employment is PROBE, one of East Hull
oldest and most successful social enterprises and later in the year it is expected that
PROBE will change its name to reflect the new arrangements.

East Transforms Health and Social Care is currently under discussion. Both the
Goodwin Centre, PROBE and PRNDC have been in discussion with the Council’s
Social Services department and Hull PCT on their future plans for health and social
care, (and the exciting possibilities opened up through tele-care). The aspiration is to
involve more local people from within their communities in caring for their
neighbours, and at the same time training people in the skills required, and helping
them to gain employment. This will help to address not only care needs, but provide
local employment opportunities and reduce benefit dependency. Decisions on the
future will need to be considered probably in the early summer.

East Hull Transforms Housing and Neighbourhood Management is on hold
currently, since there are already several organisations operating in this general area,
and further duplication will not help matters. However, the reality is that housing,
together with safe and clean neighbourhoods are amongst some of the highest
priorities of local people, and future decisions will be needed on the ways forward.
             East Hull Transforms

                   Paper 3-

          East Hull Transforms Youth
An example of how the Delivery Arm will function

                   21 March 2007
1.      Background
There is a service level agreement in place until March 2008 between the Council’s
Youth Service and PRNDC which brings together the two services within East Hull.

A great deal of background work has been going on looking at the needs of young
people and the wider community, and at the resources on hand, and the opportunities
available to make a difference.

2.     The history and needs
Because of national changes to the way that the Youth Service has been funded, the
City wide and local provision has been lacking. Yet it is evident that a strong, well
resourced youth provision can make a significant difference in not only improving the
life chances of young people, but in improving the quality of life of local communities
through diverting young people into positive activities, reducing low level nuisance
and criminal activities, and the provision of community resources.

PRNDC has been in the fortunate position of being able to fund services for young
people for the past 7 years. These services have included generic youth work, sport,
drama provision, work with schools, training and employment initiatives. This work
has been delivered in partnership with, amongst others, Hull City Council Youth
Development Service, William Sutton Housing Trust, PROBE and several voluntary
sector groups.

Indeed, the partnership has been so strong and successful that PRNDC have for the
past 7 years jointly delivered and managed Youth provision within the wider Preston
Road area, including the management of several Council facilities and staff. Through
Transforms Youth we now have the opportunity of taking a model which we know
works and extending it to cover a wider area.

This model brings together several independently and internally managed project
themes. These being:

              Building a Future for Young People
              Sports Development
              Preston Road Works – providing employment pathways for young
              Business Support & Development
              Preston Road Amateur Dramatic Association

East Hull Transforms Youth has been developed to combine all of the activities -
previously independently managed - into an all embracing, holistic service deliverer.
In this way, East Hull Transforms Youth, in liaison with its numerous partners, is able
to offer innovative and flexible services to young people throughout all of the East
Hull area.

3.     The challenge – needs and resources
The needs will be the subject of a verbal presentation, whilst the centres from which
intervention can be delivered are listed in the following pages, together with their
strengths and weaknesses.

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