one place...
many choices
Corporate Plan 2010 – 2014
Contents
1
Part 1
Section one
Introduction
3
Section two
Our Vision: one place... many choices
11
Section three
Corporate objectives and priorities
32
Part 2
Section four
Business planning and performance management
37
Section five
Using our resources to deliver our priorities: Our people, our money and our capital assets
45
Section six
Action plans
67
Section seven
Risk management logs
www.oldham.gov.uk
Part 1
Section One
Welcome to our Corporate Plan
This is the first annual update to our corporate plan
one place…many choices. In it, we review the progress
which we have made over the last 12 months and set out
our key priorities to 2014.
We continue to make real improvements across the council and we are
proud of what we have achieved. Over the coming period, our challenge will
be to sustain and build on these improvements against the backdrop of the
very challenging economic circumstances facing the country, the borough
and the council.
We believe we are well placed to meet the challenge.
Our corporate plan is key to this, providing us with a framework to ensure
our resources are clearly targeted to deliver for the people who live and work
in our borough.
Our plan sets out our vision for the borough as a place of choice.
We want Oldham to be recognised as a place of opportunity for all;
a place where people choose to live, visit, study, and work.
Our Plan is based around our four corporate objectives:
• A confident place
• A university town
• An address of choice
• Services of choice
Our work to achieve these objectives is underpinned by our core values.
These inform all our work – with our partners, with each other and, most
importantly, with and for the people of Oldham. We take pride in helping to
make the borough a place of choice, while valuing each other, acting with
integrity and making sure we deliver our best at all times.
Our ambition is for our borough to be up there with the best. We have made
significant strides towards this, but recognise that we still have more to do.
This plan sets out the key actions which, working with our citizens and
partners, will allow us to achieve our ambition.
Councillor Howard Sykes
Leader of Oldham Council
and Leader of the
Liberal Democrat Group
Councillor Jack Hulme
Leader of the
Conservative Group
Councillor Jim McMahon
Leader of the
Labour Group
Our Corporate Plan
This is an important document for us, setting out
our vision and ambition for the borough, together
with our corporate objectives and the key actions
which will enable us to deliver these. The plan also
provides an opportunity for us to celebrate some
of our significant recent achievements.
We have much of which to be proud.
Over the past 18 months we have:
• Dramatically increased the amount of waste we
recycle - we are now the third highest performer in
Greater Manchester – and we continue to improve,
winning a 2010 MJ award for environmental
innovation in waste collection
• Delivered £21million in efficiency savings whilst
continuing to drive up our service standards, despite
2009/10 being a year when our services were in
increasing demand due to the economic downturn
• Continued to prioritize the physical appearance of the
borough, ensuring Oldham is a cleaner and greener
place to live, work and visit – we now have the
cleanest streets in Greater Manchester, and were
awarded ‘Best Town Centre’ in the 2009 Bloom and
Grow competition
• Been judged as “performing well” in inspections of
social care services for both children and adults
• Substantially progressed the development of the
Regional Science Centre which will transform
opportunities for young people across the borough
and Greater Manchester
• Introduced innovative initiatives such as the Passport
to Summer which has encouraged physical activity
amongst children and young people, as well as had a
significant impact on crime and anti-social behaviour
• Achieved an “outstanding” inspection judgement
for our adult education service and our pupil
referral service
I would like to take this opportunity to publicly thank all
our staff for their continuing hard work and dedication to
improving the services we provide for local people.
We know that the economic situation facing the country
and the borough remains challenging and that the future
for all public services will be tough. We anticipate
significant funding cuts, both during 2010/11 and in the
years to come. In this context it will be necessary for us
to continue to deliver good services for the citizens of
Oldham, whilst managing with fewer resources.
Last year we delivered £21million in efficiency savings
whilst continuing to drive up our service standards.
This gives us confidence in our ability to continue
improving – delivering more for less.
Our efficiency and value for public money programmes
are continuing to identify further savings and
efficiencies – allowing us to continue improving the
value for money we offer to local people.
Central to meeting this challenge successfully is the way
we work – with each other, with other partners and with
local people. We are increasingly working together
effectively as one council and our core values underpin
and inform our work.
There are strong partnerships working in the borough,
and in progressing our collective priorities we will build
on these. We will continue to work with other agencies,
groups and organisations, as well as our citizens and
communities, to deliver real improvements for residents
and businesses in Oldham.
We are increasingly instigating new models of service
delivery, including delivery of shared services with key
partners, such as NHS Oldham, or with neighbouring
authorities, such as Rochdale. In all this work,
our overriding concern will be delivering value for
public money.
As we work on implementing this plan we will rigorously
review our progress and listen to feedback from our
residents and businesses to ensure we are making a
positive difference.
I look forward to working with you
to make our plan a success.
Our staff have been key to delivering this success and I
am very proud of the way in which people across the
organisation have risen to the challenge. It is through
their hard work and commitment that our services are
improving, that we are more efficient, and that we are
championing Oldham’s interests more effectively in the
Greater Manchester sub-region and nationally.
We are proud of our achievements, but we also
recognise that there is more still to do.
Charlie Parker
Chief Executive
Section two
Our vision
A partner of choice
As a council, there are some things we can do on our
own. But we will only achieve the scale of change
needed to realise our ambitions by working with others.
We want to be recognised as an effective partner; one that works constructively
with others to achieve shared ambitions. We want to be recognised as a partner
of choice nationally and regionally, as well as by our City Region and local
colleagues – but most importantly by our citizens.
Greater Manchester Strategy
We are an integral part of the dynamic City Region, where we are working with partners
to play a positive role in the future economic success and regeneration of Greater
Manchester. We were fully involved in shaping the Greater Manchester Strategy – to
ensure the best for the City Region, but also to ensure it reflects the key challenges for
Oldham and supports our priorities moving forward.
The Greater Manchester Strategy was agreed in late 2009 and was developed to set out
Greater Manchester’s priorities for development in the following areas:
• Skills
• Economic development
• Regeneration
• Transport
The intention is that, taken together, these will help the area become an economic
powerhouse. Delivery plans have now been developed that set out how we will
(across Greater Manchester) deliver on the priorities in the Greater Manchester Strategy.
Oldham will have a key role to play in delivering many of the actions in the delivery plans
and our contribution is reflected in the relevant places throughout this corporate plan.
A key area of work for us at the moment is a set of four spatial pilots, which are changing
the way we work so that it is both more efficient, and also more focused on meeting
customers’ needs.
The four pilots are:
• Working Neighbourhoods – which will look at how we can improve the way we
support people back into work or training
•Early Years Entitlement Model – which will look at how we can work with families
to make sure children are in a position to get the most out of school when they start
•Housing Allocations – which will look at how we can encourage people back into
work or training
•Low Carbon – which will look at how we can reduce the impact of the borough
on the environment through activities like fitting houses with better insulation and
generating energy from biomass
The other local authorities within the city region are leading pilots on similar themes.
We will all share the learning we get from the pilots, so that we can all identify the
ways of working that are most effective.
Oldham and Greater Manchester
Greater Manchester is made up of ten Local Authority areas, including Oldham.
They are:
• Oldham
• Bolton
Rochdale
Bolton
• Bury
Bury
Oldham
• Manchester
• Rochdale
Wigan
Salford
Manchester
Tameside
• Salford
• Stockport
• Tameside
Trafford
Stockport
• Trafford
• Wigan
These ten local authorities are known collectively as the Association of Greater
Manchester Authorities, or AGMA. For the past twenty years, ever since the Greater
Manchester County Council was abolished, AGMA have worked closely together on a
number of issues, such as transport and economic development.
People who live in the borough travel throughout Greater Manchester for a wide variety
of reasons, and people from other areas of Greater Manchester travel into Oldham.
With our key position on the M62, between Manchester and Leeds, we are in a strong
position to make the most of the borough’s advantages, including being:
•In a pivotal position between the Greater Manchester and Leeds City Regions.
We are the key gateway to the North West region and Yorkshire, by road,
rail and motorway.
•In a central position on the M62 corridor linking Liverpool with Leeds and Hull, at
the cross roads of the M66, M62 and M60. There is easy access to a major
international airport at Manchester, as well as the Leeds Bradford Regional Airport.
• Fortunate to have superb countryside, with almost a quarter of the borough in the
Peak District National Park. Our fantastic environment is a resource for the City
Region and local communities. The attractive scenery also provides a unique
outdoor recreation resource. No residential location in the borough is more than
two miles from open countryside. Our lakes and reservoirs complement our
environment, as do the re-opened canals.
By working together with other local authorities in the city region, we can not only
contribute to Greater Manchester as a whole becoming stronger economically,
we can also make sure the Oldham residents see the benefits of this. For example:
• The Metrolink extension into Oldham town centre will make it easier for Oldham
residents to access work, skills development and leisure opportunities throughout
Greater Manchester.
• The development of the Regional Science Centre will provide new training and
employment options for people in Oldham.
many players... one team
Oldham’s Sustainable Community Strategy 2008–2020
and Local Area Agreement 2008–2011
Our shared ambition as Oldham Partnership is to redefine our borough as a high quality
place to live, work and bring up a family. By 2020 our aim is for the borough to have
been transformed both in terms of the range and quality of services delivered to
residents and the physical environment. By working together we want to achieve strong
and engaged communities, cultural and educational strengths, increasing opportunities
for our citizens and improving economic prosperity and quality of life.
We want to narrow the gap between different areas of the borough on issues such as
crime, economic performance, health and education. We also want to narrow the gap
between Oldham, both with the most prosperous districts in Greater Manchester, and
with national averages.
To achieve this transformational change we will harness the strength of our partners
in the Oldham Partnership. We are working together towards a common vision
outlined in our Sustainable Community Strategy (SCS) and to a common blueprint for
change – our Local Area Agreement (LAA).
We have developed our prospectus, which has three main purposes:
• To focus on issues which can be best addressed by members of the partnership
acting together
• To act as an expression of commitment by the whole partnership to deliver set of
clearly defined priorities on behalf of the people of Oldham
• To make these priorities clear to national, regional and city regional organisations
which can help us bring them to fruition
The priorities outlined within the prospectus provide the strategic focus for the Oldham
Partnership, and form the basis of the current Area Based Grant (ABG) review.
Our key priorities are:
• Towards a university town
• Great places to live
• Healthy lives
Through the Prospectus, the ABG review will ensure that, going forward, our focus is
on key transformational initiatives. This focus on the key prospectus priorities will ensure
we are prepared for potential ‘in year’ budget cuts, and can move forward into the next
spending period prepared for the challenges ahead, with key activities supported that
are in line with our ambition to transform the borough for the benefit of all its residents.
Our vision for the borough
Our vision is for the borough to be a place of choice. We want Oldham to be
recognised as a place of opportunity for all; a place where people choose to
live, visit, study, and work.
This vision is translated into four corporate objectives that set the framework
around which we focus our time, effort and resources.
A confident place
with safe neighbourhoods
and clean, green spaces for all to enjoy
A university town
with good education, learning and training
to improve the skills and choices of our citizens
An address of choice
a healthy and active place,
with suitable housing for all
Services of choice
quality services that provide value for citizens
Our vision for the borough
As part of delivering each corporate objective we have identified a number of ambitions
and actions to deliver them. The ambitions are set out in the introduction to each
corporate objective. The specific actions we will take to deliver these are set out in the
detailed action plans, which can be found at Section Six on page 45.
As outlined below, our objectives have been shaped by evidence from a wide range of
stakeholders and sources.
Setting out our key objectives and priorities doesn’t mean other things aren’t
important – it means these are the things, above all else, that must be done in
order for us to make our vision a reality.
We want our communities to be confident enough to strive, and demand more for
themselves and the places they live. But we also want our citizens to take responsibility
and to be more actively involved in improving their neighbourhoods. Having the right
skills to enable choices about where and how to access employment and volunteering
opportunities is more important now than ever. We want quality opportunities for
developing skills, education and training opportunities across the borough. We also
recognise what high standard education in our towns can mean for us in terms of jobs
and reputation.
We want our housing offer to complement our environment (urban and rural) and to
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. We want these to be recognised as good quality, easy to
access and as providing value for money.
Informing our priorities
Our Corporate Plan 2010 – 2014 is based on research and consultation drawn from a
number of sources. We are using our knowledge of local people’s priorities to focus on
those issues which matter most to our citizens. For example, in response to feedback
from residents, we have worked hard to improve street scene and the cleanliness of the
borough over the last year, targeting high profile, visible ‘grot spots’ for clean-up work.
Key group
How have they influenced our priorities?
1 Residents
• Survey and consultation activities
• Forums such as the Inter-faith forum and Forum for Age
• Service user feedback channels
• Youth Council
• PACT meetings
• Neighbourhood Agreements
2 Councillors
• Direct involvement in the development of the
objectives and action plans
• Survey and consultation activities
• District Partnerships
• PACT meetings
• Internal committees and boards
3 Research and
Demographics
• National research and intelligence
• Local research such as
‘You and Your Community’ Survey 2010
• Ward profiles
• Intelligence gathering
4 Partner Organisations
• District Partnerships
• Area Action Teams
• PACT meetings
• Neighbourhood Agreements
• Annual Partnership Plan
5 Legislation and statutory
• requirements
• Strategic Needs Assessments in specific service areas
• Local Area Agreement targets
• External inspection feedback
• Statutory requirements arising from legislation
such as the Child Poverty Bill
This is by no means an exhaustive list of how our priorities have been informed,
but it does outline the main contributors.
Customising services for local people –
area working
We have established six district partnerships around which
we are structuring our approach to area working.
A672
A6
4
The six District Partnerships are:
1
Chadderton
2
West Oldham
3
East Oldham
4
Failsworth and Hollinwood
5
Saddleworth and Lees
6
Royton, Shaw and Crompton
A640
Denshaw
Shaw
1
A605
2
A 67
Crompton
A62
A6
6
3
Delph
Royton
Chadderton
Derker
9
A635
A62
Uppermill
Westwood
A663
1
Glodwick
A669
Lees
Freehold
Greenfield
5
A635
A6
70
A66
3
A6
27
A6
72
6
A670
Sholver
Coppice
A627
Hollinwood
2
4
A62
Failsworth
Area working is fundamental to our approach to
improving services.
Our ambition for area working is that, together with our
partners, we deliver services that are relevant and
responsive to local needs. We will deliver these services
in a way that makes sense to local people, adding value
to both people and place. We want to connect with our
citizens and for them to be active in their
neighbourhoods and to get involved in shaping the
decisions that affect them.
We have established our Area Working Framework,
which sets out a series of standards around how we will
work at a local level. All six District Partnerships have
agreed their priorities and are funding local initiatives
that have made real improvements in local communities.
These have ranged from significant investment in local
shopping areas, to working in local primary schools with
vulnerable children, to improving local road safety. Our
community engagement, at a local neighbourhood level,
takes place through ward based PACTs (Partners and
Communities Together).
10
At a District Partnership level we now deliver a core offer
of services which address the issues that citizens have
consistently highlighted as being important to them.
Making their neighbourhoods safe and clean is integral
to this. These services include community safety
services, integrated youth and sports development, the
development of community centres and libraries, street
scene services and parks and open spaces.
We are working with our partners in applying one place
approach to local service delivery that effectively targets
need, avoids duplication and reduces costs. Our local
approach aims to support individuals, families and
neighbourhoods to achieve their full potential and works
to raise aspirations in the most deprived communities.
We recognise that each of our neighbourhoods has
different needs and we will work flexibly with our
partners to ensure that our services are tailored to
meeting them.
Section three
Corporate objective 1:
A confident place
with safe neighbourhoods
and clean, green spaces
for all to enjoy
Our 2014 ambitions
A confident place:
with safe neighbourhoods
and clean, green spaces
for all to enjoy
We will make Oldham:
A safer place
Improve the safety and security of
Oldham’s citizens
Safeguard and protect all children
and young people, and vulnerable adults
A cleaner and
greener place
Make Oldham one of the cleanest
boroughs in the country
Ensure Oldham contributes effectively
to tackling climate change
Reduce the amount of waste arising
from the borough
Strong communities
Forge a borough with strong and
active communities
Engage confidently and successfully with
Oldham’s communities, ensuring all citizens
have an equal opportunity to have their
voices heard
Strengthen links between communities and
other organisations locally and regionally
Details of how we intend to deliver these ambitions are detailed in the
action plans at section six
12
Corporate objective 1: A confident place
Building on our strengths
Our citizens are clear they want their neighbourhoods
to be safe, attractive places to live. They want the local
environment to be good quality and well-maintained,
and free from the fear of crime.
A safer place
By working together we have made good progress. We have achieved a significant
reduction in crime since 2004, with the highest reduction made in burglaries. As part of
our approach, since January 2008 alone, over 500 properties have had better security
installed. In the same period over 2,100 properties have benefited from 50 alleygating
projects, improving the safety of people’s homes and creating shared neighbourhood
spaces where children and young people can play. Projects such as the one to create
safe parking around the Royal Oldham Hospital have helped reduce vehicle crime.
A cleaner and greener place
We have been working hard to keep our local environment clean and well-maintained.
We have met or exceeded our targets to keep areas free of litter, graffiti, rubbish and flyposting. With about a quarter of the borough in the Peak District National Park, and
seven parks achieving Green Flag status, we are proud of our green spaces and what
they offer our citizens and visitors. All these things contribute to a continued increase in
the number of our citizens satisfied with their area as a place to live.
We are passionate about finding ways to live more sustainably. At 5.5 tonnes per capita
we have the lowest levels of CO2 emissions in the sub-region and the second lowest in
the North West. We have many plans in place to help us further reduce this. Sustainable
transport and reducing car use can make a big impact. Projects such as the extension
to Metrolink, Quality Bus Corridors and Oldham Cycle Network will all have a vital role to
play. We are committed to reducing the amount of waste we send to landfill. We have
more than doubled our recycling rate in the last three years (15% up to 37%). Our new
managed weekly collection service includes food waste and over 550 tonnes are
collected per month – the largest collection of food waste in the North West.
Strong communities
Whilst many of the issues that face us need to be tackled on a borough-wide level,
others are best taken forward at a more local level. The council has ambitious plans for
further strengthening area working during 2010/11. We want our citizens to be able to
influence decisions that affect the future of their area, and to have a sense of
responsibility for their own neighbourhoods and communities. We want everyone to be
involved in, and responsible for improving their areas, in order to support others as part
of the wider sense of family and community that is essential for our future.
13
Corporate objective 1: A confident place
Our challenges moving forward
It is vital we continue the downward trend in
overall crime levels. We know the changing
economic climate will make this more challenging
to achieve. We need to make a bigger impact on
violent crime levels.
A safer place
We want people to feel safer in their neighbourhoods and across the borough.
Effective street lighting can help with this, and can also contribute to reduced
road traffic accidents. Our street lighting PFI project will replace all our lights
over the next five years.
The damage done by alcohol is a real concern to us, both in terms of individual
health and the wider effect on our communities, particularly in town and district
centres. We are taking action as the Licensing Authority, and in partnership with
key players such as the Police and NHS Oldham, to tackle this.
A cleaner and greener place
We will further improve local environmental quality, focusing where low level
environmental crime is still an issue. This requires a joined up approach to
education, cleansing and enforcement across a range of services and partners.
The work to reduce our carbon footprint must also continue, with widened
involvement from local businesses and communities. We need to continue to
reduce the amount of waste sent to landfill, with a recycling target of 45% by
2015. This will require significant investment both in terms of the levy from
Greater Manchester Waste Disposal Authority (GMWDA) and the introduction
of new collection services.
Strong communities
Most of our young people play a positive role in the life of our communities.
They are students, employees, volunteers, and carers. It is also true that some
young people have a more negative impact. We are working to increase young
people’s participation in positive activities, tackling youth nuisance and reducing
the number of young people who commit offences.
We will continue to encourage positive interaction between people from different
backgrounds – in the workplace, in our schools, and in cultural, sporting, and
community activities. This is an important consideration for us as we develop our
neighbourhoods and the local amenities which serve them. Complimenting this
is our work to challenge those who seek to divide communities – such as
through committing hate crimes or stirring up prejudice.
As part of the Oldham Partnership, we are committed to improving quality of life
for everyone, and narrowing the inequality gaps between and within our
borough. The development of an improved approach to area working will
increase opportunities for citizens to influence decisions that affect their area.
14
Section three
Corporate objective 2:
A university town
with good education,
learning and training
to improve the
skills and choices
of our citizens
Our 2014 ambitions
A university town:
with good education, learning
and training to improve the
skills and choices of our citizens
We will make Oldham:
Raising educational
achievement
Improve educational standards for all and
narrow the gap between our most
disadvantaged communities and the
population as a whole
Raise standards in all Early Years settings
Ensure teaching and learning in Oldham are
fit for the 21st century and match the growing
aspirations of our children, young people and
families
Transform education through the creation of
better learning environments
Ensure all students have a rich, appropriate
and relevant choice of pathways for 14-19 (25)
learning
Supporting local
businesses
Better understand and respond to the needs
of the business community and shape
commissioned activity
Increasing
opportunities for
employment and
volunteering
Increase volunteering in the borough
Improving the skills of
all our citizens
Improve levels of education, employability
skills and training in the borough
Improve access to jobs
Improve perceptions of Oldham to support
our offer to investory
Details of how we intend to deliver these ambitions are detailed in the
action plans at section six
16
Corporate objective 2: A university town
Building on our strengths
Oldham has a long history of developing and investing in
education, culminating in the launch of the University
Campus Oldham (UCO), part of the University of Huddersfield,
in May 2005. We will build on these foundations, supporting
citizens to achieve their aspirations and ambitions, creating
a population of highly qualified, confident citizens and
communities, who can play a key role in the emerging and
expanding economy of the Greater Manchester region,
enabling Oldham to be a place of choice.
Raising educational achievement
Our shared ambition is to build on the opportunities arising from our place as Greater
Manchester’s fourth university town; a place that not only trains but retains and nurtures
talent. Developing students from diverse backgrounds will greatly enhance the
productivity, competitiveness and prosperity of the borough and
the Greater Manchester region.
Our track record in further and higher education was highlighted by the Comprehensive
Area Assessment and awarded a Green Flag, which endorses the “outstanding”
assessments made by Ofsted during inspections of The Oldham College, Oldham Sixth
Form College, the Lifelong Learning Service and the Pupil Referral Unit. The inspection
standards of our primary and secondary sectors are deemed by Ofsted to be above
similar authorities. To further this, in partnership with our educational institutions, we
have built on their increasing success to support our younger residents in progressing
from primary schools through to University. With support from our Higher Education
partner we have seen nearly a three fold increase in residents studying at University
Campus Oldham (part of the University of Huddersfield) over the last five years.
Our recent strong improvements in the number of pupils gaining Grades A*– C in five
GCSE subjects (including Maths and English) means we are now very close to the
national average for performance at Key Stage 4. Oldham is one of the best performing
boroughs in supporting young people from more deprived communities to make good
progress in learning. Oldham has developed a strong reputation for post-16 provision,
and is bucking the national trend by creating more young scientists. Young scientists
will play a crucial role in both the economy of Oldham and in defining the type of place
Oldham becomes. This is a major achievement, but there is more to do.
17
Corporate objective 2: A university town
Building on our strengths
Improving the skills of our citizens
Learning for all ages is at the heart of the continuing regeneration of our communities
and places. We have achieved significant increases in the numbers of adults gaining
basic skills and NVQ 2 qualifications. We have developed and commissioned cost
effective skills and employment programmes, supporting residents at risk of
redundancy and those that have been unemployed for sustained periods.
We need to maximise the benefit to our citizens of being part of a thriving sub-region.
As well as having the necessary skills and confidence, our citizens need to be able to
access employment, volunteering and learning. The £84 million Oldham Town Centre
Metrolink Scheme will mean jobs, investment and a transport infrastructure that will
transform opportunities for future generations of our citizens.
Improving opportunities for employment and volunteering
We are committed to leading by example in supporting employment and training
through the implementation of local employment partnerships and skills pledges.
Since August 2008 we have recruited a number of new starters from priority groups
such as the long-term unemployed, people with disabilities, or from our most deprived
wards. We intend to increase this dramatically in the future. We are supporting our
young people through the delivery of the Future Jobs Fund scheme, which recruited
over 150 young people into work within the first six months and will assist 500
by March 2011. We take our corporate responsibility very seriously and, as such,
are creating employment opportunities for looked after children through our Corporate
Parenting scheme.
Our ambition to be a university town is complemented by our plans for our major
economic sites. We are working to build on the excellent foundation provided by a
number of prestigious high value businesses in the borough, using their presence to
stimulate the growth of new high value technology businesses. The long-term plan for
the Hollinwood Employment Area will ultimately deliver 48,000 sqm of development
along with the creation of 2,000 jobs as part of Oldham’s M60 Employment Zone.
We were quick to recognize the potential risk to our borough and our citizens from the
changing economic climate. Together with our partners we have put in place a
dedicated Credit Crunch Cabinet, with an initial £400,000 Rapid Intervention Fund to
take quick action to support local people, businesses and communities.
By working with partners locally and across the region, we are supporting existing
businesses and encouraging our residents with new start-ups. Specific local
employment, training and supply chain clauses have been included in our major capital
programmes. We are improving our approach to procurement procedures to provide
opportunities for local businesses.
18
Corporate objective 2: A university town
Our challenges moving forward
Real improvements have been made and we have exciting
plans for the future, however the effects of the recession have
been keenly felt in Oldham. Like all deprived areas, we are
vulnerable to downturns because of longstanding weaknesses
in the local economy. There is, therefore, a pressing need to
increase skill levels, encourage higher value-added economic
activity which will offer higher rewards, and tackle the most
deep-seated concentrations of deprivation within the borough.
Raising educational achievement
Improving educational attainment has been our
priority for a number of years. This investment and
focus is having a real impact, but major challenges
remain in making sure every child, every student and
every resident, whatever their background, gets an
equal opportunity to achieve. Our citizens deserve the
best. Our educational strategy is aimed at making sure
our students are equipped for future enterprise and
labour market opportunities. Central to this strategy is
the full-scale transformation of learning through the
£230 million Building Schools for the Future programme,
which will replace and renew every one of our
secondary school buildings. All schools will be
equipped to deliver state of the art teaching and
learning, with significant community provision and
access. This follows our successful improvement of
primary school buildings.
We want more choice for 14 and 16 year olds,
particularly for vocational subjects. For example,
our ‘Achievement for All’ pilot supports the learning
of children and young people with special educational
needs. We will deliver a locality model of working,
with services focused around communities with
schools and children’s centres at their heart.
This will promote a more responsive approach to
raising achievement for all.
The Greater Manchester Strategy states that science
and technology will be a key part of the skills pool
required for the “knowledge economy”. The challenge is
to raise the supply of science, technology, engineering,
and maths (STEM) graduates. Oldham’s success in
Science and Technology based subjects has created an
environment from which we can develop our ambitious
plans for the new Regional Science Centre. It will
improve our A level performance in maths and science
still further, and will provide science facilities for the
University Campus Oldham (UCO) for the first time.
The Science Centre will host an exhibition space and
provide masterclasses; it will also provide enrichment
provision for 1,600 primary and secondary school pupils
a year, to raise awareness of science related subjects as
well as expanding the Oldham Sixth Form College and
UCO’s provision.
We are working with The Oldham College in their next
phase of development, which will enhance opportunities
for residents, and in turn will create a campus in Oldham
town centre of between 7,000 and 9,000 students. The
scale is significant. The size of the campus and the
numbers of students passing through it will achieve a
critical mass that will come to shape Oldham as a place.
It will generate demand for a wider range of cultural and
leisure amenities. Excellent public transport
connections, including a new Metrolink station near the
campus, will make it readily accessible from across the
Greater Manchester area.
Improving the skills of our citizens and
increasing opportunities for employment
and volunteering
Too many of our citizens do not have the skills needed
for employment and our total unemployment rate is
above the national average. We need to continue to
tackle long-term and youth unemployment and reduce
the number of people who have to claim benefit. We
must also continue to be flexible in our response to the
rapidly changing economic and political context.
We have seen some growth in employment, in areas
such as retail, education, health and business, but this
has been lower than the rate of job growth nationally
and in Greater Manchester. Manufacturing is still a
significant part of our employment base and, as such,
we have suffered in line with a national decline in
manufacturing jobs. Our challenge is to increase both
the pace of economic restructuring and our
representation in the knowledge-based economic
sectors where the prospects for growth are greatest.
In order to do this we need to take greater advantage of
our location and connections to the Greater Manchester
and Leeds city regions. With the infrastructure in place
(physical, digital and technical) we can make sure our
skilled citizens can access employment and learning in
an environmentally sustainable way.
19
Section three
Corporate objective 3:
An address of choice
a healthy and active place
with suitable housing
for all
Our 2014 ambitions
An address of choice:
a healthy and active place
with suitable housing
for all
We will make Oldham:
Encouraging healthy
lifestyles
Encourage healthy and active lifestyles in
people of all ages across the borough,
including increased participation in sport
physical activity, the arts and a range of
wider positive activities
Enhance the mental health and emotional
well being of Oldham residents
Address issues around drug and alcohol
misuse within Oldham, and other risk taking
behaviour amongst young people
Balancing the mix
of housing
Provide greater access to better quality
homes for Oldham residents
Improving local
amenities
Improve the use of the Council’s property
portfolio
Support the development of excellent facilities
and opportunities for centre-based and
outdoor play and recreation
Regenerate Oldham town centre as the
vibrant core of the borough’s local economy
Details of how we intend to deliver these ambitions are detailed in the
action plans at section six
21
Corporate objective 3: An address of choice
Building on our strengths
Improving our housing offer is a top priority.
We need a greater mix of the types of houses we
have available, as well as raising the standard of
existing homes. We want people to choose to
make their home here.
Balancing the mix of housing
To be an address of choice, we need good quality housing for our citizens. We
want our homes to meet the needs of people at all life stages – from first homes
to family houses and older people’s accommodation.
The standard of our existing homes is improving. By 1 April 2010, 91% of the
properties managed through our Arms Length Management Organisation, First
Choice Homes Oldham (FCHO), met the Decent Homes Standard. Following a
successful ballot on stock transfer, our tenants have voted to change FCHO into
a housing association. This will unlock up to £465m of investment over the next
30 years, transforming neighbourhoods and the housing offer.
We have been extremely successful in campaigning for extra monies to help
tackle some of our challenging housing issues. Working with partners, we
delivered 207 additional affordable homes in 2009/2010 and are set to deliver a
further 88 affordable homes in 2010/2011.
Since the Oldham and Rochdale Housing Market Renewal (HMR) programme
began in 2004, £110.5 million has been invested in Oldham to transform the
housing markets, focussing the initiative in Derker and Werneth. By 31 March
2010, the programme:
•supported the building of 197 new high quality, predominantly family,
homes in Oldham,
•refurbished 756 houses
•cleared 723 properties to enable new developments to begin
on the sites created
•supported 249 local people to find new construction jobs.
The success of HMR is demonstrated in the fact that 98% of people from
Derker are happy in their new home.
Our Private Finance Initiative 2 (PFI 2) project, the biggest sheltered housing
PFI scheme in the country, has changed the face of older people’s housing in
Oldham. We are nearing completion of almost 1,500 new build or refurbished
sheltered homes, significantly improving the quality of life for many older people.
The project will deliver a total of 300 Extra Care Homes by summer 2011.
The PFI 4 Gateways to Oldham project will start in summer 2010 and will involve
the building of around 300 new three, four and five bedroom family homes,
replacing one and two bed flats. This will take place on five sites across the
borough, Crossley, Primrose Bank, Coldhurst, Westwood and Fitton Hill.
22
Corporate objective 3: An address of choice
Building on our strengths
Encouraging healthy lifestyles
Health and quality of life across the borough has been improving for many
years, with life expectancy steadily increasing. Such improvements are being
further supported by the development of the well-being centres programme in
which, together with NHS Oldham, we are investing up to £100m in a 25 year
programme through the Local Improvement Finance Trust (LIFT).
Our Sports Development Service is rated as the fifth best nationally. The
number of children and young people aged 5-16 participating in at least two
hours of PE and sport has risen to 93.5%. This is 8.5% above the national
target for 2007-08 and 3.5% above the national average. We need to make sure
more of our citizens are more active, more often.
Improving local amenities
We are committed to improving local amenities to make Oldham an Address of
Choice. The introduction of Sunday opening at Oldham Library and Gallery
Oldham has led to the continued increase in visitor numbers. The opening of
the Lees Library Community Hub is delivering a wide range of accessible
facilities for local people, including computer and internet access, exhibitions
and displays, and children’s activities and storytimes in school holidays.
We have retained green flag status for seven of our parks, demonstrated the
best performance in Greater Manchester in relation to street cleanliness, and
were awarded the Best Town Centre Award for our entry to the North West in
Bloom Competition.
Christmas 2009 saw the biggest ever Town Centre Christmas events
programme and we have developed a transformational plan for the borough’s
markets, secured capital funding for implementation, secured planning approval
and procured new stalls.
23
Corporate objective 3: An address of choice
Our challenges moving forward
Real improvements have been made and we have
exciting plans for the future. But when compared
nationally, we continue to have a relatively
low-waged economy. This reflects the nature of our
economy, as well as the relatively low skill levels
amongst our residents.
Balancing the mix of housing
Encouraging healthy lifestyles
This year we will submit our Local Development
Framework (LDF) for examination and are on course for
this to be adopted in 2011/12. Through the plan, we aim
to improve the quality of people’s lives, to make Oldham
an address of choice, and to change our local economy
with a shift towards low carbon industries and
technologies to improve prosperity, tackle deprivation
and promote economic wellbeing. The LDF will respect
our local, natural, built and historic environments.
Housing-led development should contribute towards a
balanced and sustainable housing market, making
Oldham an address of choice.
We will work with NHS Oldham to deliver innovative
housing and regeneration projects which will improve
the health and well being of many of our residents.
Our research shows that there are opportunities to link
health and housing resources in order to support
vulnerable households.
It is equally important that we make the most of our
existing stock. For example, there are around 2,208
empty properties in the borough (April 2009) and a
number of homes are under-occupied across all
tenures. We need to improve the quality of our private
rented accommodation and availability of social
rented accommodation.
Providing the right housing offer for all our communities
is a key priority. We are using the information gathered
in our 2010 Private Sector Stock Condition Survey and
Strategic Housing Market Assessment to guide our
investment decisions and prioritize opportunities.
Across the borough we are looking to provide a mix of
sizes and types of housing, including larger family
housing, thus meeting the needs of all our communities.
We know that heart disease and cancers (particularly
lung cancer) account for a large proportion of premature
deaths in Oldham. There is continuing evidence of poor
dental health among children and research suggests a
rising proportion of our children are overweight or
obese. We need to reduce the number of people who
smoke and levels of alcohol consumption. Our
commitment to the well-being of our citizens and
communities informs our approach to these issues.
We also know that in the future there will be an ageing
population in the borough, and that this will mean a
greater demand for services to support people living
with long-term limiting illnesses and conditions. We will
need to review all our services to make sure we can
meet these challenges.
We will ensure that vulnerable citizens of all ages living
in our communities are protected and that services not
only act as a safety net but also become a springboard
for enabling citizens to maximise control of their own
lives. We will work with our partners to ensure
safeguarding vulnerable adults and children is a
shared priority.
Improving local amenities
Improved quality of life and health are associated with
the standard of living conditions. But it is equally
important to focus on the quality of the place, the
neighbourhood and the standard of service we offer to
our citizens. We need to make sure that local amenities
meet people’s needs and support sustainable lifestyles.
24
Section three
Corporate objective 4:
Services of choice quality
services that provide value
for our citizens
Our 2014 ambitions
Services of choice:
quality services that provide
value for our citizens
We will make Oldham:
Quality services that
are valued
Provide value for public money quality
services
Deliver consistent customer service standards
Get it right first time
Increase satisfaction with Council services
Accessible and
responsive services
Provide accessible and better quality services
for all residents
Create stronger and more direct relationships
with customers
One place approach
to services
Provide effective neighbourhood working
arrangements with partners
Improve outcomes through strong innovative
partnerships
Details of how we intend to deliver these ambitions are detailed in the
action plans at section six
26
Corporate objective 4: Services of choice
Building on our strengths
We want our services to be recognized as responsive
and accessible; to meet customer needs and to
provide value for money. Our services need to be
tailored to the needs of local communities.
Quality services that are valued
One place approach to service delivery
We want our strong brand to be recognised as a
guarantee of good service. We want our citizens
to have confidence in, and be satisfied with, the
services we provide.
We have strong partnership working and with our
partners we have raised our ambitions to focus on
the delivery of services of choice.
Many of our services are valued by customers and are
consistently delivered to a high and improving standard.
We have a sound and well supported performance
management framework with regular performance
reporting. We have used this performance management
framework to improve poorly performing services.
Examples include services in adult social care where
year on year improvements from 2005 to 2008 have
resulted in a good service with excellent prospects for
improvement. The performance of services for children
and young people improved faster than the national
average in 2007/8. Recycling performance is improving
every year.
Accessible and responsive services
Our Customer Services Strategy recognises that our
citizens want services to be more accessible and more
responsive than in the past. The way we connect with
citizens to understand what matters to them in their
neighbourhoods is important to us. We want to shape
services with citizens so that they are delivered in ways
that make sense to local people, that suit their local
needs – services that citizens value. Our Area Working
Framework offers us, and our partners, a meaningful
platform to engage with communities so they are part of
shaping local services to match their needs. They want
services that are easy to get in touch with from home or
work. And they want to use a range of means to keep
them informed. Most importantly they want us to keep
our promises on the services we deliver, getting it right
first time.
Our website is changing in line with customer
expectations, and our contact centre is open for
longer than ‘standard’ opening hours. We will also be
working locally with citizens in their neighbourhoods
and opening local contact points, where appropriate.
With our partner, Unity, our contact centre and one stop
shop, Access Oldham, provide a good service which is
continuing to improve. We are embedding District
Partnerships which will drive the achievement of local
priorities to ensure that by working with our partners we
focus our activities on those things that are important to
local people.
Our arrangements for managing our people are strong.
We have Investor in People accreditation and we use
training and development opportunities well to ensure
that our staff have the skills and the knowledge required
to deliver good services.
Our medium term financial strategy supports our
corporate planning process and provides strategic
financial direction, which shapes our annual budget
development and medium term financial plans, within
the context of the national economy and Government
spending plans.
We have a strong commitment to keep council tax as
low as possible. In 2010/11 there was an increase in the
level of council tax of only 1.9% which included the
increases by the Police and Fire and Rescue Authorities.
The increase relating to Oldham Council services was
1.3%. It is very likely there will be a Council tax freeze in
2011/12 and possibly beyond.
We are committed to demonstrating and delivering
value for public money and we continue to integrate our
improvement in performance of services with the
delivery of significant financial savings. We are on track
to deliver over £11m of savings during 2010/11 and are
developing plans to deliver potentially savings of up to
£25 million in 2011/12.
27
Corporate objective 4: Services of choice
Our challenges moving forward
We want to significantly improve people’s satisfaction
with the council and the services we provide. This is
essential for us in developing our reputation with our
citizens and across the City Region.
Accessible and responsive services and quality services
that are valued
We need to strengthen how we communicate with people, and through the way we
respond, to show that we are listening to them. We need to change the way we do
things in order for us to be able to achieve our ambitions. We want to get it right first
time and part of doing that is improving how we connect with our citizens. We will be
making our local face-to-face contact through our ward based PACT meetings more
flexible by going out to listen to citizens where they want us to be, such as at the
supermarket, the local school or on their street.
One place approach to service delivery
We have developed an ambitious and challenging improvement programme to address
weaknesses in corporate capacity, to improve value for money, to become more
efficient and to achieve sustainable success. The programme is supported by a clear
project plan with strong leadership from the chief executive, elected members and the
executive management team.
Our customer service implementation plan sets out our four year action plan to provide
better access to services via the internet, the telephone and face-to-face. This involves
changing the way we work, making sure that our services provide value for public
money and reducing, as far as possible, areas of duplication with partners.
The Trust Oldham Programme is at the centre of our transformation. It is defining and
delivering a fundamentally new way of working around here that connects and
energises staff, builds trust and boosts performance to help us deliver significant
culture change for the organisation.
Both our revenue and capital programmes have been, and will continue to be, reviewed
in order to align them with our priorities. This approach includes making significant
savings whilst raising the level of performance. Our Value for Public Money Programme
and other initiatives will close any potential budget gap and also make sure that we
work in new and innovative ways. The challenges facing the council are considerable
and greater than ever before. We have never attempted this degree of budgetary and
organisational change before, both in the size of the task, and the pace at which it has
to be delivered. We have every confidence that both will be successfully delivered.
We are working in partnership to deliver services, to engage our citizens and to raise
the profile of the Council and the borough. These relationships need to deliver greater
efficiencies and improved services.
As well as ensuring we enable citizens to influence decision-making in their
neighbourhoods, we will focus on delivering services that reflect local priorities,
and are also targeted at reducing inequalities between and within areas.
28
Guiding principles
We have agreed a set of guiding principles which inform our day to day work. They are:
Guiding principle
Community Cohesion
We are working to build a borough with strong and active communities in
which people play their part; where people can be proud of who they are,
but have respect for others; where people of different ages and backgrounds
mix and get on well together; and where people stand together against those
who seek to divide us.
Customer Service
Our customers want high quality services. They want the service to be more
accessible and more convenient than in the past. They want us to listen to
their needs and make more effort to find out what they want in the future.
They want us to be efficient and provide value for money.
Therefore, the guiding principles for our customer service are to:
• Improve access to better quality services
• Develop stronger and more direct relationships with customers, being more
sensitive to their needs and aspirations, with a better understanding of their
preferences
• Improve value for public money through greater operational efficiency and
better use of ICT, and more transparent performance standards
Managing our
Environmental impact
We are determined to make Oldham one of the greenest boroughs in the
country. As with any organisation, we can directly manage our own activities
to improve our environmental performance. In addition, our community
leadership role puts us in a unique position to influence our partners across
and outside the borough to do the same. We are committed to our
environmental leadership role which guides and shapes all our work.
Engagement
We are strongly committed to improving engagement with those who live,
work and study here. We intend to do this by:
• providing information about our services, and how to access them, as
well as telling our story and highlighting all that is positive about Oldham
• consulting with residents and involving them in decision making processes
to increase participation in the life of the Council
• involving local people through channels such as PACT meetings, and
developing new methods of engaging Oldham that are effective and
promote value for money
Equality
(including poverty)
We have a strong commitment to equality and diversity. This informs all our
work – as a service provider, a procurer of goods and services and a major
employer locally.
We are determined to make Oldham a place where there is fair access for
everyone, irrespective of age, sex, disability, race, religion or belief, sexuality,
gender reassignment, marriage and civil partnership, pregnancy or maternity,
or socio-economic status. We will seek to tackle disadvantage, in all that we
do and in all our work with partners.
29
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• contractual
• partnering
• co-operative
• in-house
• public/public partnership
• private/public
• private
• social enterprise
• third sector
• decommission
(This has to be used in conjunction with the VFM Framework)
iet y
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Inform/develop the
‘service specification’
Oldham’s approach to delivering
Value for public money
Our core values and behaviours
We are committed to one council and the culture change which Trust
Oldham is helping us deliver. As such we have a strong commitment to
ensuring all our work, our interactions with each other and with everyone
we work with, embodies these values.
Through our Trust Oldham Programme, we are engaging staff across the
council in change, helping define the core values and behaviours needed
to achieve all our ambitions. Through Trust Oldham we are delivering a
fundamentally new way we work around here that connects and energises
people, builds trust and boosts performance to help us deliver significant
culture change for the organisation.
We have recruited around 120 Trust Oldham Leads. They have been drawn
from all areas of the council and including elected members, and their role
is to help ensure the council’s values run through the whole organisation so
we are ‘many players... one team’. They also take part in change projects,
making a real difference in the way we do things.
We are proud to make Oldham a place of choice
• We provide services that benefit the citizens of Oldham
• We adapt to the changing needs of the council and the borough
• We actively promote a positive image of the council and the borough
We value each other
• We give support to each other to be the best we can
• We listen to each other and keep each other informed
• We work together by sharing knowledge and expertise
We have integrity
• We are open and honest in all our activities
• We do what we say we will do when we say we will do it
• We treat each other with respect
We deliver our best at all times
• We establish and use effective ways of working to achieve key outcomes
• We take responsibility for continually improving the way we do things
• We focus our energy in order to see things through to completion
31
Part 2
Section four
Business planning
and performance
management
Using our resources to
deliver our objectives and priorities
This part of the corporate plan contains the following information:
•
•
•
•
Our approach to business planning and performance management
How we use our resources to deliver our objectives and priorities
Action plans for 2010/11
Risk management logs
Our Planning Context
Public sector finance
The last two years have been very challenging for the national economy
and the UK has now been in recession since 2008. The recession has
meant rising unemployment, an increase in the number of people defaulting
on mortgages, and difficulties for people and businesses in securing loans
from banks. These are problems which are impacting globally and
nationally, as well as in our borough. These will impact on the public sector,
including the Police and Fire Authorities, as well as on councils.
Unprecedented national debt levels, combined with lower tax revenues,
means the public sector nationally is facing severe cuts to its funding over
the next four to five years. Some reductions in expenditure, particularly to
grant funding and capital programmes, are already known and further cuts
are expected in the Comprehensive Spending Review, which is due in
October 2010. At the same time, councils across the country have
experienced falling income from services such as planning, building
control, and car parking etc. The recession has also created increased
demand for many local services, including social care, housing, school
places, advice about debt, increased take up of free services such as
school meals, and increasing applications for council tax relief and housing
benefit claims. Changing demography, such as people living longer, is also
placing greater demands on services, particularly adult social care.
Councils around the country are planning for annual cuts in funding of
anything from 10% upwards, with significantly higher cuts possible if, as
expected, the Government continues to protect spending in certain areas,
such as health.
Oldham Council’s financial position
In the autumn of 2008 it was clear that we were facing a significant
challenge in relation to the 2009/10 budget. The council successfully
met this challenge, delivering £21m of efficiency savings in 2009/10,
whilst protecting front line services.
As a result of this sound financial management, the council has been able
to invest in priority areas, supporting delivery of our corporate objectives.
We have focused on those things which people have told us are important
to them, their families, their communities and their neighbourhoods. These
include tackling crime and anti-social behaviour, improving the condition of
our roads and the wider environment, as well as supporting skills and local
jobs. In delivering these priorities we are committed to providing value for
public money.
Our strong track record of identifying and delivering savings means we are
well placed to successfully meet the financial and service pressures which
we know will continue to grow during the latter half of 2010 and beyond.
33
National policy priorities
Our planning context is informed in part by central Government’s legislative
programme and policy priorities. This section sets out the key links
between our objectives and current national initiatives relevant to local
government. These include:
• reducing the budget deficit
• developing new and innovative ways to deliver greater value for public money, including through the development of innovative partnerships
• devolution of power to local people and development of the Big Society
We are already working in each of these areas.
The Government aims to reduce the deficit in a number of ways, including
by ensuring that taxpayers’ money is used wisely at all levels of
government. Oldham Council’s framework for delivering Value for Public
Money (VFM) can be found in the guiding principles section of this plan.
We already have a strong track record of developing innovative
partnerships and service delivery models. For example, we are proactive in
utilising our position within the Greater Manchester City region to achieve
economies of scale. Our current work on the city region pilots is developing
new approaches to delivering services locally and we are also working with
NHS Oldham and neighbouring authorities, including Rochdale, to explore
opportunities for joint service delivery options. We are also continuing to
develop the Unity Partnership, driving out further efficiencies as we do so.
The Government has launched its ‘Big Society’ campaign to “give
communities more power and encourage people to take an active role in
their communities”. Through District Partnerships and PACTs we are
already working closely with partners and communities. Over the coming
years, we will further increase the range of services which are influenced
by, or fully devolved to, the local level. Specific Government policies
include, supporting the creation and expansion of mutuals, co-operatives,
charities and social enterprises; supporting these groups to have much
greater involvement in the running of public services; and, giving public
sector workers a new right to form employee-owned co-operatives and bid
to take over the services they deliver. We will explore all the options which
this provides for us to continue working effectively with local people and
organisations for the good of our borough.
In addition, the general power of competence that will be given to council’s
will provide welcome flexibility to tailor services to individual need.
34
Using our resources to
deliver our objectives and priorities
Managing our performance
Proactively and effectively managing our performance is central to
delivering the service improvements and greater value for public
money to which we are committed.
Over the last 18 months we have invested significantly in strengthening our
performance management systems. Central to our approach has been the
creation of a corporate Performance Team and the introduction of a single
performance management system – CorVu. These changes allow us to
take a single view of our performance in real-time, to identify any areas of
particular success or concern, and to take appropriate action early.
We have also strengthened our business planning processes, creating
more robust links between the Sustainable Community Strategy and LAA,
the corporate plan (this document), our medium term financial strategy,
directorate and divisional business plans.
The table below sets out this business planning framework.
Informed by:
•Community strategy LAA
•District Plans
•GM Strategy
•Statutory plans
•External inspection
Corporate Plan
2010 – 2014
Medium
Term
Financial
Strategy
Directorate
business plans
Divisional plans
Optional:
Service
Improvement
Plans and
Team Plans
Appraisal
35
Using our resources to
deliver our objectives and priorities
Managing our performance
Our key planning document is the corporate plan, which is the backbone
for the Performance Management Framework. Supporting the delivery of
the corporate plan are the comprehensive business plans for each of the
Council’s directorates. These set out the medium term priorities for each
directorate, and identify how each service and team in the Council will
contribute to achievement of our key objectives, the Sustainable
Community Strategy and the Local Area Agreement for Oldham.
The directorate plans are supported in turn by our divisional plans.
These annual operational plans cover every area of the council, setting
out specific actions and targets in detail.
All our staff have a performance appraisal through which each individual’s
contribution to delivering these priorities is identified and agreed.
Performance information is used by senior managers and elected
members to ensure we are delivering services which offer value for money
and meet the needs of all our communities. Performance reports are
produced quarterly and are considered by EMT, Overview and Scrutiny,
Cabinet and full Council. We also have robust arrangements in place for
exception reporting where a performance issue arises outside our regular
programme of performance reporting.
By adopting a systematic approach, that includes regular performance
reports at various levels of detail, we constantly review service delivery and
the expected/achieved outcomes for our citizens. In this way we can
identify any areas of particular strength and share good practice. Equally
we can identify any areas of concern, taking appropriate action where
necessary to ensure that the best possible outcomes are delivered.
36
Section five
Using our resources to
deliver our objectives
and priorities
Using our resources to
deliver our objectives and priorities
The resources we have are:
• Our people
• Our money
• Our capital assets
Our people
At the end of December 2009, Oldham Council employed 3563 fte1
people, excluding teachers and schools’ support staff.
However, we also indirectly pay for the services of a large number of staff delivering,
for example, leisure services (through Oldham Community Leisure Limited),
customer contact (through Unity Partnership), and housing services (through First
Choice Homes).
We have a wide range of processes in place to make sure our staff are supported
and managed effectively and efficiently. We are accredited with the Investors in
People Standard. We also have a strong record in training and developing staff. We
positively promote apprenticeships schemes. We want to be recognized locally and
across the region as an employer of choice.
We have recently brought together all learning and development arrangements in
the Council into one comprehensive Workforce and Organisational Development
Service. This service will deliver the council’s Workforce Strategy and support all
aspects of the Trust Oldham programme.
Our organisational structure
Oldham Council is committed to the continual improvement of the use of its
resources. As part of this process we restructured the organisation during 2009.
This has allowed us to focus on customers and citizens, rather than structures and
professions and has also delivered significant savings.
There are now four directorates that encompass the work of the council. They are:
• People, Communities and Society
• Economy, Skills and Place
• Performance, Services and Capacity
• Assistant Chief Executive’s
1
38
An fte (full-time equivalent) equates to 37 hours per week
Chief Executive
Chief of Staff
Executive Director
People, Community
and Society
Executive Director
Economy, Place
and Skills
Children,
Young People and
Families
Property and Asset
Transforming
Executive Director
Performance, Services
and Capacity
Assistant
Chief Executive
Borough Treasurer
Corporate Policy
Liveability
Borough Solicitor
Communications and
Marketing
Neighbourhoods
Place Making and
Management
Internal Services
External
Partnerships
Joint
Commissioning
Economy Skills and
Place Shaping
Customers and
Business Change
Trust Oldham
Management
Adult Social Care
Community
Cohesion
Trust Oldham Programme
the next step
We are committed to Trust Oldham, to improving the services we provide
to the people of Oldham, and to ensuring that our staff are valued,
respected and treated fairly.
During Phase One of Trust Oldham we successfully developed our values and
behaviours and recruited 120 Trust Oldham Leads across the organisation, including
elected members. In Phase Two we have focused on leadership development
within the organisation, and as part of preparation for Phase Three a review and
evaluation of the programme has been completed. This included one-to-one
discussions with all 120 Trust Oldham Leads, which provided a rich source of
feedback about the programme and the organisation. An action plan will be
developed in response to this feedback and will help inform the development and
implementation of Phase 3 of the Trust Oldham programme.
The ‘Learning for Everyone’ work stream, which cascades the key messages from
Trust Oldham through briefings and provides a toolkit for managers and staff, has
been delivered to around 175 managers. The response, particularly to the toolkit,
has been very positive and further sessions are now being delivered.
We are now planning Phase 3 of Trust Oldham. In addition to further work on the
Leadership Development Programme, Learning for Everyone, Trust Oldham Leads,
and People Systems and Policies, this phase will contain new work on Managing
Change and Partnership Working, and will also consider elected member
development.
39
Using our resources to
deliver our objectives and priorities
Our money
Each year, we have to decide what we will spend on council services in the
coming year. This is so that we can make sure our spending plans are affordable.
The current (2010/2011) council tax (for a band D property) for services provided
by the council is £1,345.85.
The council also collects council tax on behalf of parish councils and Greater
Manchester Police and Fire authorities. The total overall band D council tax for
Oldham in 2010/2011 is £1,542.83, an increase of 1.9% on 2009/2010 and
comprises of:
£52.65
Council services
£144.32
Police
Fire and rescue
£1,345.85
There is an additional amount for parish council services only in two areas:
• Saddleworth – £17.90
• Shaw and Crompton – £14.54
Within the Oldham element of the council tax we are required to finance payments
to levying Authorities including Greater Manchester Waste Disposal Authority
(GMWDA) and the Greater Manchester Integrated Transport Authority (GMITA).
In addition to services such as collecting and disposing of your rubbish and keeping
Oldham’s streets clean, here are some of the other services that your council tax
contributes to:
• Caring for children, the elderly and other
vulnerable people
• Providing libraries and art galleries
• Traffic management and road safety
• Planning and building control
• Registering births, deaths and marriages
• Leisure facilities such as swimming pools,
sports centres and parks
• Maintaining and repairing roads and bridges
40
• Children’s services such as schools,
children’s centres, before and after school
clubs and youth services
• Housing benefits
• Community centres and youth centres
• Helping to regenerate the borough
• Making sure that consumers are protected
against dangerous goods
• Recycling
Using our resources to
deliver our objectives and priorities
Where else does our money
come from?
Oldham Council’s net budget requirement for 2010/2011 is £234m. Out of this
£149m or 64% comes from Central Government in the form of grants. Your council
tax contributes 36% of the available money we have to spend on services.
From Central Government
From Council Tax
£85m
£149m
Our budget for 2010/2011 is based on a number of core principles.
These are to:
• Work flexibly to ensure services are shaped to meet the needs
of localities and neighbourhoods;
• Live within our means and spend public money wisely and
in ways that are value for money;
• Redesign services to meet citizens’ needs;
• Do things differently to create efficiencies, eliminate waste and
release resources to front line services; and
• Do what we say we will do, when we say we will do it.
Key spending factors
There are number major initiatives that dominate our expenditure planning:
Transformational Change
The council has initiated work to take forward transformational change by working
with the Unity Partnership, Rochdale Council and other partners, including NHS
Oldham, around value for money and a joint/shared service provision agenda, with
the aim of bringing real benefits around the economic, efficient and effective delivery
of services over the coming years. It is envisaged that this programme of work will
place the council in a good position to deal with the predicted reductions in Central
Government funding.
41
Building Schools for the Future (BSF)
Work continues on the Building Schools for the Future (BSF) programme to
transform the secondary education system for Oldham.
The programme has been split into two elements:
• A design and build school at North Chadderton, a new Private Finance Initiative
Roman Catholic school and two special units.
Total capital expenditure for these three phases is £165m with a further £14m for
the provision of an ICT management service. The council is currently considering
proposals from two bidders with the selected bidder to be announced in July
2010 with construction commencing in January 2011. The new Roman Catholic
school will open in September 2012 with North Chadderton opening a year later.
• Three academies, which involve capital expenditure of £71m, plus £6m for their
share of the ICT management service.
• Wilmott Dixon was announced as the selected bidder for the academies in
March 2010. In September 2010 each of the three academies’ sponsors takes
responsibility for running the five existing schools that will ultimately close once
the replacement academies are opened. Construction work is due to commence
in August 2010 on the first Academy, the Oasis Academy, which is due to open in
September 2012.
Housing (Round 4) PFI Project
This is a 25 year project that will see the transfer of approximately 650 properties to
Oldham Inspiral (Great Places Housing Association). The project comprises a
mixture of property demolition, new build and refurbishment. Inspiral will also be
responsible for management and maintenance of the properties. It is anticipated
that project will commence in summer 2010. The total value of the project, over 25
years, is approximately £300m.
Street Lighting PFI Project
This is a joint project with Rochdale Council. The project will replace approximately
25,000 street lights in Oldham in its first five years. The service provider will be
responsible for all management and maintenance of streetlights. It is anticipated
that the project will commence in October 2010. The total value of the project for
Oldham, over 25 years, is approximately £120m.
Large Scale Voluntary Transfer (LSVT)
On April 7 2010, tenants of First Choice Homes Oldham Limited (FCHO),
the Arms Length Management Organisation set up by the Council, voted in favour
of transferring all non-PFI housing properties (approximately 12,000 dwellings) to a
new registered provider of social housing. It is anticipated that this transfer will be
concluded in December 2010 and work will continue throughout the early part of
2010/2011 to facilitate as smooth a transition as possible. Any residual costs to the
council arising from the transfer will be managed within the council’s financial
planning forecasts.
Metrolink
Work continues on the major development of the tram, which will connect Oldham
to Manchester City Centre. The council will be undertaking work to facilitate the
successful implementation of this initiative. There are currently two phases to the
development: the first is Oldham Mumps which is due to open in 2011 and the
second is Oldham Town Centre due to open in 2014.
42
Using our resources to
deliver our objectives and priorities
Our capital assets
Oldham Council’s property portfolio will
contribute to the achievement of Council
objectives by:
• Realising value for money
• Making services accessible to all
• Promoting sustainable communities
• Protecting and enhancing the environment
• Facilitating the transformation of Council service delivery
These strategic asset management objectives form the
framework for the Asset Management Plan. They provide
a focus for the Plan, and drive work programmes and
management methodologies which will deliver change.
Focusing the use and management of our assets on these
objectives will deliver the optimum level of support to
council services and produce quality outcomes in the
short, medium and long term.
43
Section six
Action plans
Corporate objective 1: A confident place
A confident place with safe neighbourhoods and clean, green spaces for all to enjoy
We are working on the following priorities for our citizens and communities: • A safer place • A cleaner and greener place • Strong communities
1.1 A safer place
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
1.1.1
Improving the safety
and security of
Oldham’s citizens
Development of multi-agency Challenge
and Support Team, working with
Neighbourhood Policing Teams to deal with
youth nuisance
Chris Sykes
Annually
reviewed
Reduce the percentage of our residents who
think that anti-social behaviour is a problem
where they live to 27.4% (2011 target)
(2008 Baseline 30.9%)
Development of Community Safety Services Anti
Social Behaviour Team (ASB) and the team’s
communication strategy
Sept 2010
Introduction of ASB Victims Champion (Pilot
introduced)
Harriet Wilkins
Feb 2010 –
Dec 2010
Implement a range of strategies to improve the
safety and security of Oldham’s citizens, including;
Chris Sykes/
Jill Beaumont
Annually
reviewed
Youth crime action plan; Youth crime prevention
strategy; Target Hardening Strategy (which
includes the ‘Secure Homes’ project and alley
gating), Safe and Strong Communities Partnership
Board programme of activity; Vehicle Related
Crime Reduction Plan; Violent Crime Strategy,
including domestic abuse (led by police, large
Council involvement)
Develop and implement a range of
initiatives including:
Alcohol Related Violent Crime (in conjunction with
GMP) and Tackling Knife Crime
Reduce the number of our young people
who enter the youth justice system for the
first time (age 10–17) to 372 (2011 target)
Reduce the level of serious violent crime in
the borough to 1.2 per 1000 population (275
crimes) (2011 Target) (2008/09 baseline 1.4
per 1000 population 313 crimes)
Reduce the percentage of robberies,
burglaries and theft of and from vehicles in
the borough to rate of 23.8 per 1000 (2011
target) (2008/09
baseline 27.2)
Chris Sykes
Dec 2010
Reduce the level of serious violent crime in
the borough to 1.2 per 1000 population (275
crimes) (2011 Target) (2008/09 baseline 1.4
per 1000 population 313 crimes)
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46
Corporate objective 1: A confident place
1.1 A safer place
Reference
Outcome
Safeguard and
protect children and
young people, and
vulnerable adults
Action
Who will do it?
By when?
Target/Indicator (if available)
Monitor the effectiveness of the new Specialist
Domestic Violence Court (SDVC)
Chris Sykes
Sept 2010
To review sentencing and
outcomes of SDVC
Develop and implement a strategy to prevent
involvement in violent gangs
Bruce Penhale/
Chris Sykes
Dec 2010
To develop an understanding of the current
position through a research commission
Ensure statutory requirements are met in respect
of assessment, protection and prevention to
safeguard children and young people
Teresa
Broadbent
Monitored
quarterly
Carry out 91% of initial assessments of
children’s social care within 7 working days
of referral
Ensure that 95% of core assessments of
children’s social care are carried out within
35 days of their commencement
Review 100% of child protection cases
within nationally required timescales
Constantly review the number of Looked After
Children to ensure that only the most vulnerable
children remain in public care
Teresa
Broadbent
Monitored
quarterly
Review 100% of looked after children cases
are reviewed within nationally required
timescales
Delivering the inter-agency safeguarding strategy
Tom
Wolstencroft
April 2013
(under
review)
Develop systems to support performance
reporting by March 2011
Implementing the recommendations from the
national ‘No Secrets’ review
Tom
Wolstencroft
Currently
under review
Develop systems to support performance
reporting by March 2011
Corporate objective 1: A confident place
1.2 Cleaner and greener
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
1.2.1
Make Oldham one of
the cleanest boroughs
in the country
Local delivery at District Partnership level to
include Street Scene services and parks
Carol Brown/
Colette Kelly
Ongoing
Improve street and environment cleanliness
by increasing areas free from detritus to 92%
(2008 baseline 80%)
Maintain areas free from graffiti at 97%; free
from fly-posting 100% and free from litter at
90% (2011 targets)
District Partnership budget for clean,
safe and green
Develop and implement Local Environmental
Quality Plans for each District Partnership
Peter Rafferty
December
2010
Adam Hackett
Developed
June 2010
Improving the gateways to Oldham
Clean up 25 ‘grot spots’
1.2.2
Ensure Oldham
contributes effectively
to tackling climate
change
Develop and implement Climate Change Plan
with partners
Reduce carbon dioxide emissions equivalent
by 15% per Oldham resident
Delivery
ongoing
Develop and implement a new council
Environmental Policy and externally accredited
Environmental Management System (EMS)
Policy –
July 2010
Reduce CO2 from local authority
operations by a minimum of 10%
between 2010 – 2013
EMS –
June 2011
1.2.3
Reduce the amount of
waste arising from the
borough
Completion of managed weekly collection roll out
and commitment to weekly collection of food /
garden waste
Craig Dale
October
2010
To increase our household recycling rate
to 40% (2008/09 baseline 25%), by March
2012 and 45% by 2015
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48
Corporate objective 1: A confident place
1.3 Strong communities
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
1.3.1
Forge a borough with
strong and active
communities
Co-ordinate delivery of an effective programme of
work to build strong communities including Area
Based Grant (ABG) Review
Bruce Penhale/
Alison Vaughan/
Natalie Downs
September
2010
IIncrease the percentage of citizens who feel
they belong to their neighbourhood to 60.4%
(2011 target) (2008 baseline 58.4%)
Increase the percentage of residents
who think that people from different
backgrounds get on well together to 60%
(2008 baseline 50.6%)
Deliver training for a number of individuals from
across the partnership who have a key role in
preventing violent extremism
Bruce Penhale
March 2011
December
2010
Link preventing violent extremism into
safeguarding processes
Raise awareness of successes in building
strong communities through our key
communications channels
Bruce Penhale/
Peter Murphy
Ongoing
(Review of
progress:
March 2011)
Building good community relations, by building
community capacity for dialogue and managing
conflict through Good Relations Oldham
Bruce Penhale
Ongoing
(funded to
31 March
2011)
Connecting Communities programme in
Waterhead ward through the:
Simon
Shuttleworth
Big Conversation event, and;
Oct 2010
Community engagement/development activities
June 2011
Corporate objective 1: A confident place
1.3 Strong communities
Reference
Outcome
1.3.1
1.3.2
1.3.3
Engage confidently
and successfully with
Oldham’s communities,
ensuring all citizens
have an equal
opportunity to have
their voices heard
Strengthen links
between communities
and other organisations
locally and regionally
Action
Who will do it?
By when?
Develop and implement the neighbourhood
strategy
Colette Kelly
July 2010
Develop community engagement
Colette Kelly
Sept 2010
Develop and deliver a partnership wide Citizen
Engagement Strategy for Oldham
Ben Spinks/
Jenni Barker
Dec 2010
Implement the Research and Consultation
Database and Management System
Susan Kirkham,
Adele Smaill
and Oldham
Partnership
Support Team
(OPST)
Oct 2010
Deliver a Local Democracy Week package of
activities including, “Youth Council Question
Time”, “Youth Voice Event Conference”
and others.
Jill Beaumont
Oct 2010
Align the Local Strategic Partnership with
District Partnerships, including through shared
commissioning process and two way reporting of
major issues
John Eley/Alison
Vaughan
June 2010
Further develop Oldham’s role in the city region,
including co-ordination of city regions and
maximising opportunities for joint working
with AGMA
Ben Spinks/
Liz Hume
May 2013
Target/Indicator (if available)
Increase the percentage of people who feel
they can influence decisions in their locality
to 30% (2008 baseline 25%)
Increase participation in regular volunteering
to 27.4% (2011 target)
(2008 Baseline 25.2%).
Increase the proportion of third sector
organisations giving a positive rating of local
statutory bodies’ influence on the success
of organisations in the third sector to 27.9%
(2011 target) (2008 Baseline 21.6%).
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50
Corporate objective 2: A university town
A university town with good education, learning and training to improve the skills and choices of our citizens
We are working on the following priorities for our citizens and communities:
• Raising educational attainment • Improving the skills of our citizens • Supporting local businesses • Increasing opportunities for employment and volunteering
2.1 Raising educational attainment
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
2.1.1
Improve educational
standards for all
and narrow the gap
between our most
disadvantaged
communities and the
population as a whole
Raise standards in all Key Stages
Chris Hill
June 2011
Increase the percentage of our 15–16 year
olds achieving five or more A*–C grades at
GCSE or equivalent (including English and
Maths) to 51% (2009/10 baseline 46.8%)
Deliver targeted initiatives to raise standards
Increase the percentage of children in care
reaching Level 4 at KS2 in English to 42.9%
(2009/10 baseline 42%) and in Maths
Increase the percentage of children in
care achieving 5 A* - C grades at KS4 or
equivalent including English and Maths
Reduce the Special Educational need (SEN)
non-SEN gap – achieving KS2 English and
Maths threshold to 47% and 5A*- C GCSEs
including English and Maths to 34%
Reduce the achievement gap between pupils
eligible for free school meals and their peers
achieving the expected level at Key Stages 2
to 20% and Key Stage 4 to 23%
Attainment for Black and Minority Ethnic
Groups at KS2 to increase to:
81% White British
67% Pakistani
67% Bangladeshi
71% White and Black Caribbean
Corporate objective 2: A university town
A university town with good education, learning and training to improve the skills and choices of our citizens
We are working on the following priorities for our citizens and communities:
• Raising educational attainment • Improving the skills of our citizens • Supporting local businesses • Increasing opportunities for employment and volunteering
2.1 Raising educational attainment
Reference
Outcome
Action
Who will do it?
By when?
2.1.1
2.1.2
Target/Indicator (if available)
and at KS4 to increase to:
White British 52%
Pakistani 40%
Bangladeshi 41%
White and Black Caribbean 55%
Raise standards in all
Early Years Settings
Improve monitoring, challenge, and support
provided to Early Years Settings
Chris Hill
June 2011
Increase the percentage of children who
achieve at least 78 points across the early
Years Foundation Stage with at least 6 in
each of the scales in Personal, Social and
Emotional Development and Communication,
Language and Literacy to 53.7%
Progress the Early Years Entitlement Pilot (AGMA)
Maria
Greenwood
Ongoing
Reducing the gap between the lowest
achieving 20% in the early Years Foundation
Stage Profile and the rest to 36.6%
Increase the take up of formal childcare by
low-income working families from 20.4%
(2009/10 baseline) to 24% for 10/11.
Improvement in school readiness (City
Region Pilot outcome – Precise measures to
be developed as part of the pilot)
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52
Corporate objective 2: A university town
2.1 Raising educational attainment
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
2.1.3
Ensure teaching and
learning in Oldham are
fit for the 21st century
and match the
growing aspirations
of our children, young
people and families
Improve the leadership and management of
learning settings
Chris Hill
June 2011
All Ofsted reports demonstrate that teaching
quality in Oldham schools is at least
satisfactory with national norms of good or
better teaching.
Transforming
education through
the creation of better
learning environments
Complete the mechanics of the Building Schools
for the Future (BSF) Programme
Sharon Sanders
March 2014
Increasing the percentage of our 15–16 year
olds achieving five or more A*–C grades at
GCSE or equivalent (including English and
Maths) to 51% (2009/2010 baseline 46.8%)
Develop the Regional Science Centre
Jon Bloor
May 2011
Increasing post 16 participation in physical
sciences to (73 Physics, 172 Chemistry
and 190 Maths) along with Technology and
Engineering related learning
Redeveloping the Oldham College
John Studholme
March 2013
Increase the percentage of our working
age population who are qualified to Level 4
or higher to 23.5% (2011 target) (2008/09
baseline 21.4%)
Developing the University Campus Oldham
Jon Bloor
March 2013
Increase the number of HE students enrolled
at UCO to 2000 FTEs by 2013 (local)
Develop a Raising of Participation Age Strategy
Chris Hill
June 2011
Increase achievement of a Level 2
qualification at 19 from 9/10 baseline of
73.9% to 76.1%
2.1.4
2.1.5
All students have a
rich, appropriate and
relevant choice of
pathways for 14 – 19
(25) learning
Secure community cohesion policies and activities
in targeted schools
Deliver the 14 – 19 Education Plan
April 2011
Corporate objective 2: A university town
2.1 Raising educational attainment
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
2.1.5
continued
All students have a
rich, appropriate and
relevant choice of
pathways for 14 – 19
(25) learning
Continue to implement the Not in Employment,
Education or Training (NEET) Reduction Strategy
for all young people aged 16 – 19
Jill Beaumont
June 2011
Increase achievement of a Level 3
qualification at 19 to 46.1%
Increase post-16 participation in physical
sciences to (73 Physics, 172 Chemistry
and 190 Maths) along with Technology and
Engineering related learning
Reduction in the percentage point gap
to …. for young people from low income
backgrounds progressing to higher education
(still awaiting target)
2.2 Improving skills of all our citizens
2.2.1
Improve levels
of education,
employability skills
and training in the
borough
Delivery of the Future Jobs Fund Scheme (no
more new contracts, due to end March 2011)
Michele Carr
Sept 2011
Create 500 FJF vacancies
(October 2009 – March 2011 – local target)
Development of local employment pledge through
passport to employment and skills
Michele Carr/
John Fraine
June 2011
To maintain the gap with the North West
regional average of -3.6% points by
Quarter 2, 2011
To maintain the gap with the North West
regional Working Neighbourhoods Funds
(WNF) areas of -1.8% points by Quarter 2,
2011
To maintain the gap with the North West
regional average of -0.5% points by
Quarter 2, 2011
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54
Corporate objective 2: A university town
2.2 Improving skills of all our citizens
Reference
2.2.1
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
Delivery of the workforce strategy
John Fraine
April 2011
Oldham Council has a motivated,
appropriately skilled and qualified workforce
Deliver skills pledge and working towards
achieving the Skills Award
John Fraine
April 2011
Achievement of Skills Award
Delivery of the Carers into Work programme
Tom
Wolstencroft
2015
Increase the amount of carers by
25 each year
Development and delivery of Better Life Chances:
Integrated Service Delivery Pilot
Michele Carr
March 2012
Increase the percentage of our working age
population who are qualified to Level 2 or
higher to 68.4% (2011 target) (2008 baseline
65.6%)
Increase the percentage of our working age
population who are qualified to Level 4 or
higher to 23.5% (2011 target)
Deliver corporate parenting project
Teresa
Broadbent
Feb 2012
Increase in the number of care leavers in
employment, education and training from
57.1% (09/10 baseline) to 63.5%
Corporate objective 2: A university town
2.3 Supporting local businesses
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
2.3.1
Better understand
and respond to the
needs of the business
community and shape
commissioned activity
Delivery of the digital infrastructure strategy
Jonathan Phillips
June 2010
150 local businesses provided with
intensive support to grow their business
Review: March 2011)
Delivery of the Enterprise in Schools agenda
Jonathan Phillips
July 2011
1,000 students enrolled on an enterprise in
schools project (Review: March 2011)
Creation of Knowledge Transfer
Partnerships protocol
Jon Bloor
March 2013
Provision of enterprise support to facilitate the
creation of new businesses
Jonathan Phillips
March 2015
£4m new sales as a result of the
local business support programme
(Review: March 2011)
200 new jobs created as a result of the
local business support programme
(Review: March 2011)
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Corporate objective 2: A university town
2.4 Increasing opportunities for employment and volunteering
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
2.4.1
Increase volunteering
in the borough
Delivery of the Volunteering Strategy
Carl Bell
Dec 2011
Provide a single point of entry to public
sector volunteering opportunities for
potential volunteers and will promote all
the opportunities available.
Deliver a programme of student volunteering
activities during 2010/11 including events,
reward scheme, mentoring, and student
support
2.4.2
Improve access to
jobs
Develop better connectivity of Oldham to the job
market through the delivery of Metrolink
Head of
Transportation
and Planning
Oldham
Mumps
Autumn
2011
To maintain the gap with the North West
regional average of -3.6% points by
Quarter 2, 2011
To maintain the gap with the North West
regional Working Neighbourhoods Funds
(WNF) areas of -1.8% points by
Quarter 2, 2011
2.4.3
Improve perceptions
of Oldham to support
our offer to investors
To market Oldham as a University Town
Jon Bloor
Oldham
Town Centre
2014
To maintain the gap with the North West
regional average of -0.5% points by
Quarter 2, 2011
March 2013
To maintain the gap with the North West
regional average of -3.6% points by
Quarter 2, 2011
To maintain the gap with the North West
regional Working Neighbourhoods Funds
(WNF) areas of -1.8% points by
Quarter 2, 2011
To maintain the gap with the North West
regional average of -0.5% points by
Quarter 2, 2011
Corporate objective 3: An address of choice
An address of choice, a healthy and active place with suitable housing for all
We are working on the following priorities for our citizens and communities:
• Balancing the mix of housing • Encouraging healthy lifestyles • Improving local amenities
3.1 Balancing the mix of housing
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
3.1.1
Provide greater
access to better
quality homes for
Oldham citizens
To sign the Gateways to Oldham contract
Mark Reynolds
July 2010
Develop 430 new high quality homes in
Oldham and refurbish 320 to provide greater
choice and access for Oldham residents
Delivery of the Empty Homes Delivery Plan
2010/2013
Ongoing
(Review of
progress:
March 2011)
Bring at least 100 empty homes back into
use over 2010/11
Stock Transfer project
Dec 2010
Deliver the Stock Transfer process, unlocking
investment in homes, neighbourhoods and
services over the next 5 years
Transform 188 sheltered bungalows and
134 flats to provide better accommodation
and support services
Dec 2010
Build an average of at least 289 new homes
(net of clearance) every year up to 2026
57
58
Corporate objective 3: An address of choice
3.2 Encouraging healthy lifestyles
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
3.2.1
Encourage healthy
and active lifestyles
in people of all ages
across the borough
including increased
participation in sport,
physical activity, the
arts and a range
of wider positive
activities
Deliver Go Oldham programme, including
sub-programmes, at the February and October
half terms, Summer holiday period and Easter
holiday period during 2010/2013
Colette Kelly
Ongoing to
2013
Improving the quality of life and healthy
lifestyles by increasing the number of adults
who take part in sport to 25% from 20%
in 2008
Deliver a year-round programme of positive
activities for young people through youth activity,
sport, music, outdoor education, study support,
schools linking and other services for young
people at primary and secondary age
Jill Beaumont
Current
programme
in place,
ongoing
continually
Young people’s participation in positive
activities (currently measured from the
Tellus survey)
Determine the future of the leisure estate
Veronica
Jackson and
Emma
Alexander
Nov 2011
Successful and cost effective procurement
and selection of partners for the leisure estate
Widen the scope of Passport to Summer
Programme to include activities and events
for all residents
Colette Kelly
Dec 2011
To increase adult participation in sport,
physical activity and the arts throughout
the borough
Produce a Healthy Weight Strategy and action
plan for children and young people
Jill Beaumont
July 2010
Reduce the percentage of our children in
reception year who are obese (develop
systems to support performance reporting by
March 2011)
Reduce the percentage of primary school age
children in Year 6 who are obese (develop
systems to support performance reporting by
March 2011)
Corporate objective 3: An address of choice
3.2 Encouraging healthy lifestyles
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
3.2.2
Enhance the mental
health and emotional
wellbeing of Oldham
residents
Ensure effective delivery of the ‘Kooth’ online
counselling and support service for young people
in Oldham
Teresa
Broadbent
Jan 2012
200 children to have utilized the kooth service
by January 2012 (currently 50 children
registered since February 2010)
Implement the Targeted Mental Health in Schools
(TaMHS) Programme with key schools
Angela Newman
Dec 2010
Fully implement the Social and Emotional Aspects
of Learning (SEAL) approach across the primary
and secondary phase
Develop the Mental Health Plan (in partnership
with the NHS)
Ongoing
Improve emotional health of children
(currently measured from the Tellus survey)
Improve the emotional and behavioural health
of children in care by reducing the average
SDQ score to 13.8%
Effectiveness of child and adolescent
mental health
Alan Chittenden
Dec 2011
services (target yet to be confirmed by
NHS Oldham)
59
60
Corporate objective 3: An address of choice
3.2 Encouraging healthy lifestyles
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
3.2.3
Address issues
around drug and
alcohol misuse within
Oldham, and other
risk taking behaviour
amongst young
people
Reviewing investment in treatment particularly with
regard to children and young people
Drug and
Alcohol Action
Team (DAAT)
Nov 2010
Increase the number of appropriate referrals
into tier 3 treatment
Increase the number of parents being
assisted for their substance misuse
Deliver a locality based model
Complete an audit of existing treatment
provisions to identify efficiencies
Reviewing the current drug and alcohol
services in Oldham
Sept 2010
To increase the number of referrals in to
treatment services from a wider range of
agencies
Equality impact assessments and diversity
action plans to be developed
Improving referral routes and care pathways within
substance misusing
To improve the outcomes for substance
misusers with regards to training,
employment and appropriate accommodation
Undertake more engagement with black and
minority ethnic groups
Working more closely with partner agencies
around supporting substance misusers
Deliver Teenage Pregnancy Strategy
Jill Beaumont
Dec 2010
Ensure the under 18 conception rate is
reduced by -44.5% as a percentage change
against the 1998 baseline
Corporate objective 3: An address of choice
3.3 Improving local amenities
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
3.3.1
Improve the use of
the Council’s
property portfolio
Establish an integrated Corporate Asset
Management function
Cath Conroy
March 2011
Achieve targeted revenue savings of
£350,000 and identified future savings
Deliver the Asset Management Plan
3.3.2
3.3.3
Support the
development
of facilities and
opportunities for
centre-based and
outdoor play and
recreation
To regenerate Oldham
Town centre as
the vibrant core of
the borough’s local
economy
Deliver all sites as per phase 2 of Play Builder
project and as scheduled in Adventures in Play
June 2010
Carol Brown
March 2011
Increase the percentage of our citizens who
are satisfied with our parks and open spaces
to 70% (2009/10 baseline 53.8%) (currently
measured from the Tellus survey)
Increase children and young people’s
satisfaction with parks and play areas
(currently measured from the Tellus survey)
Deliver Oldham’s Play and Free-time strategy
and action plans, including cost analysis, and
communicate the strategy vision to all partners
Neil Consterdine
Dec 2010
Agree a masterplan to shape the Mumps area
and the Metrolink station
Michele Carr
Dec 2010
Completion of Metrolink 3a and preparation
of Metrolink 3b
Autumn
2011
Agree and implement the investment plan for the
Town Centre
Dec 2010
Launch the new Albion Street Market
July 2010
To create 9000 m2 of new commercial
floorspace and 500 new jobs by 2015
61
62
Corporate objective 4: Services of choice
Services of choice, quality services that provide value for our citizens
We are working on the following priorities for our citizens and communities:
• Accessible and responsive services • Quality services that are valued • One place approach to service delivery
4.1 Accessible and responsive services
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.1.1
Provide accessible
and better quality
services for all
residents
During 2010/2011, conduct and complete
services reviews, as follows:
Customer
Services Board
(CSB)
March 2011
Service reviews in key areas completed
April 2011
Increase the number of services available
through the contact centre to 80% over the
period of the corporate plan
Quarter 1
Highways, Building Control, Planning
Quarter 2
Blue badge, Registrars
(Suzanne
Heywood)
Quarter 3
Adult Social Care
Quarter 4
Elections Service
Improve functionality and accessibility of the
council’s website as part of our Customer
Strategy as follows:
Quarter 1
Develop the business case for Web Strategy
Develop the technical needs for a content
management system
Quarter 2
Address and implement accountability for web
access standards and methods through reorganisation and skills
Throughout 2010
Automate the top customer transactions
Re-organise the web site to make it more
accessible and content easier to find
Test the options for customer interactions
using social media
CSB
(Peter Murphy)
Corporate objective 4: Services of choice
4.1 Accessible and responsive services
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.1.2
Create stronger
and more direct
relationships with
customers
Develop and deliver a business/employer
engagement programme
June Smith
May 2010
Increase the percentage of people who feel
they can influence decisions in their locality to
30% (2008 baseline 25%)
Use customer feedback to improve the quality of
services based on customer feedback, by:
Suzanne
Heywood
March 2011
Improved quality of services based on
customer feedback
Ben Spinks
Sep 2010
plementation
ongoing
Recognised as performing strongly in
relation to the Equality Framework for
Local Government (EFLG) by 2013
(2009 Level 3 achieved)
Quarter 1
Pilot one Council approach to customer
complaints
Quarter 2
Implement the recommendations including the
revised council complaints policy
Develop and implement Corporate Equality
Scheme and Action Plan
Building equality into Trust Oldham work streams
Oct 2010
Reconvene corporate equalities group to drive the
mainstreaming of equality across the council
May 2010
Revise Equality Impact Assessment (EIA) toolkit
and increase use
Dec 2010
63
64
Corporate objective 4: Services of choice
4.2 Quality services that are valued
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.2.1
Provide value for
public money quality
services
Update and implement the Medium Term
Financial Strategy and deliver a balanced and
appropriate budget for each of the
years 2009/2010 to 2013/2014
Steve Mair
The MTFS
will be initially
updated by
the 31 July
2010 and
kept under
continuous
review
Achieve a 10% increase in Oldham residents
who think that the Council delivers good
value for money services
(2008 baseline 16%)
Implement our ICT organisational requirements to
deliver better quality, efficient services
ICT Strategy
Board
(Mark
Springthorpe)
Sept 2010
Deliver our framework for Value for Public Money
(VFM) and the associated programme
VFM Board
(Peter Stringer)
Framework
for VFM
approved
by Cabinet
17/3/10 this
sets out an
approach
for a rolling
programme
over the next
3 years
Corporate objective 4: Services of choice
4.2 Quality services that are valued
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.2.2
Deliver consistent
customer service
standards
Implement revised Customer Service Standards
Customer
Services Board
(Suzanne
Heywood)
Nov 2010
To improve the customer experience
by implementing consistent levels of
service across the organisation
4.2.3
Get it right first time
Implement a new Corporate Complaints Process
and organisational arrangements
Customer
Service Board
(Suzanne
Heywood)
October 2010
To improve the customer experience
by implementing consistent levels of
service across the organisation
4.2.4
Increase satisfaction
with Council services
Delivery of outcomes and actions contained in
key business plans
Carolyn Wilkins
Reviewed on an
ongoing bases
Increased satisfaction with
Council services
Complete the library review by March 2011 in
conjunction with the review of other local assets
Colette Kelly
Oct 2011
Improving local amenities as part of
the area working framework
4.2.5
4.3 One place approach to service delivery
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.3.1
Provide effective
neighbourhood
working arrangements
with partners
Implement pilot approach to delivering an
enhanced housing service, integrated with other
service areas and following the principle of
‘no wrong door’
Mark Reynolds
Dec 2010
Every visitor will be offered a wider
range of housing options than
at present as well as systematic
signposting to other agencies
where appropriate.
Implement ‘core service offer’ at District
Partnership level in relation to liveability services
influenced and managed at a local level
Colette Kelly
Ongoing through
2010 as part of
Implementing Area
Working Framework
Successful implementation of core
service offer at District Partnership level
65
66
Corporate objective 4: Services of choice
4.3 One place approach to service delivery
Reference
Outcome
Action
Who will do it?
By when?
Target/Indicator (if available)
4.3.1
continued
Provide effective
neighbourhood
working arrangements
with partners
Implement community access points in local
neighbourhoods such as in libraries, co-locating
with partners as appropriate
(CSB)
Colette Kelly
March 2011
Successful implementation of
the pilot community access point
in Chadderton, and other local
neighbourhoods subsequently
Pilot the service at Chadderton Health and
Wellbeing Centre
Suzanne
Heywood
Dec 2010
More joined up service delivery at a
local level.
4.3.1
Provide effective
neighbourhood
working arrangements
with partners
Fully implement and embed the children’s area
working model aligned to the governance of
District Partnerships and the Children’s Trust
Jill Beaumont
March 2011
Integrated services are being delivered
at a local level
4.3.2
Improve outcomes
through strong
innovative
partnerships
Implement Unity phase 2 arrangements
Emma
Alexander
January 2011
Unity Phase 2 arrangements
implemented
Contribute to the development of governance
arrangements for the Unity Partnership
Suzanne
Heywood
December 2010
Develop governance and a team infrastructure for
the effective delivery of the BSF and academies
post financial close
Michele Carr
November 2010
Strengthen Oldham Town Centre Partnership
to reflect and drive forward the objectives in the
Town Centre Action Plan 2010-2013
October 2010
Effective governance and team
infrastructure in place
Completion of review of Partnership
governance and delivery structures
will improve private sector and other
partner involvement to assist in the
successful delivery of the projects
contained within the action plan
Section seven
Risks
Each of the risks identified below has been given a risk score. This can be found in column four
headed ‘Risk score as at 30/06/10’. There are then a number of actions that the council has in place to
minimise this risk and achieve the ‘Target Risk Score’ as recorded in column seven.
Likelihood
68
Explanation of risk table
A
B
C
D
E
F
Impact
IV III II
I
Likelihood:
Impact:
A
B
C
D
E
F
I
II
III
IV
Very high
High
Significant
Low
Very low
Almost impossible
Catastrophic
Critical
Marginal
Negligible
Corporate objective 1: A confident place
1.1 A safer place
Ref
Risk
Category
Risk Score as
at 30/06/10
Actions in Place
Further Actions at
Target Risk
Score
Impact on Business
Plan Actions
1
The council’s perception
amongst the public
remains low, compared
to other councils
Social
Likelihood:
High
The council has in place
a programme to improve
its public perception
Continue to improve
council performance by
delivering programme and
strategy
Likelihood:
Low
Poor council reputation
Impact:
Critical
Impact:
Critical
1.2 A cleaner and greener place
Ref
Risk
Category
Risk Score as
at 30/06/10
Actions in Place
Further Actions at
Target Risk
Score
Impact on Business
Plan Actions
2
Failure by the
Council to influence the
debate on climate
change and a failure by
the council to comply
with its environmental
obligations
Environmental
Likelihood:
High
Clear commitment to
tackle climate change at
both Member and
Officer level
Council takes the lead
for the City Region on
the Environment
Commission
Likelihood:
Significant
Poor council reputation
Impact:
Critical
Performance on CO2
emissions per capita in
Oldham is second
lowest in Greater
Manchester
Impact:
Critical
Corporate objective 2: A university town
1.1 Increasing educational achievement
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
7
BSF project does not
progress due to overall
changes in Government
support
Social/
Partnership/
Contractual
Likelihood:
High
Project management
arrangements are in place and
the council is working towards
this agreed timetable
Continued contract
management to
meet required
deadlines
Likelihood:
Low
Residual costs to
council if project
does not progress
Failure to respond
adequately to the risk
of sexual exploitation
of young people in the
borough
Social
Operation Messenger
Continue current
joint working with
a number of other
public bodies
Likelihood:
Low
There is no improvement
in access to learning and
the economic well being
of the citizens of Oldham
is not improved
Service
Performance
8
9
Impact:
Critical
Likelihood:
Low
Impact:
Critical
Likelihood:
Significant
Impact:
Critical
Citizens encouraged to access
employment and learning by:
• Improving educational
achievement and progression
at all key stages
• Narrowing the attainment
gap between our most
disadvantaged communities
and population as a whole
• Increasing the number of
14–19 year olds who take up
Learning Diplomas
• Increase post 16 participation
in physical sciences
• Redeveloping The Oldham
College
• Developing University
Campus Oldham
• BSF programme
Impact:
Critical
Impact:
Critical
Workforce
Development Plan
Likelihood:
Low
Life long learning
University for the
3rd Age
Impact:
Critical
Regional Science
Centre
Statutory
responsibilities
not carried out
Damage to reputation
Development and
delivery of key
programmes would
not be delivered
which would be
detrimental to
the learning and
economic wellbeing
of Oldham’s citizens
69
70
Corporate objective 2: A university town
2.2 Increasing educational achievement
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
10
The council does not
contribute effectively to
improving the economic
wellbeing and skills of the
citizens of Oldham
Service
Performance
Likelihood:
Significant
Increased employment and skill
development opportunities,
linked to the University town
agenda. Greater use of local
businesses and third sector
resources
Delivery of NEET
reduction strategy
Likelihood:
Low
Delivery of the
Future Jobs Fund
Scheme
Impact:
Critical
Development and
delivery of key
programmes would
not be delivered
which would be
detrimental to the
skills and economic
wellbeing of
Oldham’s citizens
Impact:
Critical
Passport to
Employment and
Skills
Delivery of
carer into work
programme
Corporate objective 3: An address of choice
3.1 Balancing the mix of housing
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
3
The council’s proposed
Stock Transfer of its
ALMO does not progress
due to the original
financial support when
the proposal was agreed
not being available as the
public finances tighten.
Social
Likelihood:
Low
Project team in place to
manage project working
towards a timetable for Stock
Transfer with a target date of
31/12/2011
Closely monitor
the situation
nationally to
adapt approach
should there be a
change in national
circumstances
Likelihood:
Low
Impact:
Critical
Efficiencies and
savings not
realised resulting in
unforeseen additional
cost to council.
The PFI 4 scheme does
not deliver the projected
number of properties
for sale due to the state
of the housing market
or does not get the
agreement of Central
Government to progress
Social
The council has in place a team
to gain approval for the scheme
to progress
Closely monitor
the situation
nationally to adapt
the Council’s
approach should
approval for the
scheme not be
forthcoming
nationally
Likelihood:
Low
Services to clients
fail to Improve
Impact:
Critical
Housing need
not met
Impact:
Critical
Likelihood:
Low
Impact:
Critical
Unforeseen costs as
some advance costs
are incurred by the
council
71
72
Corporate objective 3: An address of choice
3.3 Improving local amenities
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
5
Difficult decisions to
remain within the agreed
financial targets are not
taken by either senior
officers or members
Financial
Likelihood:
High
Oldham Value for Public Money
framework
Likelihood:
Significant
Council’s overall
finances come under
significant pressure.
Impact:
Critical
Preparation of Medium Term
Financial Strategy
Assess impact
of future budget
announcements in
relation to Council
finances
6
Asset realisation
programme to achieve
agreed efficiency savings
is not successful
Economic
Likelihood:
Very high
Impact:
Marginal
2010–11 balanced budget
Update Medium
Term Financial
Strategy
Agreed approach in the council
to deliver the project
Monitor progress
throughout the
financial year
2010–11
Review impact
in regular budget
monitor reports
Impact:
Critical
Likelihood:
Low
Impact:
Marginal
Efficiencies and
savings expected by
the council are not
realised
Corporate objective 4: Services of choice
4.1 Accessible and responsive local services
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
11
Communicating with
employees/stakeholders
is vital to the achievement
of the council’s corporate
objectives
Partnership/
Social
Likelihood:
Very high
Staff briefings
Continue with
Trust Oldham in
2010–11
Likelihood:
Low
Council’s objectives
as set out in the
corporate plan are
not achieved
Willingness of resident
involvement to develop
and implement the citizen
engagement strategy.
Social
12
Management Forum
Impact:
Critical
Likelihood:
Significant
Impact:
Marginal
Impact:
Critical
Trust Oldham
Clear communications plan
Involvement of the
neighbourhood team
Wider partner
involvement
Likelihood:
Significant
Impact:
Marginal
Service delivery is
not improved
73
74
Corporate objective 4: Services of choice
4.2 Quality services valued by local people
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
13
Strategic outcomes of
Strategic Service Delivery
Partnership (SSDP) with
Unity are not delivered to
maximise the benefits to
the council
Technological
Likelihood:
High
Fundamental review of Phase 1
on the contract ongoing
Review contract
in light of Phase 1
findings
Likelihood:
Significant
Damage to reputation
Impact:
Critical
Developing business cases for
Phase 2 services
Assess business
cases for value for
money
Impact:
Critical
Development of
efficiencies using
ICT
Review of priorities
by the Council
14
15
Accidental or
unauthorised access
and/or disclosure of and/
or deletion of information
maintained by the council
Legislative/
Regulatory
Availability of resources
in business change,
willingness to cooperate
of service - service
redesign
Staffing
Likelihood:
Significant
Information Security Policy
updated
Impact:
Critical
Likelihood:
Significant
Impact:
Critical
Joint working with services
involved
Enhancements to
ICT security
as set out in the
Security Policy
Likelihood:
Low
Damage to reputation
Impact:
Critical
Likelihood:
Low
Service delivery is not
improved
Impact:
Critical
Delays in service
delivery
Corporate objective 4: Services of choice
4.3 One place approach to service delivery
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
16
Lack of a corporate
mechanism to develop
exit strategies for external
funding streams and key
partners
Financial
Likelihood:
High
Regular budget monitors of key
partners
Incorporate into
Medium Term
Financial Strategy
Likelihood:
High
Impact:
Critical
Negative impact
on delivery of the
council’s Medium
Term Financial
Strategy
The council fails to
engage with the City
Region agenda
Political
Likelihood:
Low
Service delivery not
improved
Impact:
Critical
Efficiencies and
savings not being
realised
Likelihood:
Low
Community
leadership role not
recognised
17
Impact:
Critical
Likelihood:
Significant
Close working at AGMA
Active role in City
Region agenda
Impact:
Critical
18
19
Community tension
remains a risk. Oldham
Partnership fails to deliver
on the community
cohesion strategy
Social
The financial costs and
effort to implement
equal pay/job evaluation
on management time
is underestimated and
the outcome is not
acceptable to staff,
leading to increased
costs and service
disruption
Financial
Likelihood:
Significant
Oldham Partnership
Building Schools for
the Future Phase IV
Positive relationships
across the partnership support
with tackling this agenda
Allocate area
based grant to
fund Partnership
priorities
Likelihood:
Significant
Job Evaluation
implementation team in place
Implement agreed
scheme
Impact:
Critical
Joint working with
unions
Impact:
Critical
Link into agreed Council
financial strategy
Impact:
Critical
Damage to reputation
Likelihood:
Low
Service delivery
not improved
Impact:
Critical
75
76
Corporate objective 4: Services of choice
4.3 One place approach to service delivery
Ref
Risk
Category
Risk Score as at
30/06/10
Actions in Place
Further Actions
Target
Risk Score
Impact on Business
Plan Actions
20
The council has not
developed effective
business continuity plans
Legislative/
Regulatory
Likelihood:
Significant
Service Continuity Plan (SCP) in
place for operational units
Simplified template
developed for
updating SCPs in
light of potential flu
pandemic in
2009–10. This is
being used to
update SCPs
Likelihood:
Low
Council fails to deliver
frontline services
Impact:
Critical
Damage to reputation
Likelihood:
Significant
Risk of costs
Impact:
Critical
Planned desk top
test of updated
SCPs before
September 2009
21
22
The council fails to deliver
on all health and safety
requirements
The council engages
in legal action which
is unsuccessful and
leads to a damage of
reputation
Legal
Legal
Likelihood:
Significant
Supervision and
training
Impact:
Critical
Risk assessments
Likelihood:
Significant
Regular monitoring of key legal
cases outstanding linked into
the financial monitoring system
where appropriate
Impact:
Critical
Regular review of
practice
Impact:
Critical
Regular review
of outstanding
legal cases
incorporated into
budget monitoring
information to
ensure appropriate
provision is taken
in financial years
Likelihood:
Significant
Impact:
Critical
Adverse publicity
Adverse publicity
Published by Oldham Council
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Oldham OL1 1UT
T: 0161 770 4707
www.oldham.gov.uk
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All information correct at time of going to press.
Published October 2010.
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