Children and Lifelong Learning Scrutiny Panel. 13th July 2017

Outcome Progress Update Report Further to the outcomes framework agreed by council in February 2016, progress reports against each outcome 

were presented to scrutiny panels in September 2016.  Please find attached herewith the year‐end reports to 

inform the above item. 

1.  North East Lincolnshire outcomes framework  

2.  Stories behind the outcomes 

3.  All people in NEL enjoy and benefit from a strong economy 

4.  All people in NEL feel safe and are safe 

5.  All people in NEL enjoy good health and wellbeing 

6.  All people in NEL live in strong, sustainable communities 

7.  All people in NEL fulfil their potential through skills and learning 

Contact Officer: Joanne Hewson Deputy Chief Executive, Telephone Ext (32) 5141 If you require any further information please contact the named officer or alternatively, Zoe Campbell – Scrutiny and Committee Advisor Tel: 32- 3838

  

V4 

North East Lincolnshire Outcomes Framework 

  All people in NEL enjoy & benefit from a strong economy 

All people in NEL feel safe & are safe  All people in NEL enjoy good health & well being 

All people in NEL benefit from sustainable communities 

All people in NEL fulfil their potential through skills & 

learning 

Over arching 

% sustainable businesses (3years +) 

Number of visitors to NEL  VAT registrations 

Gross Value added 

Number of jobs  

Investment secured  Average house prices     

Number of children killed or seriously injured on NEL roads 

Domestic abuse rates  Incidences of abuse 

Crime rates*  % of residents who feel safe  

  *crime rates will be a composite measure based on a range of agreed crime statistics such as violent crime, acquisitive crime etc. 

Smoking prevalence  Under 75 all‐cause mortality  Number of people who are satisfied 

with their care and support.  

Utilisation  of outdoor spaces  Air quality 

CO2 emissions 

Local environmental quality 

waste recycled  electricity generated or supplied  

from renewable sources 

households living in fuel poverty 

registered or facilitated volunteers 

Functions and assets transferred to the community 

Access to on‐line services 

Number of people who are proud to live and work in NEL 

                                                                       

Educational attainment rates (key stages, GCSE and further education) 

. 

Start and Develop Well 

Apprentice places  

Youth unemployment  

No. of young people involved in criminal activity 

No of looked after children  % of children who are classified as ‘in 

need’ 

Smoking in pregnancy rates 

Perinatal and Infant mortality rates  (healthy baby) 

Number of children showing a good level of development at age 5 

% of children who are obese 

   

Teenage pregnancy rates  School attendance   NEETS 

  

  

Live and Work Well  

Employment rates  Average earnings  Number of working age 

households receiving Council Tax Support  

 

  Sexually transmitted disease rate of new diagnosis 

number of opiate users aged 15‐64 years 

No in receipt of Employment Support Allowance 

 

  % of people qualified to NVQ level 4 or above 

% of people participating in further or higher education 

 Age Well 

 

Number of pensioner households in receipt of Council Tax support 

No. of falls and injuries in people aged 65+ 

 

% of older and vulnerable people who want to live independently who feel they are able to do so safely 

Proportion of older people (65+) who were still at home 91 days after discharge per 1000 population 

Variation in disability free years within NEL at 65 years of age 

   Number of older people accessing learning opportunities  

 

Indicators in bold denote key indicators that will headline performance reporting to future place board 

Indicators in italics denote data development required 

V2 November 2016 

The Stories Behind the Outcomes

All people in NEL enjoy & benefit from a strong

economy

All people in NEL feel safe & are safe

All people in NEL enjoy good health & well being

All people in NEL benefit from sustainable

communities

All people in NEL fulfil their potential through

skills & learning The stories behind the outcomes

NEL’s businesses will achieve sustainable, long-term growth that benefits all of our residents by providing fulfilling, well-paid employment opportunities. We will create the ‘right’ environment to

attract and sustain private investment, by providing high quality business infrastructure- including road and rail connectivity, superfast broadband, high quality employment sites and premises

equip NEL residents – particularly young people, and those living in our most deprived communities – with the skills and confidence to secure and sustain well paid employment in all sectors of our economy.

NEL will drive the growth of the ‘Energy Estuary’ as an international centre for offshore renewable energy. The Port of Immingham and Grimsby has cemented its role as the largest port in the UK, diversifying successfully into new markets. The growth of NEL’s food sector has been driven by new export opportunities. Our visitor economy, services and retail sector will continue to grow through efforts to change internal and external perceptions of NEL as an attractive place to live, work, visit and invest. We want North East Lincolnshire to be a place where the local existing and emerging workforce actively participate in learning and employment levels are high.

Every child will be brought up by supportive and nurturing families. All families live in good quality housing which is designed to meet a range of different needs, supporting people to be as independent as possible. Living within low crime communities, people will feel safe in their home and are able to access opportunities for work, socialising and leisure. Communities where there is zero tolerance of violence. Communities are supportive to and value children, vulnerable people and the elderly. Where possible people are encouraged to make a contribution to the communities in which they live or work. People can access services, when needed, that are safe and individuals and their families are confident in the quality and safety of care provided .

We want people to be informed, capable of living independent lives, self-supporting and resilient in maintaining/improving their own health. By feeling valued throughout their lives, people will be in control of their own wellbeing, have opportunities to be fulfilled and are able to actively engage in life in an environment that promotes health and protects people from avoidable harm. Access will be made available to safe quality services that prevent ill health, support, maintain and restore people back to optimal health or support them with dignity at end of life as close to home as safety allows: Services that are part of an affordable innovative and quality health and social care system which directs resources according to need.

We want North East Lincolnshire to be a place where people are supported to live independently and have access to the means to connect to other people and places A place where all its’ citizens, partner organisations and visitors have access to a high quality, well maintained natural and built environment. A place where we can celebrate our natural heritage and cultural offer. A place where residents and partner agencies are encouraged and empowered both individually and in partnership to help shape support and contribute to the communities in which they live, work and play. A place where communities support each other and engender a sense of community cohesion and civic pride.

We want all people in NEL to benefit from being in a place where they can fulfil their potential. We recognise the importance of enabling children to start and develop well and how important it is to have the best possible start. All communities will have access to good or outstanding nurseries , schools and further/ higher education establishments. All children and young people attend and achieve at these establishments. NEL must be a place where we enable children to have excellent school readiness and where they can reap the benefits from high levels of attendance, in schools where they can excel. A place where young people can meet develop aspirations and skills and where all young people who are able, actively participate in earning and learning. This contributes to low unemployment rates and high aspirations and matching expectations as individuals have good career opportunities (including volunteering ) and employees are supported to work and develop within a thriving local economy. This should be a place where all people benefit from life-long learning and where regardless of age, people are fulfilling their potential in NEL. People and their carers are supported to develop skills and confidence in living with long term conditions. NEL is a place where young people’s aspirations are high and where no child and family is left behind.

Outcomes Progress Reports

2016-17

Contents

All people in North East Lincolnshire:-

Enjoy and benefit from a stronger economy

Page 2

Feel safe and are safe

Page 7

Enjoy good health and wellbeing

Page 15

Live in sustainable communities

Page 24

Fulfil their potential through skills and learning

Page 37

Page  

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| 2 

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Page | 3  

improving our ‘quality of place’, including delivering housing choice and affordability; developing our leisure and cultural offer; capitalising on our heritage assets and the built/natural environment/public realm; and promoting NEL to key audiences – including existing residents – as a place to live, work, visit and invest

equipping NEL residents – particularly young people, and those living in our most deprived communities – with the skills and confidence to secure and sustain well paid employment in all sectors of our economy; this means improving the educational attainment of our young people and preparing them more effectively for the world of work; developing better career pathways including Apprenticeships and other vocational/academic learning; improving the quality and relevance of training for unemployed adults; and encouraging more employers to invest in upskilling their workforce.

Market conditions and business investment decisions on a national and international footprint can have both positive and negative impacts on the achievement of the vision. Globalisation issues can impact on investment decisions and this makes targeting investment and planning longer term to support potential investors more difficult. There are also specific uncertainties around the UK’s decision to leave the European Union. Clarity on access to the Single European Market and Customs Union is critical to support future export activity. Confirmation of the status of EU nationals is also critical for some key NEL sectors including food processing and ensuring a stable regulatory environment is also important for chemicals/petrochemicals firms. To date, Brexit has had little impact on the investment plans of the offshore wind sector; DONG Energy alone plans to invest over £6bn in the Humber by 2020.

What have we been doing in the last six months?

Preparing the ground for future investments by working with potential investors and securing funding for key infrastructure projects, including enabling works to accelerate development of industrial sites on the South Humber Bank via the South Humber Inward Investment Programme.

Linked to this, marketing the key SHIIP sites to investors; enquiry levels have increased significantly in the last six months despite the uncertainties outlined in the preceding paragraph

Undertaking infrastructure developments to support the safe and efficient movement of goods and the workforce around and outside of the borough. Investment in projects in renewables and other key sectors to secure existing business and support future growth.

Delivery of Phase 2 of the Grimsby Town Centre Improvement Plan and preparation of detailed delivery plans for future phases, including wider town centre development.

Page | 4  

Secured Estate Regeneration funding and Housing zone capacity funding. Enabled the commencement of delivery of the Ladysmith Road housing site by the private sector; progressing plans for the delivery of the Grimsby West strategic housing site in partnership with the Homes and Communities Agency and private sector

Submission of the new Local Plan to the Planning Inspectorate, inquiry held in April/May 2016; final adoption proposed towards the end of 2017

Secured extension of the Growing the Humber grant programme supporting business expansion.

Secured a further £5.2m of Local Growth funding to support the delivery of SHIIP and the Town Centre programme.

Secured £3.8m Coastal Communities Funding for specific projects within Cleethorpes.

Completion of the A160/A180 link road by Highways England will also enhance the development potential of the A180/South Humber Bank corridor

What progress has been made / what impact have our actions had?

Over £560m of direct inward investment has been attracted to NEL since 2010 supported by Engie and the Council. These projects have resulted in the creation of over 4,500 jobs over the same period. Many of the projects highlighted in the preceding section are recently completed or still in progress and therefore it is not yet possible to quantify their impact. For example, the initial phase of infrastructure works for the Stallingborough Enterprise Zone site (a key part of the SHIIP initiative) is scheduled to commence in 2018. This project is forecast to support the creation of approximately 3,000 jobs over the next 15-20 years. The Economic Strategy has adopted a series of long-term indicators to measure progress against achievement of the agreed outcomes, in line with the Council’s Outcomes Framework. The long-term targets and current performance against each indicator are set out in Appendix 1

What can you expect to see happen in the next six months and why?

Securing private investor commitment to other key town centre sites including the cinema/leisure proposals at Riverhead Square; pre-application discussions are at an advanced stage.

Continue delivery of the South Humber Inward Investment Programme involving key projects including development of the Stallingborough Enterprise Zone site, Humber Link Road and the strategic ecological mitigation programme required to enable development of the South Humber Bank.

Continue to work in partnership with private sector landowners and the HCA to bring forward the development of the Grimsby West strategic housing site.

Preparation of detailed delivery plans for the next phases of the Grimsby Town Centre Regeneration.

Develop delivery plans and commence delivery of the Housing Zones

Page | 5  

and Estate Regeneration Plans. Further growth of the offshore wind sector at the Port of Grimsby;

further announcements are anticipated in relation to the expansion of operations and maintenance activity and supply chain development

The Council has played a key role in creating the environment for growth in each of these locations by being prepared to de-risk investment for the private sector and/or share risk in order to accelerate development.

Underpinning programmes

Strategic Highways & Transport; Local Transport Plan, Highways Strategy, Car Park Review

Town Centre Investment Plans

Local Plan

Grimsby Town Deal

Deliver LGF funded Junction Schemes.

Development of the renewable energy industries

We have published a clear vision for a low carbon future for North East Lincolnshire.

Key Infrastructure; South Humber Inward Investment Programme, Enterprise Zone, Port of Grimsby Masterplan, Grimsby West; Cartergate

Strategic Housing; Housing Strategy, Empty Homes Strategy, Estates Regeneration, Housing Zone sites delivery.

Economic Development; Key Account Management, Inward Investment, Sector Development. Establish Key Account Management principles and assign contacts to key business.

Sector Action Plans establishing key deliverables for next 3 years as part of economic strategy.

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Page | 6 

Appendix 1: E

Outcome

NEL’s businesseand grow

NEL’s workforce and productive

NEL is a great live, work, visit an

                              

1 Gross Value Added per h

2 February 2017 figure (6.1

3 December 2016 figure re

4 2016 figure (86.3% of En

5 2015/16 figure represent

6 Updated indicator adopte

Economic Stra

Indica

es invest Net a2013

GrossONS)

is skilled % ofEmplo(sourc PerceLevel (sourcGrossreside(sourc

place to nd invest

AnnuaNELC Vacanof totmonit

                             

head (income approach) fo

1%) represents increase o

epresents decline against D

ngland average) represent

ts a small decline on 2014/

ed to reflect ongoing monit

ategy indicato

ator

additional employbaseline (source

s Value Added (G)

f young peopleoyment, Educatioce: NELC monito

entage of working4 (degree level)

ce: ONS) s weekly pay ent in NEL, as %ce: ONS) al net housing

C monitoring)

nt town centre retal town centre toring)6

or North and North East Li

on last reported figure (5.2

December 2015 (23.6%)

s increase on 2015 figure

/15 net completions (360)

toring activity. 2020 target

ors:

yee jobs created: ONS)

GVA) per capita (s

e aged 16-19 Non or Training (ring)

g age population ) qualification or

for full-time w% of England av

completions (s

etail/leisure unitsunits (source E

ncolnshire NUTS 3 area, O

2 December 2016)

(84.7% of England averag

to be agreed.

Baselin

d over 64,100

source £19,322

Not in NEET)

8% (Ma

with a above

20.9% (

workers verage

89% (20

source: 314 (20

s as % ENGIE

Grimsby(Dec 20 Clee 4.3

ONS

ge)

ne Fu

(2013) 6

2 (2013)1 £

arch 2016) 6

(Dec 2014) 2

014) 8

13/14) 3

y 10.4% 015)

3% (Dec 15)

1

6

Feb 17 update

66,000 (2015)

£20,288 (2015)

6.1%2 (Feb 2017

22.9% (Dec 2016

86.3% (2016)4

357 (2015/16)5

13.6% (Mar 17)

6.2% (Mar 17)

Trend vbaselin

)

6)3

vs ne

2020 target

+2,905

TBA (revised)

5.6%

25%

91%

470

TBA (revised)

Page | 7  

Progress Report - All people in NEL feel safe and are safe

Population All people in North East Lincolnshire

Key focus areas

1. Children and adults get the help and support they need at the earliest opportunity

2. People live in low crime communities 3. Vulnerable people get the support they need to live within their

communities safely

Story behind the baseline

What are we trying to achieve? Every child will be brought up by supportive and nurturing families. All families live in good quality housing which is designed to meet a range of different needs, supporting people to be as independent as possible. Living within low crime communities, people will feel safe in their home and are able to access opportunities for work, socialising and leisure. Communities where there is zero tolerance of violence. Communities are supportive to and value children, vulnerable people and the elderly. Where possible people are encouraged to make a contribution to the communities in which they live or work. People can access services, when needed, that are safe and individuals and their families are confident in the quality and safety of care provided .

A “Feel Safe and Are Safe” workshop with representation from a number of key partners was held in July 2016. From the partner workshop the following detailed story behind the baseline has emerged: 1. Prevention and early intervention across children and adult

services: There is a recognition that we are still missing opportunities at early intervention / prevention level to stop cases escalating to statutory levels. These missed opportunities tend to be with those families that are harder to reach / engage. There are still high numbers of Children in Need, Children subject to a Child Protection Plan and Looked After Children. The data shows that whilst there are a high number of people using adult social care services that feel unsafe, the services they use make them feel significantly safer. It was noted that adult safeguarding referrals are not always a good measure for safety as for example some forms of abuse happen due to the person feeling safe (i.e. trusting others may leave people open to financial abuse). The group felt that there was some work to do to learn how to pin-point “when the earliest opportunity is?” to increase the focus on prevention and early intervention. 2. Community culture: There is a need to raise awareness in the community, to break down barriers to accessing services and to ensure that the people of NEL know what “good” services look like. Historically the dependency culture is a

Page | 8  

“norm” there are entrenched multi-generational behaviours which can be difficult to change. There is also a need to increase community engagement and support to vulnerable people within the community and to raise awareness about appropriate reporting, including gathering low level intelligence as well as the more formal safeguarding routes. We need also to focus on raising self-esteem and resilience to tackle low level mental health issues. 3. Underlying causes/factors: There are a number of underlying factors and causes affecting how safe our population is and feels. These tend to be issues which cut right across the outcomes framework such as poverty, economic exclusion, welfare reform, transport, unsuitable housing and unemployment. These issues can lead to drug and alcohol misuse, domestic violence, neglect and social isolation. 4. Crime and violent behaviour: Although levels of reported antisocial behaviour are reducing they are still high and there are increasing levels of violent crime. Crime is most prevalent in the most deprived areas and is exacerbated by worklessness. There is also a concern that criminal damage is on the increase. Reducing offending and re-offending and violent crime (inc domestic abuse) are two of the community safety partnership’s key priorities. There is a high prevalence of domestic abuse and it is widely considered that a review of interventions in this area is needed. There is a view that locally there is a social acceptance of domestic abuse (DA) exacerbated by the prevalence of deprivation, substance/alcohol misuse, poor mental health, and a lack of employment. Victims and perpetrators (and their families) are unaware that life could be different/better. 5. Focussing resource on high demand geographical areas Research as part of the 0-19 programme and feedback from the community safety partnership identifies the need to focus resource more effectively in our high need areas such as East Marsh, West Marsh and South wards. 6. Safer Housing Housing is recognised as a key cross cutting issue that contributes to all 5 outcomes. Inadequate housing can impact on people’s feelings of safety within the community in a number of ways. For example fear of reporting defects, rogue landlords etc. Ideas generated so far to improve the safety of housing include:

An accredited landlord scheme needed and a specific preferred landlord scheme for children leaving care

A licensing scheme for tenanted properties – property based, not landlord based

Targeted work to ensure vulnerable families are placed in appropriate housing which meets their needs

Better management of housing standards (repair, fire, electrical and gas safety, adequate facilities)

7. Quality of Care Complaints have increased specifically around domiciliary care and there

Page | 9  

is an increased use of 15 minute calls. There are also increased challenges in managing a diverse range of providers and care settings, to ensure that the care provided is always safe. There is a need to raise awareness of appropriate standards of care and how individuals can raise concerns and issues, irrespective of whether their care is commissioned or self-funded. Take up of direct payments (which could help to influence how the care market operates and places more control with individuals) is low and there is no measure of workforce quality or sustainability presently which could present a risk to care quality and continuity.

What have we been doing in the last six months?

1. Improved joined up delivery areas, partners etc.

We have safely reduced the number of children on a child protection plan (See data). We have developed and launched our Families First Access Point (FFAP) which brings together multiagency staff that had been in its MASH (Multi Agency Safeguarding Hub) and its prevention and Early intervention equivalent. The result is that all contacts/referrals from professionals and members of the community come through our team and they assess at what level our response should be from information, advice and guidance through to safeguarding investigations.

We have also had external peer review of the new arrangements which was positive and helpful to further shape our response.

2. Focussing on high demand geographical areas

As part of the 0-19 programme we have developed and are currently trailing a prototype model of multi-agency prevention and early intervention in East and West Marsh.

The police have invested in additional officers in this pilot and the early signs are very positive.

A memorandum of understanding has been signed with the NSPCC securing North East Lincolnshire as a Together for Childhood site. A press announcement is planned for July.

Community engagement events have been undertaken in both areas with positive engagement form both communities.

3. Review of long term care contract

The review of the adult long term care (residential care) contract has been completed and new standards are in place; this work has been undertaken in conjunction with care home providers to ensure that basic minimum standards that were previously captured within the quality scheme are now part of the core contract. The quality scheme and on-going engagement with the CQC has shown a steady improvement in the quality of care offered in the borough.

In the next phase of development, engagement with carers and service users is needed to ensure that the standards reflect user expectations.

Due to a reduced reliance on the residential care sector and new entrants to the care market, some homes are below ideal occupancy levels and there is a risk that quality standards in these homes may be compromised. Active dialogue with care providers is taking place to ensure that homes remain financially viable and able to deliver acceptable standards of care in

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the borough.

4. Review of Care home quality framework

Linked to the above point, a review is being undertaken in relation to the care home quality framework. This will secure improved standards of care and a greater focus on quality and safety for service users.

5. Remodelling of domiciliary care

A pilot initiative is being rolled out in the Humberston area to deliver an improved service which focuses more on achieving health and wellbeing outcomes for service users rather than the time and task model which is currently deployed. The pilot initiative will ensure that service providers are able to deploy their care workers more efficiently and effectively and that there is greater engagement between the care workers and their clients. The aim is to improve satisfaction with the service and also to improve the experience of care work. Early evidence is showing that the volume of complaints is already reducing.

6. Support to care homes project

This is one of the Better Care fund projects which aims to ensure more integrated health and care support for residents living in care home settings. It will improve the efficient and effective deployment of a range of care and support services by ensuring that they are co-ordinated and targeted to specific homes. This will ensure better care management of clients ensuring that they can be better supported within the setting, and especially when there may be a deterioration or exacerbation of pre-existing health conditions, to avoid the need for hospital admission. Maintaining people safely in their homes with the right care and support achieves better health outcomes for the resident. The project also aims to support the care home staff to ensure that they have the confidence to deal with changing health conditions.

Six residential care homes are engaged in the initial pilot work and every effort is being made to ensure that allied health professionals and primary care services are geographically aligned to provide support. A plan is being developed to expedite the delivery of the programme across all residential care homes. This is one of the key projects for the health and care accountable care organisation to delivery against, which will test the effectiveness of the new model.

Early evidence suggests that financial benefits are already being achieved through more efficient deployment of teams and there has been an improvement in medicines management, leading to an efficiency gain. Longer term outcomes such as hospital admissions avoidance, and therefore improved safety and wellbeing have yet to be evidenced.

7. Drugs and Alcohol

Parental substance and alcohol abuse is a focus of the 0-19 operating model and staff working from the family hubs will receive training so that they are able to identify and support parents who present with these issues.

8. Domestic Abuse

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A partnership approach significant activity and progress has been made in respect of our response to domestic abuse.

A multiagency operational group is in place and chaired by the Director of Children’s Social Care and The Children’s Partnership Board (CPB) has been the lead for the strategic response and this has multiagency engagement. A commissioning exercise has been undertaken by a task and finish group, made up of multiagency members. The recommendations made were accepted by the One System Group and these are now being presented to the CPB and progressed.

Additional funding has been provided by the Council and the CCG to re-establish a Domestic Abuse Co-ordinator for a 2 year period, with the potholder commencing on the 1st May. 2 additional IDVAs (Independent Domestic Violence Advisors) have also been funded to support high risk victims of domestic abuse. A successful Humber wide DCLG bid will also see the provision of specialist support to victims of domestic abuse with complex needs across the borough.

9. Safer Housing During April the Council successfully prosecuted a landlord for providing an unsafe house in multiple occupation. The landlord was prosecuted due to unsafe living conditions, whereby tenants would be at increased risk of serious harm in the event of fire. Work has started to prepare the ground work for consulting on a selective licensing scheme in the area. This will ensure that more control is able to be exerted over the standards of housing in certain parts of the borough. In addition the Council will commence consultation to implement an accredited landlord scheme which will proactively support responsible landlords within the borough.

What progress has been made / what impact have our actions had?

Work undertaken as part of the Families First programme and Creating Strong Communities is beginning to safely reduce Child Protection numbers (down 14%) and stabilise Looked After Children and Child in Need numbers.

A number of partners are already engaged in the process of outcomes based accountability and buy-in to using the approach further to drive improvements in the areas highlighted above.

We are beginning to see improvements in the responsiveness of domiciliary care providers as a result of the pilot initiative.

The Prototype model work of multi-agency prevention and early intervention in East and West Marsh is still in its early phase but the additional police resources allocated to this project and the joint training undertaken by council and police staff has given them a shared language and focus to move forward on. The joint working has ensured individual cases have been responded to on an earlier and a more effective manner. Engagement with the communities is ongoing to ensure the teams focus on the issues that matter for the residents.

The multi agency approach to Domestic Abuse and the linked campaigns

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has resulted in more victims coming forward and more support being undertaken.

What can you expect to see happen in the next six months and why?

Completion of Phase One of the 0-19 programme (Prevention and Early Intervention) and the delivery of the new approach.

Partnership between North East Lincolnshire Council and NSPCC on the Together for Childhood programme to be formally approved and to begin.

Pause programme to be set up and running.

Completion of the first domiciliary care pilot and detailed plans for the roll out to the remainder of the borough

A programme of work to ensure that residential care homes are supported to achieve the new care home quality standards

The commissioning of a domestic abuse programme from early help through to work with perpetrators

Underpinning programmes

1. Review of children and adult’s safeguarding boards and strategies

2. 0-19 programme

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Progress Report - All people in NEL enjoy good health and well being

Population Primary Population - all people in North East Lincolnshire (NEL) who require health and social care interventions Secondary Population – all children and adults in NEL, especially those at risk of poor health.

Key focus areas

1. People have access to remote information and advice to support self-reliance and independence 2. People have more control over purposeful and independent lives 3. People’s health is protected 4. People have access to safe effective quality health and social care services

Story behind the baseline

The issue of health inequality has been a focus in NEL for a number of years. Whilst there have been improvements in life expectancy within NEL there is still a concern in relation to the years of healthy life as compared to national averages. This is especially true in the five most deprived wards in NEL where healthy life expectancy is significantly lower than the rest of the borough and where our greatest concern for health problems is focused. The burden of disease study completed earlier this year identified that certain communities in NEL have significantly elevated rates of chronic disease, often emerging as early as their 40s and 50s, much earlier than more affluent areas of the borough, and this is leading to premature disability and mortality on a significant scale. Whilst this is undoubtedly associated with the more challenging economic and social circumstances of people who live in these areas, lifestyle choices also have a major impact on the health of an individual and traditional approaches to service provision have failed to change the choices that people make in these areas.

A new move to early action and prevention aims to have a more person centred approach, encouraging people to take more responsibility for their own health and wellbeing. This will require different relationships with individuals and communities as outlined within the Health & Wellbeing strategy and will require a multi-agency approach to individual and family support. This approach aims in the longer term to have fewer people requiring intensive support as they are more able to self-manage as a result of greater understanding of the factors that impact on their health.

Without a significant refocus in wellbeing there will be enormous costs to the public purse arising from ever-increasing demands for health and social care services to manage the chronic disease burden and a substantial risk that the required funding may not be available nationally to address need in the population. Changes in policy at national level are having a significant impact locally and despite the move away from key performance indicators as assessments of service quality there are still a significant number of nationally set targets that we have to report on.

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Currently these are mainly organisationally based and do not support changes to the health system and the perverse incentives that are inherent within it. Our challenge is to develop a more effective wellbeing system locally within this national context and the work outlined below has started to change the working relationships and responsibilities of local agencies. We are starting to see the benefits of a person centred system but the whole approach to wellbeing relies on the linkages to housing, economy, transport, planning, community safety and education as outlined within the health and wellbeing strategy. Our approach to wellbeing has to therefore be systemic if we are to improve the wellbeing outcomes of our community.

What have we been doing in the last six months?

Supporting the development of the Humber Coast and Vale Sustainability Transformation Plan and the Local Delivery Plan for North East Lincolnshire including assisting with the development of the Cancer Alliance bid to the Department of Heath for funding to develop prevention and early awareness interventions for cancer. This is expected to secure substantial new investment for cancer prevention and early diagnosis in North East Lincolnshire. Intervention for Scale modelling has also been undertaken for pulmonary rehabilitation, a targeted smoking cessation programme and cardiovascular disease/hypertension. Evidence reviews have been completed on smoking and recovery post-surgery and on changing community behaviour. A referral policy has been developed with DPoW for patients with respiratory disease, we have enhanced our approach to smoking in pregnancy and piloted an e-cigarette approach with Navigo.

Public health support to the CCG, including public health information to support the GP forward view plan (forecasting GP appointments), liver disease mortality analysis, COPD disease mapping, Public Health Outcomes Framework updates, supply of population and demographic information, maternity/pregnancy analysis and an end of life care analysis.

The re-commissioning of the primary care substance misuse service, and the commencement of the recommissioning of the specialist substance misuse services, initiated with a detailed needs assessment and gap analysis.

The completion of the sexual health needs analysis to inform the re commissioning of an integrated service in partnership with North Lincolnshire.

Published the new Joint Strategic Needs Assessment (JSNA) with

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detailed documents reflecting the Outcomes Framework and its five theme areas and a State of the Borough report providing an overview of the current status of the headline indicators the council is working to improve.

Embedding the recommendations of the Annual DPH report on ageing well into the relevant work programmes.

Organised, facilitated and reported on 6 OBA turning the curve workshops addressing the “wicked issues” or red indicator issues identified with the H&WB Board from the evidence of the State of the Borough (scorecard with actions completed for each):-

smoking amongst young people,

obesity in the under 5’s,

teenage pregnancy,

social isolation amongst the elderly,

employability and health

road safety

Public health report on injuries and deaths associated with road accidents produced

Report completed on the consistently underperforming public health outcomes framework indicators, including identifying lead officers and any existing mitigating plans

Business plan developed for the new “Healthy Places” (the trading training/consultancy arm) .

Progressing a Borough wide approach to Information Advice and guidance - “no wrong front door”

IT commenced development of a prototype online wellbeing tool, including learning from other authorities and developing the initial high level sense check questionnaire

Stakeholder conference held on the development of a wellbeing check for the over 75s

Ongoing TB project – identifying networks of people with lifestyles of concern and investigating TB processes locally

Audit work on Fit note issuing in General Practice progressing and

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initial findings informing next DPH report.

After numerous setbacks, a suitable venue has been identified for the recovery hub. Engagement has taken place with the ward councillors and assets and Engie are engaging with the estate agents. There has been significant progress in respect of “recruiting” Peer Mentors and Volunteers. There are now 5 Peer Mentors (who are about to begin accredited training) and 3 volunteers in place. Meetings have taken place to move the project forward, ideas in respect of the types of activities to be provided have come from the mentors, volunteers and those who will utilise the hub and a business plan is being prepared.

Health and Wellbeing board initiated new approach to community capacity building with voluntary sector partners.

Health Protection Annual Report has been produced which includes a detailed analysis of performance on health protection and identifies areas where additional assurance is required going forward

What progress has been made / what impact have our actions had?

Integrated wellbeing service now fully staffed – promotion of the new service to now gather momentum to help people to self-assess, self-refer and make positive changes in their lives through a coaching/restorative model. The Integrated Wellbeing service has supported 347 clients (over the year) through the old health trainer programme) and helped 490 people to quit smoking. 3461 Health Check invitations were sent out with 1296 completed checks.

“Healthy Places” has secured £100,000 of funding through Future in Mind and further generated an additional £10,000. It is currently working with 9 organisations on the healthy places award (6 schools and 3 workplaces), which is reaching approx. 1200 members of staff, approx. 1300 pupils/students and approx. 200 volunteers.

625 people working with children and young people have been trained in mental and emotional wellbeing through the Future in Mind Programme by Healthy Places.

Significantly strengthened contracts for key commissioned services including sexual health and drugs/alcohol. The re-commissioning of these services has commenced, based on extensive needs assessments and within a reduced budget envelope (5% reduction on both main contracts)

The integrated sexual health service provides a free and confidential

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one-stop shop model of care, where sexual health advice, screening for sexually transmitted infections (STIs), diagnosis, treatment and all methods of contraception which can be easily accessed at a variety of venues to meet individual needs. This can be by appointment, simple walk-in without appointment, telephone, postal kit service, or via internet on-line. The service saw the following levels of services over the last two financial years: o During 2016/17 there were a total of 9,590 attendances, which

equated to 5,597 individuals. These figures relate to all aspects of the integrated sexual health service at Stirling Street sexual health hub, satellite sites, hard to reach outreach, and Chlamydia screening which is primarily a postal service. This covers contraception, sexually transmitted infections, information and advice, family planning advice

o During 2015/16 there were a total of 11,670 attendances which equated to 6,974 individuals.

o Comparing these figures against the latest data set (2016/17) highlights the service received 2,080 less attendances in this year, equating to a reduction of 1,197 individuals attending the Integrated Sexual Health Service.

o Overall there has been a decrease in both male and female attendances to the sexual health service, with the greatest decreases in attendances by females aged 20-39 years. The service has seen an increase in attendances of males aged 30+.

There was a total of 1234 individuals in drug and alcohol treatment between 1 April 2016 and 31 March 2017, 499 of these were new presentations. 190 individuals successfully left treatment in the same period.

500 pregnant women have been reached to help stop smoking through the stop smoking service. 55 successfully stopped.

Teenage pregnancy (see section on skills)

What can you expect to see happen in the next six months and why?

Turning the Curve operational level seminar and a strategic level summit focussing on smoking and pregnancy (joint with North Lincolnshire). New smoking in pregnancy community based initiative commenced.

Implementation of the PAUSE project

Identification of health issues and inequalities in the prototype area

Re-commissioning of the sexual health and drugs/alcohol contracts

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Development of the business model for the recovery hub. Leasing and refurbishment of the property on Abbey Walk for the Recovery hub

Progression of the IAG / no wrong front door programme

Piloting and promotion of the high level sense check of the new online wellbeing wheel

Publication of the 2016-17 Annual DPH report on the employability. Due to be presented to Cabinet on 28 June. Recommendations to be embedded into relevant work programmes.

Healthy Places (Trading Arm) to implement its business plan – promotion of the new service amongst schools and local employers to gauge their training needs in terms of health and wellbeing. Development of the NEL version of MECC.

Review of health checks, including health checks for the most vulnerable to be reconsidered as part of a community wellbeing approach to targeted neighbourhoods, coupled with an on line approach

Publication of a report on premature mortality amongst the under 65s in NEL and identification of any projects (Continuing development and implementation of the stroke project / establishment of a premature death panel)

Re-commissioning of the CAMHS contract, production of a suicide audit, reconvening of the suicide prevention panel and review of the suicide prevention strategy

Identification and commencement of community based initiatives tackling late presentation of cancer. (Bid submitted for lung cancer prevention

Continuing implementation of recommendations in Annual DPH report Ageing Well, including the community capacity building programme and implementation of the wellbeing check for the over 75s.

Continuing involvement in the STP and redrafting of the local delivery plan

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New Health & Wellbeing strategy - Linked to the review of overall partnership governance for the outcomes framework and including the development of a systematic performance report for health and wellbeing

Public Health Self-Assessment undertaken and assurance framework reviewed,

Underpinning programmes

Future in Mind - Children and young people’s mental health Integrated Wellbeing Service 0-19 programme inc Children’s public health services

Assisted living, supported living and adaptive housing (i.e. diversifying the housing stock to meet needs)

Housing related support/home options and homelessness prevention

Oral health improvement programme

STP Local delivery plan

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Appendix 1:

Indicator Baseline March 2017 update

Trend Data Source

Smoking prevalence Smoking Prevalence in adults - current smokers (APS)

23.8% (2014) 22.8% (2015)

↓ PHE Fingertips - Annual Population Survey

Under 75 all-cause mortality Mortality from all causes: directly standardised rate per 100,000, <75 years

400.88 per 100,000 (2014)

Awaiting data

↓ NHS Digital - Indicator Portal

Smoking in pregnancy rates % of women who smoke at time of delivery

22.0% (2014/15)

23.5% (2015/16)

↑ PHE – Tobacco Profiles

Perinatal and Infant mortality rates (healthy baby) (i) Rate of still births and death <7 days per 1,000 total births (ii )Rate of infant deaths under 1 year of age per 1,000 live births

(i) 6.6 per 1,000 births (2013-15) (ii) 3.3 per 1,000 live births (2013-15)

Update due June 2017

↓ NHS Digital - Indicator Portal

Number of children showing a good level of development at age 5 % of children with free school meal status achieving a good level of development at the end of reception

56.1% (2014/15)

56.2% (2015/16)

↑ Gov.uk - Early years foundation stage profile results

% of children who are obese (i) % of children aged 4-5 years measured by the NCMP with a BMI classified as obese. (ii) % of children aged 10-11 years measured by the NCMP with a BMI classified as obese.

(i) 10.2% (2014/15)

(ii) 19.5% (2015/16)

(i) 11.7% (2015/16)

(ii) 22.1% (2015/16)

(i) ↑ (ii) ↑

PHE - Child and Maternal Health Profiles

Sexually transmitted disease rate of new diagnosis New sexually transmitted infection (STI) diagnoses (excluding Chlamydia in under 25 year olds) per 100,000 population aged 15 to 64

560 per 100,000 (2014)

495 per 100,000 (2015)

↓ PHE - Sexual and Reproductive Health Profile

Number of opiate users aged 15-64 years Estimated number of opiate users

1442 (2011/12) Awaiting data

National Treatment Agency - Glasgow Prevalence Estimates

Number in receipt of Employment Support Allowance

7060 (Feb 2016) 7150 (Aug 2016)

↑ NOMIS

Proportion of older people (65+) who were still at home 91 days after

88.7% (2014/15)

90.6% (2015/16)

↑ NHS Digital - Adult Social Care Outcomes Framework

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Indicator Baseline March 2017 update

Trend Data Source

discharge % of older people (aged 65 and over) who were still at home 91 days after discharge from hospital into reablement/rehabilitation services

Variation in disability free years within NEL at 65 years of age Disability free life expectancy at age 65 years (i) males (ii) females

(i) 11.2 years (2012-14) (ii) 10.9 years (2012-14)

Awaiting data

Office for National Statistics

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2016/17 Progress Report - All people in NEL live in sustainable communities

Population All people in North East Lincolnshire

Key focus areas

1. Our community generates less carbon and benefits from energy efficiency 2 We have a good quality built and natural environment that is well maintained 3 We have confident and supportive communities where people are able and want to get involved. 4 We are proud of where we live and work.

Story behind the baseline

Where have we been? What are the issues we need to address? We are starting to address ways to minimise our impact on the environment and support communities in North East Lincolnshire to find local solutions that benefit themselves and the environment.

We are looking at innovative solutions to meet the growing demand for energy in a safe, clean and environmentally responsible manner.

We are developing a better understanding of community need and take a differentiated approach to engagement acknowledging that we have different levels of need in different parts of the borough.

We need to continue to build trust and identify and maximise opportunities for tapping into our wider community creativity and assets.

What are we trying to achieve? We need to support and enable communities and individuals who are willing and able to do more for themselves, fostering a pride in where we live and work, whilst ensuring that we provide effective support to those who need it.

We want to address antisocial behaviour and environmental crime such as littering, fly tipping and dog fouling to improve quality of life for our community and the local environment.

We want to provide effective and cost efficient environmental services so that our parks, open spaces and streets are kept clean and tidy and stay tidy for longer.

We are seeking to translate our vision for energy, focusing on becoming a low carbon community, into reality.

We want to build community capacity and pride in our place.

What have we been doing in

Since our Outcome Framework was approved by the Council last year, it has been subject to discussion with partners and is gaining buy in across

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the last 6 months?

all agencies. Key to the development and delivery is the future role and involvement of key stakeholders such as the voluntary and community sector, public sector bodies and private sector partners. 1 Our community generates less carbon and benefits from energy efficiency

Following agreement of our long-term vision for a low carbon, energy efficient community, solar panels have been installed, we have reduced energy consumed by street lighting, included gas procurement within a framework that has reduced costs, and have replaced some of our fleet with electric vehicles. https://www.nelincs.gov.uk/renewnel/councils-energy-projects/

We have further cemented our profile as an emerging centre for renewable energy, engaging with central government and other agencies who are key to us further developing our profile and reputation.

We have launched our energy and carbon programme brand ‘RenewNEL’

We have introduced electric cars into our fleet and charging points. 2 We have a good quality built and natural environment that is well maintained

Good progress is being made on delivery of the Smarter Neighbourhood Services Project. The project is firstly re-shaping services to deliver improved efficiency and to develop levels of service which are affordable to the council and prioritised work streams in order to consider areas with the greatest potential savings as early as possible.

We implemented changes to improve the efficiency and productivity of the dry recycling rounds in November 2016 and this has reduced the carbon footprint of the kerbside collections by reducing the number of vehicle movements. Promotion of the service, providing advice on plastic recycling (ie plastic bottles only) and providing boxes free of charge ensured that any impact on recycling was performance minimised.

Street cleansing rounds have been reviewed to improve productivity and efficiency and to better align with other services such as the waste and recycling collections. Charges for garden waste were increased to reduce the level of subsidy for this service

We have refreshed our enforcement policy in order to increase our capability to challenge, support and change unacceptable behaviour. We have improved levels of food safety inspections.

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In February, the Council approved the use of Community Protection Notices to address the behaviour of individuals and businesses whose activity is having a detrimental effect on local people. This power gives authority to issue Fixed Penalty Notices or other sanctions where a Community Protection Notice is breached.

We have refreshed the council Play Strategy (although this has not yet been formally adopted) and undertaken a review of all the play parks within the borough, to assess the quality, quantity and use of the provision. This information has been used in the shaping of the grounds maintenance service.

We have undertaken a review of the heritage value of all of the borough parks, gardens and cemeteries with a view to put forward and expression of interest to the Heritage Lottery fund to develop a key strategic park within the borough 3 We have confident and supportive communities where people are able and want to get involved.

The infrastructure support procured by the Council and CCG to help build capacity in the voluntary and community sector (VCS) organisations has been reported to informal cabinet and scrutiny. Training, funding advice, support with asset transfers and facilitation of collaborative working have all been evidenced.

Volunteering progress has been positive. The focus up to now has been on engaging and recruiting volunteers (council staff and community), for roles linked to our key commissioning projects and Council led events. Work is also ongoing with the VCS and local colleges to build volunteering capacity in the community. www.nelincs.gov.uk/takepartnel. We have had our first digital volunteer providing digital support to customers who need assistance. The Customer Programme team have completed the delivery of the Customer Access Strategy Action Plan and is preparing a final report for Cabinet.

We held a digital event to raise employee and partner awareness of digital opportunities and innovation. This show and tell demonstrated how digital can support the community to access data and information that they can use to make informed decisions to manage their own lives thus improving community resilience and capacity.

Preparations for a procurement exercise for bereavement services have been taken forward with market and public consultation in March with a view to formal procurement in June 2017. Opportunities for improved interagency working and clearer /accessible information advice and support to people are also being explored.

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We have worked in partnership with Parish Councils, Foresight, Rock Foundation, the Liber Group, Sidney Sussex Community Group, Centre4 and the Portfolio Holder for Safer Communities to design a simplified, flexible and responsive approach to Community Asset transfers.

The Immingham Civic Centre Community hub has been redesigned and relaunched, supported by NELC, and has co-located a number of services and agencies to create a one stop shop. The work with the Town Council, library and NELC staff continues to promote and support customers to carry out transactions for themselves by using online self-service and digital support is being provided to residents.

The issue of bus passes in the community at Centre4 and AgeUK continues to offer immeasurable social value engaging users in additional activities and offering extensive advice and guidance and support.

A successful bid by the council and Engie has enabled us to commence a feasibility study about having a ‘One stop shop’ for transport. The aim is to improve the range of and how residents, visitors and businesses access information and arrange transport within North East Lincolnshire. The funding has enabled us to support the study with a full time secondment to proceed the work. Progress so far in consulting and engaging with the public is extremely positive and there is a great interest in the proposal. 

Work streams are in place to explore the feasibility of apps, video conferencing and other self-care opportunities relating to digital potential around wearables, eg devices that set off alarms should someone fall over, smart meters and supporting ageing well and continuing to live in our own homes for longer. As part of the Health digital drive the Local Digital Roadmap features strongly about self-care opportunities to support the above and this has a direct impact on travel provision and reducing the amount of face to face contact with all agencies. This impact will continue to reduce our carbon footprint and support sustainable communities.

The council’s website has been redesigned reflecting a more efficient, customer focused, accessible and responsive approach. This has included the launch of the customer portal in March 2017 enabling customers to apply for, report and track their enquiries and jobs logged

Members approved the creation of a Sustainable Communities fund designed to support our strategic priority of “Stronger Communities” by offering capacity to elected members and community groups to deliver transformational change within our Place. The fund will come into effect from May 2017.

4 We are proud of where we live and work.

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We have encouraged and facilitated the In Bloom teams to take on additional tasks in a volunteer capacity, to enable our green spaces team to focus on more technical tasks and to continue to water In Bloom We supported VESR, the Visitor Economy, Services and Retail Group, by entering Sea View Street into the Great British High Street competition. Sea View Street was a finalist in the Coastal Community Category, and won special recognition for the digital work it had done. Throughout the season, there were a number of high profile events held throughout the borough attracting hundreds of thousands of visitors and residents to take part. These include: the first Great Grimsby 10K, the Armed Forces Day National Event, regular sporting events, events at Meridian Park. The brands of DiscoverNEL and Visit Cleethorpes are designed to build public awareness of North East Lincolnshire and promote activities within it. The NELC web and social media is also growing, with an increase in visitor numbers month on month. In 2016/17 the Council grew its social media presence with over 5200 facebook likes, 930 instagram followers and over 8800 twitter followers.

What impact have our actions had?

1 Our community generates less carbon and benefits from energy efficiency The Council is now paying less for its gas and electricity and using more electricity generated from renewables (solar). Operational teams are driving electric vehicles , saving on running costs, producing less pollution and improving health. Street Lighting is now less polluting, more reliable and costs less to operate. NEL is becoming the focus of increasing interest from national stakeholders and investors. Changes in our Customer Access Points and improved our online offer have reduced face to face contact by 60% meaning that customers do not need to travel therefore reducing carbon footprint. We launched a new scheme in June 2016 to help residents reduce home energy use and undertake free or discounted has safety checks. The scheme concludes in June 2017 but an application for further external funding is to be submitted to extend the scheme. 2 We have a good quality built and natural environment that is well maintained In 2011/12, prior to the introduction of weekly collections of waste and recycling, recycling performance was at 33.5% including 16.17% dry recycling. The increase in frequency of dry recycling collection did not achieve improved recycling performance which remains around 17%. The loss of grant in December 2016 introduced a budget pressure which was off-set by the reduced frequency of collection as it will save more than £500K per year in the future.

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The impact of the changes on performance have been minimised and recycling rates were maintained at about 30% in 2016/17, a drop of 1% compared with the year before due to level of promotion work. The level of plastic contamination (black plastic, yogurt cartons etc) has halved which means that the quality and value of collected plastic bottles has increased per tonne. Many boxes were provided free of charge which has meant that more of our community has access to the recycling service. The change in collection frequency has reduced the carbon footprint of the kerbside recycling collection service as it has reduced the number of vehicle numbers and journeys. The increased charge for Garden Waste has improved the quality and productivity of the garden waste service and is on target to provide the service to similar numbers of customers to last year. The new charge will reduce the level of subsidy (£400K) by a further £134K, We consulted with staff on new structures in street cleansing and grounds and began implementation of the new structure in April 2017. The consultation ensured that the workforce were engaged and the changes took into account their views on how work should be done in the future. An operational working group had a big impact on the improvement in the design of the new street cleansing rounds. 3 We have confident and supportive communities where people are able and want to get involved. The new model of service delivery in customer services and local taxation and benefits since June 2016 has reduced the number of visits made to the council. This means we have more time to support digital learning through self-service which in turn enables people to do it for themselves next time without visiting the office. This saves them time and reduces the need to travel and has a direct positive effect on our carbon footprint. The added capacity in the service from the activities above also mean that we have more time to support the vulnerable or those with more complex cases ensure that we support stronger communities.

The Immingham Town hub is an excellent example of partnership working to improve community capacity and the capability of the Town Council staff to support customers to do things for themselves. Working together to create customer journeys has reduced duplication across services. There is a consistent message across the partnership that digital is the preferred channel and this has reduced face to face contact to NEL services. Referrals and signposting are clear therefore more quickly meeting customer needs, eg implementation and expansion of Universal Credit We have completed eight community asset transfers either through a lease, tenancy at will or memorandum of understanding, one being subject to Charities Commission approval. We are continuing to work with a further twelve Community groups who have expressed an interest to take

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on the ownership and management of Assets. The delegation of functions to Parish councils offers direct improvements to communities, an example is where neighbourhood services cannot continue with the same grass cutting regime due to budget reductions, Parish councils will be able to improve on the regime through community management. In other cases buildings that were falling in to disrepair e.g. pavilions, are being transformed into thriving community hubs offering a wide range of services to local residents. The Smarter Neighbourhoods Project is encouraging communities to keep their local environment tidy by reducing incidence of environmental anti-social behaviour such as littering, fly-tipping and dog fouling under three key themes of work;

Smarter service delivery, targeting areas of need Changing behaviour through smarter communications and

intervention to prevent unacceptable behaviour Robust enforcement to further support changes in behaviour

A new enforcement policy and new enforcement tool in the form of a Community Protection Notice (CPN) provides the Council with a more robust and flexible approach to enforcement. The CPN is flexible and can address all forms of anti-social behaviour which affects the quality of life for residents or a community. The Council now has authority to issue CPNs where behaviour of individuals or businesses is having a detrimental effect on the quality of life of those in the locality, is persistent or continuing in nature and is unreasonable. Community Pride responded to and resolved approximately 4000 service requests, dealing with issues such as, statutory nuisance, animal welfare, abandoned vehicles and welfare funerals. The team also worked with Community Payback to clear 140 alleyways removing 89 tonnes of waste and so have improved the local environment in these areas. Trading standards were successful with 11 Court prosecutions, which resulted in fines and costs awarded of over £13,000, seizing over 180,000 cigarettes and 380kg of illegal tobacco and from our streets. This helps to improve health of our community as it combats smoking by reducing access to cheap tobacco. In January, a Community Cohesion event was held at Grimsby Town Hall which attracted over 120 people from different faiths and backgrounds. The partnership approach raised awareness of the diverse range of positive activity taking place across the borough. Food & Port Health conducted 881 rated food hygiene inspections and examined 1700 consignments via the Ports Border Inspection Post. This robust inspection regime ensures that both Food Imports and Food Hygiene standards are in place. This in turn provides assurance that food

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entering the UK via our port and food being processed or served in our restaurants is safe. The Licensing Team have continued to play an active role in managing the Night time Economy which has included joint Operations with Humberside Police and have also successfully prosecuted a bogus taxi driver who was fined £500 and so ensured the safety of taxi users. This ensures that our community are safe and can feel safe when using a licenced taxi and when out in the evening. We have undertaken engagement events focussed on our vision for energy and future skills requirement, and held 3 stakeholder consultation events in relation to the potential for district heating schemes in North East Lincolnshire. As well as amassing a database of nearly 200 volunteers, our new voluntary sector identity, TakePartNEL has participated in over 1500hrs of volunteering activity since its launch in July 2016. These community focussed volunteers have supported and engaged in varying events from National Armed Forces Day, The Urban Art Festival and the Poppy Run to projects and roles such as Archiving Volunteers (CHLST), Energy Champions (Engie) and the first ever Digital Volunteer within our own Customer Access Point (NELC).

4 We are proud of where we live and work.

We have made efficiencies in relation to grounds maintenance without compromising the excellent reputation that the area has achieved through the ‘In Bloom’ competition and have recognised the contribution made by the In Bloom groups to the local amenity of towns and the resort.

Through the Great British High Street competition, there was significant promotion of the Sea View Street campaign through media and online. Community support grew and footfall was reported from the Traders’ Association to have significantly increased during the three months of the campaign. As a result of key events, Cleethorpes’ profile has been raised in central government and the public consciousness. As a result of successful events in 2016/17, the borough has been approached to host new events in 2017 by external providers. Local business leaders have also raised the profile of the area through increased investment and promoting initiatives such as WorldHost - excellent customer service not only for regular customers but visitors from outside the area.

The investment in the Pier has led to the fantastic refurbishment of this iconic facility (Pier of the Year for 2016). It has re-established itself in the heart of Cleethorpes, from a cultural, heritage and tourism perspective.

What can you We will continue to facilitate the transfer of assets from the Council to

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expect to see happen in 2017/18

community groups when it is appropriate to do so by the promotion of opportunities and a revised approach to the process. Asset transfer allows local people more say in managing facilities and enables them to tailor use to their specific needs.

We want to hear what people have to say on the big issues that are affecting them.

We will be running a number of consultations including: our future housing strategy; community safety matters and our contaminated land strategy.

We will continue to consult and engage the community and stakeholders on our low carbon vision for North East Lincolnshire and translate it into a delivery plan. This will help us target our efforts on the most effective steps we need to take to reduce emissions, reduce the cost of energy and provide a more secure and stable supply in the future.

We will be hosting a national renewable energy conference supported by government departments and other agencies.

We are beginning work with our key partners via the Strategic Advisory Board to refresh our Digital Strategy across the borough to meet our vision - ‘A great place to live, work and do business. Enabled by modern technology and digital ways of working’.

In all the work that we are planning we will be looking for opportunities use digital methods to communicate and involve people, so that there are wider opportunities for information sharing and participation.

There will be a considerable expansion of the Council’s customer portal where residents, businesses and members can report, apply for and pay for services on line and track the enquiries through their account.

We are reviewing our provision of service via the Tourist Information Centre and have a clear vision of how we can capitalise on digital solutions to improve the offer and better market the place. We have invested in two electric bicycles to enable staff to get out where the visitors are and engage with them and better market the place using mobile devices. Promoting our place is not just about the visitor economy however and we need to utilise the opportunity in the TIC to promote the energy estuary opportunities to invest and to live here and plan to theme this in our large display presentation

We are expanding the number of venues for bus pass provision to include a Grimsby town centre location. This will extend the additional social value from the community where, staff are more skilled and experienced in understanding vulnerable client needs.

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We will be developing our Playing Pitch Strategy. This is an extensive assessment off the quality, quantity and accessibility of all of the Playing pitches within the borough, including those not operated by the council. This will provide the council with a projected assessment of the availability of pitches in 5, 10 and 15 years.

We are continuing to develop our Sports Facility Strategy. This is an assessment of the indoor sports provision within the borough such as sports hall, fitness suites and swimming pools including those operated by partner organisations such as Academies and Higher Education and Private Clubs. This will provide the council with an understanding of the projected demand of these services over the next 5, 10 and 15 years.

A successful bid to the Cabinet Office One Public Estate fund has allowed the council to commence developing a feasibility study to look at how the council operates some of the cultural facilities and assets in the Grimsby town centre, such as Grimsby Town Hall, Time Trap and Archives Office, Grimsby Library, Fishing Heritage Centre, Ross Tiger and The Collection

We will look to develop and build upon the success of our work and identity in the voluntary sector by growing our TakePartNEL database which will allow us to support further community events, services and projects moving forward. We are endeavouring to develop a new additional identity within our volunteering database in collaboration with our 3 local colleges to create a sustainable avenue into volunteering for students as we look at a proactive way to engage as well as addressing our skills gaps locally. TakePartNEL is also working closely with HEPS to create a new role with volunteers around ‘Community Response’ in times of emergency. Volunteering is increasingly becoming effective conduit as we look to engage in a more proactive and collaborative way with our community.

Work is under way to review and improve enforcement capability, in particular in regard to environmental crime. The goal is to understand the differences in the various approaches and to build on excellence which already exists. A new approach will be developed which is capable of collecting intelligence and data on what, where and when unacceptable behaviour happens so that an organised and planned response can be delivered which effectively addresses behaviour change. The right people will be employed with the right skills at the times when they are needed. The impact of reductions in resource will be understood so that this can be mitigated and the available resources will focus in priorities and where intervention can make the biggest difference.

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Underpinning programmes

1. Energy 2. Culture, Heritage, Leisure, Sport and Tourism 3. Digital & Customer Strategy Transformation 4. Smarter Neighbourhoods 5. Voluntary and community sector development/ capacity building 6. Community Ownership and Transfer of Assets

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Progress Report - All people in NEL fulfil their potential through skills and learning

Population Primary Population 1 – Children aged 0 to 19 Primary Population 2 – Adults wanting to continue their learning / development

Key focus areas

1 Children are ready for school and ready to learn 2 Our learning provision is of high quality across all providers 3 People of all ages have high aspirations and fulfil their potential to gain work

Story behind the baseline

North East Lincolnshire has a number of key industry sectors which offer opportunities for economic growth and increased employment and development. These include Ports and logistics, chemicals, food processing, renewable energy and visitor economy, services and retail, construction and health and social care.

In order for more local people to access and take advantage of these economic opportunities, a focus on skills development is crucial. Some progress has been made in this area, e.g. Job Seekers Allowance claimants are currently at an all-time low. Support for local young people who are not in education, employment or training (NEET), with North East Lincolnshire having the lowest number of ‘not known’ NEET young people regionally, meaning that more young people are receiving regular support.

There remains a number of challenges locally as some people do not have the skills they need to overcome adversity and deal with the challenges they face in order to thrive in North East Lincolnshire, which include for example relatively high levels of claimants related to long term sickness and disability, levels of low paid work and the level of skills / qualifications in the adult population which have historically been lower than the national average. This has a knock on impact in terms of work readiness, unemployment and the ability to attract new business to the area.

The Post 16 Area Based Review, will see some changes in determining the most efficient delivery model for post 16 education delivered in sixth form and Further Education colleges. This affords an opportunity to consider the skills requirements of our place (demand) and to align our provision (supply).

What have we been doing in the last six months?

Fixed term contract in place meaning a renewed drive for the local authority in relation to the skills and education agenda. This is two part-time posts, one for Skills and one for Education.

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Skills Action Plan in draft linked to the current Economic Strategy

Appointment made to the Careers and Enterprise Coordinator covering North and North East Lincolnshire. This post is specifically tasked with bridging the gap between education and employment including linking local secondary academies with Enterprise Adviser’s from local employers.

Working with colleges, employers, academies and training providers in planning for the forthcoming Skills Fair to be held 6th July 2017 at Grimsby Auditorium.

Springboard A initiative supported over 400 unemployed 18-24 year olds resulting in 150 moving into a positive destination of either work, training or further education. To support the continuing delivery of Springboard B in NEL a Springboard micro-site has been developed and added to the Lincs2 portal.

JCP Adviser appointed to work with Secondary Academies in the area.

Both Franklin College and Grimsby Institute have achieved the Humber Gold Standard kitemark for Careers Education, Information, Advice and Guidance.

93% of the current Year 11 cohort have applied for their post-16 choices, using the Lincs2 online application process, for September 2017 entry. (Approx 1600 students) This compares with 90% the previous year, and is significantly higher than the Yorkshire/Humber average which is closer to 60%. All the mainstream secondary institutions in NEL utilise this application process.

Through the use of external funding we have developed and delivered projects that support groups of jobseekers in finding sustainable employment. One of these projects offered LGV driver training to selected jobseekers to help them access a new career path and helped address skills shortages in this sector. The other project sourced 3 month local internship opportunities and then matched these to suitable unemployed graduates as well as supporting the employer with some of the initial financial costs.

Paid internships to graduates.

Concluded a wide-ranging review of our own Community Learning Services so that it is fit for purpose, value for money and best meets the needs of the community, soon to be relocated to 146 Freeman Street from the two premises the service currently occupies at Thrunscoe and Freeman Street Resource Centre.

Concluded the Greater Lincolnshire Area Based review resulting in the following:

Franklin Sixth from College and John Leggott Sixth Form

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College to establish a formal federated structure with Wyke Sixth Form College and Wilberforce Sixth Form College.

Grimsby Institute to retain its position as the leading general further education college for Grimsby and Scarborough. The college will enter a federation with Lincoln College with a focus on apprenticeships, international education and training, higher education and skills, and higher level LEP priorities.

Significantly realigned provision and support for NEET young people, working at an earlier stage, with Academies to identify young people at risk of becoming NEET. We now have the lowest number of NEET ‘not known’

NEET Strategy Group currently auditing post 16 provision in order to better align the provision to the needs of the current unemployed cohort.

Hosted two ‘Just the Job’ careers and recruitment fairs (for 16yrs +). The events offered job seekers the opportunity to learn about current job vacancies and future opportunities as well as attend careers talks delivered by industry experts. They were held in March and August 2016, delivered in partnership with Job Centre Plus.

On-going delivery of statutory Careers Education Information Advice and Guidance from Careers Advisers from the Local Authority, who are qualified to level 6. This is delivered in all secondary academies, including Pupil Referral Units, to those young people in years 9-11, deemed as vulnerable (as defined in the Education Act 2011). In addition to supporting vulnerable students, 3 of our local secondary academies receive an additional CEIAG service, which is bought in as part of a package. These packages are delivered to year 11 students and are bespoke to the needs of the individual academies. This supports the achievement of the September Guarantee and also promotes the prevention of school leavers from becoming NEET.

What progress has been made / what impact have our actions had?

By working in partnership with JCP, both our organisations have been able to best utilise skills, for example NELC managing the social media promotion and resources to the jobs Fairs. By pooling resources we have been able to hire a larger venue, attracted more employers to attend the event and increased the number of jobseekers who attended.

The 2015/17 LGV Driver training programme, which is now drawing to a close, has seen 79 previously unemployed candidates gain employment in this sector.

The 2016/17 graduate internship programme resulted in 86% of the graduates placed with an employer being offered a permanent job following their internship. The 2015/16 project placed 75% and 2014/15

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placed 89%

From September 2016 to date, 1062 learners have enrolled on courses (both accredited and non-accredited) with CLS 963 of these have achieved their course aims. 90% achievement rate. 92.1% retention From the 1062 learners 421 were enrolled on accredited learning. 397 of which have completed and achieved. 94.3% achievement, 95.5% retention. 352 of the 1062 have progressed within the service. This is made of non-accredited to accredited and entry 1 to Level 1, level 1 to level 2. 233 learners have completed maths or English, 217 of which achieved. 93.1% achievement, 94.8% retention. Destination of learners who have left to date. 7.1% gone on to employment 13.61 % are looking for work 54.73% have gone on to further education (full or part time) 15.09% of learner details currently not known.

What can you expect to see happen in the next six months and why?

The Careers and Enterprise Company and the Humber LEP are proposing to hold a schools conference on 30th June 2017, this will have a particular emphasis on the skills agenda, Deputy Director Ofsted to speak.

Humber Apprenticeship Support Service re-established

Phase 2 of the 0-19 programme with specific focus on ‘Skills and Education’.

National NEET prospectus developments to be hosted on the Lincs2 portal. Development of user-friendly local LMI in conjunction with the NEL Data Observatory, these will be along the lines of the Humber ones that currently exist on the Bridging the Gap portal. Development of a Community Learning Strategy

Finalise Skills Action Plan and agree Governance moving forward and establishment of specific task and finish groups.

Secure external funding to ensure more unemployed jobseekers accessing a new occupation as a result of being able to continue the delivery of the LGV driver training programme.

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