Agenda Item No:
6
Wolverhampton City Council
Scrutiny Panel
ADULTS & COMMUNITY SCRUTINY PANEL
Originating Service Group(s)
COMMUNITY
Contact Officer(s)/
SARAH NORMAN
EXT 5310
Telephone Number(s)
Date
18th June 2013
COMMUNITY DIRECTORATE BUSINESS PLAN
____________________________________________________________________________
Title/Subject Matter
1.0
Purpose of the Report
1.1
The purpose of the Business Plan is to set out the objectives and performance measures
for the Community Directorate in 2013/14.
2.0
Recommendation
2.1
That Members receive the attached document and note the contents.
3.0
Background
3.1
The Business Plan is set out in the Corporate format and is organised around the
themes in the Corporate Plan.
4.0
Equalities Implications
4.1
The delivery of the Business Plan will contribute to the delivery of the Council’s
Equalities Objectives.
5.0
Legal Implications
5.1
There are no specific legal implications arising from the Business Plan.
[FD/03062013/Z]
6.0
Financial Implications
6.1
The Business Plan will be delivered with the Directorates financial resources for 2013/14
and includes a number of objectives to deliver agreed savings and identify new ones.
[MA/05062013/U]
agenda 6 Directorate Business Plan report.doc
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Community
Business Plan 2013/14
Strategic Director Community:
Sarah Norman
Civic Centre
St Peter’s Square
Wolverhampton
WV1 1RT
1
Purpose
The Directorate’s Mission is “Enabling all Communities, Families and Individuals to thrive”.
We have responsibility for providing statutory social care services to both adults and children
who need them as well as providing a range of discretionary services, many of which have a
preventative function. Demands in the City are already high, not least because of the levels
of poverty in the City and Welfare Reform is likely to make this worse. This and
demographic changes mean that if left unchecked demand for our statutory services will
grow. Consequently the Directorate has a crucial transformation role in developing the
capacity of communities, families and individuals to support themselves and remain
independent. At the same time people’s expectations are changing. People want more
choice over how support is provided to them. Whist the gap in outcomes between the best
and the worst off in the City and beyond are still too high.
These challenges are reflected in the five goals for our Directorate:
1. Communities and individuals design and contribute to the services they use
2. Our work significantly improves the quality of life for all
3. Our work helps to reduce the gaps in outcomes for both children and adults
4. Investment in early intervention, reablement and prevention reduces the need for
intensive support
5. Timely and effective action increases the safety of vulnerable adults and children and
they get the support they need
Summary of Services and Structure
This section should provide brief details of the main functions/services included in the plan,
along with a structure chart with summarised resource information. This should be presented
in a tabular format, using the example below:
Service
Adult Social
Care and
Housing
Support
Assistant
Director
Anthony
Ivko
Service
Functions
Staff
(FTE)
• Older People
Commissioning
• Older People
Assessment &
Care
Management
• Older People
Provision
• Carers Support
Team
• Welfare Rights
& Financial
Assessment
• Housing
Support
• Independent
Living Service &
Community
Occupational
Therapy Team
478.1
2
Capital
Budget
(£000)
109
Revenue
Income
(£000)
(16,650)
Revenue
Expenditure
(£000)
51,820
Health, Well
Being and
Disability
Vivienne
Griffin
Children,
Young
People and
Families
John
Welsby
Safeguarding
Business
Support and
Community
Services
Rob
Willoughby
Public Health
Ros Jervis
• Mental Health
• Learning
Disability
• All Age
Disability
Services
• All Age
Disability
• Troubled
Families
• Social Inclusion
• Children In
Need & Child
Protection
• Looked After
Children
• Youth Offending
Service
• Commissioning
• Safeguarding
Children incl
WSCB
• Library Service
• Community
Recreation
• Parks &
Countryside
• Leisure
Services
• Safeguarding
Vulnerable
Adults
• Community
Initiatives Team
• Business
Support
• Public Health
Commissioning
• Public Health
Intelligence
• Partnerships
• Clinical
• Transformation
408.5
2,449
(23,729)
77,855
560.1
1,180
(9,602)
53,378
457.5
7,264
(3,709)
28,462
28.4
-
(18,770)
18,770
Review of the previous year
Highlights of things achieved in the Directorate in 12/13 include:
• ‘Peoples Parliament’ was short listed for Guardian Public Sector Award
• Safe transfer of mental health social care services from Black Country Partnership
Foundation Trust and development of new services to meet personalisation and recovery
agenda
• Bringing together of services for adults and children with mental health and disabilities to
create an all age disability service and some improvements at transition
• Successful piloting of job carving in the Council and support for 10 people with learning
disabilities into paid employment
• Launched Troubled Families programme and identified lead agencies for 270 families
• Completion of MAST Review agreeing clear expectations of MASTS and performance
monitoring arrangements with Headteachers, securing continuation of DSG funding for
MASTs
3
•
•
•
•
•
•
•
•
•
Significant improvements in school attendance achieved through the support of MASTs
Multiagency early intervention work with children and families embedded through
significant increases in both the use of the CAF and improved outcomes from that usage
Big increase in the number of children adopted in 12/13
Successful Ofsted Inspections of Adoption (rated Good ) and Children’s Centres (all but
one rated good or outstanding)
Achievement of DH target of 70% of adults supported through Personal Budgets
Development and successful consultation on Community Hub proposals
Development of Wolverhampton as a Dementia Friendly City
Safe transition of Public Health into the Community Directorate and early work to realise
the benefits of integration with local government
Delivery of £7.7 m savings
Continuing challenges which will need to be tacked in 13/14 include:
• Continuing rises in the number of Looked after children resulting in very significant
overspends
• Large numbers of children waiting for adoption
• Improving the quality of core assessments for children in need and children subject to
child protection
• Improving the outcomes at inspection of both children’s and adults residential provision
• Making further progress with reablement and telecare to reduce the need for social care
support.
4
Directorate Action Plan
WHICH CORPORATE PLAN THEME WILL THESE OBJECTIVES SUPPORT?
Corporate Plan Theme:
Encouraging Enterprise and Business
OBJECTIVE DETAILS
Objective Name:
1. Social Care Market developed to respond to
personalisation, reablement and VFM developments
2. Families in Focus reduces reliance on benefits,
exclusions, truancy and antisocial behaviour amongst
“Troubled Families”
3. Adults with disabilities are supported into employment
Performance Measures / Milestones:
a)
b)
c)
a)
b)
Market Position Statements developed for consultation June 2013
Market Position statement Published Oct 2013
New service models developed in response
Improved outcomes delivered for 203 families
Work commences with a further 466 families
a) Number of adults with Mental Health in paid employment increases
from 7% to 8%
b) Opportunities created by Council’s Job carving Policy maximised
with 10 jobs carved and filled
c) Number of adults with a learning disability in paid employment
increases from 2.4% to 5%.
5
Accountable Officer:
a) Viv Griffin / Tony Ivko
b) Viv Griffin / Tony Ivko
c) Viv Griffin / Tony Ivko
Viv Griffin
Viv Griffin
Viv Griffin
Directorate Action Plan
WHICH CORPORATE PLAN THEME WILL THESE OBJECTIVES SUPPORT?
Corporate Plan Theme:
Empowering People and Communities
OBJECTIVE DETAILS
Objective Name:
4. Increasing the use of Personal Budgets to give people
more choice and control about how their support needs
are met
5. Maximising the use of reablement, enablement and
Telecare to support people to live independently and
reduce dependency on care packages
6. Improve the safeguarding of both children and adults at
risk
7. Reduce the number of looked after children through
more effective targeted intervention and speeding up
adoption
Performance Measures / Milestones:
a) 90% adults receiving long term support receive via a personal
budget
b) Individual service funds will be developed and piloted as an
alternative to direct payments by October 2013
c) Approach to utilising Personal Budgets for younger adult day
opportunities is agreed and implemented by 31st Dec 2013
d) Use of Direct Payments for children with disabilities increases to
20%
a) 80% of older people receive reablement as part of their community
care assessment
b) 60% of older people who receive reablement receive a reduced or
no care package as a result
c) Telecare embedded in all assessments by September 2013
d) 400 new Telecare users by March 2014
a) Rapid implementation of actions following Children’s Safeguarding
Peer Review
b) Successful development and implementation of new Children’s QA
framework by July 2013
c) 90% completion of children’s file audits
d) Successful Outcomes from Ofsted Inspections
e) Positive Outcomes from Adults Safeguarding Peer Review and
implementation of Action Plan
a) Dartington research completed, action plan agreed and underway
b) Whole Family Intervention Service up and running and
demonstrating impact
c) New Operating Model is successful at increasing the effectiveness
of early intervention demonstrated through a reduction in CP / CIN
and increases in CAF
d) Adult services contribution increases through CAF and
6
Accountable Officer:
a)
b)
c)
d)
Viv Griffin / Tony Ivko
Tony Ivko
Viv Griffin
Viv Griffin
a)
b)
c)
d)
Tony Ivko
Tony Ivko
Viv Griffin / Tony Ivko
Viv Griffin Tony Ivko
a)
b)
c)
d)
e)
Rob Willoughby / John Welsby
Rob Willoughby
Rob Willoughby / John Welsby
Rob Willoughby / John Welsby
Rob Willoughby / Viv Griffin / Tony
Ivko
a)
b)
c)
d)
e)
f)
John Welsby
John Welsby
John Welsby
Viv Griffin
John Welsby
John Welsby
8. Develop an effective all age disability service that
improves outcomes at transition
9. Reduce the impact of child poverty on outcomes for
children in the City
10. More Adults and Children are physically active
11. Establish the Health & Wellbeing Board as an effective
partnership during improvements in Health & Wellbeing
across Wolverhampton
engagement in Strategy Meetings
e) Adoption Scorecard shows improvements
f) LAC numbers reduced to within 10% of the average of statistical
neighbour
a) Less young people going into residential care / more young people
living independently at transition
b) More young people on an employment pathway at transition
c) Greater satisfaction of young people with transition
d) Greater satisfaction of parents with transition
a) Implementation of Family and Life Chances actions within Child
Poverty Action Plan
b) Present to all relevant partners the learning gathered by the Child
Poverty Needs Assessment undertaken by Public Health. Ensuring
these needs, along with a robust review of the evidence of
effectiveness becomes the basis of a new Child Poverty Strategy
for Wolverhampton and any associated action plans (also ensuring
that there is co-ordination between this and the Welfare Reform
Action Plan). Date to be agreed with Education & Enterprise
directorate.
a) 2% increase each year in the Active People survey results
a) Agree clear remit priorities and work plan with partners by end April.
Delivery of Work Plan by end March 2014
7
Viv Griffin
Ros Jervis / John Welsby
Rob Willoughby/Ros Jervis
Viv Griffin/Ros Jervis
Directorate Action Plan
WHICH CORPORATE PLAN THEME WILL THESE OBJECTIVES SUPPORT?
Corporate Plan Theme:
Re-Invigorating the City
OBJECTIVE DETAILS
Objective Name:
Performance Measures / Milestones:
12. Reduce the harmful impact of alcohol and drug misuse a) Support the delivery of the Wolverhampton Alcohol Strategy 2011-15
and associated action plan (based on the Alcohol Strategy Needs
Assessment) with particular reference to:
• those outcome measures to be delivered by services
commissioned by Public Health, and;
• those measures aimed at improving the night time economy by
strong collaborative working with Regulatory Services,
Community Safety and West Midlands Police
b) Ensure the effective roll out of newly commissioned substance
misuse treatment services commencing 1st April 2013
13. Successful Development of the Youth Zone
a) That young people are fully involved in the development of the
design brief and the choice of the final design for the building
b) That the Youth service work with Onside to successfully commission
the services that will be provided by the Youth Zone by Spring 2015
8
Accountable Officer:
Ros Jervis
John Welsby
Directorate Action Plan
WHICH CORPORATE PLAN THEME WILL THESE OBJECTIVES SUPPORT?
Corporate Plan Theme:
Confident, Capable Council
OBJECTIVE DETAILS
Objective Name:
14. Successfully Deliver existing savings plans
15. Identify new savings across the Directorate
16. Complete and implement Layers & Spans Review
17. Demonstrate the added value of bringing Public Health
into local government
Performance Measures / Milestones:
a) Phase 1 Community Hubs successfully implemented and future
phases developed including plans for Community Service Hubs
b) Stowheath Day Service successfully decommissioned and new
enablement and employment hub services delivered by December
2013
c) Warstones Resource Centre and Bradley Day Services
successfully decommissioned and all service users settled in new
services by September 2013
d) Transformation Plan agreed for Children’s Centres agreed by June
2013 and successfully delivered by March 2013
e) Savings plan for Youth Services agreed by April 2013 and
successfully delivered
a) Additional Savings of £1.030M identified and delivered in 13/14
b) Undertake a Use of Resources review of Adult Social Care
identifying new savings opportunities – completed by September
2013
c) Further savings identified elsewhere in the Directorate by
September 2013
a) Layers & Spans proposals finalised for Consultation by end April
2013
b) Layers and Spans proposals implemented by Sept 2013
a) Develop a plan to promote the integration of Public Health across
all Council directorates and partner agencies by end of September
2013
b) Establish appropriate mechanisms to demonstrate the importance
of and support the use of evidence based practice by end of
September 2013
c) Establish a collaborative approach across the Council and with
partners to tackle obesity in this City. Actions should include Joint
Healthy Lifestyle Strategies for both Adults and Children by March
9
Accountable Officer:
a)
b)
c)
d)
e)
Rob Willoughby
Viv Griffin
Tony Ivko
John Welsby
Rob Willoughby/ John Welsby
a) All ADs
b) Tony Ivko / Viv Griffin
c) All ADs
a) All ADs
b) All ADs
Ros Jervis
2014
d) Roll out NHS Health Checks and other appropriate interventions
across the Council workforce to help staff help themselves lead
healthier lives by March 2014
e) Approach to using Regulation Policy as a means to protect Public
Health agreed with colleagues devised by September 2013
10
Monitoring and Reviewing Progress
The Community Directorate wants this plan and its subsidiary plans at AD level to be
living documents that guide our work during 13/14 and help us focus and prioritise our
resources
To that end the Community Directorate Management Team is reviewing its current
balanced scorecard to ensure that it includes the right measures and targets for 13/14.
This work will be completed by the end of April and the scorecard will then be reported
to the Community Directorate Management Team on a monthly basis.
In addition the Directorate will review the contents of the Business Plan on a Quarterly
Basis to ensure delivery and will update the Plan as appropriate.
11