Appendix 1 Department of Community and Children’s Services...
Transcript of Appendix 1 Department of Community and Children’s Services...
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Appendix 1 Department of Community and Children’s Services Business Plan April 2013 - March 2014
Responsible Officer: Neal Hounsell Contact Officer: Sharon McLaughlin (020 7332 3498) Date Published: April 2013
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Contents
Title / Ref Page
Director’s foreword 3 - 4
Introduction and plan context 5
Planning framework 5
Planning cycle at the City of London – the golden thread 5
What the plan does 5
What the plan does not cover 6
How the plan will be used 6
Departmental Structure and financial and human resources profiles 7 – 11
Summary plan 12
Key priority 1 Improving the health and wellbeing of communities and individuals 13
Key priority 2 Protecting and safeguarding vulnerable people 14
Key priority 3 Promoting independence, choice and control 16
Key priority 4 Supporting and empowering our communities 18
Key priority 5 Making best use of resources and improving the way we work 19
Departmental risk register 20 - 25
List of Capital projects 26
Glossary of abbreviations 27
Departmental Communications Plan 28
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Director’s foreword It is my pleasure to introduce the Community and Children’s Services business plan for 2013 – 2014. The Department of Community and Children’s Services provides excellent services to the City’s residents and workers, evidenced by our annual performance assessments by Ofsted, good tenant satisfaction and high quality education services. However in 2013-14 we will face a number of significant challenges within local government brought about in particular by the recession and changes in Government funding. These include taking on Public Health and changes to Welfare Reform. To address this agenda we will continue to innovate and re-shape the way we work and to give local communities more of a say in how these services are run and delivered. We will pursue the initiatives we have started to transform the way we deliver services to the community, and improve our focus on earlier intervention to protect vulnerable people. Our plan builds on the progress we have already made during the past year and supports the department’s key strategic aims for our communities (start well, develop well, learn well, live well, work well, age well and end well). In 2012-13 we delivered better resident focused facilities and services (Artizan Street, the new youth services and carers contract), increased support of young people’s development through Time Credits and apprenticeships, improved use of our resources and better financial management in Housing while delivering budget savings of 12.5%. The plan sets out five priorities to ensure we continue to address these changes and deliver on our strategic vision. These are;
1. Improving the health and wellbeing of our communities and individuals 2. Protecting and safeguarding vulnerable people through better prevention and
early intervention. 3. Promoting independence and choice for service users 4. Supporting and empowering our communities and enabling people to make a
positive contribution. 5. Making best use of our resources and improving the way we work
By addressing these points the Department will also support the City’s corporate aims to transform the way we do business, improve productivity and deliver high quality services. In 2013-14 we will implement a new structure for the Commissioning and Partnerships Division, deliver new Public Health services and recruit a shared director of Public Health. We will continue to improve the quality and efficiency of our services by developing our workforce and delivering value for money. Partnership with others and engagement with our staff and service users is essential if we are to deliver continuous improvements. This plan is one of a number of improvement plans which guide the work of the Department and has been developed alongside the Children and Young People’s Plan and the Health and Wellbeing Strategy. The departmental leadership team have taken on board staff views in developing our priorities and the plan has been informed by, and supports the divisional service plans.
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I very much look forward to working with our new Director Ade Adetosoye and all our staff, partners, Members and residents to implement this business plan. Neal Hounsell Interim Director of Community & Children’s Services
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Introduction and plan context Planning framework
The Community and Children’s Services’ business plan for 2013-14 has been drawn up in accordance with the City’s corporate business planning process which supports the City’s overall performance management, governance and assurance process. The plan is part of a wider corporate and partnership planning framework. It links to and supports the policy priorities set out in the Corporate Plan, The City Together Strategy, and other strategies and plans such as the Health and Wellbeing Strategy and the Children and Young People Plan. This is shown in the diagram below: The Planning Cycle at the City of London – The Golden Thread
The Corporate PlanThe City Together
Strategy
Other Plans and Strategies
Departmental Business Plans
Team/Service Plans
Appraisals & Individual Targets
Core Values
Mo
nito
rin
g
Co
nsu
ltatio
n
What the plan does The business plan sets out the strategic focus for the Department. Its aim is to establish a shared understanding of the Department’s priorities and to set out what we need to do to work together to deliver them. The plan identifies five key priorities, each with outcomes, which support the strategic aims of the department, and sets out under each priority the high-level improvement actions or work streams necessary to make progress during 2013-14. Many of the outcomes we are aiming to deliver will need to be delivered in partnership with others. Accordingly, a number of the improvement actions and work streams will require a cross-service or a project-based approach, with shared responsibility between services, in order to help achieve this aim. The improvement actions have a target date for completion and, where appropriate, a relevant performance indicator to monitor progress.
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What the plan does not cover. The plan is focussed primarily on specific actions or work streams designed to deliver our priorities for 2013-14. It does not cover the wider range of operational functions and services delivered by the Department. These are set out in three divisional, service plans which also provide more detail on the actions services are taking to drive improvement and support the delivery of departmental priorities. The services and high-level departmental structure are shown on pages 8 - 9. How the plan will be used At a strategic level the plan will be used to ensure the work of the department clearly links to and support the priorities of other corporate and partnership strategies. Progress against the planned improvements will be reported quarterly to Members through the DCCS committee using narrative updates on progress against planned actions and selected key performance indicators. Departmentally the plan will help the departmental leadership team to manage the departmental work programme, monitor delivery against timetable and targets, and ensure adequate resources and provision for joint working are in place for each improvement action. At a service level the plan will be used to ensure good coordination between service delivery and departmental priorities and to ensure individual team plans and staff appraisals demonstrate support for the priorities. Department structure, financial and human resources profiles This information is set out on pages 7 - 11 and includes a description of the range of services offered by the Department. Summary plan, key performance indicators and key priorities Plan contents are set out on pages 12 - 19. The Departments strategic aims and five key priorities are set out in a one page summary plan (page 12). The summary shows the basket of key performance indicators (KPIs) which will be used to help demonstrate progress against planned outcomes or improvements in related headline service performance. Of these eleven will be reported quarterly and four annually. The five key priorities are each set out in table form on pages 12 – 19. Each table shows the outcomes each priority is aiming to deliver, together with a number of improvement actions which will contribute to delivery. These have target dates for completion together with other measures or related key performance indicators to enable progress to be assessed and reported. Responsibility for each improvement action is also indicated. Departmental risk register Risks will be monitored alongside delivery of the Department’s priorities. Risks and accountabilities are shown on pages 20 – 25. Communications Plan The Communications Plan will set out the Department’s Communications needs throughout the year. This is currently in a draft form, subject to final approval by Departmental Leadership Team
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Departmental Structure Organisation of the Department
The department is made up of three divisions or service areas: People, Housing Services, and Commissioning and Partnerships. The broad responsibilities for each of the areas are listed below. People Division includes:
A Children’s Social Care service that carries out statutory assessments of need and child protection investigations. This service supports the provision of accommodation and care planning for Looked After Children, including Unaccompanied Asylum Seeking Children.
Providing the leadership and management of all Education, Early Years and Childcare functions of the Local Authority and to advise on and implement policies and procedures in relation to school admissions, exclusions, transport and other education related functions.
Community care services for adults and older people who are vulnerable, or have physical, mental or learning disabilities, or a dependence on drugs or alcohol. Includes reablement, carers support, occupational therapy, safeguarding and mental health services.
Ensuring that commissioned outreach services supports addressing rough sleepers needs.
Housing Services & Barbican Division includes:
A tenancy management, caretaking and day to day repairs service for City of London housing stock located in the six other London local authorities and the City;
Sheltered housing service
Technical and property management services;
A revenue service administering housing and council tax benefit for City residents and tenants, and lead on Welfare Reform;
Ade Adetosoye Director of
Community and Children’s Services
Chris Pelham Assistant Director
People
Eddie Stevens Assistant Director
Housing Services & Barbican
Neal Hounsell Assistant Director
Commissioning and Partnerships
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A service working with other boroughs and social housing providers to develop affordable housing and allocations;
Management of commercial areas and leaseholder services to the Barbican and housing estates.
Commissioning and Partnerships includes: Policy development and consultation; Strategic support for the City of London Health and Wellbeing board; development of the
joint strategic needs assessment and the City of London Health and Wellbeing Strategy; Develop partnership working with the Clinical Commissioning Group; A commissioning service for public health, adults, family and young people services,
youth services and sports development; Adult skills and community learning services; Contract and performance monitoring; A client function for human resources (HR), information technology (IT) and finance
related functions.
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DCCS Financial Profile 2013/14
The main areas of departmental income and expenditure are shown below with a forecast outturn for 2012/13 and a budget for 2013/14 shown overleaf.
Departmental Income The department’s income (item 12 overleaf) consists of the following (with the top two being the most significant income items): 1. Rents and service charges from residential accommodation (including Housing Revenue Account (HRA) properties and the
Barbican Estate), commercial properties, car parks and baggage stores. 2. Government Grants from various departments including the Department for Communities and Local Government (DCLG),
the Home Office and the Department for Education (DFE) and from other organisations such as the Skills Funding Agency for Adult and Community Learning.
3. Other Customer & Client Receipts include income from fees and charges for items such as Social Care, School Meals, After School and Holiday Play Schemes and Recreation and Sports Facilities.
4. Other income mainly relates to grants from organisations. Departmental Expenditure The key departmental expenditure consists of the following: 1. Premises costs (line 2 overleaf) are mainly incurred in relation to Housing Revenue Account (HRA) and Barbican Estate
properties and the majority of these costs are recoverable through rents and service charges. Other properties managed by the Department include the City of London and Gresham Almshouses, former Spitalfields residential properties, and the City of London Community Education Centre.
2. Transfer Payments (line 6 overleaf) are payments to individuals for which no goods or services are received in return. The largest budgets are for housing benefits and individual budgets to Social Services clients, with some provision for grant payments to schoolchildren.
3. Other costs include supplies and services (line 4), transport (line 3), the budget delegated to the Governing Body of the Sir John Cass’s Foundation Primary School and payments to providers of residential care for social services clients and providers of education for City children with statements of Special Educational Needs (SEN).
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2011-12 Actual
2012-13 Original Budget
2012-13 (Latest Approved
Budget)
2012-13 Forecast Outturn
2013-14 Original Budget
£'000 £'000 £'000 £'000 £'000
1 EMPLOYEES 11,963 11,016 11,239 11,551 11,359
2 PREMISES 10,135 11,900 11,048 10,915 11,453
3 TRANSPORT 30 29 27 29 14
4 SUPPLIES & SERVICES 4,160 3,645 3,673 3,291 4,498
5 THIRD PARTY PAYMENTS 4,504 4,493 4,624 4,347 4,691
6 TRANSFER PAYMENTS 548 260 102 102 106
7 TRANSFER TO RESERVES 2,514 2,016 2,810 2,810 3,100
8 CONTINGENCIES - 97 225 - 160
9 UNIDENTIFIED SAVINGS (221) - - -
10 REPAIRS & MAINTENANCE (CITY SURVEYOR)
50 55 50 50 52
11 TOTAL EXPENDITURE 33,904 33,290 33,798 33,095 35,433
12 TOTAL INCOME (28,119) (28,790) (28,941) (28,655) (30,984)
13 TOTAL LOCAL RISK 5,785 4,500 4,857 4,440 4,449
14 CENTRAL RISK (1,501) (1,337) (1,207) (1,460) (1,333)
15 TOTAL LOCAL & CENTRAL RISK 4,284 3,163 3,650 2,980 3,116
16 RECHARGES 5,776 6,015 7,265 7,265 7,004
17 TOTAL NET EXPENDITURE 10,060 9,178 10,915 10,245 10,120
The 2012 and 2013 budgets were presented to the Committee in November 2012. The 2013/14 budget is £795k less than the 2012/13 latest approved budget and was approved by Committee on 8th November 2012. There have been no significant changes since that time. The main reason for the variance was the £500k budget carried forward from 2011/12. This was included in the 2012/13 latest approved budget but not in the 2013/2014 Budget. There was also a decrease in central support services & capital charges due to a reduction in depreciation charges on Mansell Street and the former Spitalfields Market, together with a reduction in support services recharge by the central departments. There is also an additional estimated cost of £1.3m included in the 2013/14 budget for Public Health services which is fully funded by additional income related to the new Public Health Grant.
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Department of Community and Children’s Services – Staffing Profile 2012/13
There are no significant changes to the workforce profile information for 2012/13. Headcount has dropped from 271 to 253 employees which resulted in a staff turnover of 7% (20% in 2011/12). Some roles have been filled using agency and fixed term arrangements due to the uncertainty of funding arrangements. The Substance Misuse Partnership team (previously in the Town Clerk’s department) was integrated into the Department in 2012. The Department’s sickness rate has reduced from 8 to 7 .05 (full time equivalent days per employee) in 2012/13 although still marginally higher than the City of London target of 6.93. The Age of our staff
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
Under21
21-30 31-40 41-50 51-60 61+
2012/13
2011/12
The salary bandings of our staff
Grade Band Grand Total * The F9 grade relates to employees who are not being paid on a normal pay grading scale eg apprenticeships
A 18.94%
B 23.72%
C 13.05%
D 15.02%
E 9.49%
F 10.68%
F9* 7.11%
H 0.40%
I 1.19%
SMG 0.40%
Grand Total 100%
HR actions for 2013/14 :
HR will develop management workshops to support line managers in managing sickness absences.
Human Resources Management reports will be disseminated to divisional management teams on a quarterly basis in 2013 to consider key trends and what management actions are required.
The department’s workforce planning strategy aimed at addressing skills gaps and developing a succession planning strategy will be further developed and implemented in 2013. This will ensure that the department’s work force is skilled and resourced to respond to the impact of external changes e.g. Welfare Reforms
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DCCS Business Plan 2013-14 – Summary Plan Our Strategic Aims are: Our Key Priorities are:
Start well
Learn well
Work well
End Well
Develop well
Live Well
Age well
Improving the health and wellbeing of communities and individuals
Protecting and safeguarding vulnerable people through better prevention and early intervention.
Promoting independence and choice for service users
Supporting and empowering our communities and enabling people to make a positive contribution
Making best use of resources and improving the way we work
Our key performance indicators are: Latest Performance (Q3)
2013/14 Target
Priority 1
KPI 1 Selected Public Health Outcomes Framework indicators To be agreed at Health and Wellbeing Board in May
KPI 2 Selected Public Health Outcomes Framework indicator
KPI 3 Additional S106 affordable housing units provided (H22) 7 85
Priority 2
KPI 4 Percentage looked after children reviews and child protection conferences held in timescale
100% 100%
KPI 5 Participation rates of children and young people (including participating in their reviews)
135 (Number of participants) TBA with City Gateway
KPI 6 Young people volunteering on the SPICE scheme Information due 5 April 2013
TBA with City Gateway/Spice
KPI 7 Percentage rent collected (H34) 98.31 98%
KPI 8 People sleeping rough on a single night within the area of the authority (also included within police plan and Safer City Partnership) 8a. Numbers registering with GP 8b) numbers accessing TB unit
19 8a. N/A 8b. N/A
10 8a. 8 8b. 10
Priority 3
KPI 9 People with learning disabilities (1E) and mental health issues (1F) in paid employment
0 (1E) 0 (1F) 1 (1E) 1 (1F)
KPI 10 Percentage of children and young people achieving national levels of attainment
1.Key Stage 2 (level 4 + English & Maths) 100% (2012) 2. Pupils achieving 2 levels + progression English 100% (2012) and Maths 100% (2012) 3. EYFSP 66.7% (2012)
1. 90% (school target) 2. 100% (school target) 3. TBC (new test for 2013)
KPI 11 People supported to live independently (H26) 75% 85%
KPI 12 Percentage of adults using Self Directed Support 72% 75%
Priority 4
KPI 13 Children in poverty (annual ) (NI116) 19% Under 16, 18.9% All Children (HMRC data Jan 2013)
Government Target* less than 10%
KPI 14 Apprenticeship places secured (CoLC and residents) 39 28 Col C+2 resident=30
KPI 15 No. residents and workers accessing advice and information 1,133 2,350
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Key Priority 1
Priority: Improving the Health and Wellbeing of communities and individuals
Supporting TCT Strategy themes:
Supports our Communities Priority outcomes and rationale
More affordable housing for residents
Improved access to primary healthcare for city workers
Reduced health inequalities and child poverty in Portsoken ward
Aligns to Corporate Plan:
KPP4 Maximising the opportunities and benefits afforded by our role in supporting London’s communities
Departmental Strategic Aims:
Start well; Live well; Age well
Improvement/delivery actions Target Date
Milestone/Measure of success
Responsibility Resources
DLT Other
1.1 Review and re-commission key public health contracts.
Develop new public health services for City workers
Integrate health and wellbeing priorities into the Corporate objectives
March 2014
September 2013
March 2014
KPI 1 and 2 - Public Health Outcomes
Framework indicators (TBC May
2013) Health and
Wellbeing Board deliver services
NH Commissioning and
Performance
Manager (public health)
£1.6 million public health grants
Existing departmental budgets and resources
1.2 In conjunction with the community, revise the delivery of services within Portsoken following the 2012/13 review
Propose options for the integrated management of services in the area
New service design in operation
October 2013
March 2014
Implementation by target date
NH SG Existing departmental budgets and resources
Engagement of the Portsoken community
1.3 Deliver increased affordable housing (including section 106 housing units Middlesex St):
24 properties in Middlesex Street
43 properties in Potters Field, 18 properties in Avondale
July 2013 March 2014
KPI 3 – 85 additional S106 affordable
housing units provided
ES MK £13 million Section 106 Funding
Existing departmental budgets and resources
C O R P O R A T E C O N S I D E R A T I O N S
Money People Environment Managing Business
Value For Money
Shared Services
Equalities and Diversity
Learning and Development – Public Health
Partnerships
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Key Priority 2
Priority: Protecting and safeguarding vulnerable people through better prevention and early intervention.
Supporting TCT Strategy themes:
Supports our communities Priority outcomes and rationale
Better coordinated intervention and communication
Reduction in numbers sleeping rough
Better value for money
Aligns to Corporate Plan:
KPP4 Maximising the opportunities and benefits afforded by our role in supporting London’s communities
Departmental Strategic Aims:
Start well Develop well Learn well Live Well
Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
2.1 Continue to develop City’s engagement in safeguarding Boards to ensure arrangements for safeguarding children and adults are fit for purpose
March 2014 100% Compliance KPI 4 - reviews and conferences held on
time
CP PD MWL
Existing departmental budgets and resources
2.2 Support the newly established DCCS Safeguarding Sub-Committee for Adults and Children’s Services by developing new terms of reference and advising on safeguarding duties
March 2014 New sub committee ensure the CoLC meets statutory
safeguarding duties and is keeping
people safe KPI 4
CP PD MWL
Existing departmental budgets and resources
2.3 New youth services contract delivers increased participation and engagement from young people in the City. Time Credits fully integrated to move towards more co-produced service.
March 2014 KPI 5 and 6: Increased
participation and engagement from
young people in the City
NH RA Commissioning budget £200,000
2.4 Implement phase 2 of the supported living review: to, improve co-ordination of access to substance misuse, tenancy support and social care services for vulnerable clients.
December 2013
Phase 2 complete Recommendations
implemented
NH PJ Resources to be identified.
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Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
2.5 Delivery of welfare reform action plan so that all affected households are contacted and offered support (including money management advice) to mitigate against the impact of the changes.
March 2014 KPI 7 – Percentage rent collected.
ES JC/LC Existing departmental budgets and resources including possible additional role at Grade D.
Increase support to rough sleepers in city by implementing the lodge 2 and pop up hubs
March 2014 KPI 8 – People sleeping rough on a single night within
the area of the authority.
Numbers registering with GP
Numbers accessing TB mobile Unit
CP Broadway DL
Existing departmental budgets and resources and Broadway contract
C O R P O R A T E C O N S I D E R A T I O N S
Money People Environment Managing Business
Efficiency Learning and development
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Key Priority 3
Priority: Promoting independence and choice for service users
Supporting TCT Strategy themes:
Supports our communities Priority outcomes and rationale
More people with learning disabilities and mental health issues are supported to live independently
More service users using self-directed support
Better value for money
Improved support for vulnerable families
Improved attainment levels for all children and young people
Aligns to Corporate Plan:
KPP4 Maximising the opportunities and benefits afforded by our role in supporting London’s communities
Departmental Strategic Aims:
Live well Age well End well Learn well
Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
3.1 Explore options to supporting more people with learning disabilities and mental health issues into employment
Mar 2014 KPI 9 – People with learning disabilities and mental health
issues in paid employment
CP MWL Existing departmental budgets and resources
3.2 Review and revision of the Early Intervention and Prevention Strategy, completed and signed up by all Children’s Executive Board partners.
June 2013 New strategy completed and
signed up
CP GM Existing departmental budgets and resources
3.3 Implementation of the Early Intervention and Prevention service within Children’s social care
July 2013 Team established and new posts filled
CP PD Existing departmental budgets and resources
3.4 Ensure the high achievement of all children and young people (including SEN, LAC etc.) by :
embedding the quarterly Additional Education Resources Forum to address additional education needs of CoL pupils
cross phase performance and SJC School Improvement Partner analysis to be monitored by the People’s Directorate annually in Autumn term
Dec 2013 KPI 10: Key stage results above the national average
CP GM Existing departmental budgets and resources
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Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
3.5 To continue promoting personalisation agenda through take-up of Self Directed Support across Children’s and Adults Services
March 2014 KPI 11: people supported to live
independently and KPI 12 – Percentage
of Self Directed Support across
People Department. 20% increase in take-up of IBs in
Children’s, Adults, Homelessness, SEN Current Baseline to
be established
CP People SMT
Existing departmental budgets and resources
3.6 Establish a Sheltered Housing Panel to produce a detailed review of the City’s housing support for older people. Launch of Sheltered Housing review.
TBC by end of April
KPI 11: people supported to live independently
Findings presented to Members Detailed plan
completed
ES PJ JC
Existing departmental budgets and resources
C O R P O R A T E C O N S I D E R A T I O N S
Money People Environment Managing Business
Value for money
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Key Priority 4
Priority: Supporting and empowering our communities and enabling people to make a positive contribution.
Supporting TCT Strategy themes:
Supports our communities Priority outcomes and rationale
More young people volunteering and entering apprenticeship scheme
Improved community engagement and participation in the development and delivery of services
The public are well informed about how to access information, advice and support
Aligns to Corporate Plan:
KPP4 Maximising the opportunities and benefits afforded by our role in supporting London’s communities
Departmental Strategic Aims:
Live Well Work well
Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
4.1 Develop a strategic programme with partners to address worklessness and poverty (including fuel poverty) - apprenticeship scheme, advice and information, CoL troubled families project, the local assistance scheme and Time Credits
March 2014 KPI 6 KPI 13 KPI 14 KPI 15
AA CK GM ES
Existing departmental budgets and resources
4.2 Support the development of Healthwatch to operate as independent body
September 2013
Fully functioning by target date
NH SG Government grant funding
4.3 Contribute to the Corporate review of Education and implement the proposals from the review.
Completion of the SEN review
September 2013
Education Strategy in place and signed
up New SEN policy fully
implemented
AA
CP
CP
GM
Existing departmental budgets and resources
C O R P O R A T E C O N S I D E R A T I O N S
Money People Environment Managing Business
Value for money
Shared services
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Key Priority 5
Priority: Making best use of resources and improving the way we work.
Supporting TCT Strategy themes:
Supports our communities Priority outcomes and rationale
Improved service delivery through better integration and delivery of services
Better value for money
Increase in joint commissioning and engagement of community and voluntary sector
Aligns to Corporate Plan:
KPP2 Maintaining the quality of our public services whilst reducing our expenditure and improving our efficiency
Departmental Strategic Aims:
Start well Live well Age well
Improvement/delivery actions Target Date
Milestone/Measure of Success
Responsibility Resources
DLT Other
5.1 Continue the departmental commissioning strategy, integrating it with the PP2P programme and public health contracts and review or re-commission at least 3 major service areas (Adult Skills and Community Learning, Residential Care and Drug and Alcohol Services (see 5.4 )
March 2014 Review completed and
recommendations made
NH SG Existing departmental budgets and resources
5.2 Improve management and sharing of information about by increased use of the resident profiling project and GIS technology and in line with Caldicott 2 requirements
November 2013
Resident profiling report produced and integrated with JSNA
NH SG Existing departmental budgets and resources
5.3 Review departmental communications and agree new ways of working 9Promote user engagement and co-production opportunities (e.g. Adult Advisory Group and Resident Meetings))
TBC Consultations of policy and planning
carried out
AA KI
DLT
Existing departmental budgets and resources
5.4 Carry out a needs assessment and review of drug and alcohol services across City and Hackney
Mar 2014 Review complete/ recommendations
made
CP LB-C Existing departmental budgets and resources
5.5 Production of the new Joint Strategic Needs Assessment
November 2013
Completed JSNA NH FH Existing departmental budgets and resources
5.6 Develop and publish 30 year Asset Management Strategies for the Barbican Estate and the City’s social housing estates
TBC Strategies complete and agreed
ES KT Existing departmental budgets and resources
C O R P O R A T E C O N S I D E R A T I O N S
Money People Environment Managing Business
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Department of community and Children’s Services – Summary Risk Register 2013-14 Key:
Likelihood, Impact and Risk Status:
KEY 1 2 3
Likelihood Rare Unlikely Possible A
Medium risk, requiring at
least quarterly monitoring,
further mitigation should be
considered.
Impact Insignificant Minor Moderate G
Low risk, less frequent
monitoring, consideration
may be given to applying
less stringent control
measures for efficiency
gains.
Control Evaluation
Control Evaluation Key:
R: Existing controls are not satisfactory
A: Existing controls require improvement/Mitigating controls identified but not yet implemented fully
G: Robust mitigating controls are in place with positive assurance as to their effectiveness
Likelihood and ImpactRisk Status
R
High risk, requiring constant
monitoring and deployment
of robust control measures.
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Department of Community and Children's Services Risk Register
Owned By DCCS - Neal Hounsell
Version
v1.0
Administered By
Sharon McLaughlin Date 1st April 2013
Risk No.
Risk
Gross Risk Risk Owner / Lead Officer
Existing Controls
Net Risk
Planned Action Control Evaluati
on Likelihood Impact Likelihood Impact Risk
Status & Direction
1
Risk of failure of City of London Safeguarding Policy and/or Practice leading to death or serious injury
3 5 Ade
Adetosoye
Quality assurance systems in place including - Audits and Direct observations of
practice. Monitoring of Improvement Plan via
Safeguarding Board and Corporate Parenting Task
Group.
1 5 A ↓
Implement programmed
improvements to City and Hackney
Safeguarding Children Board in 2013/14. Support
the development of the safeguarding sub-committee.
G
2
Risk that the City fails to identify and inform those at risk of the impact of Welfare Reform on City residents. Financial risk to CoLC and individual residents
5 3 Ade
Adetosoye
Information to tenants has gone out as agreed: advice sheet with rent statements, articles in Your Homes and in Annual Report to Tenants (all delivered to all tenants).
The Welfare Reform Operational Group continues
to meet monthly to agree and implement actions in response to the reforms.
3 3 A ↓
Information dissemination to
the residents, staff, and elected
members continues and Welfare reform
operation group continues to meet. A Strategic Group will meet to ensure cross-Corporation
issues are addressed,
including the wider, long-term impacts
on finances, resources,
communications and risk.
A
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Department of Community and Children's Services Risk Register
Owned By DCCS - Neal Hounsell
Version
v1.0
Administered By
Sharon McLaughlin Date 1st April 2013
Risk No.
Risk
Gross Risk Risk Owner / Lead Officer
Existing Controls
Net Risk
Planned Action Control Evaluati
on Likelihood Impact Likelihood Impact Risk
Status & Direction
3
The City fails to manage any further cuts to Local Government Grant Settlements - further savings required between 2013-2015
5 3 Ade
Adetosoye
Finance and the Department Leadership Team carried out
a zero based budget exercise. Budgets have been restructured. The
exercise confirmed there is sufficient budget for
2013/14.
2 3 A ↔
Departmental budgets to be
regularly monitored.
G
4
Department unable to respond to protest, occupation, terrorist attack or other large scale emergency within the City boundaries due to insufficient plans and capacity.
3 4 Ade
Adetosoye
Business Continuity, emergency plans and
pandemic plans in place. A Local Health Protection
workshop took place in early March which raised some funding issues that need
clarification.
2 4 A ↔
A review of plans is taking place to assess the impact of changes to public health provision. It is anticipated that the review of emergency and rest centre plans will be completed by mid-May. There are adequate provisions for rest centres whilst the review is ongoing
A
23
Department of Community and Children's Services Risk Register
Owned By DCCS - Neal Hounsell
Version
v1.0
Administered By
Sharon McLaughlin Date 1st April 2013
Risk No.
Risk
Gross Risk Risk Owner / Lead Officer
Existing Controls
Net Risk
Planned Action Control Evaluati
on Likelihood Impact Likelihood Impact Risk
Status & Direction
5
The City fails to manage risk to its housing estates and are subject to a fire, explosion, gas leak or asbestos damage
3 5 Eddie
Stevens
Gas safety checks meet legal requirements and are
completed on time. The hand delivery of final letters has been streamlined and
improved management reporting now provides information to identify
tenants who repeatedly fail to allow access to the
property for the purpose of gas safety checks.
Emergency planning is in place. All Estate Officers
have qualified as Fire Risk Assessors. Fire safety
audits have been carried out and the results of the audits are being acted upon. All officers likely to come into
contact with asbestos have undergone formal training.
Eaton Environmental Services has won the contract to undertake
asbestos re-inspections on the housing estates.
1 5 A ↓
Develop a targeted campaign for
households who repeatedly don't
give access for gas checks. Eaton
Environmental to update the
Asbestos Register.
A
24
Department of Community and Children's Services Risk Register
Owned By DCCS - Neal Hounsell
Version
v1.0
Administered By
Sharon McLaughlin Date 1st April 2013
Risk No.
Risk
Gross Risk Risk Owner / Lead Officer
Existing Controls
Net Risk
Planned Action Control Evaluati
on Likelihood Impact Likelihood Impact Risk
Status & Direction
6
Major failure of Health and Safety procedures resulting in a fatality in an accident on CoLC premises or to a member of the department’s workforce
3 4 Eddie
Stevens
DLT to monitor and review key Health and safety
issues. The H&S manager attends monthly Housing
Management Group meetings to update staff and
discuss issues. The new Departmental Health and
Safety Committee have met and terms of reference,
standing agenda items and frequency of meetings
agreed. Work has begun on updating health and safety
policies and guidance.
1 4 A ↔
The new Departmental
Health and Safety Committee have met and terms of
reference, standing agenda items and
frequency of meetings agreed.
Work has begun on updating health and safety policies and guidance. A Lone Working Group is
reviewing the safety of staff
working outside the office and personal
security devices are being trialled,
amongst other arrangements.
A
25
Department of Community and Children's Services Risk Register
Owned By DCCS - Neal Hounsell
Version
v1.0
Administered By
Sharon McLaughlin Date 1st April 2013
Risk No.
Risk
Gross Risk Risk Owner / Lead Officer
Existing Controls
Net Risk
Planned Action Control Evaluati
on Likelihood Impact Likelihood Impact Risk
Status & Direction
7
Risk that the City's Public Health contracts are not suitable and preparation for transfer of contracts has not been adequate. (Contracts currently commissioned by City and Hackney PCT will cease on 31st March 2013, and services will become the responsibility of COL and LB Hackney)
3 3 Neal Hounsell
Funding levels have now been announced and there is a 15-20% increase on the anticipated amount to fund
Public Health work. All existing Public Health
contracts have been split into Hackney only, City only
or joint City and hackney contracts reviewed by City of
London and London Borough of Hackney. Director of DCCS has
delegated authority to sign SLA between COL and LB Hackney (to deliver joint contracts on our behalf).
2 3 A ↔
A review of PH contracts to be undertaken in 2013/14 (see
business plan) to meet needs
identified in the JSNA and HWS.
Health and Wellbeing Strategy
in preparation. Updated Joint
Strategic Needs Assessment
(JSNA) is on track
G
8
Risk that the new social care ICT systems will not support service and performance management staff in managing services and fulfilling statutory requirements
3 3 Chris Pelham
A new social care recording system for Children's and
Adults will be procured and fully implemented by
September 2013. A detailed Project Initiation Document
has been prepared and data migration and finance strategies have been
agreed. A new project manager with experience of
similar projects has been appointed to oversee the
implementation
2 3 A ↔
Working groups for various aspects of
the system will meet regularly and the project board is scheduled to meet
monthly during implementation.
Phase 1 and Phase 2 (inc finance
module) now to be implemented
together.
A
26
Capital Projects Planning Ahead - The following Community and Children’s Services projects will require over £50k of capital expenditure
within 5 years. Some supplementary revenue projects are also included where anticipated expenditure is above £50k.
Brief description of potential project Estimated
cost
Indicative source of funding Indicative timetable
for project
Avondale Square Estate Lifts £1.7m Housing Revenue Account (HRA) Spring 2013
Decent Homes kitchen/bathroom £80,000 HRA Summer 2013
Decent Homes Central Heating £120,000 HRA Summer 2013
Social Care IT systems replacement £145,000 Capital grant Summer 2013
Middlesex St affordable housing £3.3m S.106 agreement Summer 2013
Door Entry Sumner Buildings £150,000 HRA Autumn 2013
Door Entry Southwark Estate £220,000 HRA Autumn 2013
Decent Homes boiler (contingency) £460,000 HRA Winter 2013
Potters Field affordable housing £4.8m S.106 agreement Spring 2014
Barbican Podium waterproofing £4.7m £1.4m from On Street Parking Reserve,
£3.4m from Capital Reserves
Spring 2014
Golden Lane door entry £0.5m HRA Summer 2014
Holloway electrical rewiring £0.7m HRA Summer 2014
Decent Homes 2 William Blake
kitchen/bathroom
£0.5m HRA Summer 2014
CCTV £0.3m HRA Autumn 2014
Avondale Community Centre £95,000 S.106 agreement Autumn 2014
Avondale Affordable Housing £5.1m S.106 agreement Autumn 2014
Decent Homes 2 Avondale
kitchens/bathrooms/heating
£1.4m HRA Spring 2015
Great Arthur House window/cladding £6.3m HRA Summer 2015
Avondale roofs/windows £2m HRA Summer 2016
Middlesex St Sustainability Project Phase III,
(new housing, combined heat and power
supply and recladding)
Not known
at this time
£50k preparatory consultancy work
from HRA repairs & maintenance
budget
Summer 2017
Renewal of Door Entry System £3.5m No timetable yet
27
Glossary ASCOF Adult Social Care Outcomes Framework CAF Common Assessment Framework CoLC City of London Corporation DCCS Department of community and Children’s Services DCLG Department for communities and Local Government DFE Department for Education DOH Department of Health HRA Housing Revenue Account JSNA Joint strategic Needs Assessment KPI Key Performance Indicator KPP Key Policy Priorities (for City of London) LI Local Indicator NI National Indicator TCT The City Together VFM Value for Money
Abbreviated and other names Broadway Charity (on-street population outreach work) AA Ade Adetosoye CK Carla Keegans CP Chris Pelham DL Davina Lilley ES Eddie Stevens FM Farrah Hart Fusion Social Enterprise (leisure management and sports development) GM Gerald Mehrtens JC Jacquie Campbell MW-L Marion Willicome-Lang NH Neal Hounsell PD Pat Dixon PJ Paul Jackson SG Sarah Greenwood KT Karen Tarbox Spice Charity (time credit network project) Toynbee Hall Charity (advice information & advocacy)
28
Departmental communications Plan (to be included once circulated by Kaimi