corporate Plan May 2009

Document Sample
corporate Plan May 2009 Powered By Docstoc
					SEFTON METROPOLITAN BOROUGH COUNCIL




  Summary Corporate Plan 2009 – 2010




                  1
                                      Introduction

The document that follows is Sefton Council’s Summary Corporate Plan. The Plan sets
out eight strategic aims for the next year.

    1.   Creating a learning community
    2.   Jobs & prosperity
    3.   Environmental sustainability
    4.   Health & well-being
    5.   Children & young people
    6.   Creating safe communities
    7.   Creating inclusive communities
    8.   Improving the quality of council services and strengthening local democracy

For this refreshed and updated version of the Plan the aims have been grouped together
under four summary headings;

        Sustainable economic development and enterprise – combining aims 1, 2 and 3
        Health and well-being – aim 4
        Children and young people – aim 5
        Safer and stronger communities – combining aims 6 and 7
        Improving the quality of council services and strengthening local democracy –
         aim 8

The Plan describes how the Council will achieve its overall aims by setting out a number
of strategic objectives. The strategic objectives have come about through discussion
with the Portfolio holders of the Cabinet, consultation with members, partners and by
using information obtained from public consultation such as the Council’s Citizen’s Panel
feedback.

The actions set out in the Plan are carried out by the various departments of the council,
often in conjunction with our partners. They do not portray our full workload, but capture
the key elements of work supporting the overall aims and objectives. More detail can be
found in the Departmental Service Plan documents.

In this version of the Corporate Plan, we have tried to describe more specific,
measurable, achievable, relevant and timetabled actions that will help us achieve our
strategic objectives. In addition, the measures that we will use to assess our progress
are more focused on outcomes for quality of life of local people.

The Council’s progress towards achieving its overall aims will be measured on a regular
basis. The Councils performance management framework sets this out in more detail.




                                            2
                 Sustainable Economic Development and Enterprise

The vision for the borough of Sefton is of a successful, sustainable and outward looking
local economy, in which businesses, employees, jobseekers and learners receive the
help they need to achieve their full economic potential. We want the people of Sefton to
enjoy the highest standard of education, training and lifelong learning so that they can
reach their full potential in life and work. We want our communities to respect, enhance
and value our natural environment, reduce our use of energy and resources and ensure
the state of the environment we leave for our children is better than the one we inherited.

The Sustainable Economic Development and Enterprise Block of the Corporate Plan
sets out how the Council will improve the economic growth and productivity of Sefton,
addressing market failure that prevents sustainable economic development,
regeneration and business growth. The key drivers of the Government’s policy on
economic growth and productivity – employment, enterprise, skills, innovation,
investment and competition – are reflected in this block of objectives.

Creating a Learning Community

The strategic objectives supporting this aim are;
    •    Improve learning opportunities for the 14 - 19 age group
    •    Improve the quality, relevance and coherence of adult learning provided to the
         community, the employer and the individual
    •    Promote Family Learning Programmes which raise standards, expectations and
         aspirations for children and their parents

To achieve these objectives, the Council will promote partnership working with a number
of key partners such as the Connexions service, Education Business Partnership and
the Work Based Learning network. In addition to formal learning opportunities offered by
the Council, we will also try to offer more informal opportunities such as in libraries,
leisure centres, parks and on the coast.

Jobs & Prosperity

The strategic objectives supporting this aim are;
    •    Promote economic development
    •    Reduce economic exclusion by supporting job seekers and encouraging the
         economically inactive to work
    •    Make the Borough a more attractive and vital place to live work and visit
         through strategic projects including leisure and culture

To achieve these objectives, the Council will play an active part in influencing the North
West, City Region and Merseyside policy agendas, including regional funding
allocations, and the future EU Structural Funds programmes. In addition, it will promote
and market the borough as an attractive, fast growing location for visitors and investors
and take part in important strategic programmes
.




                                            3
Environmental Sustainability

The strategic objectives supporting this aim are;
    •    Improve the quality and sustainability of new development throughout Sefton,
         particularly in the neighbourhood renewal priority areas
    •    Safeguard and enhance Sefton’s cultural, heritage and natural environment
    •    Improve waste management and reduce environmental pollution
    •    Develop and deliver a borough-wide all tenure housing strategy

Protecting and enhancing our natural resources, and ensuring community enjoyment of
them forms an integral part of the Council’s plan to achieve environmental sustainability
within the wider context of sustainable economic development and enterprise. This
includes improving local public spaces, protecting local species, helping to tackle climate
change, waste management, and enabling the community to enjoy urban green spaces
and the local countryside through increased access to these areas. In addition, the
Council is tackling low housing demand and regeneration as a partner in one of the nine
housing market renewal pathfinder areas supported by the Government. Market renewal
pathfinders aim over the next 10 to 15 years to revive failing housing markets and
eradicate the problems caused by low demand for housing.

‘Liveability’ or street-scene issues concern people of all ages in all areas. Litter, graffiti,
fly-tipping, abandoned cars, play areas and footpaths are, for the people of Sefton, a key
priority. There is a clear continuum from litter to more serious environmental crime. Dirty
streets and neighbourhoods affect the perception of local community, which can lead to
anti-social behaviour and eventually serious crime. This area of activity within the
Council Plan has, therefore, strong links to the Safer and Stronger Communities block.
This is a priority area for Sefton council within the wider Corporate Plan.




                                              4
Creating a Learning Community

1. Improve learning opportunities for the 14 - 19 age group

Progress and develop the 14-19 Strategy and open a new 6th Form Centre by September 2009


2. Improve the quality, relevance and coherence of adult learning provided to the community, the employer and the individual


Continue to improve the quality and relevance of adult learning


Increase the number of adults participating in education and employment training across Sefton.

3. Promote Family Learning Programmes which raise standards, expectations and aspirations for both children and their parents

Continue to support schools and families in raising the achievement of Minority Ethnic, Asylum Seeker and English as Second Language
students

Deliver programme of promotions & activities for National Year of Reading 2009 in Sefton




                                                           2
Jobs & Prosperity
4. Promote economic development
Promote enterprise and business growth through the delivery of an integrated business support service.

Implement employment-generating development in the priority locations and key sites identified in regeneration programmes and UDP.
5. Reduce economic exclusion by supporting job seekers and encouraging the economically inactive to work
Reduce worklessness and increase employability by delivering the Sefton Skills & Employment Strategy
6. Make the Borough a more attractive and vital place to live work and visit through strategic projects including leisure and culture
Maximise leisure and cultural opportunities such as Capital of Culture to enhance the attractiveness and vitality of the Borough as a place
to live, visit and work - as measured by progress against the Express Sefton delivery plan.
Promote and market the Borough to raise awareness of Sefton as an attractive, fast developing location for visitors and investors

Promote investment and development to maintain the vitality and viability of Bootle Town Centre

Implement the Southport Investment Strategy to fulfill the vision for Southport e.g. delivery of key visitor attractions, visitor facilities and
infrastructure including the core retail element and public conveniences

Develop a play and visitor centre at Lifeboat Rd Formby to provide a quality play experience for children; improve the quality of
experience for visitors to the coast; develop green tourism and provide training opportunities in both conservation and play work
Improve quality in parks and open spaces through introduction of a Park Ranger Service




                                                              3
Environmental Sustainability
7. Improve the quality and sustainability of new development throughout Sefton, particularly in the neighbourhood renewal priority
areas
Agree a new Sustainable Community Strategy and LDF Core Strategy with our partners to give strategic direction to the sustainable
development of the borough.

Implement changes in business processes in our regulatory (Development Control and Building Control) services and use specialist advice
more effectively to improve the quality of development and speed of decision-making

Remediate to residential standards former industrial sites in south Sefton as part of Housing Market Renewal activity to protect greenfield
sites from housing development

8. Safeguard and enhance Sefton’s cultural, heritage and natural environment
Finalise the successful delivery of the Southport Action Plan and ensure smooth transition to follow on SIS arrangements

Enhance biodiversity by establishing and leading a programme for managing the coastal, crematoria and parks wildlife sites

9. Improve waste management and reduce environmental pollution

Deliver the Merseyside Joint Municipal Waste Management Strategy - minimise municipal waste through waste prevention promotion and
divert 40% of municipal waste from landfill through reuse, recycling and composting. Assist the delivery of new waste management
facilities for waste that cannot be easily recycled or composted. Assist business in reducing and recycling their waste.

Improve the overall cleanliness of Sefton through effective coordination of cleansing activities and enforcement. In particular, narrow the
cleanliness quality gap between the best and worst performing areas.


Encourage the use of alternatives to the private car for journeys to, from and around the Borough

Implement a Corporate Environmental Management System and reduce pollution from Council operations




                                                            4
Environmental Sustainability

Reduce carbon emissions per head of population and develop a climate change adaptation plan.
10. Develop and deliver a borough-wide all tenure housing strategy
Stimulate mixed tenure/sustainable development as part of Housing Market Renewal activity

Develop masterplan visions for sustainable communities as part of Housing Market Renewal activity


Implement a borough-wide Housing Strategy, including a clearly defined monitoring framework.




                                                          5
Health and Well-Being

The vision for the borough of Sefton is that its communities will be empowered to fully
contribute to improving the health of the population and that health inequalities for the
most disadvantaged groups are reduced.

The strategic objectives supporting the aims of the Healthier Communities and Older
People’s block are as follows;

    •    Improve the effectiveness of service delivery and outcomes for older people and
         vulnerable adults
    •    Improve the quality of services for users and carers
    •    Help to reduce health inequalities
    •    Develop sports leisure and cultural facilities in Sefton
    •    Positively respond to public health, health & safety, food safety and pollution
         issues

To achieve these objectives, the Council will ensure joined up action to improve the
quality of life and health of disadvantaged areas and groups and older people. This block
of the Corporate Plan is reflects the strong ‘co-delivery’ role for the Council and the local
Primary Care Trusts (PCTs), as set out in the Choosing Health White Paper Delivery
Plan.

Amongst the many actions supporting the above objectives, the Council will make use of
the information identified in the annual reports of the Directors of Public Health as well as
the health equality audits to help it plan and shape the delivery of services. Again, the
PCTs will be important partners for the Council in identifying, designing and
implementing appropriate services, and providing information on health.

The Council will address and respond to issues beyond health and social care, in the
areas that older people say are important to improve their quality of life for example in
relation to their housing, local neighbourhood and social activities. The Council has set
the Adult Social Care agenda as a priority within the wider Corporate Plan.




                                             6
Health & Well-being
11. Improve the effectiveness of service delivery and outcomes for older people and vulnerable adults
To implement issues arising from the JSNA, based on the views of the public as part of the analysis of engagement and consultation.
To implement Government guidance in relation to Transforming Social Care, LAC Dh (2008), by planning and implementing a range of
personalised services and processes, in partnership with a wide range of local and regional stakeholders.
Explore closer working arrangements with Health to enhance Joint Commissioning.
12. Improve the quality of services for users and carers
13. Help to reduce health inequalities
Implement and monitor the 2007/2011 Health and Safety Strategy
14. Develop sports and leisure and cultural facilities in Sefton
Open the new Library & sports facility at Maghull

Promote a healthy Sefton by extension of the GP referral scheme to include low-level interventions

15. Positively respond to public health, food safety and pollution issues

Deliver annual regulatory compliance regimes and respond to requests for service from the public and business.




                                                           7
Children and Young People

The vision for the borough of Sefton is for all children and young people in to have
access to quality services and facilities. We want to provide opportunities for them to
help improve those services and facilities, so that Sefton is a place where their health,
education and well-being is at the heart of our work.

The Children and Young People’s block of the Corporate Plan sets out how the Council
will address the Every Child Matters (ECM): change for children agenda, which aims to
secure the best possible outcomes for children, young people and their families. The five
ECM outcomes – Be Healthy, Stay Safe, Enjoy and Achieve, Make a Positive
Contribution and Achieve Economic Wellbeing are mirrored by the strategic objectives
for this block of the Corporate Plan.

The Council is making good progress towards its Children’s Trust, which will bring
together all services for children and young people in the borough and focus on
improving outcomes through integrated delivery. It will shortly publish its Children and
Young People Plan, which sets out the mechanism for the development of the Children’s
Trust.

The strategic objectives supporting the aims of the Children and Young People’s block
are as follows;

    •    Improve the health of Sefton’s children and young people
    •    Ensure the safety of Sefton’s children and young people
    •    Ensure that Sefton’s children and young people enjoy and achieve success in
         learning
    •    Provide opportunities for Sefton’s children and young people to make a positive
         contribution to society
    •    Provide the opportunities that help Sefton’s children and young people achieve
         economic well-being

To achieve these objectives the council will work actively with its partners to integrate
and streamline services, and most importantly will actively seek and use the views of
children and young people to improve services. The Council has prioritised services for
children and young people. This will continue to be the case, and in addition, as a result
of the feedback and evidence collected, the Council will make the issue of youth
interventions a specific priority. In this area, there are substantial linkages with the Safer
and Stronger Communities block of the Corporate Plan.




                                              8
Children & Young People

16. Improve the health of Sefton children and young people

Continue to implement the Sefton Healthy Schools Programme (5 portions of fruit & veg a day, smoking cessation etc) by involving 100% of
schools and aiming for 81% of schools achieving the National Healthy Schools status by 2009

Reduce health inequalities, in particular breastfeeding and oral health.
Performance manage CAHMS contract with Royal Liverpool Children’s Hospital and ensure by 2009 there will be no waiting lists.
Continue to develop Children’s Trust arrangement. In particular the implementation of Common Assessment Framework, Lead
Professional, Multi-Agency working, Workforce Reform, joint commissioning and develop area working by reconfiguring services on a local
basis.

Improve the quality of teaching, learning and coaching of PE and School Sport ensuring children spend a minimum of two hours each week
on high quality physical education and school sport

17. Ensure the safety of Sefton children and young people

Improve the percentage of children aged 10-16 who are in foster placements or placed for adoption

Continue to provide children and young people, and their parents/carers with the relevant support to help prevent and address/resolve
incidents of bullying wherever the bullying should occur

Improve the quality of appropriate signposting of contacts into social care onto the most appropriate service, including into social care

18. Ensure that Sefton children and young people enjoy and achieve success in learning
Implement early years and childcare development programmes to ensure that early years provision prepares children for school and helps
them meet early learning goals. In addition to establishing 16 Children’s Centres, and every school in Sefton will be an Extended Schools
by 2010




                                                            9
Children & Young People


Narrow the gap in education achievement between children from low income and disadvantaged backgrounds and their peers


Reduce the inequalities in achievement at Early Years Foundation stage


Raise the education achievement of all children and young people at all key stages.

19. Provide opportunities for Sefton children and young people to make a positive contribution to society

Develop and extend the Positive Activities for Young People programme

Continue to develop the Biodiversity Action Plan (BAP) to offer routes to work and training for disadvantaged people
20. Provide the opportunities that help Sefton children and young people achieve economic well-being
Provide sufficient and appropriate education and care settings for present and future children’s needs 0-19, in line with parental choices,
taking account of the views of children and young people.




                                                           10
Safer and Stronger Communities

The vision for the borough of Sefton is one where residents, along with those working,
visiting and investing here, are safe and feel secure in their environment. We want
Sefton to become a cleaner, safer and greener place where people can enjoy living in
decent affordable housing in pleasant surroundings and have good access links to
opportunities for education, health care, shops, employment, leisure and other facilities.
We want to ensure the Voluntary and Community Sector is a full and active partner in
meeting the aims of developing safer and stronger communities in Sefton.

Creating Safe Communities
The strategic objectives supporting this aim are;

    •    Reduce the potential harm from unsafe environments including the prevention
         of today's young people from becoming tomorrow's problem drug users
    •    Build RESPECT in communities and reduce anti-social behaviour
    •    Improve the condition and safety of local roads and the rail network
    •    Improve and develop measures that tackle crime and fear of crime throughout
         the Borough

Creating Inclusive Communities
The strategic objectives supporting this aim are;

    •    Ensure services are accessible to all
    •    Ensure that all Council services are inclusive and are informed by effective
         consultation and engagement with users
    •    Ensure that all Council policies, plans and procedures take account of equalities
         issues

To achieve these objectives, the Council will work in partnership in addressing priorities
around crime, drugs, anti-social behaviour, improving public spaces, making public
services more responsive to local needs and empowering local communities to influence
local decision making. Within the Safer and Stronger Communities block it is important
that the Council ensures that local partners are fully engaged, including Community
Empowerment Networks, members of crime and drug partnerships, Youth Offending
Teams, the police and other criminal justice agencies.

Within this block, many outcomes are fundamentally linked to wider outcomes in other
blocks. For example, solutions to crime and disorder are rooted in better health, housing,
education and environmental design. The ‘liveability’ agenda is another area where the
Council’s cross cutting approach is helping to deliver cleaner, safer and greener
communities, in addition to helping increase public reassurance. Whilst this area is
largely covered within the Environmental Sustainability aim, its links to the Safer and
Stronger Communities block are very strong. Similarly transportation issues are
fundamental to the economic prosperity of the borough, but also have a significant
influence on achieving safer and stronger communities through issues such as access to
services, social inclusion and safety.




                                            11
The need to engage local people and the voluntary and community sector in developing
and delivering sustainable solutions is essential, and also helps build community
cohesion, which is a key building block of a sustainable community. Community
participation in service delivery obviously stretches well beyond traditional consultation
and all the Council’s key front-line services are making good progress in involving the
community in service design and delivery.




                                            12
Creating Safe Communities
21. Reduce the potential harm from unsafe environments including the prevention of today's young people from becoming
tomorrow's problem drug users
To refine & develop the Catch & Convict & Rehabilitate & Resettle strands of the Sefton Prolific and Other Priority Offender (PPO)
scheme and integrate it into an over-arching offender management strategy.

Review the Domestic and Sexual Violence strategy (2008/10) and revise Strategy for 2010/12

22. Build RESPECT in communities and reduce anti-social behaviour
To increase the satisfaction of victims and communities in the way the council and its partners address the individual and collective risk
to sustainability associated with Anti Social Behaviour.
Reduce anti-social behaviour, permanent exclusions from schools and substance misuse and alcohol use.

23. Improve the condition and safety of local roads and the rail network
Improve the safety of people as they use the transport network including the development of closer links with key bodies such as
Merseytravel and British Transport Police
Improve the condition of local roads
24. Improve and develop measures that tackle crime and fear of crime throughout the Borough
To increase the satisfaction of victims and communities in the way the Council and its partners address the individual and collective risk
to sustainability associated with anti-social behaviour.
To design and implement an effective communication strategy that promotes the work of the council and its partners in addressing local
concerns and perceptions of Crime, Anti Social Behaviour and Environmental Crime.
To refine and develop the Catch & Convict & Rehabilitate & Resettle strands of the Sefton PPO (Prolific & Priority Offender) Scheme
and integrate it into an overarching Offender Management Strategy.

Lead on and develop the Domestic and Sexual Violence strategy within the Borough of Sefton




                                                            13
Creating Inclusive Communities

25. Ensure services are accessible to all

Improve accessibility to services for marginalised communities and work with partners to ensure that transport provision is available to
all, with particular emphasis on those with special mobility needs

Utilise the completed access audits of the street environment to inform delivery of local accessibility plans
To review and update the buildings accessibility audit data, and continue to implement the recommendations
26. Ensure that all Council services are inclusive and are informed by effective consultation and engagement with users

Implement action plan developed from the Audit Commission Baseline Assessment for people being attacked / abused because of their
sexuality, disability, gender identity, religion/belief as well as the colour of their skin.

27. Ensure that all Council policies, plans and procedures take account of equalities issues
Ensure all personnel policies are non-discriminatory and promote diversity through the Council’s prioritised programme of Equality Impact
Assessments

Complete Review of Race Equality Scheme and incorporate priorities from RES into single equality scheme as it develops, and carry out
reviews through the single equality scheme.


Work towards achieving Level 4/5 of the Equality Standard for local government in 2009/10




                                                            14
Improving the quality of council services and strengthening local democracy

The council is committed to improving the quality of council services and strengthening
local democracy. The achievement of this is partly related to the work of a number of
‘behind the scenes’ disciplines such as finance, information technology, legal and
administration, personnel, policy, strategy and performance. In addition, the council’s
front line services also make a substantial contribution to this aim.

The Councils strategic objectives in this area are as follows;

    •    Improve the service to all our customers by implementing the Council’s
         Customer Contact strategy
    •    Improve the efficiency and cost effectiveness of services
    •    Improve the effectiveness of the Council’s staff
    •    Improve standards of corporate governance, strategic planning and democratic
         engagement




                                            15
       Improving the Quality of Council Services and Strengthening Local Democracy

       28. Improve the service to all our customers by implementing the Council's Customer Contact Strategy
       29. Improve the efficiency and cost effectiveness of services
       Achieve efficiency savings through better procurement, collaboration with other Councils and business transformation (including the
       implementation of the Procurement Strategy)
       Continue to develop performance management across the Authority to underpin continuous improvement and efficiency by reviewing
       planning and reporting processes and preparing for the new Comprehensive Area Assessment and improving data quality across the
       authority
       30. Improve the effectiveness of the Council’s staff
       Obtain the Investors in People Standard on a corporate basis and achieve Investors in People accreditation in the remaining departments

       In implementing the Council's Pay & Workforce Strategy, review the HR Strategy

       Prepare an employee Communications strategy
       31. Improve our standards of corporate governance, strategic planning and democratic engagement

       Continue to focus on the annual programme of targeted scrutiny reviews which can make a difference at local level


       Continue to roll-out Members ICT and Mobile Technology to include websites for Councillors and a new Committee Management System

       Roll out decentralisation model for South Sefton and Central Sefton and prepare for Southport arrangements in 2009/10.

       To progress the Sefton 2010 plan as the broad framework for guiding change in the Authority through to April 2010.

       Develop the Medium Term Financial Plan in line with corporate objectives

       Improve the risk management process so that it better informs strategic and operational decision making



SEFTON COUNCIL EXECUTIVE REPORT               report-master                       Page No.

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:8
posted:5/27/2012
language:
pages:20