Development Strategy Please complete this word template provided and upload it to the clicktools form where indicated. The development strategy should be no more than 12 pages long (excluding appendices) and must not exceed 5mb. The document should be must be signed by the key/senior leaders within your Our Place partnership.

Section 1: Summary of Our Place proposals

Please use this section to expand upon the 100 word project summary that you have given in the click tools document.

Name of lead organisation:

Bury Council

Name of Our Place area: Radcliffe

Project summary outlining your project, its ambitions and the aims and priorities you want to address. This should be no more than 100 words and could be considerably less. There is a choice of ‘themes’ – you can choose no more than 5 of these.

Vision Local people can improve their own health and wellbeing and that of those around them and are continually involved in improving health and care services.

Objectives Local People: PLANNING 1. Understand the need for change and own plans to transform health and care services2. Community champions harness views to shape strategies and plans3. Services are designed with local people

DELIVERY1. Manage their own health/wellbeing on a day to day basis2. Involved in delivering services to improve health and wellbeing

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3. Make informed and appropriate choices 4. Treated as partners in their own health and care

Potential scale and scope of the services being looked at – including budgets identified through any spend mapping you have undertaken or your plan to map spending.

‘Our Place’ Radcliffe will support and enhance work taking place through the Bury GP Federation’s ‘A Healthier Radcliffe’ Community Demonstrator Pilot. This pilot, one of six in the Greater Manchester Area and led by the local GPs, is radically re-designing and reshaping local health and social care provision in Radcliffe, with a greater focus on primary prevention, wellbeing and planned care to reduce emergency demand. Key components of ‘A Healthier Radcliffe’ include:

extended bookable GP appointments, 7 days a week single patient records additional planned and urgent care appointments Closer integration of community services wrapped around primary care More home based care

Our Place will support this work by strengthening approaches to co-production, community engagement and empowerment. This is key to delivering changes and improving health and wellbeing. The Our Place Building blocks will be used to help us achieve this. Our ambition is to better promote understanding and ownership of changes to health care provision, involve local people in the shaping and delivery of the changes and support them to improve their own health and wellbeing.

Budgets/Spend Mapping

On 28 May 2014 a range of stakeholders living and/or working in Radcliffe came together to undertake a visioning exercise for ‘Our Place’ (Appendix A). This meeting began the process of understanding what is already available in Radcliffe that we can harness to improve health and wellbeing. We started to identify where resources are already being used across the statutory, voluntary and community sector in Radcliffe. Our ambition is to build on this work as part of our operational plan, including further community engagement work and events in Radcliffe.

We will develop a more detailed understanding of these resources and assets from the community perspective. The Local community will identify how to better harness them, making the social and physical assets work better for them to improve health and wellbeing.

In the longer term, a more detailed understanding of these resources will allow us to better align them to community priorities and take our activity to the next level. This will be to build more local influence, control and co-production in Radcliffe to improve health and wellbeing. Our key challenge will be changing perceptions embedded in both public services and local community, achieving a cultural shift from dependency to self help.

Benefits/outcomes you are seeking to achieve and broad success criteria

As part of the Radcliffe Visioning event (28 May 2014) we asked the local community and partners what a healthier Radcliffe should look, work and feel like. This has been used to

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inform the outcomes below. 1. A more informed, engaged and empowered community, who are confident in their

ability to create and develop initiatives to improve health and wellbeing.2. Improved communication and feedback between statutory partners and local

community.[3.] Evidence of stronger local partnership working (community, voluntary and statutory

partners) to improve health and wellbeing. 3.[4.] Recruitment, training and support of a network of volunteers to work as

Community Health Champions 4.[5.] Radcliffe communities have opportunities to have more local control in relation to

commissioning and management of health and care services (longer term outcome)5.[6.] Improved health and wellbeing outcomes in Radcliffe measured in relation to the

5 priorities contained within Bury’s health and wellbeing Strategy (see . http://www.bury.gov.uk/CHttpHandler.ashx?id=11597&p=0 )

Aspirations for pooling, aligning or devolving budgets

Short Term Aims:

Our first step will be to develop a more detailed understanding of resources, initiatives and assets in Radcliffe (from the community perspective) through asset mapping. We will work with local communities to make the social and physical assets work better to improve health and wellbeing.

We need to ensure relationships between programmes and partners are developed further in order to maximise benefits of joint resources and budgets available.

We will use an ICT computer programme called ‘Open Objects’ to capture and record community assets in Radcliffe, including community groups, resident associations, local support services, community facilities etc. This will act as a market place and virtual hub for Radcliffe, showing resources and services available and how residents and other stakeholders can access these.

We will work with local communities to raise awareness of ‘Open Objects’ and to make the social and physical assets work better to improve health and wellbeing.

We will aim to pool budgets with partners to fund work to support volunteers as health champions

Longer Term Aims

In the longer term, a more detailed understanding of resources and assets will allow us to better align them to community priorities and take our activity to the next step. This will be to build more local influence, control and co-production in Radcliffe to improve health and wellbeing. We will need to do more work to understand how the community, including Radcliffe Township Forum, want to work with us to achieve this longer term aim, including governance models.

How you expect to implement your operational plan post March 2015

1. Overall governance for the Operational Plan will be provided through Radcliffe Township Forum. This is a local community body comprising of local councillors and community representatives. They will hold the project group to account for delivery of the Our Place project post March 2015. This community body is supported

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through Radcliffe’s Township Co-ordinator who is playing a key role in the ‘Our Place’ project now and post 2015.

2. Project governance, including performance management, will be provided by the ‘Community Engagement for Health’ partnership, chaired by Bury’s Director of Public Health. This group includes representation from the health, social care, voluntary and community sector. Radcliffe’s township co-ordinator (employed through Bury Council) will also attend these meetings to support development of the Operational Plan and implementation post March 2015. This Steering Group have already established a smaller sub- group to manage the project and report back to them.

Section 2: Update on community engagement

How are your proposals being shaped by the views of the local community?

Outline your proposed strategy for involving the community in developing and implementing the operational plan, including evidence that your community engagement will include the wider community as well as those who are directly involved in any working groups.

Evidence Proposals shaped by views of the local community

Radcliffe’s Township Forum (comprising local councillors and community representatives) have identified health and wellbeing as a priority within their local community plan.

On 28 May 2014 a community event was held in Radcliffe Civic Suite (see Appendix B for copy of programme) to help set the vision for ‘Our Place Radcliffe’ for improving health and wellbeing.

Over 34 people attended the event including community representatives, statutory agencies and local residents.

Our session was facilitated by ‘Ice Creates’, an award winning team who have over 14 years experience of health and wellbeing interventions and social marketing.

Asset based community development principles were used to open up a community conversation. We discussed what happiness and wellbeing in Radcliffe is like today, and what it could be like in the future.

The session helped us better understand community priorities and ambitions for ‘Our Place’. We began to identify some of the resources and assets available in Radcliffe which can be harnessed. We sought views on how residents could be empowered to become involved in the future. The session has helped to shape the benefits/outcomes we are seeking to achieve.

A vibrant, colourful, graphic illustration was produced during the event and is shown in Appendix A. This acts as a creative and striking record of our community conversation and will be used to stimulate further discussions within the wider community.

Next Steps – proposed strategy for involving community in developing and implementing the operational plan.

Short term (following visioning event)

All those who attended the event agreed to have further conversations through their own community networks and neighbours over the next month. They will ask them how they would like to get involved in creating a healthier Radcliffe and if they’d be willing to share their details. This includes a community questionnaire being shared as part of Adult Learners week in Radcliffe. The graphic illustration (produced at our

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visioning event) will be used as a tool to stimulate these conversations. Community representatives are keen to have a further meeting and/or fun- day

following these conversations. All those who have expressed an interest will be invited. We are keen for community representatives themselves to take the lead on this next step. The event/fund day will be used to show case what is already available to residents in Radcliffe to promote positive health and wellbeing, beginning the process of harnessing local assets.

This meeting/fun-day will be used to further shape priorities and outcomes for the Operational Plan. It will also be used to identify some ‘quick wins’.

Medium/longer term

1. In the longer term our proposed strategy will: Agree a number of principles with the community on how best to engage -

including how we report back on results and developments. We will build community capacity through development of community

champion networks and volunteers. We will work with Radcliffe’s community organiser (to be appointed through the National Community Organisers Programme) and other community engagement staff across our partnership.

We will utilise asset based approaches to the way we engage and work with communities in Radcliffe – building on strengths as well as needs to shape work going forward.

Undertake some wider stakeholder mapping in Radcliffe, along with equality analysis. This will help us to ensure we capture views and input from the wider community, as well as those who are already actively involved.

At our Community Visioning event, participants were keen for us to ensure the voice of children and young people are heard through work with local organisations in Radcliffe.

Utilise existing engagement resources, feedback and mechanisms where we can .e.g. police and community together meetings (PACT), Patient Cabinet, User Groups, Township Forums and existing data relating to health and wellbeing.

Community engagement approaches will be will be overseen by a project group comprising of a range of stakeholders (a sub group of the wider project steering group) including health and social care representatives, Radcliffe Township Co-ordinator, Bury GP Federation, Bury CCG, public health and residents from Radcliffe who wish to be involved at a more strategic level. Ultimately, we will be accountable to the Radcliffe Township Forum.

Innovate – as well as utilising traditional approaches, we will seek to utilise the expertise across our partnership and community networks to develop innovative approaches. A key message from the visioning event is that communities want us to ‘go to them’ and not rely soley on traditional tools and techniques.

We also aim to engage residents to encourage involvement in patient participation groups, particularly the ‘A Healthier Radcliffe’ Patient Group, and other engagement opportunities – all of which contribute to community health and wellbeing and help build approaches to co-production moving forward.

Section 3: Update on partner involvement and buy-in

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Describe the progress made on developing the partnership (100 words max)

Progress made in promoting wider partnership buy in, evidenced through attendance at the visioning event.

Project governance agreed - provided through Bury’s ‘Community Engagement For Health Group’, chaired by the Director of Public Health. Includes representatives from partners identified within initial application including CCG and their patient cabinet, health and social care representatives, Healthwatch, Bury Third Sector Development Agency, Age Concern, Groundwork, Bury Council and Pennine Care.

The Community Engagement for Health Group reports into the Health and Social Care Integration Partnership Board and the ‘A Healthier Radcliffe’ Implementation Group (referred to earlier).

A sub-group established who report back to wider group on progress, challenges and opportunities. Representation on this sub group to be widened to include community representatives from Radcliffe who wish to be involved at this more strategic level.

Radcliffe’s local Township Forum to provide overall governance, holding the project group to account.

What shape is the partnership now taking:Partner name Role in partnership Level of

commitmentResources contributed

Community Engagement for Health Group

Project oversight/sponsorship and performance management

Fully committed. Standing item on agenda.Oversaw plans for visioning eventInformed development strategy development.

Officer time

Project Sub-group (from above partnership)Membership includes:Bury Third Sector Development AgencyCCG Public HealthRadcliffe Township Co-ordinator(Bury Council)Communities Manager (Bury Council)

Project Lead Fully committed Worked on Development Strategy Worked on detailed planning for visioning eventWill oversee the development of the Operational Planand community engagement approaches

Officer time

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Ground workRadcliffe Township Forum (community representatives, councillors and public)

Governance &Accountability

Supported ‘Our Place’ bidMembers invited to attend visioning event Project to form part of Radcliffe Township Plan To be involved in shaping Operational Plan

Time

Which other partners / agencies will you need to engage and what actions do you plan to achieve this?

More work needs to be done through Radcliffe Township Forum to feedback (following the visioning event) and seek views to inform next steps. Although Forum members were invited to attend the visioning event, due to a busy week for many of them (council elections) attendance was low. Feedback to be shared at the next meeting of the Township Forum (July 2014)

Further develop relationship with the Bury GP Federation led ‘A Healthier Radcliffe’ Implementation Group.

Need to strengthen links with business representatives/traders groups in Radcliffe. Contact will be made with key community representatives to provide feedback from the visioning event and seek views on how they’d like to be involved (moving forward).

Section 4: Business case and cost benefit analysis

About your proposals

Briefly describe the proposals / options you are exploring, likely outcomes and why they will be more effective than what is currently in place. Include a comparison to the current service arrangements and identify any relevant data that you have to support this.

Our Business case recognises that the financial and human costs associated with poor health outcomes in Radcliffe are high and likely to increase. Radcliffe forms 17% of Bury’s total population at 34,162. With an estimated ageing population this will lead to significant increase in long term conditions, dementia, sensory impairment, continence problems and falls leading to fractures. Radcliffe has the 2nd lowest life expectancy for male and females in the borough, 2nd highest mortality rate and is the 2nd most deprived township in the borough. It is also significantly worse than all other areas in Bury for childhood obesity, teenage conceptions and smoking.

Bury’s JSNA concludes that there is significant evidence that more deprived communities have more health problems with higher levels of emergency admissions. An analysis of the number of A&E attendances and NEL admissions across Bury’s six townships has mirrored these findings.

We need to work differently to prevent ill health and reduce demands on health and social

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care services.

Working differently to ensure residents in Radcliffe are actively involved in improving their own health and wellbeing will encourage early intervention and prevention and reduce demands on health and social care services.

Existing experience of business planning and cost benefit analysis

Please tell us how much you/others in the partnership know about CBA, what local expertise / experts you have within the partnership.

We do have some access to expertise within our partnership e.g. Bury Council, Bury Clinical Commissioning Group and Bury GP Federation in relation to business planning and cost benefit analysis models, including tools and templates.

We would seek to use some of the ‘Our Place’ consultancy resource to support development of our business case and cost benefit analysis.

Data gathering process

Please set out how and when you and/or your partners will gather and collate the data needed to prepare the business case and carry out the Cost Benefit Analysis (CBA). Please consider any existing or potential challenges/issues with data availability and actions to mitigate.

If successful, we would utilise Our Place consultancy support to scope timescales and aid completion of CBA, from initial assessment to business case modelling.

We’d aim to complete CBA by end of August 2014, collating data during the summer 2014.

We aim to utilise data and costings from partners supporting the project (through the Community Engagement for Health Group).

We’d utilise existing information including the Joint Health and Wellbeing Strategic Needs Assessment and Community Safety Strategic Assessment for Bury and our work to understand local assets from a community perspective.

We’d aim to capture social benefits in addition to fiscal and economic benefits of our new ways of working (utilising the New Economy Manchester working paper on Social Value).

Cost benefit analysis activities undertaken to date

Use this section to explain what you have done already and your initial findings.  If you have yet to start work on the CBA, leave this section blank.

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Proposed next steps

Please outline the further work which needs to be done, including how you will be doing this.

1. Update on ‘Our Place’ to be included as an agenda item for the next meeting of the ‘engagement for health’ group including proposals to begin scoping the CBA for the project.

2. Detailed timeline/plan to be developed for completion of CBA following this meeting to ensure completion by end of August 2014.

Support required to help you undertake the CBA

Please outline the support you think you will need to prepare the detailed business case.  If you are proposing to resource this through the Our Place programme, make sure you have included it in your grant / direct support requests 

Propose to utilise ‘Our Place’ consultancy support for cost benefit analysis and business case development.

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Section 5: Governance and accountability

Proposed governance structure and mechanics for sign off by individual agencies.

How will you ensure appropriate accountability to local people? – both the electorate and service users and stakeholders a) during the preparation of your operational plan?b) when you implement the proposed changes?

a) The development and implementation of ‘Our Place Radcliffe’ will form a key part of Radcliffe Township Forum’s ‘Township Plan’. The Forum has identified improving health and wellbeing as a priority. The Our Place ‘Operational Plan’ will be shaped and overseen by the Forum who comprise of local councillors, community representatives and residents. Public meetings are held every 2 months in Radcliffe. The Township Forum will help ensure appropriate accountability for delivery of the project with local people in Radcliffe.

b) The Township Forum will be asked to ‘sign off’ the finalised Operational Plan. c) The ‘Community Engagement for Health’ group will act as the project management

group to develop the Operational Plan. They will also be asked to ensure ‘sign off’ of the finalised Operational Plan via senior leads within their respective organisations (including CCG, Bury GP Federation and Bury Council).

d) The ‘Our Place’ community engagement plan and principles will ensure all stakeholders, service users and electorate have opportunities to get involved.

Section 6: Project management

Describe the project management arrangements and key roles in developing your Our Place operational plan

Key project management roles are outlined belowProject Sponsor – Director of Public Health, Bury Council.Key responsibilities:-

Acts as champion of the Radcliffe ‘Our Place’ project Is accountable for the delivery of planned benefits Ensures resolution of issues escalated by the Project Manager or the Project Steering

Group Sponsors the ‘Our Place’ communications programme; communicates the

programme’s goals to the partners as a whole Makes key commercial/decisions for the project Assures availability of essential project resources to ensure development and

delivery of the Operational Plan Approves the budget and decides tolerances Recommends future action to Project Steering Group/partners and stakeholders if

tolerance is exceeded Leads the Project Steering Group including chairing the meetings Approves the End Project and Lessons Learned Reports Ultimate authority and responsibility for the project

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Project Steering Group – Community Engagement for Health Group (membership outlined earlier) Key Responsibilities:-

Championing ‘Our Place’ and raising awareness at senior level Ensuring opportunities for Radcliffe communities and stakeholders to lead and

become involved at all stages Approving Operational Plan, project scope and overseeing milestones Resolving strategic and policy issues Driving and managing change required Prioritising project goals with other ongoing projects Communicating with other key organisational representatives

Project Manager – to be agreedKey responsibilities:-

ensuring that the Operational Plan produces the required deliverables to specified standards (quality) within time and cost constraints, and that results achieve the required benefits

resource management preparation of project plans, and, if necessary, exception plans identification and management of risks - maintain a Risk Log throughout the project maintain an Issue Log throughout the project and ensure issues are properly

reported monitoring and reporting progress to the Community Engagement for Health Group

and other stakeholders be responsible for change control and configuration management direct and motivate the project team maintain a Lessons Learned Log throughout the project to share with ‘Our Place’

Champions Network prepare the Lessons Learned Report at the end of the project

Project Team – sub group of ‘Community Engagement for Health’ Steering Group (membership outlined earlier)

Key responsibilities:- helping the Project Manager to deliver the objectives using their expertise to carry out the tasks they have been given to ensure

development and delivery of the Operational Plan to time and budget. alerting the Project Manager to any risks that appear, especially if they might

jeopardise successful development or completion of the Operational Plan. providing information for project documentation (reports) as needed

The team also needs to: understand the overall aim of the project and how they fit in to it understand and use the project management standards used within the ‘Our Place’

project maintain the project documentation (reports) in line with the quality plan, if required Reporting Progress to ‘Community Engagement for Health’ project steering group.

Radcliffe Township Forum

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Key responsibilities:- Shape/inform the Operational Plan Promote resident/user involvement at all stages Hold Project Steering Group to account (for performance) – feeding issues to and

from the Steering Group Make sure that progress towards the desired outcomes required by residents and

stakeholders is and remains consistent from the community perspective Promote and maintain perspective/focus on the ‘Our Place’ ‘outcomes and any

interim benefits Approves and signs off Operational Pan. Baseline and re-measure benefits at the appointed times

Please use the table below to set out the main stages of developing your operational plan and the milestones that you will use to ensure that both the draft and final versions of the operational plan are completed on time

Date (By) Action Lead name Lead organisationMarch 2014 & ongoing

Dates for Project Steering Group agreed for forthcoming year

Meet every 6 weeks - oversee Development Plan and Operational Plan development

Director of Public Health

Bury Council

June Community Visioning Event - to shape focus and vision for ‘Our Place’ Radcliffe and submission of Development Strategy

Development Strategy Submission

Project Steering Group (sub group)

Bury Council

June Ongoing community conversations– utilising Graphic produced at visioning event

Attendees at Visioning event

Bury Council (to collate responses)

July & August Our Place progress discussed at July’s meeting of Radcliffe Township Forum

Radcliffe Community Event/Fun Day – to shape Operational Plan outcomes

Scope cost benefit analysis and business case development – firm up proposals for development

Project Manager

Project Manager for next phase of project (Operational Plan) to be confirmed.

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& begin work on CBA

September Cost Benefit Analysis/business case development - completed

1st Draft Operational Plan developed for wider consultation

1st draft discussed at Radcliffe Township Forum on 18 September 2014

Project Manager

Project Manager for next phase of project (Operational Plan) to be confirmed.

October/November

Draft Operational Plan considered by Radcliffe Township Forum on 06 November 2014

Draft Operational Plan considered by Project Steering Group

Project Manager

Project Manager for next phase of project (Operational Plan) to be confirmed.

November Draft Operational Plan signed off by Project Steering Group and the Chair of Radcliffe Township Forum

Project Steering Group

Chair Township Forum

All

Community representative

21 November Draft Operational Plan submitted

Project Sponsor

Bury Council

25 November to 12 January 2014

Peer Review Expert Panel

DCLG/LGA/Locality

Jan/Feb Finalised Operational Plan discussed at Project Steering Group

Partners invited to ‘sign off’ finalised plan

Finalised Plan shared at Radcliffe Township Forum meeting on 25 February 2015 – invited to approve.

Chair of Radcliffe Township Forum ‘signs off’ Operational Plan

Project Lead Bury Council

10 March 2015 Submission of final operational plan to DCLG

Project Sponsor

Bury Council

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Please attach a copy of your risk register as an appendix, or if you don’t yet have one, complete the risk summary below:

Please see appendix C

Risk ref Nature of risk Risk owner Red / Amber / Green status

Mitigating actions

How will you ensure effective communications with all stakeholders during the next phase. If you have a communications strategy, please attach the executive summary as an appendix.

Project Steering Group to agree communications approach - including if this should form part of the wider ‘Our Place’ community engagement plan or form part of/be embedded within existing partner communication plan (s).

What quality standards or benchmarking do you propose to use in order to ensure that your proposals will result in an improvement to the existing services?

Best practice benchmarking – we will work though the ‘Our Place Champions’ network to both compare ourselves to similar projects, learn from them and share good practice. We are particularly interested in projects using ‘Our Place’ building blocks to improve health and wellbeing and their approaches to co-production and community involvement/empowerment.

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What arrangements do you envisage for monitoring and evaluation?

Monitoring and evaluation reports will be shared with the Project Steering Group Project Manager – will maintain an issue log and ensure any issues arising are

reported through the Project Steering Group Risk Log will be regularly updated Radcliffe Township Forum – will receive progress reports and updates on

performance/progress Project Manager – to produce a lessons learned log throughout the project to inform

a ‘lessons learned’ report to share with Our Place Champions Network.

Section 7 Financial management and budget

Please use this section to identify the resources that you will be drawing upon in addition to the Our Place programme, in order to achieve your operational plan.

Financial contributions Confirmed £ Expected £

In kind support

Township Co-ordinator/Communities Manager – Have overseen production of this Development Plan, including organisation and promotion of the ‘Our Place’ visioning event.

Township Co-ordinator will actively support production of Operational Plan. Radcliffe Community Organiser – the work of the Organiser can help build community capacity which we can harness to develop the Operational Plan

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‘A Healthier Radcliffe’ – funding has been allocated to the Community Demonstrator Pilot Project in Radcliffe – this is allowing for the provision of extended primary care hours from the Centre in addition to integrating the delivery of health and social care. Partner – officer time.The Community Engagement for Health Steering Group supporting the Our Place project – actively contributing to the production of the Development Plan within existing resources Community Assets – the visioning event has helped to identify a range of other community assets available from community and partner organisations that the project can harness. E.g. work through children centres, community groups, parks, buildings etc. Township Forum - existing group supported through Bury Council’s Township Co-ordinator. Comprises of local councillors and community representatives. Meets in accessible venue in Radcliffe every 2 months. Meetings are open to public.

Total

What arrangements do you have in place for managing this budget?

Project Lead – to be agreed. Will have responsibility for managing budget and producing budget updates to wider Project Steering Group

Bury Council ‘in house’ budget systems to be used to administer budget e.g. processing of invoices /payments etc.

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Section 8 Sign off

Please provide evidence of the partners’ commitment to develop an operational plan. This should include the name and role of each signatory within their organisation. If there is a related meeting minute, this can be attached as an appendix.

Partner 1Name:

Lesley JonesPosition: Director of Public Health

Organisation Name:

Bury Council

Signature:

Partner 2Name: Stuart North

Position: Chief Officer

Organisation Name:

Bury CCG

Signature:

Partner 3Name:

Cllr Rishi Shori Position:

Portfolio holder for Health and wellbeing

Organisation Name:

Bury Council

Signature:

Partner 4

Partner 4

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Name:Michelle Armstrong

Position:Chief Officer

Organisation Name:

Bury GP Federation

Signature:

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Appendix A – Radcliffe Community Visioning Event, 28 May 2014

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Appendix B – Visioning Event Programme

Our Place – Radcliffe, 28, May 2014 @ 10am, Radcliffe Civic Suite

Aims

Informing – What is ‘Our Place?’ Better understand community priorities and ambitions for ‘Our Place’ (this to be used to

inform work on the ‘development plan’ for the project) Seek views on how you would you can be empowered to be involved (going forward) To begin the process of understanding what is already available in Radcliffe that we can

build on to help improve health and wellbeing (e.g. local groups, parks, community space, volunteers etc).

Audience

Township Forum representatives Community representatives – including members of the public Voluntary group representatives Partners across public and private sector working in Radcliffe

Why Come?

Learn more about ‘Our Place’ Help co-create the work to improve community health and wellbeing

28 May 2014 – 10am to 1pm

10.00 Welcome & Introductions

10.10 ‘Our Place’– aims - Lesley Jones, Director of Public Health

10. 25 Dr R. Queenborough, GP Federation – A Healthier Radcliffe

10.40 Improving Happiness and wellbeing in Radcliffe (facilitated by ICE CREATES)

Happiness and wellbeing in Radcliffe today is like what? Happiness and wellbeing in Radcliffe in the future is like what?

11.40 Break

11.50 The journey of Happiness in Radcliffe, how we can get to “Our Place”

12.45 Summary and Next Steps – Cindy

12.55 Thanks and closure – Ian Trafford, Operations and Engagement Manager, Clinical Commissioning Group

13.00 Light Lunch/refreshments and networking

Appendix C

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Risk LogOur Place – Development Strategy Production

No. Date identified Risk Likelihood Impact Mitigate how?

1 June 2014 Lack of identified budget to cover costs

L H Budgetary management (to Keep costs within budget)

2 June 2014 Lack of officer/partner capacity to support and deliver

M H Clearly identify and agree staff/partner requirements

3 June 2014 Inter-relationship with Community Demonstrator Pilot ‘A Healthier Radcliffe’

L H Further develop relationship with GP Federation led ‘A Healthier Radcliffe Implementation Plan’

4 June 2014 Community Consultation/Engagement fatigue

M H Clear communications plan

Innovative/creative engagement approaches

5 June 2014 Clear project lead - not in place L H Partners work together to identify and agree clear project lead

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