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


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.


Supports our communities Priority outcomes and rationale

Better coordinated intervention and communication

Reduction in numbers sleeping rough

Better value for money




Start well Develop well Learn well Live Well


Milestone/Measure of Success


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


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


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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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



Efficiency Learning and development

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Key Priority 3

Priority: Promoting independence and choice for service users



More people with learning disabilities and mental health issues are supported to live independently

More service users using self-directed support


Improved support for vulnerable families

Improved attainment levels for all children and young people




Live well Age well End well Learn well




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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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


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




Value for money

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Key Priority 4

Priority: Supporting and empowering our communities and enabling people to make a positive contribution.



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




Live Well Work well




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


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




Value for money

Shared services

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Key Priority 5

Priority: Making best use of resources and improving the way we work.



Improved service delivery through better integration and delivery of services


Increase in joint commissioning and engagement of community and voluntary sector


KPP2 Maintaining the quality of our public services whilst reducing our expenditure and improving our efficiency


Start well Live well Age well




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


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


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


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



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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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Version

v1.0

Administered By


Risk No.

Risk


Existing Controls

Net 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

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Version

v1.0

Administered By


Risk No.

Risk


Existing Controls

Net 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

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Version

v1.0

Administered By


Risk No.

Risk


Existing Controls

Net 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

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Version

v1.0

Administered By


Risk No.

Risk


Existing Controls

Net 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

appendix 1 department of community and children’s services...

Documents