Children’s Commissioning Strategy refresh 2022

We want North Lincolnshire to be the #bestplace to live, work, visit and invest and we want the people of North Lincolnshire to be safe, well, prosperous and connected.

We are proud to acknowledge and celebrate the strength of partnership working and to continue to build on success. Set in the context of the Health and Social Care Integration – Community First Strategy 2023, we launched our inaugural Children’s Commissioning Strategy 2020/24 in September 2020, which clarified our integrated One Family Approach and our shine a light and line of sight areas of focus in relation to health, social care and education for children, young people and families. Two years on, children, young people, families and communities remain at the heart of what we do and mid point in our strategy, we have taken stock against our shine a light areas of focus to ascertain our progress in improving outcomes. A summary of progress, impact and outcomes is contained in the ‘2022 mid term review section.

We continue to move forward and to be ambitious for the future and for our children and young people. We have high expectations of ourselves as partners, working with children, families and communities, to improve outcomes across the place and neighbourhoods of North Lincolnshire.

This refresh further articulates our ambition for children to be in their family, in their school and in their community and as we build on and continue to develop our partnership actions, we will take account of local needs and populations, national and local policy drivers and our transformation agenda. We are in a strong position to further build on the collective strengths of our people and place to innovate and change through integration and system redesign. Led through our Integrated Children’s Trust (ICT), we are continuing our focus on working together with schools as the primary partner, wider partners and the community through an integrated system that works for all children, young people and families, that meets need at the lowest level and enables sustainable change within families via the fewest best interventions.

As partners continue to take a One Family Approach across North Lincolnshire, we want children, young people and families to build upon their strengths and their resilience to find or be enabled to find solutions when things are not going so well through an integrated children and families offer. We enable them to access available information, advice, guidance to maximise their potential and enhance their life chances.  We want all children and families to have a sense of belonging, equality of opportunity and equality of outcomes and through our integrated working, we will continue to address inequalities and enable those more in need to achieve positive outcomes. Where there are significant concerns, we want children, young people and families to be able to access swift, creative and flexible family help so they can remain independent. We will continue to protect children and young people with an aim to build resilience and help them live within their family, attend their school and be a part of their community.

We want children, young people and families to be supported by a workforce that has an agile mindset to best contribute to our children and families offer. We will continue to develop a children and families workforce that is resilient, confident, competent and with authorisation to do what they think is the right thing to do without escalating children and families unnecessarily through a range of organisational systems and referral processes when the day to day contact with trusted professionals can make the difference. We listen to families, work to build upon the child and family’s strengths, help them find solutions and only when necessary consult with others to seek assurance, check they’re doing the right thing and continue to support the child and family. We will continue to create equality of opportunities by acknowledging inequalities and removing barriers and we will prioritise help and support to our most vulnerable children and young people so they have fair and equitable opportunities to be the best they can be, irrespective of their background and circumstances. We will enhance, build and further develop an integrated workforce, one that works with the whole family and where we reduce unnecessary duplication of professionals involved with a child and family.

Underpinned by our values of equality of opportunity, excellence, self-responsibility and integrity, this strategy signals a continuing intent to work together and integrate our children and families offer and our commissioning functions where these improve outcomes for children and families; to prioritise those who have additional need; and to reduce inequalities and improve outcomes for all children and families, taking account of ethnicity, race and religion and those with certain specific additional vulnerabilities.

The refreshed scope of this strategy:

• enables agencies and organisations across the partnership to build on a shared understanding of our local ambition for our children, young people and families, and how this can be delivered through an integrated offer for children and families
  clarifies our key enablers and shine a light areas of focus for partnership action, which are based upon national and local guidance, data and intelligence and the views of children, young people and their families, through our Children’s Challenge 2020/24, as well as from practice wisdom and best practice; and it adds value and supports individual agencies statutory functions
• is set in the context of the Helping Children and Families in North Lincolnshire 2020/24 document, which sets out how local provision helps and supports children, young people and families to participate, find help online and in their neighbourhoods and communities, to be resilient and stay independent; and that they are safeguarded and protected when necessary.

As an executive function of the North Lincolnshire Place Partnership (Sub Committee of the Humber Coast and Vale Integrated Care Board), the ICT will oversee the development and implementation of this strategy, and will provide a conduit between the Integrated Adults Partnership, the North Lincolnshire Population Health Management and Prevention Collaborative and other key boards and partnerships, to represent the interests of children, young people and families, including the transition between children and adults for 16 to 24 year olds including those impacted by recent circumstances.

Ambition:

• Through our One Family Approach, we will work together with schools as the primary partner, wider partners and the community to build on and further strengthen an integrated system that works for all children, young people and families, where children can be in their families, in their schools and in their communities.

We do this by:

• Meeting need at the lowest level
• Prioritising the vulnerable
• Addressing inequalities to enable equality of opportunity and equality of outcomes
• Promoting independence, maximising opportunities and enabling self responsibility
• Managing and mitigating risk
• Ensuring the best children and families offer in the best place.

Policy intents:

• Focus on place based and neighbourhoods model
• Enabling sustainable change
• Whole family working
• Fewest best interventions
• One Council One Family One Place.

Shared values:

• Equality of opportunity, excellence, integrity and self responsibility

Drivers:

• National and local policy drivers
• Organisational model
• Practice model
• Helping Children and Families in North Lincolnshire document.

Outcomes:

Safe, Well, Prosperous and Connected.

Universal (self-help and enablement)

Within the right conditions, via the integrated children families offer, and through taking self-responsibility, children, young people and families;

• actively participate in under supported by their schools and communities;
• access available information, amenities, settings and support that are accessible to all to help themselves to raise awareness, develop skills and resilience and enable behaviour changes that will contribute to them being safe, well, prosperous and connected, without the need for interventions;
• actively engaged with proactive, preventative, health promotion activity and receive the benefits of early intervention and support to maximise their health, well-being and resilience, as well as improving health outcomes and reducing inequalities.

Within specific populations, schools, neighbourhoods communities, family community hubs and area wide.

Targeted (Focused and preventative)

Children, young people and families are entitled to equality of opportunity and equality of outcome and through the integrated children and families offer, children, young people and families are helped, supported and empowered to enable behaviour changes that will build resilience, enable self-help and contribute to them being safe, well, prosperous and connected, preventing the need for more specialist help.

Within specific populations, schools, neighbourhoods, communities, family community hubs and area wide for those who seek out and/or are identified as requiring additional help via consultation/formulation.

Within specific populations through targeted, intensive home visiting and evidence based interventions.

Specialist (Protection)

Where there are serious concerns, through early, swift, creative, flexible and responsive integrated children families offer, children, young people and families are helped, supported and empowered to protect themselves and enabled behaviour changes around the whole family that will contribute to reducing harm, enabling the family to remain together and independent in their community, leading to them being safe, well, prosperous and connected.

Within specific populations, schools, neighbourhoods, communities, family and community hubs and area wide for those who are identified as requiring help to protect themselves and/ or others from harm.

Within specific populations through targeted, intensive home visiting and evidence based interventions.
enablers: workforce development, stakeholder voice an engagement, outcomes framework and data maturity.

Our One Family Approach is underpinned by four values which drive and unite our practice, behaviour, and decisions:

• Equality of opportunity – where all children, young people and families, regardless of need, community, or diversity, have equal access to the same opportunities to achieve their potential and positive outcomes. To achieve this involves working anti-oppressively to challenge disadvantage and adversity
• Excellence – where we have high aspirations for children, young people and families and high expectations of each other across the workforce, and support and challenge together as we strive for best practice and best outcomes
• Integrity – where we are respectful, honest and accountable in our actions, where behaviours build trust and effective relationships, and we uphold the highest standards including the creative use of resources across the partnership to achieve shared outcomes for children, young people and families
• Self responsibility – where confident and autonomous professionals enable and empower others to have choice and control over their lives, to make decisions, have a voice, and to live independently from interventions, in their families and communities.

Being strengths-based and solution-focused is how we seek to achieve enabling sustainable change that improves the wellbeing of children and young people.

A strengths-based and solution-focused approach encourages positive worker-family relationships, and positive restorative conversations that helps people build confidence for the future based upon ‘what is working well’.

Taking a solution-focused mind-set into our work with children, young people and families reflects our beliefs in North Lincolnshire that the answers to challenges and problems are found within families, neighbourhoods and communities. Effective help and protection is founded upon people being inspired and enabled to resolve and overcome their difficulties, and be more resilient into the future.

Being strengths-based and solution-focused does not mean discounting or minimising risk, it calls for risk to be assessed and responded to in a proportionate and sensible way, so that action aims to increase safety rather than reduce professional anxiety.

Being relational reflects the value we give to family and to community, to identity and to attachment, to teamwork and to love. Building, maintaining, and strengthening relationships improves the wellbeing of children and young people.

A relational approach to our work means we take the time to listen, take the time to build rapport, and provide help through trusted relationships. We seek to understand children’s and adult’s needs and behaviours in the context of their system and experiences (their relationships with family, friends, and their community), adopting a trauma informed mindset.

Working relationally means that we recognise help is often best delivered through the trusted professional. We try to reduce unnecessary referrals to other agencies, and when other skill-sets are needed, these agencies may take a more consultative role, supporting the lead professional and network. We use formulation to help get our analysis right and make sure that help improves outcomes.

Being relational and restorative sees a high priority given to partnership and co-production, allowing families to lead their own plans. When needed, the professional response must be swift and effective, with families supported to change in the child’s timescales.

Our ambition is for North Lincolnshire to be the best place for all our residents to be safe, well, prosperous and connected: experiencing better health and well-being.

• enjoy good health and well-being at any age and for their lifetime
• live fulfilled lives in secure place they can call home
• have equality of opportunity to improve their health and play an active part in their community and enjoy purpose within their lives.

Our transformation approach empowers and facilitates individuals of all ages including children and young people to participate in their own communities, putting people and communities at the heart of health and care.
People will have personalised care, be enabled to self-care and have control over their lives.
People will get the best care closest to home. We will use our collective resources to improve outcomes for people and be informed by the voices of our diverse communities. We will use our places assets and resources to strengthen prevention in community support, reducing the need for higher levels of care which is safe, effective and high quality in the right place at the right time.

We will use the North Lincs £1 pound wisely and with integrity. we will ensure participation and prevention threads through all that we do.

We will foster a culture of one team, enabling our workforce to achieve great outcomes for people and support the workforce to be well. We will ensure we have the most effective systems enablers of change.

The ICS and Place Partnership will invest locally to deliver the strategic intent ensuring the community health and care system is the right size for the population, is organised to meet levels of need and inequalities; focuses on prevention at every level and opportunity; and is high quality. The partnership will utilise digitally enables care to support the individual and integration of the workforce. We will prioritise those most in need. We will enable partners to manage risk effectively, to work together to promote positive risk taking to improve the outcomes we aspire to.

• mental health and well-being will thread through all that we do across all age
• asset based community development will identify and work with the strengths of communities to level up North Lincolnshire
• innovation will be supported including digital tools that enable individuals to maximise their health and well-being
• the health inequalities gap will reduce across our wards access to health and care will take account of rural challenges
• healthy life expectancy will improve for our population people with long term conditions such as lung and heart disease, will improve experience proportionately good health
• there will be a single word for strategy covering leadership and management, recruitment and retention, reward and recognition, career pathways, and talent development
• the integrated practise model will be person centred.

1. All age mental health and wellbeing
2. Asset based community development
3. Innovation including digital tools to help maximise health and wellbeing
4. Reducing health inequalities
5. Access to health and care will take account of rural challenges
6. Healthy life expectancy will improve for our population
7. Person centred integrated practice model
8. Single Workforce Strategy
9. People with long term conditions will experience proportionately good health.

• Integrate with schools as the primary partner, wider partners and the community to meet need at the earliest point, enabling sustainable change within families.

1. Emotional wellbeing and mental health
2. Best start in life
3. Adolescents and youth offer
4. Outcomes for children and young people with vulnerabilities.

1. Emotional wellbeing and mental health

   • As part of the integrated children and families offer, through ‘With Me In Mind’ Mental Health Support Teams children and young people to have access to emotional wellbeing and mental health support in all schools and settings
   • Children and young people to have timely access to CAMHS and associated wrap around help and support to support their emotional wellbeing and mental health needs
   • Children and young people have timely access to therapeutic interventions which meet their needs (including neurodiversity).

2. Best start in life

   • Through the integrated children and families offer, delivered through family and community hubs and with schools as primary partners, children, young people and families with vulnerabilities and those who find it harder to engage will have the best start and be able to reach out, trust the support available to them and build resilience.

3.  Adolescents and youth offer

   • As part of the integrated children and families offer, young people have access to a rich, varied integrated youth offer, which enables them access to activities which will better enable relationships, connections and outcomes, focussed around ‘places to go, things to do and people to talk to’.

4. Outcomes for children and young people with vulnerabilities

• • Children and families to access timely help and protection through multi disciplinary Family Help Teams
  • Children with complex needs, including those in care, and those living in specialist provision to have timely access to an integrated offer of help and support, which will be supported through the implementation of the Complex Care Campus and the Learning Disability Post 16 special school
  • High quality inclusive curricula in all schools that enable all children to achieve good educational outcomes from their starting points
  • Children in care and care leavers to have access to an integrated offer throughout their lives.

Integration priority

1. Integrate with schools as the primary partner, wider partners and the community to meet need at the earliest point, enabling sustainable change within families.

Partnership action

What will we do (Priorities)

Ensure children, young people and families have timely, equal access to an integrated offer across the continuum of need.

How will we do it (Partnership action)

Undertake mapping exercise to understand the scope of the children and families offer and the associated resources / assets
Consider and understand the additionality of the partnerships across schools and our wider neighbourhoods and communities, that will contribute to our local children and families offer.

Lead Partnership

Integrated Children and Families Offer Strategic Steering Group.

Lead officer

Assistant Director Children’s Help and Protection, NLC

Partnership action

What will we do (Priorities)

• As part of the integrated children and families offer, through ‘With Me In Mind’ Mental Health Support Teams children and young people to have access to emotional wellbeing and mental health support in all schools and settings
• Children and young people to have timely access to CAMHS and associated wrap around help and support to support their emotional wellbeing and mental health needs
• Children and young people have timely access to therapeutic interventions which meet their needs (including neurodiversity).

How will we do it (Partnership action)

• Further embed the ‘With Me In Mind’ Mental Health Support Teams model in schools and settings, understand the interfaces with other part of the system, and the impact and outcomes (including for specific vulnerable groups)
• Consider how the ‘With Me In Mind’ offer is available to children and young people not in schools and settings i.e. electively home educated
• Ongoing review of systems, processes and resources to enable children and young people to have timely access to:
  • CAMHS and wrap around support
  • Neurodiversity pathways which meet their needs
• Explore the benefits of adopting a single approach / model in relation to emotional well being and mental health i.e. the Thrive model and roll out as appropriate
• Further scope and develop a multi agency dashboard to report on key performance / activity information in relation to children and young people’s emotional wellbeing and mental health.

Lead Partnership

Emotional Health and Mental Health Partnership

Lead officer

• Interim Director of Nursing and Quality, NLHCP
• Senior Commissioning Manager, NLHCP
• Assistant Director Education, NLC.

Partnership action

What will we do (Priorities)

• Through the integrated children and families offer, delivered through family and community hubs, and with schools as primary partners, children, young people and families with vulnerabilities and those who find it harder to engage will have the best start and be able to reach out, trust the support available to them and build resilience
• Babies, infants and young people to have the best start in life, taking account of the wider determinants of health.

How will we do it (Partnership action)

• Building on work to date, establish what the family and community hubs offer needs to look like in the future, as a key delivery mechanism for the children and families offer
• Ensure family and community hubs are fully integrated and consider how we collectively use our resources across the partnership, including schools, settings and the VCSE
• Embrace and utilise the strengths of our neighbourhoods and communities, and build community leaders and champions to ‘model behaviours’ and contribute to the children and families offer
• Embed health and wellbeing into the One Family Approach by focusing on healthy parenting, healthy weight in children; reducing teenage pregnancy; and improving equity in maternity and child screening and immunisations
• Work collaboratively to enhance children’s communication and language skills (including with parents as partners)
• Improve children’s readiness to start school and enable successful transitions
• Commission and launch an approach to build resilience to help children and young people to develop the knowledge skills and confidence to improve their outcomes.

Lead Partnership

• Integrated Children and Families Offer Strategic Steering Group
• Start for Life Family Hubs Steering Group
• Best Start Lead Officers Group
• Primary Heads Consortium
• Secondary Heads and Principals
• Health and Wellbeing Board.

Lead officer

• Assistant Director Children’s Help and Protection, NLC
• Head of Education Standards and Early Years, NLC
• Head of Family Help and Intervention, NLC
• Public Health Consultant NLC

Partnership action

What will we do (Priorities)

• As part of the integrated children and families offer, young people have access to a rich, varied integrated youth offer, which enables them access to activities which will better enable relationships, connections and outcomes.

How will we do it (Partnership action)

• Agree the scope of what we want to achieve and establish what the youth offer needs to look like in the future focussing on ‘places to go, things to do and people to talk to’
• Ensure the youth offer is fully integrated and consider how we collectively use our resources across the partnership, including schools, VCSE and businesses
• Ensure preparedness for independent scrutiny activity through the National Youth Agency
• Undertake self assessment to inform the development of a Youth Strategy and delivery plan (to include a youth workforce component)
• Ensure ongoing engagement, leading to co-production, to ensure the youth offer meets the needs of our young people.

Lead Partnership

• Integrated Youth Offer Steering Group
• Youth Activity Partnership
• Primary Heads Consortium
• Secondary Heads and Principals.

Lead officer

• Assistant Director Children’s Standards and Regulation, NLC
• Assistant Director Community Enablement, NLC
• Assistant Director Education, NLC
• Head of Education Standards and Early Years, NLC
• Head of Community Wellbeing, NLC.

Partnership action

What will we do (Priorities)

• Children and families to access timely help and protection through multi disciplinary Family Help Teams leading to reduced numbers of children in need
• Children with complex needs, including those in care, and those living in specialist provision to have timely access to an integrated offer of help and support, which will be supported through the implementation of the Complex Care Campus and the Learning Disability Post 16 special school
• High quality inclusive curricula in all schools that enable all children to achieve good educational outcomes from their starting points, and ensuring more children in mainstream education and fewer in alternative provision
• Care leavers to have access to a timely integrated offer throughout their lives.

How will we do it (Partnership action)

• Take account of (pending) national policy direction and further explore our local response to the development and implementation of multi disciplinary Family Helps Teams
• Finalise the implementation of the Complex Care Campus
• Finalise the implementation of the Learning Disability Post 16 School
• Schools continue to develop high quality inclusive curricula supported through ongoing sector led improvement, assurance and oversight
• Develop performance and profiles pertaining identified vulnerabilities (including but not exhaustive, those who have experienced trauma, SEND support, EHCP, CIC/CL, children in receipt of FSM, young carers, children who speak English as an additional language, children who are electively home educated)
• Ensure equity of access and further strengthen the children and families offer, including the all age care leaver offer, to improve the experiences and outcomes for children and young people with identified vulnerabilities (e.g. in relation to emotional wellbeing and mental health, neurodiversity pathway assessment waiting times, attendance, attainment, suspensions, exclusions, preparation for adulthood, transitions, post 16 progression, public health indicators etc).

Lead Partnership

• SEND Standards Board
• Education Standards Board
• Youth Justice Strategic Partnership Board
• Corporate Parenting Board
• Primary Heads Consortium
• Secondary Heads and Principals.

Lead officer

• Assistant Director Education, NLC
• Assistant Director Children’s Help and Protection, NLC
• Assistant Director Children’s Standards and Regulation, NLC
• Head of Education Standards and Early Years, NLC.

Lead Partnership

• Integrated Children and Families Offer Strategic Steering Group

Implementation timeline 2022/23

• Confirmation of support and commitment through the ICT to build on and further develop our integrated children and families offer

Implementation timeline 2023/24

• Mapping exercise to understand the scope of the children and families offer and the associated resources / assets
• Clarity regarding the additionality of the partnerships across schools and our wider neighbourhoods and communities, that will contribute to our local children and families offer
• Next steps identified and underway
• Formally evaluate plan and develop 2024/28 plan.

Lead Partnership

• Emotional Health and Mental Health Partnership

Implementation timeline 2022/23

• Clarity regarding impact and outcomes of ‘With Me In Mind’ Mental Health Support Teams
• Waiting times for CAMHS and Neurodiversity pathway improved
• Monitor and review ongoing plan

Implementation timeline 2023/24

• Multi agency dashboard scoped and reporting arrangements in place
  Formally evaluate plan and develop 2024/28 plan

Lead Partnership

• Integrated Children and Families Offer Strategic Steering Group

Implementation timeline 2022/23

• Clarity of offer Family and Community Hubs
• Monitor and review ongoing plan

Implementation timeline 2023/24

• Family and Community Hubs offer in place
• Commissioning of the approach to build resilience complete
• Formally evaluate plan and develop 2024/28 plan

Lead Partnership

• Integrated Youth Offer Steering Group

Implementation timeline 2022/23

• Clarity of scope of Youth Offer
• Self Assessment undertaken
• Monitor and review ongoing plan

Implementation timeline 2023/24

• Enhanced Youth Offer place
• Strategy in place
• Preparedness for independent scrutiny (i.e. via peer review)
• Formally evaluate plan and develop 2024/28 plan

Lead Partnership

• SEND Standards Board
• Education Standards Board
• Youth Justice Partnership
• Corporate Parenting Board

Implementation timeline 2022/23

• Initial exploration of Family Help Teams undertaken
• Scope of performance and profiles in place
• Monitor and review ongoing plan

Implementation timeline 2023/24

• Complex Care Campus in use
• Learning Disability Post 16 School opened
• Reporting on performance and profiles
• Clarity regarding role of Family Help Teams in place and pending further scoping
• Formally evaluate plan and develop 2024/28 plan

Enabler: Workforce Development – a One Family Approach Workforce that supports ‘an integrated system that works for all children, young people and families’.

Our shared goal

• A workforce who are enabled to help children and young people to live in their families, in their schools and in their communities

Our values

• Equality of opportunity
• Excellence
• Integrity
• Self responsibility

Outcomes

• Resilient, well and highly motivated
• Enabled and innovative
• Connected and high performing
• Safe to be ourselves

A One Family Approach Workforce who:

• Work together to provide and commission an integrated children and families offer
• Are diverse and can recognise and work with the diverse population of North Lincolnshire
• Are strengths based and solution focused
• Do the right thing at the earliest point to meet need
• Streamline processes, reduce and overcome barriers and avoid duplication
• Address issues in inequality and demonstrates anti oppressive and anti racist practice
• Are resilient and confident
• Are skilled and competent
• Are supported and receive appropriate supervision
• Work to ‘level up’ children’s life chances and prioritise our offer to our most vulnerable children and young people

Workforce Engagement Strategy

Will be achieved by:

• Being agile in thinking and working practices
• Enabling flexible, agile leadership at all levels
• Involving the workforce at all levels in decision making
• Behaving true to our values – valuing each other.

Partnership action

• Scope and refresh our partnership workforce offer (education, training, language, culture) so that staff across the integrated children and families workforce have the skills and knowledge to be able to provide help and support at the earliest point
• Develop opportunity for ‘nudge theory’ across the partnership workforce to change behaviours and develop an integrated mindset
• Establish peer group supervision forums to provide opportunities for reflective learning
• Specifically, roll out workforce development programme across the partnership workforce including, but not exhaustive, the Re:Frame formulation approach and trauma informed practice
• Refresh the practice model to align with the workforce development programme and roll out

Lead Partnership

Integrated Children and Families Offer Strategic Steering Group

Lead officer

• Assistant Director Children’s Help and Protection, NLC
• Assistant Director Children’s Standards and Regulation, NLC

Partnership action

• Utilise the Children’s Challenge as a means of seeking assurance regarding partnership action pertaining the identified challenges
• Understand and mitigate barriers to engagement and make use of creative mechanisms for engagement to best meet needs and circumstances and further build engagement opportunities for specific cohorts
• Focus on co-production with those with lived experiences
• Build on and utilise established mechanisms to engage with schools as primary partners to lead change across the integrated children and families offer
• Build on and utilise established mechanisms to engage with the VCSE to contribute to change across the integrated children and families offer
• Share feedback and intelligence with all key stakeholders (close the participation loop)

Lead Partnership

• Children and Young People’s Partnership
• Primary Heads Consortium
• Secondary Heads and Principals
• Volunteer Alliance

Lead officer

• Head of Partnerships, Assurance and Outcomes, NLC
• Head of Education Standards and Early Years, NLC

Partnership action

• Utilise and build on the outcome framework (ensuring interface and read through with outcomes framework(s) associated with key national drivers i.e. Supporting Families Programme and Start for Life Family Hubs
• Consider how we can best utilise data intelligence and insight to identify the right target cohort and insights and evidence to identify the right interventions
• Further develop data / needs assessment at community level to understand root causes
• Understand and articulate what difference we are making (impact and outcomes)

Lead Partnership

• Data Governance and Maturity Group
• Population Health and Prevention Partnership

Lead officer

• Head of Partnerships, Assurance and Outcomes, NLC
• Public Health Consultant, NLC