bolton’s corporate plan · • major cultural developments including the launch of the new...
TRANSCRIPT
2019 - 2021
2030Active, Connected & Prosperous
Bolton’sCorporate Plan
1. Foreword - Leader
2. What we achieved in 2018/19
3. Timeline/Cycle
4. Bolton’s Vision - Joining the dots...
5. Bolton’s Corporate Plan - Our priorities
2
Contents
As Leader of Bolton Council, I fully support the Corporate Plan for 2019/21. The plan shows the scale of our ambitions and how we will manage that progress, whilst taking care to manage our resources well and put them to best use.
I welcome the sense of momentum in this plan, as I see our priorities moving on from the planning stage into delivery and implementation over this next 2 years, be that whether they are delivered by the council alone or as is increasingly the case, with significant input and delivery from our key partners.
We have been developing a strong plan for regeneration across the borough in the past couple of years and over the course of this plan I expect to see real investment and opportunity as our masterplans come to fruition. Crucially our focus will be on how we can ensure that the many benefit from this prosperity and we do not leave people behind.
We will continue to support the integration of health and social care to make a real difference for people in communities and I expect to see real progress in the next few years. Combine this with a real focus on the wider determinants of health and we have a real chance to change things for the better in Bolton.
The ways in which we need to engage with our communities is changing and we have recognised this challenge. How we reach across our communities is at the forefront of this plan and combined with staff championing, we intend to fully embed a new way of engaging the community. Our staff are critical to the success of this Corporate Plan and I am pleased that we recognise the need to support and develop our staff for the challenges ahead through embedding a clear set of values and behaviours necessary to ensure that we continue to be an Effective, Confident Council
”
“We want to contribute to a
place where people feel Active,
Connected and Prosperous
3
Foreword
Leader of Bolton Council
4
“
”
safeguarding our most vulnerable adults and children is clearly important
What we achieved in 2018/19Below is just a snapshot of some of the achievements that the council has delivered in the last 12 months...
Corporate Resources • Transition to change - Phase 1 Completed• Local Government Association peer review completed and embedded in work programme for the organisation• Development of a Digital Strategy• Values and Behaviours embedded• Refresh of Bolton Vision 2030 arrangements
Place • Bolton’s submission to Greater Manchester Spatial Framework completed• Major progress on all five Bolton Town Centre intervention areas, plus completion of the Farnworth masterplan• Major cultural developments including the launch of the new Egyptology gallery and commencement of the landmark £11.5m Octagon Theatre redevelopment• Continued improvement in waste and recycling performance increasing by an additional 1% during 2018/19
People
• Ofsted inspection in 2018, rated childrens social care service as GOOD• The creation and embedding of Health and Care partnerships• Delivering savings
11
Cor
porate Plan 2019-21
Apr
DirectoratePlace/People/CEX
Finalise Departmental Plan measures
MayDirectorate
PlacePeriod 3 Directorate
Risk RegisterPeople
Q4 18/19 People Team
& Service DashboardsCorporateCouncil
Annual Report
June
Directorate
Place / People / CEX
Q4 18/19 Finance/
Performance Report
Directorate Plan Update
Corporate
Q4 18/19 Corporate
Performance Report
Corporate Plan
Update
Aggregate Financial
Report
yluJ
Jan
Dire
ctor
ate
Peop
leRe
fresh
of P
eopl
e’s P
lan
(201
7/20
)As
sista
nt D
irect
or/
Divis
iona
l Ser
vice
Plan
s
Mar
Directorate
Place/People/CEX
Refresh of Directorate Plan
Q3 19/20 Finance/
Performance Report
Corporate
Q3 19/20 Corporate
Performance Report
Corporate Plan
Update
Aggregate
Financial Report
Feb
Dire
ctor
ate
Peop
le
Q3 Te
am an
d Se
rvice
Dash
board
sCo
rpor
ate
Coun
cil B
udge
t
Dec
Dire
ctor
ate
Plac
e / C
EX /
Peop
le
Q2 1
9/20
Fina
nce/
Perfo
rman
ce R
epor
t
Direc
tora
te Pla
n Upd
ate
Corp
orat
e
Q2 1
9/20
Cor
pora
te
Perfo
rman
ce R
epor
t
Corp
orate
Plan
Upd
ate
Aggr
egate
Fina
ncial
Repo
rt
Loca
l Gov
ernm
ent
Finan
ce
Sett
lemen
t
Nov Directorate People
Q2 Team and Service
Dashboards
Oct
CorporateFinancial context/
indicative budget report6 month review of
Directorate Delivery Plan(s)
Sept
Directorate
Directorate
Place / CEX / People
Q1 19/20 Finance/
Performance Report
Directorate Plan Update
Corporate
Q1 19/20 Corporate
Performance Report
Corporate Plan Update
Aggregate Financial
Report
AugDirectorate
Directorate People
Q1 Team and Service
Dashboards
Q1
Q2
Q3
Q4
Below is a timeline detailing business planning, budget setting and performance management for 2019, progress will be reported regularly via a RAG system with commentary for Corporate Leadership Team, Members and scrutiny committee.
The timeline will be updated annually to reflect changes when necessary.
Timeline / cycle
Bolton will be a vibrant place, built on strong cohesive communities, successful businesses, and healthy residents. It will be a welcoming place where people choose to study, work and put down roots. Bolton Council does not operate in a vacuum and as the Local Government Association Corporate peer review stated in 2018 that the strategic partnerships witnessed were “some of the best the peer team had seen.”To deliver continuous improvement meant a Bolton Vision 2030 refresh – its aim to revisit the governance and strategic direction of the Vision Partnership to deliver real change for the people and place that is Bolton. Part of the refresh has seen the creation of 7 Task & Finish Groups chaired by leaders from across the sectors each tasked with a significant and important change programme, only one of which is directed by the council. The rest drawing expertise from Health, Further Education, the Arts and Housing. These groups works will compliment and reflect the council’s priorities and vice versa, the aim being to maximise input and coverage across Bolton. The 7 groups are:-
Bolton’s Vision – Joining the dots
Strong Engaged
Communities
Neighbourhood Models
Economic Prosperity
Skills &Aspirations
Active andConfident
Big UpBolton
Bolton Vision
SocialValue
To achieve a measure of the success and progress of these groups a Vision Delivery Plan is being produced to coincide with this corporate plan, both 2 years in duration the idea is to reflect how both impact and change Bolton for the better and continue the excellent partnerships in place.
Greater Manchester – linking the GM Strategy to Bolton’s Vision and the council’s business planning arrangements means that the council can pinpoint opportunities for Bolton to and position itself accordingly.
Big Up Bolton
Nei
ghbo
urho
od
Mod
els
Strong Engaged
Communities
Economic
ProsperitySkills and
Aspirations
Active and Confident
Corporate Place People
Pu
blic
Hea
lth
Accountability Making a Honesty and
Determ
inat
ion
Wor
king difference Respect
toge
ther
Effective Confident
Council
GM
Vision Partnership
People
⁄⁄⁄ Develop neighbourhood models of care for Early Help and Adults incl. public service reform managing demand
⁄⁄⁄ To consider and implement a new strategic approach and partnership with the VCSE
⁄⁄⁄ Detail and implement a new strategic approach for improving outcomes and services for children looked after
⁄⁄⁄ Deliver sufficient school places for all Bolton children.
Public Health
⁄⁄⁄ Develop and implement an intelligence hub for the organisation
⁄⁄⁄ Enable the Council’s journey to become a wellbeing organisation
⁄⁄⁄ Develop a health and Wellbeing Strategy and preventing Framework
Corporate Plan2019 — 2021By 2021 we will aim to deliver on the following key priorities...
A green city region and a high quality culture and leisure offer
for all
An age-friendly city region
Healthy lives, with quality care
available for those that
need it
priorities
Social
Valu
e
Big Up Bolton
Nei
ghbo
urho
od
Mod
els
Strong Engaged
Communities
Economic
ProsperitySkills and
Aspirations
Active and Confident
Corporate Place People
Pu
blic
Hea
lth
Accountability Making a Honesty and
Determ
inat
ion
Wor
king difference Respect
toge
ther
Effective Confident
Council
GM
Vision Partnership
Corporate Resources⁄⁄⁄ Review Council capacity to transform, agreeing and implementing LGA Peer and Governance Reviews
⁄⁄⁄ Establish a more effective participative and engaging approach with residents and stakeholders
⁄⁄⁄ Establish and embed Social Value
⁄⁄⁄ Establish a two-year sustainable financial and resource plan
⁄⁄⁄ To develop partnership working and maximise opportunities within GMCA and Bolton Vision 2030
⁄⁄⁄ To consider and implement a new strategic approach and partnership with the VCSE
⁄⁄⁄ Agree and deliver a strategy which values employees
⁄⁄⁄ Establish and deliver an integrated strategic commision function (Corporate Resources, People and CCG)
⁄⁄⁄ Agree and implement the Council Digital Strategy
Place⁄⁄⁄ Deliver on key regeneration areas across the borough
⁄⁄⁄ To lead on a new prioritisation approach to asset management across the organisation
⁄⁄⁄ Lead on the development of a more clean and green borough
Children starting
school ready to learn
Young people
equipped for life
Good jobs, with opportunities to
progress and develop
Safe, decent and affordable
housing
World-class connectivity that keeps Greater Manchester
moving
A green city region and a high quality culture and leisure offer
for all
Safe and strong
communities
A thriving and productive economy in all
parts of Greater Manchester
priorities
Social
Valu
e
Priority reference and link to Bolton 2030
CO1
1-6
A , C
CO2
1-6
A , C
CO3
1-6
A, B, C, D
Corporate Priority
Agree and deliver a strategy which values employees and makes high performing teams the norm.
Review organisational capacity to deliver and implement activity across the council including delivery of LGA Peer Reviews.
Agree and implement the Council Digital Strategy
Overall Outcomes and products
• Overall framework approach agreed
• Launch across Council and embedded into all aspects of Council business
• Successful delivery of LGA Peer Reviews
• Implementation of agreed transformational outcomes
• Review of Council’s constitution
July to November 2019
• Development of strands “Digital Residents, Digital Business & Digital Council”
• Development of associated delivery plan
WHO
Director of Corporate Resources
Chief Executive
&
Director of Corporate Resources
Director of Corporate Resources
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
6
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
Corporate Priorities 2019-2021
7
Corporate Priorities 2019-2021
Priority reference and link to Bolton 2030
CO4
1-6
F
CO5
6
A - G
Corporate Priority
Establish and embed Social Value across council
Establish a more effective participative and engaging approach with residents and stakeholders on outcomes, including working with town councils.
Overall Outcomes and products
• Embed Social Value in to Council services
• Progress agreed outcomes as outlined in Vision Delivery Plan
• Social Value policy development and implementation
• Agreed strategy with Vision Action Group (Big Up Bolton) to engage residents/stakeholders
• Progress outcomes of engagement strategy
WHO
Director of Corporate Resources
Director of Corporate Resources
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
7
Corporate Priorities 2019-2021
Priority reference and link to Bolton 2030
CO6
4
A, C
CO7
1-6
CO8
1,2,3
G
Overall Outcomes and products
• Deliver on all aspects of Vision Delivery Plan Bolton Council has responsibility for
• Review existing GMCA arrangements
• Align GMCA
business with Council and Vision priorities
• Pooled funding in to one funding stream via new investment programme
• Embed a collaborative approach to developing the VCSE
•
• An integrated commissioning function across the health and social care integration system
WHO
Director of Corporate Resources
Director of Corporate Resources
&
Accountable Officer Health and Care
&
Director and Deputy Director of People
Director of Corporate Resources
&
Accountable Officer Health and Care
&
Director and Deputy Director of People
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
Corporate Priority
To develop partnership working and maximise opportunities within GMCA and Bolton Vision
To consider and implement a new strategic approach and partnership with the VCSE
Establish and deliver an integrated strategic commission function with new outcome measures
8
Corporate Priorities 2019-2021
Priority reference and link to Bolton 2030CO9
1,2,3
B, E, G
CO10
1
D
CO11
1
D
Overall Outcomes and products
• Integrated new models of care developed at neighborhood models
• Place-Based Integrated Health and Social Care Transformation with improved outcomes for our population, incorporating Start well, Live well, Age well
• Joint decision making on pooled budgets
• Review of current permanence and placement strategy to support more children to live at home
• Develop local placements and services to support the needs of Looked After Children. Delivery milestones will be linked to budget savings and the helping earlier project
• Potential new school sites identified
• New school build(s) completed
• Primary School expansion programme completed
• Secondary School expansion programme completed
• Special School expansion programme completed
WHO
Director of People
&
Director of Public Health
&
Bolton CCG
Director of People
Director of People
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
Corporate Priority
Develop neighbourhood models of care for Early Help and Adults incl. public service reform managing demand
Detail and implement a new strategic approach for improving outcomes and services for children looked after
Deliver sufficient school places for all Bolton children.
Corporate Priorities 2019-2021
9
Priority reference and link to Bolton 2030
CO12
1-6
C
CO13
4,5
B, E
CO14
4,5
C
Corporate Priority
Establish a two-year sustainable financial and resource plan
To lead a prioritised approach to asset management across the organisation
Deliver on key regeneration areas across the borough including housing
Overall Outcomes and products
• Design and development of plan inc implementation
• Asset management strategy development
• Audit of Council assets
• Review of operation of assets
• Progress on town centre intervention areas, masterplans, major strategic development projects and associated infrastructure
WHO
Director of Corporate Resources
Director of Place
Director of Place
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
Corporate Priorities 2019-2021
10
Priority reference and link to Bolton 2030
CO15
1-6
G
CO16
1-6
C
CO17
5, 6
A,B
Corporate Priority
Enable the Council’s journey to becoming a wellbeing organisation
Develop an intelligence and evidence-based organisation to inform decision-making
Lead on the development of a more clean and green borough
Overall Outcomes and products
• Evidence that health and wellbeing is written into policies, strategies and commissioning across the Council
• Develop an integrated intelligence and evidence function for the Council
• Identify key areas for health improvement and the reduction of health inequalities (c/o JSNA development, Life Expectancy work)
• Policy development and implementation to support the borough environment
WHO
Director of Public Health
Director of Public Health
Director of Place
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG
Corporate Priorities 2019-2021
10
Priority reference and link to Bolton 2030
CO18
1-3
G
Corporate Priority
Develop a Health and Wellbeing Strategy and prevention framework to underpin health and social care integration
Overall Outcomes and products
• Develop Bolton’s Health and Wellbeing Strategy
• Develop a framework for prevention
WHO
Director of Public Health
Dates
End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21
Quarterly Milestones
Quarterly Commentary
Quarterly RAG