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					 People, Communities and Society
    Directorate Business Plan
            2010 -2013




Last updated : 24 March 2010                     Document Status: Final
Approved by and Date: Cabinet 14th April 2010
Contact for more information: Veronica Jackson




April 2010                                                           1
Table of Contents


1. Foreword ..................................................................................................................... 3
2. Introduction ................................................................................................................. 5
3. The Council‟s Directorates .......................................................................................... 6
4. Council Vision ............................................................................................................. 6
5. Corporate Values ........................................................................................................ 8
6. Directorate Overview ................................................................................................. 10
7. Key Achievements 2008 - 2010 ................................................................................. 10
8. Community and customer engagement ..................................................................... 17
9. Our Priorities ............................................................................................................. 21
10. Financial Strategy.................................................................................................... 29
11. Risk management ................................................................................................... 33
Appendix 1 - Definition of Outcomes ............................................................................. 43
Appendix 2 – Childrens Trust Management Priorities .................................................... 46
Appendix 3 - Glossary of Terms .................................................................................... 48




Page 2                                      PCS Business Plan 2010                                           06/01/2011
April 2010
1. Foreword
Welcome to the Directorate Business Plan for People, Communities and Society. The
Directorate has been established since early 2009. It is most rewarding to see how its
identity is developing, to be a key agent for delivering services to people which make up
the diverse communities of Oldham and how staff are responding to the huge change
agenda.

The Directorate has achieved many successes and a summary of those is in this plan.

This Plan provides significant opportunity to build on the success of previous years and
bring services together that provide direct support to individuals, families and
communities. However, our continued success brings greater challenges for the year
ahead and we must stay focused on our priorities in order to reach our longer-term
goals.

We welcome the People, Communities and Society Business Plan as the foundations of
a key management tool, to drive forward our agenda.


Directorate Management Team




                                                   Veronica Jackson
                                                  Executive Director
                                             People Communities & Society




                                      Vacant Post




     Michael Jameson
                                                                     Colette Kelly                   Ian Hughes
Assistant Executive Director   Assistant Executive Director   Assistant Executive Director   Assistant Executive Director
 Children & Young People            Adult Social Care               Neighbourhoods            Leisure Culture Libraries




Page 3                                  PCS Business Plan 2010                                      06/01/2011
April 2010
Cabinet Members




Cllr R Blyth   Cllr K Knox             Cllr B Lord          Cllr J McCann
People and     Children Young People   Adult Services and   Community Services
Communities    and Families            Health               and Housing




Page 4                 PCS Business Plan 2010                     06/01/2011
April 2010
2. Introduction
Our Directorate Business Plan sets out our vision and priorities for 2010/13. The Plan is
driven by the strategic intentions as set out within the Sustainable Community Strategy
and the Council Corporate Plan. The Directorate linkages with these Plans are detailed
below.

We now have a unique opportunity in Oldham, with the creation of the People,
Communities and Society Directorate, to ensure that our citizen‟s have the support, and
help they need which enables them to meet their potential, within all communities and
neighbourhoods across the borough.

The Directorate Business Plan will support our Commissioning Strategies, which will
ensure with our partners that the needs and desired outcomes for local people are met.




Page 5                        PCS Business Plan 2010                       06/01/2011
April 2010
3. The Council’s Directorates
The service and support provided to the citizen‟s of Oldham has undergone considerable
change over the last year. The Council has reorganised the Directorates that deliver the
business to our communities. The Council‟s Directorates, which People, Communities
and Society are a part of is illustrated below.

                                    Chief Executive




 Assistant Chief        People,                   Performance,         Economy,
 Executive              Communities               Services and         Places and Skills
                        and Society               Capacity




4. Council Vision
One place many choices

Those things people tell us are important in their everyday lives have shaped the
Council‟s objectives. They have also been informed by evidence from a wide range of
stakeholders relating to issues such as health, education and employment.

We want our communities to be confident enough to strive and demand more for
themselves and the places where they live. We also want our citizens to take more
responsibility and to be more actively involved in improving their neighbourhoods. They
need the right skills to enable choices about where and how to access employment and
volunteering opportunities. We want quality opportunities for developing skills, education
and training opportunities across the borough. We also recognise what high standard
education in the town can mean in terms of jobs and reputation.

We want our housing offer to complement our environment (urban and rural) and meet
the needs of all who choose to live here. We want our communities to be healthy, active
places with good amenities to support them.

To support and help make this happen, we provide a wide range of services, many in
partnership with others. These need to be recognised as good quality, easy to access
and providing value for money.



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This can be translated into four corporate objectives that set the framework around
which we will focus our time, effort and resources.

       Corporate objective 1: a confident place
             with safe neighbourhoods and clean, green spaces for all to enjoy

       Corporate objective 2: a University town
             with good education, learning and training to improve the skills, and
             choices of our citizens‟

       Corporate objective 3: an address of choice
             a healthy and active place, with suitable housing for all

       Corporate objective 4: services of choice
             quality services that provide value for citizens

The People, Communities and Society Directorate will deliver services that will enable
the Council to meet its objectives. We will concentrate our efforts on ensuring that our
communities are confident enough to strive and demand more for themselves and the
places they live. We will encourage citizens to take responsibility and be more actively
involved in improving their neighbourhoods. They need the right skills and choices about
where and how they access employment and volunteering opportunities. We want
quality opportunities for developing skills, education and training opportunities across the
borough.

We will ensure that all our vulnerable citizens of all ages living in our communities are
protected and services not only act as a safety net, but also become a springboard for
enabling citizens to maximise control of their lives. We will work with our partners to
ensure safeguarding vulnerable adults and children is a shared priority.

To support and help make this happen, we will provide and commission services, many
in partnership with others. The services will be of good quality, be easy to access and
provide value for money.




Page 7                         PCS Business Plan 2010                       06/01/2011
April 2010
5. Corporate Values
One Team - Many Players

The Council has adopted the following values. These inform the standards we work to and the way we behave to each other, with
our partners and with the public.



     We provide services that                                                                We give support to each
                                                                                             other to be the best we can
     benefit the citizens of
                                                                                             We listen to each other and
     Oldham
                                                                                             keep each other informed
     We adapt to the changing                    We are proud                                We work together by sharing
     needs of the council and                    to help make        We value                knowledge and expertise
     the borough                                   Oldham a         each other
                                                    place of
     We actively promote a                           choice
     positive image of the
     council and the borough


                                                 We deliver
                                                 our best at         We have
                                                  all times          integrity




    We establish and use                                                                     We are open and honest in
    effective ways of working to                                                             all of our activities
    achieve key outcomes                                                                     We do what we say we will
    We take responsibility for                                                               do, when we say we will do it
    continually improving the                                                                We treat each other with
    way we do things                                                                         respect
    We focus our energy in order
    to see things through to
    completion




Page 8                         PCS Business Plan 2010                  06/01/2011
April 2010
Page 9       PCS Business Plan 2010   06/01/2011
April 2010
6. Directorate Overview
The new People, Communities and Society Directorate has been achieved by
combining our resources to make a positive difference to people‟s lives. Working
with partners we will focus on:

    children and young people & families
    adults
    communities and neighbourhoods

We will deliver and commission services in the following areas;

    education
    sports, leisure and culture
    health and well-being
    social care
    neighbourhoods


7. Key Achievements 2008 - 2010
Although the Directorate and the Council as a whole has been through a challenging
time we have achieved many successes, which are listed below.

Confident Place
    Addressed community cohesion through sport by delivering the Oldham
     Borough Games, Unity in the Community, Champions Challenge and Greater
     Manchester Mini Games events for Oldham, with 1,764 young people across
     the borough being involved.
    The re-establishment of the Cultural Partnership to improve governance of the
     Borough‟s cultural sector.
    The establishment of a cultural forum to increase engagement in the arts and
     the development of arts engagement strategy;
    The development of the Football Association initiated Local Area Plan for
     Football and the establishment of Oldham Football Forum to lend support to
     action to improve capacity within the football workforce, coaching and league
     development, and playing pitches improvement;
    The establishment of a steering group to ensure the Borough makes the most
     of the opportunities arising from the Olympic Games, the Paralympics and the
     Cultural Olympiad, including around business opportunities for local
     companies, tourism marketing opportunities, educational opportunities, and
     opportunities for increasing volunteering;
    The establishment of formal meetings between elected members and senior
     officers of the Council and the Peak District National Park Authority to develop
     closer working between the two authorities (work now being taken forward by


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     Economy, Place and Skills Directorate);
    Our Outdoor & Environmental Education Service have delivered a wide range
     of outdoor activities to over 10,000 young people in country parks and rural
     areas within Oldham. We have provided 17 school linking project days with 2
     classes (1 from each school) and 3 for 2 half classes, involving over 1,000
     children in positive community cohesion activities. 1,000 young people from
     different ethnic backgrounds brought together and involved in a variety of
     problem solving and team building activities;
    Developed a range of more targeted provision for young people including the
     Ability Roadshow 2008, new Disability Sport Provision in the form of „Play My
     Way‟ for the 5 – 9 age group, Gym Programme for our Looked After Children in
     residential care, Leadership Programmes for NEET young people, including
     additional drop-in sessions at The Centre facility, and the development of Youth
     Only Zone Projects on Friday and Saturday evenings in areas of anti-social
     behaviour;
    We have the lowest level of NEETS (not in education, employment and
     training) across its family group of authorities;
    Gallery Oldham has successfully applied to host a Diversify placement funded
     by the Museums Association which will proved professional development and
     work experience for young BME persons interested in pursuing a career in
     museums and galleries;
    The Borough‟s summer activities and events for young people brought together
     and promoted as Passport to Summer – leading to reduced levels of anti social
     behaviour during the period;
    Significantly increasing the proportion of care leavers in suitable
     accommodation;
    Borough wide District Partnerships established each with a District Plan and
     devolved funding, shaping local service delivery;
    Within Children‟s services work with partners to develop and implement
     communications campaigns and strategies has been done. Several case
     studies/articles have appeared in local, regional press regarding safeguarding
     issues. This has enabled awareness of key issues affecting children, young
     people and families in Oldham to be raised;
    Oldham‟s arrangements for safeguarding children and young people were rated
     as good in our 2008 Joint Area Review (JAR) and the 2008 OFSTED
     inspection of Oldham‟s fostering service gave it an „outstanding‟ rating;
    The Children‟s Trust arrangements have been strengthened in keeping with the
     legislative requirements; Children‟s Trusts are now placed on a statutory
     footing. The commissioning requirements of the Children‟s Trust Board are
     fully reflected in the new single Commissioning arrangements of the Local
     Strategic Partnership;
    The model for locality working puts schools and children‟s centres at the hub of
     their communities and has clear resonance with the District Partnership model,
     and DCSF guidance;
    3 out of 6 Children‟s Homes being granted outstanding (the rest are „good‟).


Page 11                      PCS Business Plan 2010                      06/01/2011
April 2010
    Over the last 12 months work has taken place to develop and improve our
     social care assessment and safeguarding service to ensure early intervention
     and prevention has been a key focus. Key achievements during 2008/09
     include:
     o      significantly improved the timeliness of initial and core assessments within
            timescales which are now better than in similar areas and nationally
     o      improved the stability of placements of looked after children
     o      reviewed all child protection cases within required timescales
    Oldham Council has equally led on the ongoing operation of Oldham‟s Local
     Safeguarding Children‟s Board (LSCB), which has been recognised as having
     excellent governance arrangements and undertaking innovative work. Key
     activities during 2008/09 have included
       -      raising awareness of child protection within black and minority ethnic
              communities through work in local mosques;
       -      promoting a readily available e-learning module to increase awareness
              of child abuse and neglect amongst front line staff from a wide range of
              agencies;
       -      delivering a comprehensive programme and awareness raising on e-
              safety for professionals, parents/ carers and young people;


University Town
    Lifelong learning service awarded „beacon status‟;
    Within Lifelong Learning Service, we have increased the number of learners on
     Full Level 2 qualifications from 102 to 120 in the academic year 2008-2009 of
     which 80% achieve. Learners achieve key national qualifications. Improved
     skills of local people and improved employability/access to FE;
    Achieved best ever KS1 results. Overall all components show improvement on
     last year‟s results;
    Led on the Primary Capital Programme – Strategy for Change, which has been
     approved subject to modifications, along with confirmation of the first year
     allocation of funding. This 14 year programme to rebuild, remodel or refurbish
     50% of Oldham's primary schools, including primary age special schools, is
     about closing the gap in attainment levels between the highest and lowest
     achieving schools in the Borough and aligning the supply of school places with
     demand;
    Achieved the best ever KS4 results. Oldham‟s Key Stage 4 results are
     improving faster than national results. It demonstrates that Oldham schools are
     closing the gap and improving more rapidly than all schools nationally.
    We narrowed the gap between pupils identified as having special educational
     needs and their peers who achieve 5 A*-C GCSE grades or equivalent,
     including English and Maths, at key stage 4;
    Secured an improvement in A level results Overall all the A level results show a
     slight improvement on last year. They have risen from 98.6 to 98.7% pass rate.
     This is above the national pass rate of 97.5%;

Page 12                       PCS Business Plan 2010                        06/01/2011
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    Led on the Building Schools for the Future (BSF) and Academies Programme.
     During the last twelve months, Oldham Council has delivered a series of
     achievements to ensure that its BSF and Academies programme will be
     delivered and achieved on time. The BSF and academies programme has
     marked a significant step forward for the local authority in relation to joined-up
     and corporate working across departments (all of the new directorates are
     involved in delivering key elements of the programme, and working to a high
     degree of collaboration to achieve common outcomes), but also the local
     authority‟s capacity to support and drive forward new partnerships to support
     better outcomes for children and young people;
    Two green flags awarded by the CAA for reducing Teenage Pregnancy and
     narrowing the gap at 14-19 particularly relating to the work of the LSP in raising
     education outcomes for children and young people;

Address of Choice
    Established a Child Healthy Weight Management Board to ensure there is a
     long-term and sustainable commitment to addressing childhood obesity. This
     multi-agency Board is overseeing a robust framework for the delivery of a
     coordinated Childhood Obesity Strategy for Oldham that includes a
     comprehensive pathway targeting early intervention moving through to
     management and support for implementation;
    Fitness Suite added at Crompton Pool;
    Saddleworth Pool refurbished and facilities extended to provide fitness suite
     and new synthetic turf pitches;
    Sports Development Service being recognised as one of the best nationally.
    Increased children and young people‟s participation in high quality PE and
     sport to 93.5% of 5-16 year olds taking part in 2 hours every week. This is
     8.5% above the national target for 2007-08 and 3.5% above the national
     average;
    The relocation of library and sports centre facilities to the new Chadderton
     Wellbeing Centre;
    The continued increase in visitor numbers to Gallery Oldham and the likely
     overachievement of NI10 figures at the year-end;
    The introduction of Sunday opening at Oldham Library and Gallery Oldham;
    The introduction of free swimming for the under 16s and over 60s which has
     led to an increase in swimming overall within the Borough;
    The opening of the Lees Library Community Hub;
    Successfully tendered out the contract to manage Oldham‟s second phase
     Children‟s Centre, providing a revised model of delivery through a
     commissioned approach. This work is part of a wider strategy being carried out
     through the Value for Money in Early Years Project, aspiring to ensure value for
     money and high performance through the allocation of all resources and grants.
     In particular, a programme of work has been established with partners from
     internal audit and finance to secure a framework that both promotes value for
     money and supports sustainability in the longer term;

Page 13                       PCS Business Plan 2010                       06/01/2011
April 2010
    Continued to reduce the rate of teenage conceptions and achieved the greatest
     reduction in teenage conceptions amongst statistical neighbours and the
     Northwest, and achieved the third greatest reduction nationally since 1998;
    Through the commissioning of the Healthy Schools Team, we have continued
     to support schools to achieve Healthy School Status and during 2008-09
     enabling a further 16 schools to achieve the standard (The majority of schools
     have either now achieved or are working towards the standard and we expect
     that, by March 2010, 95% of schools in Oldham will be designated as „Healthy
     Schools‟);
    Maintained QUEST continuous improvement standard for Sports Development
     service – 88% and 5th ranked service nationally;
    We continue to develop the Young Apprenticeship Programme aimed at 14-16
     year olds;
    The seventh highest reduction in under 18‟s conceptions since the 1998
     baseline;
    The 2008 annual performance assessment (APA) of services for children and
     young people in Oldham notes that “good progress has been made in tackling
     some areas for improvement.” The council has been awarded an overall grade
     2 (adequate) for its performance with four out of six areas achieving a grade 3
     (good) and the other two „adequate‟. This achievement cuts across all four of
     our priorities;
    The 2009 rating by OFSTED gave Children‟s Services „performing well‟;
    The 2009 rating by CQC rated Adult Services as „performing well‟. This
     followed gaining three stars in 2008.

Services of Choice
    A new consultation model for carers has been established, this ensures that the
     voices of carers are better able to inform strategy and service provision;
    Following our Adult Social Care Self Assessment Survey (SAS) and regular
     Routine Business Meetings with the Commission for Social Care Inspection
     (CSCI) we were awarded a 3 star rating for our Adult Social Care provision in
     2008;
    With our partner Age Concern we saw the opening of the Community Café in
     Failsworth at the Ena Hughes Centre. Consultation and studies in the area had
     clearly identified a need for a café and community focal point. The facility has a
     training/commercial kitchen and a number of community rooms which form part
     of the overall package. The café provides breakfast and lunches for customers
     and is to be used as a base for new user led projects;
    Through Individualised Budgets (IB‟s) people benefiting from Self Directed
     Support has risen dramatically this year, last year we saw a year end figure of
     702 per 100,000 this year our current position is 1,293 per 100,000 and
     exceeds our target figure of 1,288 per 100,000;
    Within Adult and Children‟s social care workforce development the Social Care
     Training Partnership was reviewed to ensure delivery of the Personalisation
     agenda and directorate‟s Organisational Development Programme. An effective

Page 14                       PCS Business Plan 2010                       06/01/2011
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     partnership approach has now been developed to increase capacity to provide
     a range of high quality, seamless personalised services to users, their carers
     and families;
    Workforce Development and Governance within Children‟s services, delivered
     the national Children‟s Workforce Plan and Local Children‟s Workforce Action
     Plan 2008-09 which has provided a high quality competent, confident workforce
     sufficient for local service delivery;
    The Monitoring and Review Team has been established within adult social
     care. They visit residential establishments and people‟s own homes three times
     a year to ensure that the services being received achieve the required quality
     and outcomes. The reports from these visits feed into the contract monitoring
     process, and are a mechanism by which the views of users of services can be
     collected;
    An Information Governance Strategy for the former CYPF directorate has been
     developed. This clear and concise guidance has been developed to ensure that
     personal information is safeguarded and enables effective information sharing
     and controls the security and retention of information;
    An emergency respite service plan is in place, which will increase pro-
     sociability and well-being of carers accessing the service;
    Within what was Adult and Community Services, 17 research projects were
     reviewed under research governance in 2008-09. These enable the
     organisation to understand the needs of service users and allocate resources
     accordingly;
    We have led on the management of the Early Adopters Site for Complaints for
     Oldham and Principles of Making Experiences Count (MEC). This will be used
     to develop a “One Council” approach to complaints. The Department of Health
     (DH) pilot ran from June – Oct 08. A report on progress was published to the
     Chief Executives of our partner organisations and DH and was shared across
     the country and the project manager was invited to speak at national
     conferences. The PCS directorate Quality Assurance Manager worked with
     ADASS to produce a draft policy for social care nationally.
       -     launching a Safeguarding Compact, setting out core standards for
             organisations, including voluntary and faith groups, to sign up to ensure
             systems, procedures and training are in place to safeguard our children;
             and
       -     establishing a working Child Death Overview Panel with Bury and
             Rochdale, which has strengthened links with our neighbouring Boards.
    The Early Years Capital Programme has received a green status rating with
     commendations for the method, approach and utilisation of funding across a
     range of partner agencies;
    Schools Access Initiative Capital programme has been implemented in line with
     the Accessibility Strategy 2007 – 2010. Children with special educational needs
     (SEN) have been able to be accommodated in mainstream schools. This
     programme allows parental preference to be achieved in the education of their
     children and enables the integration of pupils with SEN in mainstream schools;
    Mimosa House, our Acquired Brain Injury Rehabilitation Unit received

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     international accreditation from Commission on Accreditation of Rehabilitation
     Facilities (CARF);
    Mimosa House has 6 self-contained flats consisting of individual flat settings
     with one bedroom, a lounge, kitchen and bathroom. There is a communal room
     and garden. Service users who previously had to reside outside of the borough
     to access such services are now able to remain within their own town, close to
     family and friends;
    Sunday opening established at Oldham Library and Gallery Oldham.
    A new café, Café Culture, opened at Gallery Oldham and provides employment
     opportunities for citizens with a disability;
    Area Working pilots established in Chadderton and East Oldham, trialling Think
     Family model of working and practise based commissioning with NHS Oldham;
    Aiming High for Disabled Children is the Government‟s transformation
     programme for disabled children‟s services in England. The Government‟s
     vision behind Aiming High is for all families with disabled children to have the
     support they need to live ordinary lives, as a matter of course. Aiming High in
     Oldham has been a great success recognised by TDC (Together for Disabled
     Children) the government‟s programme advisors;
    We have delivered against the vision for children with disabilities and their
     families by significantly increasing the volume and range of Short Breaks
     provision across targeted and universal services. Short Break services are
     based on the identified need of all eligible disabled children/young people and
     their families. Access to Short Breaks provision as been significantly improved
     particularly for the two priority groups - children with Autism and Complex
     Health Needs. The quality of Short Breaks experiences for children with
     disabilities as significantly improved;
    Parents and children‟s involvement-participation which is a key driver against
     NI54 has been greatly improved. The appointment of an involvement officer for
     children with disabilities has greatly assisted in this and the soon to be recruited
     involvement officer for parents will add strength to this work and Netherhey St
     which provides residential short breaks received a cash investment of £750k to
     totally refurbish the building and create a more suitable and appropriate
     environment for the children and young people who use the service;




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8. Community and customer engagement
How services across PCS engage with service users and communities in
general

PCS values the views and input of our citizens, customers and service users across
the wide range of service that we deliver. We recognise the importance of community
engagement in shaping service design and delivery. We proactively engage and
involve our citizens, customers and service users across the borough utilising a
range of structured and informal mechanisms ranging from individual service based
user surveys through to age specific borough wide forums such as the Youth Council
and Forum4age.

We are mindful of the Duty To Involve (2009) and continually look for new and
innovative ways to engage and capture the views from our diverse customers,
service and non service users. It is vital to us that we not only seek their views but
we use the information and capture their experiences to drive up our performance
and increase overall customer satisfaction and perception.

We also recognise the importance of local engagement at a neighbourhood level so
together with our partners and elected members we deliver face to face engagement
through PACTS (partners and communities together). These meetings are flexible
and held at ward level to reflect where service users and citizens live. We utilise
these sessions to also report back on how local people‟s input has influenced and
shaped the way we deliver our services -“You said, we did”.

Over the next three years we will build on our use of technology and multi media in
widening our approach to engagement, such as further developing our user blog
pages and utilising social networking sites. We have already made good progress in
connecting with young people in this way within our GO Oldham programme and
more broadly across libraries, Children and Young People (CYP) services and
Community Safety Services.

We also place great value and investment in the strong relationships we have built
across the borough, especially through working in communities with the Community,
Voluntary and Faith sectors in reaching groups and individuals who traditionally may
not have accessed our services.

Across PCS we are confident that our innovation and commitment to quality
customer engagement will serve us well in taking forward our service engagement
plans. A cross section of our engagement mechanisms are listed below in table1.

Table 1 - Examples of Routes to Customer and Community Engagement across
PCS



Page 17                       PCS Business Plan 2010                      06/01/2011
April 2010
 Engagement            Target group        Division               Lead Officer
Mechanism
Children and Youth     Children    and CYP                        Jill Beaumont
Forums                 Young people
Forum4Age*             Over 50‟s       Neighbourhoods             Chris Wilson
Neighbourhood          Over 50‟s       Neighbourhoods             Nicola Shore
Care Networks
Ward PACTS             Universal           Neighbourhoods         Mark Simmons
Learning Disability    LDS       service   Adult Services         Hazel Ardour
Partnership board      users
Schools Forum          Oldham‟s            CYP                    Michael Jameson
                       Secondary
                       Schools
Carers Strategy        Carers              Health & Wellbeing     Tom Wolstencroft
Group
Oldham Centre          Universal           Adult Services         Paul Whalley
Independent Living     Adult Care
                       Services
Oldham Link*           Health and social   Oldham Council is a    Veronica Jackson
                       care      service   strategic partner
                       users               alongside health
                                           agencies.

Youth Forums include Youth Council, Children in Care Council, Children with
Disabilities Council, Extended Services Cluster Councils and Primary and Secondary
School Councils.

Forum4Age enables any service in the borough to consult with over 50‟s and has
been used for problem solving, opinion forming, service planning,

The Local Involvement Network (Link) aims to give citizens a stronger voice in how
their health and social care services are delivered. Run by local individuals and
groups and independently supported, the role of LINk is to find out what people want,
monitor local services and to use their powers to hold them to account.

Partnerships

Across PCS we work with a range of diverse partnerships both at a strategic and
operational level. Our partnership arrangements have served us well, built on trust,
shared values and the collective drive to produce positive outcomes for the citizens
of Oldham.

Our partnerships span community public, private and third sectors agencies, ranging
from the regional strategic health authority, through to local school cluster groups
and neighbourhood federations of community groups. They support and deliver our


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core business; partnership working is our day job in PCS and the value of effective
partnership working is articulated throughout our business planning processes and
embedded in our service values.

An illustration of some of our key partnership arrangements from each Division is
tabled below and sets out the range and diversity of activity we will continue to
engage in to deliver our shared outcomes.
Partnership              Division             Activity and Outcomes

District Partnership    Neighbourhoods      6 Local strategic partnerships across the
                                            borough setting local priorities with some
                                            devolved funding. Shaping local service
                                            delivery
Oldham Children‟s       CYP                 Provides the interagency framework for
Trust                                       partnership working for all agencies
                                            involved in delivering public services to
                                            children and young people in Oldham.
                                            The Children's Trust operates at every
                                            organisational level from governance to
                                            front line delivery and is underpinned by
                                            section 10 of the Children Act 2004. The
                                            Children‟s Trust Board is statutorily
                                            responsible for developing and
                                            publishing a joint Children and Young
                                            People‟s Plan (CYPP) which sets out
                                            how partners will work together to
                                            improve children and young people‟s
                                            well being. Appendix 2 therefore
                                            explains how Oldham‟s CYPP interfaces
                                            with the PCS Business Plan
Oldham Community        Libraries Culture   Borough Wide offering range of leisure
Leisure Trust           and Heritage        activities and access to facilities to
                                            promote and enhance active lifestyles.
                                            Local delivery partnerships with sports
                                            clubs, community based groups, youth ,
                                            health ,Local community hub
Greater Manchester                          Regional Partnership involved in
Museums Forum                               research projects looking at joint
                                            disaster planning, energy efficiency and
                                            shop/merchandising developments.
                                            These projects are funded by
                                            Renaissance in the Regions. The
                                            gallery also works with a range of
                                            individual partners to develop exhibitions
                                            and submit joint funding bids


Page 19                       PCS Business Plan 2010                      06/01/2011
April 2010
Greater Manchester       Heritage,          Regional Partnership with AGMA Grants
Strategic Arts Officer   Libraries & Arts   Unit and Arts Council North West.
Network                                     Strategic development and initiatives
                                            including Greater Manchester Arts &
                                            Health Network. Currently working on a
                                            strategic Vision for Arts across the
                                            region; the Cultural Olympiad; and a
                                            digital inclusion strategy – enabling
                                            residents to access new media and gain
                                            skills relevant to new opportunities
                                            offered by developments i.e. Media City.

The role and function of the public sector is set to change. In PCS we are working
now to re shape and develop our partnership arrangements so we are best placed to
move forward as a strategic commissioner and enabler of services. Our work with
NHS Oldham on integrated working arrangements and joint commissioning is vital to
this transition as is our work with Rochdale MBC, and development of our children‟s
trust and emerging leisure trust.

In moving our partnership arrangements forward, we also recognise the harsh
financial climate facing all public sector bodies and more than ever will search for
innovative and new ways of working with partners. Over the next three years we
anticipate that our work at a regional and neighbourhood level will be enhanced and
our partnership working arrangements developed to reflect this reconfiguration of
service delivery.




Page 20                        PCS Business Plan 2010                     06/01/2011
April 2010
9. Our Priorities
Our Directorate Business Plan has been developed as a result of our knowledge of our statutory obligations and an understanding of
the communities, which we serve. We have gathered demographic information about local communities and neighbourhoods through
such documents as the Joint Strategic Needs Assessment and from other information and from feedback from local people. The
priorities and desired outcomes for People, Communities and Society are aligned to the corporate objectives of the Council.

Appendix 1 defines the outcomes we aim to achieve.

  Priorities for People    High Level Actions and Projects          Sub-Strategies and Actions               Lead Officer
   Communities and
         Society
Confident Place
1.1 A safer place
We will create a safer    We will reduce the level of crime       Deliver our Safer Stronger            Colette Kelly
place and safeguard       and support victims                     Communities Partnership Plan
vulnerable people
                          We will continue to progress the        Delivery of Oldham Children and       Michael Jameson
                          quality of service delivery and         Young People‟s Plan and LSCB
                          practice so that vulnerable groups of   Business Plan
                          children and young people are safe

                          We will ensure children and young       Implementation of a range of
                          people are safe and feel safe in the    initiatives including the             Michael Jameson
                          communities where they live, go to      Safeguarding Compact, Operation       Colette Kelly
                          school, play and work                   Messenger and Safer Schools
                                                                  Partnerships. Also quality
                                                                  assurance of schools‟ anti-bullying
                          We will reduce the number of our        policies
                          young people who enter the youth




Page 21                      PCS Business Plan 2010                       06/01/2011
April 2010
  Priorities for People    High Level Actions and Projects          Sub-Strategies and Actions            Lead Officer
   Communities and
         Society
                          justice system for the first time and   Delivery of Oldham‟s Youth Crime   Colette Kelly
                          identify and support those most at      Prevention Strategy and youth
                          risk                                    Crime Action Plan
                          We will improve our management of       Development and delivery of:
                          offenders                                Challenge Support Programme
                                                                     and GO Oldham Programmes
                          We will reduce the level of serious      Drug and Alcohol Strategy
                          violent crime in the borough and         Young People‟s Substance
                          reduce fear of crime.                      Misuse Strategy
                                                                   Target Hardening Strategy
                          We will improve local environmental      Violent Crime Strategy
                          quality, focusing where low level        Inclusion Strategies
                          environmental crime is still an issue    Deliver 6 Youth Crime
                                                                     prevention Projects
                          We will reduce the impact of drugs
                                                                   Develop Restorative Justice as
                          and alcohol
                                                                     alternatives based on victim
                                                                     preferences




Page 22                      PCS Business Plan 2010                      06/01/2011
April 2010
  Priorities for People  High Level Actions and Projects        Sub-Strategies and Actions               Lead Officer
   Communities and
         Society
 1.2 Strong Communities
 We will ensure         We will strengthen neighbourhood            Neighbourhood Working          Colette Kelly
 dignity, respect,      management by shaping services at            Strategy in place
 choice and control to a neighbourhood level. We will               Community Engagement
 create cohesive         Improve the approach to area               Strategy in place for each
 communities and            working                                  District Partnership
 neighbourhoods          Develop District Partnerships             Roll out our learning from
                            and Ward Forums                          local and statutory regional
                                                                     pilots on Working
                                                                     Neighbourhood approach
                                                                     and Think Family




 2.University Town
 2.1 Raising educational achievement
 Contribute to the       We will ensure citizens can access   Delivery of:                          Michael Jameson
 economic well-being     employment and learning by            Transforming Attainment and
 of the citizens of       Improving educational                  Achievement (School
 Oldham by improving         achievement and progression at       Standards) Plan
 access to learning          all key stages                    Raising of Participation Age
                          Narrowing the attainment gap           Strategy
                            between our most                   IAG Strategy – Impartial
                            disadvantaged communities and         Advice and Guidance
                            population as a whole              Workforce Development Plan




Page 23                    PCS Business Plan 2010                    06/01/2011
April 2010
  Priorities for People   High Level Actions and Projects          Sub-Strategies and Actions            Lead Officer
   Communities and
         Society
                              Increasing the number of 14-19
                              year olds who take up vocational   Focus on:
                              Learning                            Life long learning – University
                             Increasing post 16 participation      for the 3rd Age
                              in physical sciences                Regional Science Centre
                              Redeveloping the Oldham            Working across the sub region
                               College                              to maximise learning and
                              Developing the University            training opportunities
                               Campus Oldham                      Improving curriculum choice
                              Implementing the BSF                 for KS4 students and securing
                               Programme                            the learner entitlement
                                                                  Reducing the drop out rate of
                                                                    17 year olds
                                                                  Securing the foundation
                                                                    learning tier for students at
                                                                    risk of NEETS
                                                                  Delivering a Young People‟s
                                                                    Employer Engagement
                                                                    Strategy

 2.2 Increase Opportunity for employment and volunteering
 Contribute to          Improve recruitment and retention of Delivery of the Workforce strategy      John Fraine
 improving the          the work force.
 economic well-being
 and skills of the      Reduce the number of our 16-18       Delivery of NEET Reduction              Michael Jameson
 citizens of Oldham     year olds who are not in education,  Strategy




Page 24                       PCS Business Plan 2010                    06/01/2011
April 2010
  Priorities for People     High Level Actions and Projects         Sub-Strategies and Actions           Lead Officer
   Communities and
         Society
                           employment or training

                           Increase access to employment and      Volunteer strategy                Carl Bell
                           volunteering and contribute to a
                           sustainable and competitive social
                           economy.

                           Greater cross-functional working,      Support carers back into          Tom Wolstencroft
                           remove role duplication,               employment
                           opportunities for new career
                           pathways, reduced turnover,
                           vacancies and increased staff
                           satisfaction.

                           Increased employment and skill         Assistive technology strategy     Carl Bell
                           development opportunities, linked to
                           the University town agenda.
                           Greater use of local businesses and
                           third sector resources


 3. Address of Choice
 3.1 Encouraging healthy lifestyles
 Improve quality of life  Encourage healthy & active              Go Oldham programme and         Ian Hughes
 and reduce health           lifestyles by increasing               extend the programme to
 inequalities                participation in sport, physical       include sub programmes at the




Page 25                       PCS Business Plan 2010                      06/01/2011
April 2010
  Priorities for People   High Level Actions and Projects            Sub-Strategies and Actions           Lead Officer
   Communities and
         Society
                              activity and arts, including            February Half Term, Easter,
                              taking advantage of Olympics,           the summer holiday and
                              Paralympics and Cultural                October periods during 2010 –
                              Olympians                               2013
                             Determine the future of the
                              leisure facilities estate by March
                              2011
                             Widen the scope of Passport to
                              Summer programme to include
                              activities and events for all
                              residents (and visitors)             Delivery of:
                             Continue to promote emotional         Child Healthy Strategy Action    Michael Jameson
                              and physical health and well-           Plan
                              being of children and young           Healthy Weight Management
                              people, with a specific focus on        Strategy
                              reducing obesity and improving        Healthy Schools Programme
                              dental health                         Young Carers Strategy
                                                                    Teenage Pregnancy Strategy
                                                                    Child and Adolescent Mental
                                                                      Health Strategy
                          Joint Strategic Needs Assessment –        Joint work with NHS Oldham
                          to provide improved understanding                                           Veronica Jackson
                          of health and social care needs




Page 26                       PCS Business Plan 2010                      06/01/2011
April 2010
  Priorities for People  High Level Actions and Projects             Sub-Strategies and Actions            Lead Officer
   Communities and
         Society
 3.2 Improving local amenities
 Ensure local           Complete library review by March                                              Ian Hughes
 amenities meet         2011 in conjunction with review of                                            Colette Kelly
 people’s needs         other local assets, i.e. Community
                        Centres for each District




                           Improve the quality of our local play   Playbuilder Programme              Michael Jameson
                           facilities

 4.Services of Choice
 4.1 Accessible and responsive services
 Improve the            Provide a single access and                MTFS for PCS                       Veronica Jackson
 experience of          seamless service, which is cost
 residents in the       efficient, delivering less duplication     Improve performance rating –       Veronica Jackson
 Borough irrespective and waste. Outcomes include                  CQC and OFSTED
 of age                 reduced delayed transfers,
                        increased preventative services,           PCS Workforce strategy             J Fraine
                        supported by the re-focusing of            Trust Oldham delivery within PCS   Veronica Jackson
                        resource and investment.
                        Early intervention support                 Aiming High – Short Break          Michael Jameson
                                                                   Services

                                                                   Deliver Transforming Social Care   Veronica Jackson
                                                                   Plan




Page 27                       PCS Business Plan 2010                      06/01/2011
April 2010
  Priorities for People     High Level Actions and Projects           Sub-Strategies and Actions           Lead Officer
   Communities and
         Society




 4.2 Quality of services that are valued
 Provide quality,          We will:                                  Re-fresh Children‟s Trust        Michael Jameson
 accessible services        Remodel and develop the                  Workforce Plan
 that are needs led            workforce                             Enable people with long term     Veronica Jackson
 and influenced by          Demonstrate value for money              conditions to manage their
 those that use them        Improve performance of our               conditions better
                               services                              Give people choice and control
                            Improve Health and Wellbeing             to make decisions
                               outcomes                              Support people with long term
                            Person centred care –Focus on            illnesses/conditions
                               individual needs of service           Develop joint working
                               users, maintaining their               arrangement opportunities
                               independence and health               Develop an integrated local
                            Improve efficiency and reduce            area workforce strategy
                               cost base                              (inlaws) for adult social care
                            Communicate delivery of our
                               services at a local level “telling
                               people what we do”
                            Improve engagement of
                               communities




Page 28                        PCS Business Plan 2010                      06/01/2011
April 2010
10. Financial Strategy
We will allocate our resources and efforts to ensure the successful delivery of the
corporate objectives through the following service allocation.

                                                                                     75% =
                                                                                  priorities 1-3
                                                            Budget 2010/11           25% =
          Corporate Plan          Lead Service in PCS            £m                 priority 4
1   A confident place             Neighbourhoods                     12.541                9.406
                                  Children, Young
2   A university town             People and Families                  54.956              41.217
3   An address of choice          Adult Services                       49.710              37.283
3   An address of choice          Health and Wellbeing                  4.105               3.079
                                  Leisure, Culture and
3   An address of choice          Libraries                           12.548                9.411
4   Services of choice            All                                133.859               33.465

    A confident place                              9.406
    A university town                             41.217
    An address of choice                          49.772
    Services of choice                            33.465




             PCS Budget 2010/11 mapped to Corporate Plan Priorities




                                                                   1. A confident place
                                                                   2. A university town
                                                                   3. An address of choice
                                                                   4. Services of choice




Page 29                       PCS Business Plan 2010                        06/01/2011
April 2010
In order to meet our priorities, our vision and desired outcomes detailed in our Business Plan we will have to make crucial decisions
about our finances. These can be summarised as follows:

1.     Reductions on reliance on institutional care by promoting self directed support. Expenditure is moving away from care
       management and term care packages to re-enablement, well-being services and early intervention.
2.     Already directing resources to the local level in accordance with government strategy through local partnerships.
3.     Raising the attainment and aspirations of children and young people through new ways of working with business partners and
       schools
4.     In house services developed to avoid expensive external placements
5.     High satisfaction with Special Educational Needs provisions avoids reliance on independent special schools

Many of these strategic shifts have already been achieved through existing resources but we can do more to improve in this area.
For some areas however, significant investment has been made to achieve the strategic shifts underpinned by disinvestments from
other areas.

Summary of Expenditure / Income categories

                                     Budget
Expenditure                        2010/11 £m
Employees                                65.853
Premises                                  4.645
Transport                                 3.604
Supplies & Services                     197.391
Third Party Payments                     48.710
Transfer Payments                         8.772
Support Services                         16.301
Capital                                  11.424




                                                                                                                                    30
                                 Budget
Income                         2010/11 £m
Government Grants                  -188.551
Other Grants & Contributions         -25.788
Customer/Client Receipts              -7.395
Recharges                             -1.108

TOTAL                            133.859


                  PCS Expenditure Budget 2010/11 Total £357m


                                                        Employees
                                                        Premises
                                                        Transport
                                                        Supplies & Services
                                                        Third Party Payments
                                                        Transfer Payments
                                                        Support Services
                                                        Capital




                                                                               31
PCS Income Budget 2010/11 Total -£223m




                                Government Grants
                                Other Grants & Contributions
                                Customer/Client Receipts
                                Recharges




                                                               32
       11. Risk management
Ref. Risk            Category      Risk Score   Actions in Place               Current Further Actions              Target Impact on Business
                                   as at                                       Risk                                 Risk Plan Actions
                                   31/03/09                                    Score                                Score
1 Confident Place
 1.1 A safer place
1.1 Failure to create Reputational CII          We will reduce the level of  CII       We will develop the          DII   Minimising the risk has
    a safer place     or public                 serious violent crime in the           Domestic Abuse                     shaped the business
    and safeguard satisfaction                  borough and reduce fear of             Partnership                        plan actions
    vulnerable                                  crime. We will improve local
    people                                      environmental quality,                 Enhance our work on
                                                focusing where low level               violent gangs and
                                                environmental crime is still           cascade the LEAP
                                                an issue                               training across service
                                                                                       providers
                                                We will reduce the
                                                percentage of young people             We will enhance our
                                                who have experienced                   analytical capacity and
                                                bullying                               product to inform
                                                                                       proactive intelligence led
                                                We will reduce the number of           interventions
                                                our young people who enter
                                                the youth justice system for           Build capacity within
                                                the first time                         Communications and
                                                                                       Marketing to promote
                                                                                       safer, stronger Oldham
                                                                                       dispel myths and raise
                                                                                       positive perception




                                                                                                                                        33
Ref. Risk   Category   Risk Score   Actions in Place   Current Further Actions            Target Impact on Business
                       as at                           Risk                               Risk Plan Actions
                       31/03/09                        Score                              Score

                                                               We will continue to roll
                                                               out and mainstream our
                                                               GO Oldham programme
                                                               across multi agency
                                                               partnership and service
                                                               providers targeting
                                                               young people at risk of
                                                               offending

                                                               We will work with Anti-
                                                               bullying alliance to
                                                               quality assure schools‟
                                                               anti-bullying policies

                                                               We will develop the:
                                                                Drug and Alcohol
                                                                 Strategy
                                                                Youth Crime Action
                                                                 Plan
                                                                Youth crime
                                                                 prevention strategy
                                                                Target Hardening
                                                                 Strategy
                                                                Development of a
                                                                 violent crime Strategy




                                                                                                            34
Ref. Risk            Category       Risk Score   Actions in Place          Current Further Actions        Target Impact on Business
                                    as at                                  Risk                           Risk Plan Actions
                                    31/03/09                               Score                          Score
                                                                                   Inclusion Strategies




 1.2 Strong Communities
1.2 Failure to deliver Reputational CII          Strengthen neighbourhood CII      Worked up options and DII    Minimising the risk has
    services at the or public                    management by shaping             staged approach to local     shaped the business
    neighbourhood satisfaction                   services at a neighbourhood       delivery implemented         plan actions
    level with good                              level.                            across both people and
    community                                     Improve approach to             place agendas agreed
    involvement                                      area working                  across directorates and
                                                  Develop District                presented within full
                                                     Partnerships and PACTS        review of Area Working
                                                     Safe and strong strategic     for May Council 2010 .
                                                     assessment                    On going review and
                                                  Safer, Stronger                 evaluation
                                                      communities Board
                                                      Programme
                                                      implementation
                                                  Address high levels of
                                                      child poverty within the
                                                      borough by tackling




                                                                                                                              35
Ref. Risk           Category     Risk Score   Actions in Place              Current Further Actions           Target Impact on Business
                                 as at                                      Risk                              Risk Plan Actions
                                 31/03/09                                   Score                             Score
                                                  worklessness




2 University Town
2.1 Raising educational achievement
     There is no      Service    CII          Citizens encouraged to        CII      Workforce               DII
     improvement in performance               access employment and                   Development Plan
     access to                                learning by                            Life long learning –
     learning and the                          Improving educational                  University for the 3rd
     economic well-                                achievement and                     Age
     being of the                                  progression at all key            City Region Pilots
     citizens of                                   stages                              based on Deprived
     Oldham is not                             Narrowing the attainment               Communities
     improved                                     gap between our most                 delivered through
                                                  disadvantaged                        Neighbourhoods
                                                  communities and                      Teams in East and
                                                  population as a whole                West Oldham
                                                  Increasing the number of
                                                  14-19 year olds who take
                                                  up Learning Diplomas
                                               Increase post 16
                                                  participation in physical




                                                                                                                                36
Ref. Risk            Category    Risk Score   Actions in Place                 Current Further Actions        Target Impact on Business
                                 as at                                         Risk                           Risk Plan Actions
                                 31/03/09                                      Score                          Score
                                                 sciences
                                                 Redeveloping the
                                                  Oldham College
                                               Developing the
                                                  University Campus                       Regional science
                                                  Oldham                                   Centre
                                               BSF Programme
2.2 Increase Opportunity for employment and volunteering
    The Council        Service   CII          Improve recruitment and          CII     Neet reduction DII
    does not                                  retention of the work force.             strategy
    contribute
    effectively to                            Reduce the number of our
    improving the                             16-18 year olds who are not
    economic well-                            in education, employment or              City Region
    being and skills                          training                                 Pilots based on
    of the citizens of                                                                 Deprived
    Oldham                                    Increase access to                       Communities
                                              employment and                           delivered
                                              volunteering and contribute              through
                                              to a sustainable and                     Neighbourhood
                                              competitive social economy.              s Teams -
                                                                                       “Working
                                              Greater cross-functional                 Neighbourhood
                                              working, remove role                     s Teams”
                                              duplication, opportunities for




                                                                                                                                37
Ref. Risk           Category      Risk Score   Actions in Place               Current Further Actions     Target Impact on Business
                                  as at                                       Risk                        Risk Plan Actions
                                  31/03/09                                    Score                       Score
                                               new career pathways,
                                               reduced turnover, vacancies
                                               and increased staff
                                               satisfaction.

                                               Increased employment and
                                               skill development
                                               opportunities, linked to the
                                               University town agenda.                Support carers
                                               Greater use of local                   back into
                                               businesses and third sector            employment
                                               resources

3 Address of Choice
3.1 Encouraging healthy lifestyles
      Failure to     Reputational CII             Encourage healthy &         CII      Assistive  DII
     Improve quality                               active lifestyles by                 Technology
     of life and                                   increasing participation             Strategies
     reduce health                                 in sport, physical activity         Convert
     inequalities                                  and arts, including taking           Passport to
                                                   advantage of Olympics,               Summer
                                                   Paralympics and Cultural             programme
                                                   Olympians                            to Go
                                                  Determine the future of              Oldham
                                                   the leisure facilities               programme
                                                   estate by March 2011                 and extend




                                                                                                                            38
Ref. Risk   Category   Risk Score   Actions in Place                Current Further Actions   Target Impact on Business
                       as at                                        Risk                      Risk Plan Actions
                       31/03/09                                     Score                     Score
                                       Widen the scope of                     the
                                        passport to summer                     programme
                                        programme to include                   to include
                                        activities and events for              sub
                                        all residents (and                     programmes
                                        visitors)                              at the
                                       Increase the number of                 February
                                        our schools with Healthy               Half Term,
                                        Schools Status                         Easter, the
                                       Continue to promote                    summer
                                        emotional and physical                 holiday and
                                        health and well-being,                 October
                                        with a specific focus on               periods
                                        reducing obesity and                   during 2010.
                                        improving dental health              Healthy
                                       Joint Strategic Needs                  Schools
                                        Assessment – to provide                Programme
                                        improved understanding
                                        of health and social care
                                        needs




                                                                                                                39
Ref. Risk           Category     Risk Score   Actions in Place             Current Further Actions      Target Impact on Business
                                 as at                                     Risk                         Risk Plan Actions
                                 31/03/09                                  Score                        Score




3.2 Improving local amenities
    Ensure local   Service       CII          Complete library review by   CII      The reviews of DI
    amenities meet                            March 2011                           library , leisure
    people‟s needs                                                                 and community
                                              Improve the quality of our           centres is
                                              local play facilities                carried out
                                                                                   collectively to
                                              Review of Community                  determine a
                                              Centres                              community hub
                                                                                   of local service
                                                                                   and community
                                                                                   access in each
                                                                                   DP area
4 Services of Choice
4.1 Accessible and responsive services




                                                                                                                          40
Ref. Risk            Category       Risk Score   Actions in Place                Current Further Actions      Target Impact on Business
                                    as at                                        Risk                         Risk Plan Actions
                                    31/03/09                                     Score                        Score
    Failure to       Satisfaction   CII          Provide a single access and CII                         DI
    improve the                                  seamless service which is
    experience of                                cost efficient, delivering less
    residents in the                             duplication and waste.
    Borough                                      Outcomes include reduced
    irrespective of                              delayed transfers, increased
    age                                          preventative services,
                                                 supported by the re-focusing
                                                 of resource and investment.
                                                 Early intervention support




4.2 Quality of services that are valued
    Provide quality, Satisfaction   CII             Demonstrate value for CII         Worked up      DI
    accessible                                       money                             options and
    services that are                               Improve performance of            staged
    needs led and                                    our services                      approach to
    influenced by                                   Improve Health and                local delivery
    those that use                                   Wellbeing outcomes                implemented
    them                                            Person centred care –             across both
                                                     Focus on individual               people and
                                                     needs of service users,           place agendas
                                                     maintaining their




                                                                                                                                41
Ref. Risk   Category   Risk Score   Actions in Place                 Current Further Actions   Target Impact on Business
                       as at                                         Risk                      Risk Plan Actions
                       31/03/09                                      Score                     Score
                                        independence and                     .
                                        health
                                       Improve efficiency and
                                        reduce cost base
                                       Communicate delivery of
                                        our services at a local              Build capacity
                                        level “telling people what           within Comms
                                        we do”                               and Marketing
                                       Greater engagement of                to promote
                                        communities in                       safer, stronger
                                        contributing to the                  Oldham dispel
                                        delivery                             myths and raise
                                                                             positive
                                                                             perception .

                                                                             Working with
                                                                             Research Team
                                                                             Community and
                                                                             Customer
                                                                             Engagement
                                                                             strategies in
                                                                             place for each
                                                                             DP




                                                                                                                 42
Appendix 1 - Definition of Outcomes
   Corporate                   Outcome                        Definition
   Objective
A Confident Place      Positive contribution        Equality of access to
                       Staying Safe                  services. Not being subject
                       Reduce fear of crime          to abuse
                       Ensuring Dignity and         Community cohesion,
                                                      including through the
                        Respect
                                                      celebration of cultural
                       Freedom from                  diversity and cultural
                        discriminations and           activities breaking down
                        harassment                    barriers between people by
                       Choice and Control            widening access and
                       Increase satisfaction in      participation
                        neighbourhoods as a place    The council contributes to
                        to live                       successful outcomes
                                                      through effective
                       Creating cohesive
                                                      partnership working by e.g.
                        communities                   reduce and prevent crime
                                                      and fear of crime and build
                                                      stronger communities.
                                                     The council, with its
                                                      partners, is achieving real
                                                      and measurable
                                                      improvements in the health
                                                      and well-being of local
                                                      people by e.g. the health of
                                                      all the communities the
                                                      council serves is improving
                                                      as a direct result of the
                                                      activities of the council, the
                                                      council is reducing health
                                                      inequalities and the gap in
                                                      life expectancy between its
                                                      diverse communities
University Town      All achieving well             Improved life skills & job
                     Economic Well-Being             opportunities for the
                     Improved skills and choices     Boroughs residents
                      for all                         throughout PC&S
                                                      Directorate
                                                     Access to income and
                                                      resources sufficient for a
                                                      good diet, accommodation
                                                      and participation in family
                                                      and community life
                                                     A prosperous Borough
   Corporate                 Outcome                            Definition
   Objective
                                                         through a thriving “creative
                                                         economy” with the Borough
                                                         recognized regionally and
                                                         nationally as a vibrant &
                                                         creative place in which to
                                                         live, work, study and visit
                                                        The council, with its
                                                         partners, coordinates its
                                                         work on economic
                                                         development, the housing
                                                         market, the environment
                                                         and transport to improve
                                                         quality of life and deliver a
                                                         more sustainable future for
                                                         all its communities by e.g.
                                                         addressing the area‟s
                                                         housing requirements and
                                                         housing needs
                   No schools below floor targets
                                                        Schools achieving above
                                                         national norms
Address of Choice  Encourage healthy and               Enjoying good physical and
                    active lifestyles                    mental health (including
                   Reduce health inequalities           protection from abuse and
                   Improved quality of life             exploitation)
                                                        Access to appropriate
                   Improving local amenities
                                                         treatment and support in
                                                         managing long-term
                                                         conditions independently
                                                         There are opportunities for
                                                         physical and cultural
                                                         activities (including sport
                                                         and physically active
                                                         recreation).
                                                        Reducing health
                                                         inequalities and the gap in
                                                         life expectancy between its
                                                         diverse communities
Services of         Provide quality services that      Widened access to and
Choice               are needs led and                   increased participation to
                     influenced by those that use        maximise service user‟s
                     them                                independence and access
                                                         to information
                                                        Maintaining involvement in
                                                         local activities and being
                                                         involved in policy
                                                         development and decision-
                                                         making
                                                        Being able to choose and
Corporate   Outcome              Definition
Objective
                          control services and helped
                          to manage risk in personal
                          life
                         Service users are able to
                          enjoy a clean, comfortable
                          and orderly environment
                          and availability of
                          appropriate personal care
                         Improved customer
                          satisfaction and focus on
                          quality of services within
                          Adult & Community
                          Services
                         The council is working with
                          its partners, and with older
                          people, to develop a
                          strategic approach to older
                          people that goes beyond
                          health and social care and
                          covers the areas that older
                          people say are most
                          important to deliver a
                          comprehensive, co-
                          ordinated range of services
                          to older people
                         College, schools and
                          learning settings of choice
                          yet importer of learners
   Appendix 2 – Childrens Trust Management
   Priorities
   OLDHAM CHILDREN AND YOUNG PEOPLE’S PLAN (CYPP) AND THE
   COUNCILS BUSINESS PLANNING PROCESS

   Operating Context

   The national Every Child Matters agenda continues to drive the business of the
   Council‟s Children and Young Peoples Division. The Council has a vital leadership
   role to play in fully engaging organisations in Oldham through Children‟s Trust
   arrangements to develop integrated services, with a common culture and values that
   improve outcomes for children and young people.

   In line with national government policy, the Council equally has to maintain strategic
   oversight of the production and publication of a Children and Young People‟s Plan
   (CYPP) which sets out in detail how we will co-operate with our partners to improve
   the well-being of local children and young people.

   The recently published document „Statutory Guidance: The Roles and
   Responsibilities of the Lead Member of Children’s Services and the Director of
   Children’s Services (DCS)‟ (DCSF 2009) also sets out the clear expectation that:

a) The Lead Member of Children‟s Services will set the overall vision of the CYPP
b) The Director of Children‟s Services will maintain strategic oversight for the production
   and publication of the CYPP and hold Children‟s Trust Board members to account for
   its implementation, including delivery of targets within the LAA and ensure that an
   annual review of the CYPP is completed.

   As such, the CYPP is key to informing operational planning across all Children‟s
   Services in Oldham to deliver front-line services. Recent statutory guidance in fact
   stipulates all partners who are responsible for implementing the CYPP in the course
   of delivering their normal functions, should align individual service planning
   documents with the CYPP.

   The table overleaf therefore illustrates the way in which our local Every Child Matters
   priorities complement the Councils corporate vision as well as Oldham‟s wider LAA
   themes.
                                        Corporate Objective
CYPP High Level Objective                                     Links to SCS/ LAA
                                        supported
Continue to promote emotional and
physical health and well-being, with
                                        Address of Choice     Health & Well Being
a specific focus on reducing obesity
and improving dental health
Continue to progress the quality of
service delivery and practice so that
                                        A Confident Place     Safe & Strong
vulnerable groups of children and
young people are safe
Ensure children and young people
are safe and feel safe in the           A Confident Place     Safe & Strong
communities where they live, go to
school, play and work
Improve achievement and
                                        A University Town     Economic Prosperity
progression at all key stages
Narrow the attainment gap between
our most disadvantaged                  A University Town     Economic Prosperity
communities and the population as
a whole
Reduce the number of young
people who engage in risk taking                              Safe & Strong/ Health
                                        A Confident Place
behaviour                                                     & Well Being

Continue to increase the number of
16-19 year old young people in
                                        A University Town     Economic Prosperity
employment, education or training

Address the high levels of child
poverty within the borough by
                                        A Confident Place     Economic Prosperity
tackling worklessness
Appendix 3 - Glossary of Terms
Term       Explanation
ADASS      Association of Directors of Adult Social Services
BSF        Building Schools for the Future
CAA        Comprehensive Area Assessment
CARF       Commission on Accreditation of Rehabilitation Facilities
CQC        Care Quality Commission
CYPF       Children, Young People and Families Directorate
DH         Department of Health
IB‟s       Individualised Budgets
JAR        Joint Area Review
LSCB       Local Safeguarding Children‟s Board
MEC        Making Experiences Count
NAPOs      Neighbourhood Access Prevention Officers
NEET       16-18 year-olds Not in Education, Employment or Training
OFSTED     Office for Standards in Education, Children‟s Services and Skills
PCS        People Communities and Society Directorate
SAS        Adult Social Care Self Assessment Survey
SEN        Special Educational Needs

				
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