community plan 2013

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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

[email protected]

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

([email protected]).

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

([email protected])

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


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


EastRidingVoluntaryActionServices

HullandEastYorkshireHospitals HumberNHSFoundationTrust

HumbersideFireandRescueServices

HumbersidePolice

JobcentrePlus

LocalSafeguardingChildrensBoard


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:


EastRidingVoluntaryActionServices

EastRidingofYorkshireMagistratesCourtService

HumbersideFireandRescue

HumbersidePolice(CDivision)


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

23

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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


thriving,

prosperousand sae


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:


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


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


thriving,

prosperousand sae


deprived

areas andreduceshealth


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

community plan 2013

Documents