1. Collaboration and Localism Sara Blake Head of Localities and Communities

2. Impact & Outcomes for Suffolk Integrated place based teams Level of Individual support needs & public sector cost LOW Organised Support: Low level public sector support Integrated specialist support Individual and Community (not funded by public money) Funded VCS Expert help is available for those in need to avoid falling in to crisis Ongoing support to those most in need No wrong door. Can navigate across services to get information/help needed to live as independently as possible HIGH People & communities self supporting without accessing public sector What it will look like “Service Desk” Multi-skilled Case Worker Service: Family and Individual

3. Implementing Integrated Suffolk SPSL Political Leadership Team for Suffolk Public Sector Chief Officers – Management Team for Suffolk System Working Officer Group Localism Medium Term Financial Planning Health, Social Care & Safety Intelligence, Insight & Digital Growth Organisational & pan organisational development & learning Different model of delivery on the ground

4. Why Localism? Keep need out of the system collectively Prevention and ‘Early Help’ To inform and be influenced by Growth, Housing and Infrastructure Integrated response to need – joined up services which allow for local variation to meet individual /community need Need to respond to local needs/ issues Purpose Strong, resilient, sustainable communities is core to the purpose of public services

5. Localism Strong, highly networked communities who play a part in shaping their local area and ensuring those who need it have the early help they require.

6. EARLY INTERVENTION and PREVENTION The system is missing opportunities to facilitate early support and reduce need entering the system First Contact – Frontline officers acting as Employees of the Suffolk System Individuals/Families are supported to get early help, wherever possible facilitated by local VCS, reducing need entering the system Early Help Pathways which capitalise on support of the local VCS Shift to early intervention /prevention activity based on evidence base funded sustainably through tracking impact and sharing savings INTEGRATED APPROACH TO WORKING WITH COMMUNITIES Dozens of transformation programmes across the Suffolk system all aiming to engage the community as part of the solution – lack of co-ordination is confusing, overwhelming and will switch communities off Community Development resource integrated in practice to facilitate response to Early Intervention requests and pro actively engage and involve the community on behalf of the system Integrated approach to place shaping – whole system approach to agreeing and understanding priorities and delivering activity with the community An evidence led approach to agreeing priorities of place, working with the community as part of a whole system approach to reduce need in the locality, promote sustainable growth and infrastructure CURRENT CONDITIONS FUTURE STATE TCA Sponsored Activity VCS COMMISSIONING VCS Infrastructure is commissioned by the public sector independently and with inconsistency and it spends more time looking at the public sector than the VCS System wide approach to understand what we need from VCS infrastructure and commission together VCS Infrastructure comes together to identify strengths and agree who is best placed to deliver VCS Infrastructure organisations will have a clear purpose and will have the capacity to deliver the support needed to strengthen the local VCS and support delivery of both strategic and local priorities. USE OF DIGITAL AND TECH. Individuals and Families find it difficult to access the support they need, often relying on someone to help them navigate the system. It is not easy for people to support local charities. Use of digital technology to make information and ‘self help’ available in easily accessible formats and in real time The system requires less officers to support individuals and families to seek the help they need as they are accessing the support independently. Digital platforms make it easy for individuals to donate funding or give time to support local charities/projects. Create digital platforms to facilitate local giving

7. Define the issue Developing an understanding about what we need to achieve in a place – what are the outcomes we are seeking? Discovery What is working well? What are the assets and resources? Gather information – what does the data, service intelligence and customer insight tell us? Dream How do we build on what is working well (assets)? What improvements do we need to seek? What are our priorities? Re-Design How will we achieve the vision? How can we use our collective resources for effectively, efficiently and sustainably? Destiny How will we implement? How will the benefits be shared? Need to track impact, review and reflect. Integrated approach to working with communities Collating and refining the outcomes from all the transformation programmes Use outcomes to inform Hot Spot work to identify priority locations Agreeing a model to measure impact of new interventions/approaches and how benefits will be shared Pooled community development capacity to support engagement on behalf of the system Working with the Early Help/MASH review to create pathways to local VCS for those who need early, early help Agree shared outcomes for VCS infrastructure and streamline commissioning Look at how we can make best use of the funding for communities taking a system wide approach Develop a whole place approach to community engagement Create whole place profiles to inform local outcomes and identify priorities Ensuring ‘social value’ outcomes are recognised within commissioning of services so that providers are engaged Mapping of resources in the locality across the public, private and voluntary and community sector Outcome focussed approach to developing and delivering a Volunteering Strategy