1

Service Plan 2016/17 Community Learning & Commissioning

1. Service Scope

What does the service unit do? Community Learning & Commissioning Services (CLC) has five main functions: 1. The strategic planning and commissioning of Children’s Services 2. The strategic planning and commissioning of Adult Services. 3. The strategic planning, commissioning and delivery of school places. 4. The strategic planning and delivery of library and archives services. 5. The strategic planning and delivery of business support for the Adult & Children’s Directorate The Service has an enabling role, ensuring service users have access to high quality, value for money provision. Through effective commissioning, based on sound local intelligence and national best practice, service quality is continuously improved, whilst costs are minimised. Wherever appropriate, opportunities for partnership working, with other local authorities, partner organisations and service providers are pursued to deliver efficient, effective and flexible services. Markets are managed, stimulated and outcomes are clearly defined and monitored, as the basis of contract management. Where services are delivered directly, these are aligned with broader Council and external partner activities to provide a broad offer in a single location. These services are community focused and tailored to the needs and expectations of a particular area. The service also has a key role in supporting the wider Adults and Children’s Directorate through effective business support functions and the development and governance of partnership arrangements. The following summary of the main work areas of each of the teams in the service: Access – school place planning, school organisation, children’s services and schools capital programme, building and school maintenance programme, coordinated school admissions, fair access, home to school transport. Adult’s Commissioning- Developing the care market for the whole community in partnership with others through Joint Commissioning Strategies, market shaping and effective management remodelling of service provision, transformation for Adult Social Care services, procuring and contract management of services, emergency planning, emergency welfare support, Housing related support, Carers, Performance & Information, Commissioning Training in Social care & personnel Care and strategic partnerships with Health Business Management –management of Directorate Business Support to Adults and Children directorate (CYPS, ASC, CLC and CSC), management of Bournemouth Learning Centre and Adults and Children cluster buildings. Management of the Adult’s and Children’s ICT strategic programme, including the replacement of key systems such as RAISE – the Councils Case Management system for Social Care. Provision of the statutory complaints handling service for social care. Community Learning: Statutory public service operating through 12 libraries and the Home Library Service for people of all ages who live, work or study in the Borough. The libraries provide lending collections, information resources, staffed enquiry service, public IT, on-line services and a range of cultural and community activities. Strategic governance for Bournemouth of the Joint Archives Service with Dorset and Poole. Children’s Commissioning – co-ordination of Children’s Trust arrangements, working with partners and stakeholders to develop the strategic direction for the delivery of services to children and young people in

2

Bournemouth. Commissioning, procurement, contract and quality management, market development and brokerage of services for children and families from Universal services right through to statutory services. Also responsible for the commissioning and monitoring all substance misuse treatment services in Bournemouth. Adults and Children’s Joint Commissioning – to develop the integration and coordination of adults and children’s commissioning where appropriate including multi agency partnerships, e.g. Health and Well Being Board, Workforce Development. How are we organised?

Service DirectorNeil Goddard

Schools CommissioningFelicity Draper

School Admissions

School Organisation

School Revenue & Capital Allocation &

Investment

Children's CommissioningRachel Gravett

Strategic Commissioning

Access to Resources

Early Help

Drug & Alcohol Commissioning Team

Adult CommissioningIvor Cawthorn

Strategic Commissioning

Business & Operational Support

Housing Related Support

Training and Staff Development Unit

Community Learning CommissioningMedi Bernard

Libraries Services

Archive Services

Home Library Services

Directorate Business Manager

Jane Potter

A&C Directorate Business Support &

BLC

A&C Directorate

Complaints

Governance Team

IT system projects, information & system

management Team

3

What are our key risks and assumptions – 2016-17? 1. Replacement of Case Management System (RAISE) - cost and timescale for the replacement of the Social

Care Case Management System (RAISE), in partnership with Dorset County Council, due to be complete by April 2017.

2. Investment in ICT Infrastructure – in order to deliver the service transformations required to deliver efficiencies and cost savings, investment is required in the Councils ICT infrastructure. The speed at which this transformation is required may not be matched by the resource and capacity to invest in the ICT infrastructure so causing delays and additional costs.

3. Provision of Sufficient School Places - most primary schools regardless of status have reached their capacity to expand, but demand for additional school places continues to remain high with some schools significantly oversubscribed. Identifying sites for new school provision within the conurbation of Bournemouth and close to areas of highest demand is challenging. The emphasis of this work is now moving towards a potential major expansion of secondary provision from 2018 onwards.

4. Academisation of Schools - the majority of school in Bournemouth will be Academies by April 2016. The Local Authority role in co-ordinating Schools Admissions, Home to School Transport, Place Planning and term dates is made more challenging as Academies can make their own decisions on these areas.

5. Support of Capital projects - insufficient grant funding to deliver the capital programme and the capacity of officers and school staff to deliver the government’s expectations around the delivery of capital projects, with extremely limited resources. (Risk No. 01 C&FS CL&C Corporate Risk Register).

6. Economic climate - ongoing requirement for year-on-year financial savings whilst maintaining /reducing services in a controlled way. (Risk No. 12 C&FS CL&C Corporate Risk Register)

7. Securing inter-agency joint commissioning – working with other Councils, Health and other partners at a time of reducing resources and when capacity to develop new initiatives is reduced. (Risk No. 08 C&FS CL&C Corporate Risk Register)

8. Performance and data management information –robust performance and management data is required to inform the commissioning activities. Investment in this area is required at a time of significantly reducing resources.

9. Sustainability of care market - sustainability of provider costs and associated risks are mitigated by contract terms and conditions, negotiation practices and risk escalation practices. Despite these practices there remains a risk of business failure given current economic conditions.

10. Equality and Human Rights - the rights of users of homecare services were highlighted by an EHRC report “Close To Home”. Local research has meant the council has a perspective from local service users for improvements to be delivered.

11. Impact of Service Reductions in Partner Organisations - at a time of reducing funding, all public service organisations are looking to reduce expenditure. The impact of the decisions made to deliver these savings can have consequential effects for Council services and the markets which the Council is dependent on for key services.

12. Care Workforce – meeting the increasing demand for care services in Bournemouth is dependent on the availability of an appropriately qualified workforce. Work is ongoing to build and develop the workforce however this us not meeting demand leading to shortages which limit the ability of the market to deliver the required services.

What were our key achievements – 2015-16? 1. Managed ongoing rapid increase in demand for primary school places by:

o Effective pupil place planning. o Consultations with key stakeholders and planning to further expand future provision. o Delivering a dynamic building programme, totalling £40M over 3 years.

2. Upgrading of Children’s RAISE (Core, finance and warehouse) to all latest RAISE versions. Upgrade achieved with minimal disruption and resulting in increase in system performance and reliability. Development of strategic ICT Plan for A&C Directorate covering all areas of service including mobile working and procurement, including the new case management system.

4

3. Working in partnership with Bournemouth academies and maintained schools to provide additional primary school places in order to meet ongoing high levels of demand. Places added as close to demand as possible in order to best meet parental preference.

4. High speed broadband and public wi-fi delivered in all libraries and publicly available ICT hardware refreshed to provide greater stability and improved performance. Libraries public IT supports national and corporate initiatives such as universal credit and Job Clubs.

5. Led on the development of the Pan Dorset Integrated community equipment service delivering significant efficiencies in the cost of providing equipment to support vulnerable adults.

6. Led on the development of the family drug and alcohol court model on a Pan Dorset level in partnership with the court services.

7. Led on the centralised of governance within A&C Directorate to create a single service delivering and monitoring FOI, Subject Access Requests and all DBS monitoring for the Directorate.

8. Re-integrated the Research and Information Services in to the Adults & Children’s Commissioning Teams and invested to strengthen the service, leading to significantly improved data and business analyst capacity.

9. Further developed “My Life My Care” as a hub of information for adults seeking information, advice and guidance around the availability of services at a Pan-Dorset level. This website was awarded the internet Crystal Mark for clarity of guidance, use and information.

10. Continued to delivery our significant capital programme is support of increasing school places, overall investment now exceeds £85 Million. 3 new primary schools have successfully opened and almost all schools have benefited from some level of investment to improve facilities and increase capacity.

11. Review of library provision across Bournemouth, leading to the identification of opportunities for co-location and alignment of services to create broader public service hubs and reduce costs. Opportunities identified to strengthen services and create multi -purpose provision, which meets the broadest range of community needs.

12. Significant savings identified across the service and delivered with minimised impact on the delivery of front line services. Prioritisation of investment to ensure resources are targeted at those that most need support.

Customer and stakeholder analysis Community Learning & Commissioning services arranged and facilitate regular stakeholder meetings through the Children’s Trust framework to ensure effective:

Review the Children and Young People’s Plan and local account

Identify key issues, best practice and gaps in services including consultation and participation

Act on the findings of external audits and internal/multi agency audits and self-assessment of all services for children and young people, including PEER review, unannounced and announced OFSTED inspections.

Ensure that all partners within the trust are updated on the JSNA and OFSTED quarterly profile assessment and other data, to ensure rapid and effective action where data indicates a risk to C&YP, a dip in performance of service or of our schools or pupils.

Further align planning across all organisations with priority action areas identified in the Children and Young People’s Plan (CYPP)

In addition stakeholder involvement is achieved through:

Continuation of the School Forum and Admissions Forum

Wide consultation in relation to school admissions

Public meetings in relation to capital projects

Access to Resources Team (ART) engage stakeholders to ensure services are monitored and continually meet the needs of the users.

Development of the Early Help Coordinator role which engages with all agencies delivery services to children and families so there is a bridge between operational delivery and strategic planning

5

Operation of numerous of consultative groups with head teachers and school governors.

Administration of forum meetings for school finance and administrative staff.

Regular meetings with Trade Unions and Diocesan Education representatives.

Skills &Learning learner and employer feedback is used to inform changes in curriculum design and quality improvements.

Consultation service for Adult Social Care. Each in-house service has a forum for facilitating co-production

Contracts team ‘Citizen’s Checkers’ undertake Quality Assurance exercises in services for People with a Learning Disability.

Residential and Nursing Care Contract and Service Specification / Standards review include consultation with the public, providers and practitioners.

Work with neighbouring Councils and the NHS, to improve contract management arrangements

Qualitative and quantitative work in relation to development of contracts for Carers takes place – including Leisure Links and Respite Care and the Carers Survey.

In Housing Related Support Services, Mental Health and Drug and Alcohol services have forums supporting service users through advocates.

Work with LINKs/Health Matters in the development of consultation on the joint commissioning strategy for People with a Learning Disability (The Big Plan) and the developing process for the Joint (PCT) Commission Strategy for older people with Mental Health needs.

Use of consultation service supplied by DOTS and a User and Public Reference Group for Adult Social Care policy development.

Links to local Lunch Clubs and other community led groups.

Staff representation at Area Forums

Residents’ longstanding Community Library Panel and the Headspace (teen) Steering Group at Kinson Hub

Reading Groups, Home Library Service users, and parents/carers using Under 5’s services are surveyed annually.

The Library Service has a range of well established partnerships in place which support the Service priority Outcomes.

Research “Close to Home Bournemouth” involved service users been asked about their expectations and experiences of homecare services. The resulting improvement plan will be delivered during 2014/15.

New arrangements for capturing the views of service users about care services have been put in place to improve contract management of residential care homes and homecare services, and improve the way people experience services.

Equality and Diversity

The Council is committed to equality and diversity. Each service unit is obliged to produce an Equality Action Plan. Our action plan for 2016/17 is in first draft format and will be finalised by June 2016, a draft copy is attached here along with the equality gap analysis that we have undertaken alongside other colleagues within the Directorate.

CLC - E&D 2016-17.docx

ED Adults Childrens Gap Analysis March 2016 v02.docx

Employee Engagement

Following the 2014 staff survey, the service consulted with staff and prepared and delivered a comprehensive action plan. Community Learning & Commissioning Services intend to do the same again following the most

6

recent 2015/16 Staff Survey, in which the business unit again performed extremely well. It is anticipated that team results will be published on 8 April 2016, at which point the new action plan will begin to be prepared. Appraisal Conversations The Appraisal Conversation Policy sets out that Annual Appraisal Conversations will take place within a two month window defined by Service Directors. Interim reviews take place six months later. For CLC the window for the completion of appraisals will be May – June 2016. Information Governance / Management of Personal Data The control of access to information, and the use of personal data, is an ongoing challenge as the level of cross departmental and organisational working increases. Significant work has been undertaken to ensure that appropriate policies, guidance and training are in place to support new way of working. This will continue to develop and evolve to meet new ways of working. The raising of awareness and staff training is key to ensuring that there is a clear and consistent approach that is in line with agreed policies. The provision of training, guidance and advice to all staff around the use and sharing of personal data will be a key area of focus for CLC in the coming year.

7

2. What are our key activities in 2016/17?

What are the business as usual activities we deliver? New title but means the same as: What are the core service activities we deliver? Table A

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Market Management to ensure a diverse range of services are available to meet the needs of the community including residential and domiciliary care services and low level preventative services. Develop Pan-Dorset Market Position Statement.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents AC5Working with others to ensure people are safe and feel safe Care Act Better Together – increased % in services commissioned jointly with BoP, DCC and DCCG Outcomes of Winterbourne View action plan delivered

Sufficient range of services available to support those with low-complex needs Services delivered within financial margins Increased range of sustainable services available from third and voluntary sector providers; support these services to be less dependent on local authority funding Diverse range of services available and increased awareness of full range of services within adult social care and brokerage teams. Capacity in the market sufficient to withstand increased demand.

MPS Published July 2015 (Achieved)

Ivor Cawthorn

8

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Procurement of social care services so that good value care and support is available in the community, and meets the needs of people directly supported by the Council.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents AC5Working with others to ensure people are safe and feel safe A Thriving economy TE4 Playing our part in a thriving conurbation

Ensure contractual arrangements with care providers safeguard adults, and empower them to make choices

Proactive partnerships in place to manage provider failure (Achieved August 2015)

Ivor Cawthorn

The development of the adult social care workforce to meet the needs of the community. Develop processes to stimulate and encourage recruitment. Skill set of existing workforce meets the needs of the community.

Efficient Council EC2 Developing our Workforce EC4 Making the best use of our assets. EC5 Working in partnership

Increase % of contract compliance related to staff skills Staff skills match the needs of service users Increased % of providers who can meet the needs of people with specialist needs i.e. dementia/learning disabilities.

Increased capacity in the Social Care workforce

Ivor Cawthorn

9

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Work with care providers to deliver high performing, good value care.

Efficient Council EC3 managing sound finances EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents AC5Working with others to ensure people are safe and feel safe Health & Wellbeing Strategy:

- improving services for people with long term conditions

- improve experiences of people in care homes

Ensure contractual arrangements with care providers safeguard adults, and empower them to make choices Winterbourne View Action Plan relating to commissioning and contracting.

People who receive services report:

- improved satisfaction - feeling better about

themselves because of the way they are helped and treated

- they have as much control as they want over their daily lives

- people feel safer because of the service they receive

All Actions implemented

Ivor Cawthorn

10

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Review of services to support people with mental health conditions to ensure that they reflect best practice commissioning.

Efficient Council EC3 managing sound finances EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents Better Together Care Act

Increase % of people supported to regain and retain skills to live independently Increased % of people supported back into the workplace Increased % of services commissioned jointly with other local authorities and the CCG Services, including advocacy, can meet the demands of the market place.

Review complete and implemented

Ivor Cawthorn

Housing Related Support – Remodelling of all services to reflect reduced budget position and to ensure services are targeted to meet need and are complimentary to new models of social care delivery.

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life Improvement Environment IE2Working with others to meet Bournemouth’s housing needs Core Service Transformation Links to Strategic Housing Service Plan

Following a budget reduction – budget monitoring and out-turn

Services delivered within available resources

Ivor Cawthorn

11

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Lead on the Implementation of the new pan – Dorset equipment service

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents AC5Working with others to ensure people are safe and feel safe

New service implemented

New service implemented

Ivor Cawthorn

Care Act – implementation of the Care Act requirements for April 2015 and April 2016

Efficient Council EC2 Developing our Workforce EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC2 Helping to improve older people’s quality of life AC3 Improving health and wellbeing and reducing health inequalities for residents

Care Act requirements for April 2015 / 2016 implemented

Council meets requirements of the the Care act

Ivor Cawthorn

Access to Resources

Market management of all services for children and families in line with Early Help Arrangements including the needs of Children’s Social Care and Vulnerable

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership

Managed placement costs resulting in reduced LAC costs within budget

Full compliance with sufficiency duty

LAC budget on target

Rachel Gravett

12

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Learners.

Placement and Family Support service brokerage across all services for children and families

Multi Agency Coordination

Procurement and Contract Management

Management Information

Finance Management

Quality assurance of externally commissioned services

Active Community AC1 Helping children and young people to achieve their potential AC5Working with others to ensure people are safe and feel safe

requirements.

Fewer children placed greater than 20 miles from their home address.

% increase in services commissioned jointly

Reduction in the number of children placed greater than 20 miles

School Admissions and Fair Access

Provision of School Admissions Service, acting as the Admission Authority for mainstream community and voluntary controlled (until 1 Nov 2015) schools in Bournemouth

Support for school reorganisation and conversion to Academy status

Support for the independent School Admissions Forum and Pupil Placement Panel

Facilitation and monitoring of In year Fair Access Protocols

Support for accessibility in schools for children and young people with disabilities

Support for children travelling to and from school

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential Improvement Environment IE3Promoting sustainable travel IE4Improving the quality of Bournemouth’s built environment

The provision of statutory co-ordinated services

100% of on-time on line applicants applying to start school for first time offered a school place on offer day

100% of on-time applicants transferring to secondary school offered a place on offer day

80% achievement of school applications on line applying on-time

Consultation completed on 100% of all proposals brought forward by

the local authority in relation to interest in new schools

100% of applications

Felicity Draper

13

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

processed within statutory timescales

100% of academy conversions within agreed timeline

Ensuring sufficient school places

Forecasting demand

Construction projects to increase provision of primary school places by expansion of existing schools and building new facilities

Planning for forecast increase in secondary school places

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential Improvement Environment IE4Improving the quality of Bournemouth’s built environment

Sufficient school places to meet demand for additional Reception Year pupils

Sufficient capacity overall in primary and secondary phase

Felicity Draper

Advice and project management of delivery of building projects within Adult and Children’s Services

Efficient Council EC2 Developing our Workforce EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential

100% of approved building projects completed

Felicity Draper

Maintenance and improvement of existing maintained school buildings, with a view to the transfer of the school estate to academy status in 2016/17.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets.

100% of approved building projects completed

Felicity Draper

14

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential Improvement Environment IE4Improving the quality of Bournemouth’s built environment

Support for independent statutory School Finance Forum and associated financial functions

Efficient Council EC3 managing sound finances

100% of statutory deadlines met

Neil Goddard

Provision and development of the Bournemouth Learning Centre

Provision of high quality learning and training environments for staff, young people and families.

Provision of multi agency office and training accommodation

Provision of accommodation and training facilities for third sector partners.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership

Maximising the use of space at the site

Development of high quality buildings that meet DDA requirements and are sustainable/ environmentally and user friendly.

Maximum use established within existing budget.

Jane Potter

Provision of Directorate Business Support for Adults and Children Directorate

Provision of high quality business support across the cluster.

Provision of apprenticeship scheme

Efficient Council EC2 Developing our Workforce EC3 managing sound finances EC4 Making the best use of our assets.

Development of high quality business support

Development of apprenticeship scheme inconjunction with Mouchel.

Jane Potter

Provision of Buildings Management across the Adults and Children Directorate

Efficient Council EC3 managing sound finances

Development of schedule of works and maintenance

Jane Potter

15

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

Provision of buildings management

EC4 Making the best use of our assets.

Complaints. Provision of LA complaints service for Adult & Children’s Directorate

Efficient Council EC2 Developing our Workforce Active Community AC2 Helping to improve older people’s quality of life AC5Working with others to ensure people are safe and feel safe

100% complaints dealt with following corporate guidelines.

Jane Potter

Monitoring of School meals

Support schools with their Free School Meals offer for all Reception and KS1 children

Efficient Council EC3 managing sound finances EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential

85% uptake of school meals for eligible children

Rachel Gravett

Library services. The Council will continue to meet its statutory duty through the neighbourhood library network, online facilities and the Home Library Service.

Deliver annual savings and income

Increase footfall in targeted libraries

The libraries will increasingly provide customer services on behalf of the Council

Maximise use of public IT and Wi-Fi in libraries

Expand co-location and delivery of additional services for local people through library buildings and online services. Requires capital investment in the infrastructure of libraries

Efficient Council EC1 Becoming a 24/7 Council EC4 Making the best use of our assets. EC5 Working in partnership Improvement Environment IE3Promoting sustainable A Thriving economy TE2 Building a smart and connected digital town

Financial targets met whilst public service maintained.

Deliver front facing customer services on behalf of Council

Library buildings developed as service hubs

Take up of public IT as % of available time.

Library facilities support for external online initiatives (e.g.

Deliver annual savings and income target Revise fees & charges. Full occupancy at Kinson Hub. % increase in library visitors at targeted libraries.

Medi Bernard

16

Key activity/action Council priority outcome /

objective / driver Associated performance

measure

2016/17 Performance

target

Performance manager

to accommodate a wide range of activities. Integration of the IT systems between libraries PFI network and Council network needed for shared/integrated services.

Continue to deliver a programme of literature and literacy activities for adults and children

Continue to deliver community learning and skills training via the libraries in partnership with other agencies

job seekers, Universal Credit, Carers’ assessments)

Increase in number of library visitors

Number and range of activities in libraries or organised by Library Service

Joint Archives Service Governance and delivery of archives services in Bournemouth within the Joint Archives Service Agreement with Bournemouth, Dorset and Poole Authorities.

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership

Delivery of Business Plan as agreed with the Governance Board

Effective monitoring and scrutiny in place

Business Plan actions delivered within budget. More records transferred to DHC at no extra cost.

Medi Bernard

What service development will we undertake in 2016/17? Table B This table should include any activities that you will undertake to improve current service delivery. E.g. streamlining, new IT Software, internal reorganisation.

Key activity/action Council priority

outcome / objective / driver

Associated performance measure and 2016/17 Performance Target

Senior Responsible

Officer

Other key service

dependencies

The Service will be refocusing on the secondary estate expansion and the expansion of the capital works programme for Adult Social Care.

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership

Delivery of Business Plan as agreed with the Governance Board

Effective monitoring and scrutiny in place

Felicity Draper Capital finance ASC

The development of the on-line early help assessment and multi agency family referrals will be developed for the whole of the Directorate and our Schools during

Efficient Council EC4 Making the best use of our assets.

Transfer from manual to on-line systems.

Gary Tanner/Jane Potter

Capital finance

17

Key activity/action Council priority

outcome / objective / driver

Associated performance measure and 2016/17 Performance Target

Senior Responsible

Officer

Other key service

dependencies

2016/17. EC5 Working in partnership EC4 Making the best use of our assets.

Implementation of the Adults & Children’s ICT strategy in order to upgrade, procure or develop systems that support the delivery of new and innovative ways of working in Bournemouth and at a wider Pan-Dorset level.

Efficient Council EC4 Making the best use of our assets. EC5 Working in partnership EC4 Making the best use of our assets.

Improved performance and reliability.

Improved support from supplier

Gary Tanner/Jane Potter

Covered by Kier contract, no other associated costs.

Further develop and deliver national Universal Learning Offer in libraries, and ensuring that this is embedded in the broader customer service and early help strategy of the Council.

Implement the core Offer by Library Service and work towards the stretch activities

Medi Bernard

Integrate the health and social care operational commissioning of Emotional Health and Well Being Services for children and families within Access to Resources (Futures in Mind).

Efficient Council EC2 Developing our Workforce EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential

Reduction in inappropriate referrals to CAMHS

Increase in children and families accessing right mental health service for their need with a reduction in waiting time

Rachel Gravett Funding and operational commitment from DHUFT

18

Key activity/action Council priority

outcome / objective / driver

Associated performance measure and 2016/17 Performance Target

Senior Responsible

Officer

Other key service

dependencies

Introduction of the Parental Substance Misuse Courts Efficient Council EC2 Developing our Workforce EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential

Reduction in the number of children coming into care as a result of parental drug or alcohol issues.

Increase in reunification of families from children in care

Rachel Gravett Bournemouth Courts

Data and Information – Improve the range and quality of data available for Children’s Services

Efficient Council EC2 Developing our Workforce EC4 Making the best use of our assets. EC5 Working in partnership

Appropriate data sets in place for all services

Tools for effective reporting in place

Staff effectively trained in order to input and retrieve information

Rachel Gravett IT –Kier service support

Effective transitions process in place for young people into adults services

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve

Young people seamlessly transfer form children services to adults services between the ages of 18-25yrs where appropriate

Rachel Gravett Adults and Children Services joint protocol

19

Key activity/action Council priority

outcome / objective / driver

Associated performance measure and 2016/17 Performance Target

Senior Responsible

Officer

Other key service

dependencies

their potential

What service transformation will we undertake in 2016/17? Table C This table should include any radical change to your service delivery. E.g. outsourcing or fundamental organisational change.

Key activity/action Council priority

outcome / objective / driver

Associated performance measure and 2016/17 Performance Target

Senior Responsible

Officer

Other key service

dependencies

Develop joint commissioning strategies in partnership with local authority health and other partners that ensure effective and coherent delivery of services to clients.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership Active Community AC1 Helping children and young people to achieve their potential AC2 Helping to improve older people’s quality of life

Pan Dorset joint commissioning strategies developed and implemented

Ivor Cawthorn & Rachel Gravett

Review the role libraries play in the provision of information, advice and guidance and early help support for communities. Draw together services from across the council and partner organisations to deliver a consistent high quality level of service that meets client needs.

Efficient Council EC3 managing sound finances EC4 Making the best use of our assets. EC5 Working in partnership

Completion of early help review for the provision of information, advice and guidance.

Implementation of review findings

Medi Bernard

20

New activities in 2017/18 and 2018/19 Looking ahead, provide a brief narrative of any new activities, projects or service improvements you are likely to undertake in 2017/18 and 2018/19, whether due to new statutory requirement or local choice.

1. Review and development of Social Care Capital Strategies to provide new or improved services for local communities. 2. Joint procurement and implementation of A&C case management system with Dorset County Council. 3. Development of the Better Care Fund to meet statutory regulations and reduce pressure on Social Care and Health services. 4. Identification of areas for the development of jointly commissioned services at a Pan-Dorset level. What services/activities will we be stopping? Table D

Activity that will be stopped during 2015/16 Reason for stopping activity

Admission authority duty and responsibility where community or voluntary controlled schools convert to Academy status

Admission authority duty and responsibility passes to Academy Trust

Responsibility for maintenance of school buildings where community or voluntary controlled school converts to Academy status

Funding and responsibility passes to Academy Trust

A number of Services previously commissioned through the Housing Related Support function will be decommissioned in order to delivery required savings.

Savings

Activities likely to stop in 2017/18 and 2018/19

None yet identified.

21

Fees and Charges Proposals 2016/17 What changes will the Service be making to its fees and charges structure for 2016/17. Explain why fees are changing if the change is different to an inflationary increase (this includes explaining why no fee increase will be applied in 2016/17 Table E

Description of Fees/Charges Proposed change from 2015/16 to 2016/17

either a % or £ variation Reasons for applying non-inflationary changes

– including freezing charges

Libraries fees for late return of books and other charges and fines.

Are being reviewed. During 2015/16 fees and charges will be market tested and reviewed and will incorporate the ideas from the elected members task and finish group.

Not applicable.

BLC room hire charges Review to ensure competitive against local alternative provision.

To maximise income and ensure maintaining demand.

22

3. Financial Resources – Community Learning and Commissioning

Expenditure description 2015/16 £’000

2016/17 £’000

2017/18 £’000

2018/19 £’000

Direct salary costs 8,136 8,220 8,220 8,220

Other employee costs

Premises costs 2,111 2,191 2,271 2,271

Transportation costs 777 775 821 821

Supplies and services 23,029 7,992 8,794 8,794

Internal recharges – expenditure 4,545 4,545 4,545 4,545

Other direct costs 18,741 17,551 16,871 16,871

Service expenditure 57,339 41,274 41,522 41,522

Fees, charges and rents (565) (528) (528) (528)

Grants and contributions (36,382) (22,336) (22,336) (22,336)

Internal recharges – income (4,660) (4,599) (4,599) (4,599)

Other income

Service income (41,607) (27,463) (27,463) (27,463)

Total net budget 8,136 8,220 8,220 8,220

2015/16 figures have been provided for your service unit by Strategic Finance. Final figures will be updated after the 2016/17 budget and MTFP is agreed in February 2016.

Explanation of year on year variances

2016-17 onwards there is a reduction in Dedicated Schools Grant received and corresponding delegated allocations as a result of the number of schools converting to Academies 2016-17 Net savings of £2.530 million 2017-18 Net growth of £0.248 million Refer to Savings & Efficiencies and Budget pressure tables for further details

23

Staffing Resources – Community Learning and Commissioning

2015/16 2016/17

Grade description FTEs No. of

employees FTEs

No. of employees

Service Directors 1 1 1 1

Heads of Service / Service Managers 2 2 2 2

Managers (grades 11 – 13) 14.57 13 13.76 13

Operational (grades 8 – 10) 35.18 36 46.13 46

Admin/Service (grades 5 – 7) 94.25 121 92.96 104

Admin/Service (below grade 5) 128.75 167 116.58 157

Total 275.75 340 272.43 323

Recorded sickness rate (latest rolling 12 months)

7.17

% of available staffing resource 2.6

Explanation of year on year variances

Alongside details of the year on year variances, include your sickness target and how staff sickness will be addressed.

Savings and Efficiencies – Community Learning and Commissioning

Already achieved £’000

2016/17

£’000

2017/18

£’000

2018/19

£’000

Childrens Commissioning – DAAT Partnership Working Opportunities

(400) (500) (200)

Review of Libraries Services (200) (250)

Housing Related Support (1,500) (1,500) (480)

Schools Transport (40) (35)

Adults & School Commissioning (100)

Bournemouth Learning Centre (75)

Schools Capital (100)

In Year Total (2,140) (2,610) (680) 0

Cumulative Total (2,140) (4,750) (5,430) (5,430)

24

Budget Pressures – Community Learning and Commissioning

2015/16 Base £’000

2016/17

£’000

2017/18

£’000

2018/19

£’000

PFI reserve – impact of loss of inflation in MTFP

27 80 80

Home to School Transport – Increased demand

48 46

Archive Service 20

Early Help Commissioning Model 89

Adults & Childrens Commissioning 85

Premature retirement re LGR transfer and Academies

18

New Care Management System 802

In Year Total 287 80 928 0

Cumulative Total 287 367 1,295 1,295

Capital bids – for new projects to be considered for inclusion in Capital Programme Please note – These capital bids will be prioritised at CMT. Schemes which CMT support will require a Business case to be approved by the Executive Gateway Board (EGB) before funds are released. Help is available with completion of this form - please contact your relevant accountant.

Proposed project Why is the project required?

Scheme 1 – description

(brief overview of project, key deliverables, timeline and feasibility requirement if needed)

Include key reasons and/or benefits for doing project, e.g. statutory requirements, efficiency savings.

Scheme 2 - description

(brief overview of project, key deliverables, timeline and feasibility requirement if needed)

Include key reasons and/or benefits for doing project, e.g. statutory requirements, efficiency savings.

Scheme 3 - description

(brief overview of project, key deliverables, timeline and feasibility requirement if needed)

Include key reasons and/or benefits for doing project, e.g. statutory requirements, efficiency savings.

Project Finance Council

Priorities¹

2016/17

(£’000)

2017/18 (£’000)

2018/19 (£’000)

2019/20 (£’000)

Total (£’000)

Proposed Cost

Scheme 1 description

Scheme 2 description

Scheme 3 add more lines if needed

Project Costs Total

25

Identified Funding

Insert funding source

Insert funding source

Insert funding source

Funding Total

Funding to be identified 2

Note 1 - Which Council corporate priority actions does the proposed project meet? (eg. EC2 Developing our workforce, please see the Corporate Plan 2015/16 for reference http://www.bournemouth.gov.uk/CouncilDemocratic/AboutYourCouncil/PlansandPerformance/CorporatePlan.aspx Note 2 – Have you contacted Sean Hawkins, Corporate Policy and Strategy Officer to see if there are any external grants which can be applied for to finance the project? FD – overall capital in MTFP for additional secondary places, no other bids submitted, but potentially

bringing forward projects once the overall programme is agreed.

26

Revenue Impact of Capital Proposals (e.g. Borrowing repayments, change in running costs such as maintenance)

2016/17 (£’000)

2017/18 (£’000)

2018/19 (£’000)

2019/20 (£’000)

Total (£’000)

Savings on running costs should be shown as a negative figure, increases in running costs positive

Savings on running costs should be shown as a negative figure, increases in running costs positive

Service plan sign off This service plan has been agreed for operation from 1 April 2016 by: Portfolio Holder: Councillor Date: 13/06/16 Executive Director: Date: 12/05/16 Service Director: Neil Goddard Date: 12/05/2016