directorate plan wellbeing 2010-13

Item 4 Appendix A

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DIRECTORATE PLAN

WELLBEING

2010-13

“Promoting independence, wellbeing and choice that will support individuals in achieving their full potential in healthier and vibrant communities”

Item 4 BRIDGEND COUNTY BOROUGH COUNCIL Appendix A WELLBEING DIRECTORATE

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Introduction This Directorate Plan serves a number of important functions – namely:

• To show how the services within the Directorate contribute to the Authority’s improvement objectives and Bridgend County Borough’s Community Strategy.

• To give an overview of the Directorate’s performance during the past year and summarise the challenges currently facing the Directorate.

• To identify the Directorate’s priorities.

• To allocate responsibility to managers for the attainment of Directorate priorities.

• To provide an agreed context for the preparation and implementation of operational plans and staff appraisals.

Councillor Lyn Morgan Cabinet Member Abigail Harris Corporate Director March 2010


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Contents Introduction ........................................................................................................................................................................................................... 21

Section 1: Directorate Overview (Who are we and what do we do?) ............................................................................................................. 23

Overall Aim & Services Provided .................................................................................................................................................................... 23

Section 2: Directorate Assessment (Where are we now?) .............................................................................................................................. 26

The Service Context ......................................................................................................................................................................................... 26

Service Acheivements...................................................................................................................................................................................... 26

Risks and Challenges ...................................................................................................................................................................................... 30

Section 3: Directorate Priorities & Programmes (where do we want to go?) ................................................................................................. 32

Directorate Priorities ......................................................................................................................................................................................... 32

Directorate Programmes & Projects ............................................................................................................................................................... 34

Section 4: Resources (What have we got to work with?) ................................................................................................................................. 37

Staff .................................................................................................................................................................................................................... 37

Financial Summary ........................................................................................................................................................................................... 37

Section 5: Action Plan (How are we going to get there?) ................................................................................................................................ 38

Section 6: Key Performance Indicators (What can we use to check we've got there?) ................................................................................ 54


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Section 1: Directorate Overview Who we are, and what we do

Overall Aim & Services Provided

We promote independence, wellbeing and choice to support individuals in achieving their full potential in healthier and vibrant communities. This is central to the Community Strategy themes “Healthy Living” and “Strong Communities” but also links to “Proud Past” and “Green Spaces”. Our vision for the future is a range of services which are local, accessible and flexible. We will work in partnership with Health, Voluntary Organisations and Independent Providers to make sure these services are available. Protecting vulnerable people is an essential part of this. We are remodelling our Adult Social Care services so that they are fit for the 21st Century, with the focus on supporting independence and more individual choice. We want to help people live within their own homes and control their own lives, for as long as possible. We will also re-shape Healthy Living Services to give children and adults every chance to take part in activities regardless of their skills and abilities. A range of play, sporting, creative, learning and recreational opportunities will be more readily available. We will particularly encourage take-up by those who may be more disadvantaged or who are currently less likely to take part.


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The functional activity of this service is grouped within the following management units: ADULT SOCIAL CARE

• Assessment & Care Management – Disability, Mental Health and Substance misuse o Assessment & Care Management Services o Supported Living

• Assessment & Care Management – Older People o Assessment & Care Management Services

• Support in the Community o Residential & Respite Care o Day Services o Intensive Support Services o Localised Day Services o Work Skill Development

• Support at Home o Home Care o Intermediate Care o Family Care Service o Supported Housing & Extra Care

• Safeguarding

• Contracts and Commissioning


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HEALTHY LIVING

• Libraries, Arts and Community Learning o Arts o Libraries o Adult Community Learning

• Sport & Physical Activity o Active Young People o Sport & Recreation o Play o Beach and Water Safety o Dual use facilities

• Health Social Care & Wellbeing Partnership Management

• Older Peoples Strategy Co-ordination BUSINESS STRATEGY & INNOVATION

• Performance and Information

• Policy and Customer Services

• Business Development and Support

• Physical Resources

• Training


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Section 2: Directorate Assessment Where are we now?

The Service Context The Wellbeing directorate was formed in 2008 and has its headquarters is Sunnyside Offices, Bridgend where the administrative infrastructure is located. Wellbeing employs in the region of 1200 full time equivalent employees, a total of over 2000 actual people disbursed throughout the county borough. Wellbeing - Service Facts and Benefits

• Wellbeing helps over 2000 older people live at home every week

• Wellbeing provides over 400, 000 hours of care every year

• Wellbeing delivers over 1100 meals-on-wheels in a week

• Wellbeing provides a daytime activity for 270 people with a learning disability

• 246 people with mental health issues are supported every week

• Wellbeing receives 350 adult social care referrals per week

• 118 people with a learning disability are supported to maintain their own tenancy within the community

• Wellbeing helps 87% of adult community learners to achieve accreditation

• Wellbeing contributes over £5million annually to the local economy through its arts venues which attract over 150,000 visits each year

• Wellbeing has supported 75 athletes who have achieved international honour or selection

• Wellbeing ensures that over 2000 children receive swimming lessons per week

• Wellbeing makes over 100 million books available for borrowing through our Libraries

• 100% of secondary school children have access to the 5x60 school sport initiative

• 100% of primary schools are part of the Dragon Sport programme.

• Over 1 million visits are made per annum to leisure centres and swimming pools.

• The access to leisure scheme provides 3800 people on means tested benefits with leisure opportunities.

• Over 120 young people are trained in sports leadership per annum.

• 230 looked after children are supported through membership of the Bridge Card scheme.


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As a result of the above, Wellbeing helps people live more independently, helps people become healthier and helps people into work. The Wellbeing Directorate undertakes an annual SWOT analysis which provides a high level overview of the Directorate’s position year on year. SWOT ANALYSIS 2010/11

STRENGTHS WEAKNESSES

• Unique position of Wellbeing Directorate as a national example of integrating services

• Performance of service areas

• Number of community facilities

• Agile and flexible workforce

• Services held in high political regard

• Commitment to communication from Director and Heads of Service

• Public facing services and staff

• Strong partnership working

• Promotes social equality and independence

• Concept of wellbeing and healthy living not always recognised against background of traditional local government services

• Limited financial resources e.g. capital programme

• Disbursement of staff

• Accommodation

• On-line information & marketing

• Quality and age of some facilities

OPPORTUNITIES THREATS

• National agenda for greater integration across public services

• National importance of the preventative health agenda

• Re-modelling of Adult Social Care

• Re-modelling of Healthy Living Services

• Olympics 2012 / Ryder Cup 2010

• Private Sector Partnerships

• New technology

• Convergence and regeneration funding

• Further development of integrated services

• Financial position of public services and pressures on the Directorate

• Changing political landscape and priorities

• Demographic changes pressurising services

• Condition of facilities

• Decrease in lottery funding

• Decrease in Independent Living funding

• Scale of change programme required in a short space of time – “change fatigue”

• End of grant funded schemes

• Ageing population

• Responding to new Age Equality duties


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It is clear that Wellbeing, like all public services, faces a difficult financial climate that will result in a period of great challenge but also opportunity. Whereas there will be inevitable change to our services and how they are delivered, this will always be done with the customer at the heart of decision making.

Service Achievements – Better Outcomes � Introduction of on-line ticket sales at Grand Pavilion. Since August 2009, 1000 customers have taken advantage of the Grand Pavilion’s

new on-line ticket booking service, purchasing over 3000 tickets with a value of just under £40,000. Preliminary research reveals that up to 50% of these bookings are from new customers and that the most popular time for purchasing tickets is between 7pm and 11pm, when the box office is typically closed. This is an excellent example of the way in which new technology can improve customer service and engage new people in our services

� Opening of new basic skills support unit “Elibs” at Pyle Life Centre in September 2009. Part funded by WAG, the unit seeks to engage and

help those with low literacy, numeracy and ICT skills in a supportive, relaxed environment. In the 5 months since September 168 people have been supported by the unit, 97 of whom have been enrolled on a basic skills course and 105 of whom have been referred on to the Bridges into Work programme which itself has now assisted over 400 beneficiaries to get the skills to get back into employment.

� Extension of Sarn Library. Part funded by the Welsh Assembly Government the improvements at Sarn have for the first time provided the

community with library facilities that meet current standards. Opening hours have been increased by 75% with financial assistance from the Sarn and Bryncethin Community Association. 478 residents are now using the library and book issues have increased by 42%. The extended ICT suite has enabled computer classes to be delivered locally and independent learning to be supported through Learndirect for those who cannot access a computer at home.

• The opening of new ARC community facility (Assisted Recovery in the Community) which provides a new venue for community based support for people recovering from mental ill health. It also will act as a focal point for community based groups to utilise. It is an environment that brings mental health services from the shadows to a place that will reduce stigma associated with mental ill health.

• Bridgestart, the short term enabling home care service operational across the whole of the Borough and a Mobile response service fully operational. Evidence demonstrates it is achieving what it set out to do in that 46% of those who access Bridgestart do not require an ongoing service and those that do require less hours.

• Successful implementation of Telecare which provides assistive technology to help people live at home for longer. There are currently 462 installations. Equally since December 2009 there has been no waiting list for Occupational therapy assessment, there has been a steady reduction in this situation since April 2009 when 228 people were waiting an average of 9 weeks.


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• Jointly with ABMU local health board, the establishment of Community Integrated Intermediate Services. The reablement element is now operational across the county borough.

• The launch of a Carers Strategy for Bridgend with new Carers information packs developed and distributed to identified carers from November 2009

• Utilisation of joint health care funding to develop a “support and stay” and liaison service involving health and social care staff. The “support and stay” aims to help people with dementia stay in their homes for as long as possible.

• The development of an open day for older people in Bridgend recreation centre resulted in over 350 individuals engaging with over 65 organisations and developing opportunities for physical activity sessions to promote active healthy ageing

• 6 Month training programme developed under the Social Care Work Force Development Programme to actively up skill forum members and carers to actively take part in local planning and decision making – 9 training sessions have been held inclusive of assertiveness, roles and responsibilities, communication, introductions to politics and skills for negotiation.

• Healthworks Programme which aims to improve the health of all employees or potential employees of Bridgend based small medium and large business as well the voluntary / third sector, has been launched. Outcomes include approximately 20 Bridgend businesses signed up to be Health Challenge Bridgend businesses to date; 15 Small Medium sized employers on track to achieve WAG small workplace health award, increased information and health improvement opportunities for BCBC staff.

• The Enhanced National Exercise Referral Service has seen the transferral of rehabilitation services for citizens with chronic conditions such as COPD and diabetes, from hospitals into community leisure facilities, resulting in improved attendance at appointments, and a sustained increase in levels of physical activity for some of the most vulnerable citizens in our community. Physical Activity for less active vulnerable older people promoted in 6 residential setting across the County Borough resulting is 40 members taking part in a year long exercise routine and becoming more active and engaged with gentle exercise

• The MEND programme has been introduced to support children who are of an unhealthy weight and their families. To date 86 people have accessed the programme.

• The Local Authority Partnership Agreement with sports council has achieved success with 6 new partners engaged and £100,000 of external funding secured. Bridgend has been commended for its innovative approach to partnership working.

• Bridgend Recreation Centre has developed a £310,000 Family Changing Village for users of the leisure pool facility and state of the art Technogym fitness equipment and the Wellness system has been installed at Bridgend Recreation Centre and Maesteg Sports Centre to support the broadest range of service users.


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Risks and Challenges

Level of Risk Risk Mitigating Actions Owner of mitigating actions

High Not progressing with the remodelling of adult social care will lead to existing service provision becoming unsustainable because of demographic changes in the population.

• Formally integrate some services with AMBU Health Board

• Deliver a shared vision with strategic partners to remodel services.

• Explore feasibility of a social enterprise trust for some services

• Prioritisation of resources

• Focus on reablement services

• Sue Cooper

• Sue Cooper

• Sue Cooper

• Sue Cooper

• Avril Bracey/ Carmel Donovan

High Outdated, unattractive and unsafe leisure facilities as this will mean fewer visits from existing customers and an inability to attract new sections of the community. Our leisure buildings cannot be made safe and attractive to customers within budgets. Lack of development will result in our facilities failing to attract more people to be more active more often.

• Reconfiguration of services

• Explore feasibility of alternative management models to provide the services at arms length from the Council including exploring other funding opportunities and cross-border partnerships

• Mark Shephard

• Andrew Thomas

High High levels of sickness absence leading to significant financial and

• Robust management of sickness absence through implementation of revised sickness absence policy agreed with the Trade Unions.

• Richard Hughes


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reputational risk to services across Wellbeing

• Attendance management work stream within Wellbeing with a focus on better information, communication on absence and early intervention.

• Prioritise staff training on effective absence management and associated subjects.

• All Group Mangers

• Richard Hughes

Medium Sustainability of externally funded programmes at a time when public finances are in decline. This may lead to loss of valued services and projects.

• Accelerate the efficiencies projects within the Directorate

• Progress the remodelling of services

• Explore invest to save opportunities

• Community transfer of projects and programmes

• Richard Hughes

• Mark Shephard/ Sue Cooper

Medium Failure to embed a performance management culture.

• Further training for staff

• Increase devolvement of budget devolution and responsibilities

• Development of IT based Performance Management Framework for managers

• Effective business planning and link to service delivery and regulatory functions

• Steve Davies

• Ian Corlett

• Steve Davies

• Judith Brooks/Group Managers

Medium Failure to adopt new ways of working and engage fully with efficiencies agenda.

• Programme and project management approach with clear milestones, targets and effective monitoring

• Robust communication of financial position and service change

• Appointment of Service Change Manager for fixed-term with focus fully on delivery of key projects.

• Mark Shephard/Sue Cooper

• Ian Corlett / Richard Hughes

• Richard Hughes / Kerry Price


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Section 3: Directorate Priorities & Programmes Where do we want to go?

Directorate Priorities

Each year the Council reviews what it is going to do in order to help support the themes of the Community Strategy. Each Directorate then identifies what it needs to do in order to meet the Council's objectives. The table below details the relationship between the Community Strategy, owned by the Local Service Board and BCBC. The table only lists BCBC objectives that the directorate is responsible to deliver.

Community Strategy Theme BCBC Improvement Objectives Directorate Priorities

Healthy Living

To improve physical and emotional wellbeing by promoting active lifestyles, participation and learning.

Ensure people have access to community-based cultural opportunities that enhance learning and development.

Implement the new sport and active living strategy – Better Health, Successful Sport, to improve levels of physical activity in Bridgend. Improve access to a range of quality library services across the County Borough services.

Strong Communities

To support vulnerable adults to live independently in their communities for as long as possible, promoting choice, empowerment, dignity and respect.

Re-model adult social care to establish a new model of outcome focussed assistance and support that includes a range of enabling, preventative, specialist and interventionist approaches. Develop an integrated model of health and social care. Work with Children’s services in order to continue to improve the transition arrangements for young people with complex needs moving into adulthood.


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Proud Past and Green Spaces

To continue to promote Bridgend and its green spaces as a great place to live and enjoy

To deliver and improve upon a quality and diverse programme of cultural venues and events that attracts new audiences, participants and visitors to the County Borough.

Develop facilitated opportunities to participate in outdoor activity as part of the agreed Sport and Physical Activity Strategy – “Better health, successful sport”

New Opportunities

To promote economic growth and sustainability

Create opportunities in our local communities for people to develop education and skills to support economic growth and live prosperous, fulfilled lives.


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Directorate Programmes & Projects In addition to the priorities set in this plan the Directorate/Services is also committed to delivering programmes and projects that are designed to implement the Council’s improvement objectives and support the Community Strategy themes. The following are the significant projects for which the Directorate holds lead responsibility: Programme Management Board Projects

Programme Project Project Sponsor Project Manager

Adult Social Care Outcome Focussed Practice/Systems & Information Management

Carmel Donovan Sian Jones/ Sarah Atkinson

Adult Social Care Realign and Integrate Physical & Sensory Impairment Services

Carmel Donovan Carmel Donovan

Adult Social Care Remodel Learning Disability Services (ACM and day services)

Mark Wilkinson Mark Wilkinson

Adult Social Care Integrated Living (LD resettlement) Mark Wilkinson Grenville Williams

Adult Social Care COASTAL Mark Wilkinson Karolina Ashton

Adult Social Care Remodel homecare services Avril Bracey Chris Brooks-Dowsett

Adult Social Care Community Integrated Intermediate Care Services Avril Bracey Sheila Stoner

Adult Social Care Integrated Community Equipment Services Avril Bracey Carmel Donovan

Adult Social Care Extra Care Avril Bracey Avril Bracey

Adult Social Care Remodel Older People day services Avril Bracey Andy Cole

Adult Social Care Develop dementia services Martin Kerrigan Andy Cole

Adult Social Care Mental Health services review Martin Kerrigan Martin Kerrigan

Adult Social Care Redesign residential care Susan Cooper Ian Oliver

Healthy Living Bridgend Recreation Centre – Redevelopment Andrew Thomas Healthy Living Programme Manager

Healthy Living Valleys Leisure Centres – redevelopment opportunities Healthy Living Programme Manager

Healthy Living Programme Manager

Healthy Living Commercial Opportunities and Partnerships including management options appraisal

Mark Shephard Healthy Living Programme Manager


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Healthy Living Community Focussed Schools Andrew Thomas Healthy Living Programme Manager

Healthy Living Greater Utilisation of the Outdoors Mark Shephard Andrew Thomas

Healthy Living Local and Community Development - Sport and Physical Activity Brokers

Andrew Thomas Andrew Thomas

Capital Scheme Projects

Project Project Sponsor Project Manager

Learning Disability Community Resource Centre Susan Cooper Mark Wilkinson

Learning Disability Localised Services Susan Cooper Mark Wilkinson

Integrated Community Equipment Service (WAG Funded) Avril Bracey Carmel Donovan

Bryngarw County park – Gardens Centres of Excellence (Convergence funded) Mark Shephard Richard Hughes

Other Key Projects – Wellbeing has a number of service change projects linked to the Corporate Budget Strategy programme

Project Project Sponsor Project Manager Reported to

Bryngarw House - review of commercial and management delivery models to enhance service to customers and maximise investment.

Mark Shephard Richard Hughes CMB and Wellbeing SMT as part of Budget Strategy

Re-configuration of Summer Play Schemes Mark Shephard Andrew Thomas CMB and Wellbeing SMT as part of Budget Strategy,

Transfer of Healthy Living Services to alternative model (s) of service delivery and management to enhance customer service and offer a sustainable model of delivery.

Mark Shephard Mark Shephard CMB and Wellbeing SMT as part of Budget Strategy,

Review of Arts Services with a view to developing partnership models that will ensure sustainable services and an increase in capacity through shared resources.

Mark Shephard Ceri Evans CMB and Wellbeing SMT as part of Budget Strategy.


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Project Project Sponsor Project Manager Reported to

Swimming Pool Strategy Mark Shephard Andrew Thomas Active and Healthy Living Programme Board / CMB/SMT

Library Service Review Mark Shephard John Woods Scrutiny, CMB, SMT

Community Centres – transfer of assets to voluntary organisations Mark Shephard John Woods CMB, SMT

Implementation of Bridges into Work and Working Skills for Adults as part of the review of the Adult Community Learning service towards a more skills based agenda within a learning partnership.

Mark Shephard John Woods CMB, SMT

Review and reshaping of existing day care provision at two day centres for older people.

Sue Cooper Avril Bracey CMB and Wellbeing SMT as part of Budget Strategy Re-modelling Adult Social Care Programme Board (RASCP)

Review of in – house home-care provision to scope out the potential for achieving savings and meeting future service needs by considering new, innovative models of delivery.

Sue Cooper Avril Bracey CMB and Wellbeing SMT as part of Budget Strategy RASCP

Review of in – house residential provision to scope out the potential for achieving savings and meeting future service needs by considering new, innovative models of delivery This project links to the Integrated Living project.

Sue Cooper Ian Oliver CMB and Wellbeing SMT as part of Budget Strategy RASCP

Continuing Health Care Responsibilities Project This project links to the Assessment & Care Management project

Sue Cooper Carmel Donovan / Mark Wilkinson

CMB and Wellbeing SMT as part of Budget Strategy RASCP

Item 4 BRIDGEND COUNTY BOROUGH COUNCIL Appendix A

WELLBEING DIRECTORATE

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Section 4: Resources

What have we got to work with?

Staff

Staff 09/10 10/11

Full Time Equivalent Average of 1078.45 fte 1083.86 fte at 31/03/10

Financial Summary

Revenue Budget 2010/11 2011/12 2012/13

Expenditure £'000

Income £,000

Net £'000

Net (indicative) £'000

Net (indicative) £'000

Adult Social Care 1,843,609 -778,740 1,064,869

Support at Home 8,832,650 -2,899,420 5,933,230

Support in the Community 11,206,920 -3,063,380 8,143,540

Assessment & Care Management – Learning Disability and Mental Health

16,984,390 -7,668,410 9,315,980

Assessment & Care Management – Older People

12,354,120 -4,223,110 8,131,010

Healthy Living 735,660 -128,410 607,250

Sport & Active Living 7,303,060 -3,840,910 3,462,150

Libraries, Arts and Community Learning

6,894,560 -2,808,600 4,085,960

Business Strategy & Innovation 2,901,576 -637,375 2,264,201



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Capital Gross Budget Forecast

2010/11 2011/12 2012/13 Development of Community Equipment demonstration facility

521,091

Boiler Replacement Programme 40,000

Pyle Life Centre roof replacement (linked to localisation of day services)

373,000

Pool Roofs - Upgrade 90,000

Maesteg Pool plant replacement 600,000

LD Day Services Remodelling 5,412,000 150,000

Remodelling of Residential Care 625,000

Efficiencies Efficiency saving forecast

2010/11 2011/12 2012/13 Adult Social Care 225,000

Healthy Living 100,000



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Section 5: Action Plan

How are we going to get there? This section demonstrates how the Directorate Priorities shown in section 3 will be achieved by identifying actions required. These actions should form the basis of operational plans which are part of the Directorate’s internal performance management arrangements.

BCBC Improvement Objective To support vulnerable adults to live independently in their communities for as long as possible, promoting choice, empowerment, dignity and respect.

QBR Ref

What are the priorities to achieve this objective? (Directorate Priorities)

How are we going to deliver these priorities? (Actions)

When are we going to achieve them? (Milestones)

How do we know we are successful? (evidence, inc PI ref if applicable)

Who's leading on it?

1.1 Re-model adult social care to establish a new model of outcome focussed assistance and support that includes a range of enabling, preventative, specialist and interventionist approaches

1.1.1 In response to our evaluation of effectiveness (the ACRF process), we will establish a user and carer engagement plan.

Plan complete by December 2010

Valuable qualitative service user data feedback received / Regular engagement on service delivery / user feedback incorporated into performance framework

Judith Brooks

1.1.2 We will continue with the review of Assessment and Care Management and the development of outcome focused documentation and tools, carrying out a second file audit to validate the impact of change.

Implementation of revised documentation on DRAIG -1st July 2010 File audit to be carried out in November 2010 File audit report and action plan to be

100% of assessments outcome focussed by March 2012 Qualitative evidence of person centred plans and support. Commissioning trends reflecting outcome

Carmel Donovan / Mark Wilkinson



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produced by March 2011 approach.

1.1.3 Review of existing LD service model to inform and strengthen the joint working arrangements with Health in the provision of LD services

Review of LD service model to be completed by December 2010 Agree Section 33 agreement with Health by June 2011

Formal joint working arrangements established with Health by September 2011

Mark Wilkinson

1.1.4 Review Mental Health operational arrangements and restructure in line with Welsh Assembly guidance

Undertake CMHT review of operational arrangements by September 2010 External audit of CPA outcome focussed practice to be completed by September 2010 WAG guidance anticipated to be published in the Autumn 2010 Production of alternative service options by October 2010 Consultation on alternative service options to be completed during November 2010

Reduction in inappropriate referrals by c.10% by March 2011 More regular reviews documented as a result of outcome focussed care planning.

Martin Kerrigan



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Agreed service model and implementation plan to be produced during December 2010

1.1.5 Improve practices and processes associated with PoVA in response to the recommendations of recent CSSIW inspection

Action Plan agreed June 2010 Implement improvement actions by March 2011

Action plan monitored through the AAPC LASC1 - target 3 SCA019 - target 75%

Leigh Thorne

1.1.6 In partnership with a local registered landlord, we will develop an Extra Care housing Scheme

WAG grant funding received March 2010 Construction between June 2010 / June 2011 Commission the care element by April 2011 Open September 2011

Service spec completed by June 2010 New Build of Extra Care scheme to commence June 2010 Tendering of care contract to start September 2010 and awarded in February 2011 70% take up in 2012; 85% by 2013

Avril Bracey

1.1.7 We will remodel the home care service to provide a range of specialist, enabling and short term interventions

New model agreed by December 2010 Consultation process July to September 2010.

Target Hours for Homecare will be achieved by March 2011 Target (42.5%) met of

Avril Bracey



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New model operational from Sept 2011

service users going through Bridgestart will not require a long term home care service Project Board and work streams established to implement HC Review Action Plan

1.1.8 Re-design current residential care provision to meet the changing needs of individuals and communities

Cabinet approval, in principle, September 2010 Consultation process October to December Refinement of proposals and further Cabinet Report February 2011 Move to implement new model of service April 2011

Project Board and work streams established to oversee and implement new model of service 4 residential Homes for older people transfer to new model of care

Ian Oliver

1.1.9 Reconfigure two residential homes for people with a learning disability to a provision that is community based.

12 Bryneithin residents resettled into the community towards the end of 2011 Transfer four residents from Maesglas into the

By the end of 2011, 16 LD service users transferred from residential accommodation into community based services.

Grenville Williams



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community Transferring respite service from Bryneithin to Maesglas

1.1.10 Develop the social care workforce development programme to reflect new service provision needs while actively promoting the Social Care Workforce Development Partnership to increase representation across the sector.

Increase representation by 2 organisations annually of the Practice Learning Partnership subgroup from the current 16 organisations represented. 50% (current 48%) of staff employed across Adult Social Care and Safeguarding and Family Support will have achieved a Health and Social Care NVQ. 75% (Current 72%) of the independent sector social care workforce who were supported to undertake a Health and Social Care NVQ achieved an award.

Claire Holt



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1.2 Develop an integrated model of health and social care

1.2.1 We will establish integrated community services networks with NHS

Area mapping exercise complete and network areas agreed by June 2010 Formal Network working group established July 2010 Integrated services framework model by Sept 2010

Pilot area Community Network established by September 2010 Pilot area Community team established by September 2010 Efficiencies and service measures modelled through ‘total /joint budget’ project – notional combined public services budgets to be produced

Abigail Harris / Dorothy Edwards /Sue Cooper

1.2.2 We will Implement an agreed process with the NHS (including staff training) in response to the new guidance on Continuing NHS Health Care.

Implement regional and local agreement based on new WAG Guidance (May 2010) by December 2010 Develop and implement a training programme for ACM in response to new

All ACM staff trained by April 2012

Carmel Donovan / Mark Wilkinson



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WAG Guidance from April 2011

1.2.3 Work with key partners in promoting health and wellbeing, including the Health Challenge Bridgend Group and Active Bridgend/LAPA Partnership and launch a new HSCWB Strategy

Needs Assessment by June 2010 Launch new Strategy by March 2011 3 projects delivered by March 2011

• Health in the work place

• Lifestyles

• Council as a health improving organisation – March 2011

10 employers recruited to Absenteeism Project 45 Private sector employers as Health Challenge Business Partners by 2010/11 15 3rd sector employers to achieve Small Workplace Health award BCBC to achieve Corporate Health Standard – Silver by 2012/13 Reduction in percentage of underage tobacco sales from test purchase from 7% to 6% by 2012/13 Reduction in percentage of underage sales from alcohol test purchases from 5% to

Peter Mannion



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4 % by 2012/13

Increase in number of food co-ops from 17 to 22 in 2010/11

1.2.4 Develop, with NHS, a local community equipment, demonstration, teaching and assessment facility for service users, carers, health and social services care staff

• Confirmation of capital grant to be drawn down from WAG

• Section 33 has been completed

Facility will open Spring 2011

Evaluation framework developed based on maximising usage and analysing effect. Initial target of 7 uses per week by 2012/13.

Carmel Donovan

1.2.5 We will collaborate with NHS partners and carers to support and enable carers to continue in their caring role

Carers emergency card available April 2011 Launch of carers strategy June 10 Review Internal audit recommendations (to be received end of June) 6 month review of carers strategy action plan in January 2011

Strategic Action Plan produced to reflect audit recommendations by September 2010 Positive feedback at carers’ forum

Avril Bracey



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1.2.6 We will collaborate with the NHS to realign services for physical, sensory impairment and older people into the CIIS model to support independence and respond to the integration agenda:

Agree with stakeholders a single point of access to CIIS services by August 2010 Draft service model for physical & sensory impairment by July 2010 Draft service model consulted on Sept. 2010 Model implemented from October 2010 Section 33 for CIIS completed by Sept 2010

750 Telecare installations by 2013 95% of telecare users felt that the installation had made it easier for them to manage in their own home Agree KPIs for CIIS model (measures that identify hospital beds saved etc.) by September 2010 - KPIs will form part of QBR PI monitoring.

Carmel Donovan/ Avril Bracey

1.3 We will work with Children’s Services in order to continue to improve the transition arrangements for young people with complex needs moving into adulthood

1.3.1 The Transition Strategy Group will collate and provide information to aid service planning and development. The group will also oversee a review of the transition protocol and a re-submission of a bid to WAG for a key worker.

Bid for Transition key worker submitted to WAG in April 2010 Transition groups meets regularly to agree individual Transition plans and plan for future service and support delivery. Review of the Transition

Outcome focussed care plan for all young people in the transition process by March 2013 Improved service and financial planning due to evidence collected and presented on the transition data base Depending on successful outcome of

Mark Wilkinson



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protocol to be completed by November 2010

bid to WAG, appointment of a key worker (16-25)

1.3.2 The Adult autism group will oversee the implementation of the Autism Strategy including a pilot key worker scheme as part of regional developments

Adult Services Steering Group has been established and will develop a local action plan which will be completed by September 2010. Local Action Plan will be implemented by April 2011

Training programme delivered by Joint Training Plan 2010/11. Appointment of key worker who will support young people with Aspergers Syndrome.

Mark Wilkinson

BCBC Improvement Objective

To improve physical and emotional wellbeing by promoting active lifestyles, participation and learning.

QBR Ref





Who’s leading on it?

2.1 Ensure people have access to community based cultural opportunities that enhance learning and development

2.1.1 Develop regular youth theatre / dance provision in a Communities First area in partnership with relevant colleagues / organisations

Pilot to run in June 2010, project to commence in September 2010

Engage 20 young people each year from 2011 onwards to regularly attend weekly youth arts workshops over a

Ceri Evans



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sustained 12 month period. Engagement to take place in a different C1st area each year.

2.2 Implement the new sport and active living strategy – Better Health, Successful Sport, to improve levels of physical activity in Bridgend

2.2.1 We will increase the overall levels of physical activity of children and young people. The targeted level to achieve a health gain is for 5 periods of up to 60 minutes per week. Contributory interventions will include: Dragon Sport, 5 x 60 Initiative PE and School Sport Disability Sport Leisure Centre visits.

The outputs of a range of interventions will be monitored on a term by term basis and reported in relation to agreed targets to the physical activity network, local authority partnership board and Sport Wales. Bridgend County Borough Council utilises an annual survey of around 1100 children at Year 6 or Year 9 to monitor trends. The results are externally validated and interpreted by Knight Kavanagh Page.

The baseline (2009 survey) indicates that 44.7% of year 9 pupils are physically active. This figure is intended to increase 1% each year as follows: 2010 – 46% 2011 – 47% 2012 – 48%.

Andrew Thomas

2.2.2 Reduce the gender gap in sport and physical activity participation by increasing the rates for girls. Currently girls take part at a lower rate than boys

2013 but reviewed annually by information submitted to and provided by the sports council and presented to the LAPA Board

Currently the gender gap between males and females is 10% and should be reduced to 8% by 2013

Andrew Thomas



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2.2.3 Increase the number of children and young people who consider themselves to be healthy or unhealthy as an indicator of vitality. (Self perception of poor health has been identified as a major barrier to participation in a broad range of youth activities).

To be monitored by the annual STRATA survey

Baseline figure indicates that 73% of children consider themselves to be either healthy or very healthy. By 2012 this figure should be increased to 75%

Andrew Thomas

2.3 Improve access to a range of quality library services across the County Borough services.

2.3.1 Reconfiguration of service following review to meet the needs of customers and increase quality of service measured by the achievement against the Welsh Public Library Standards

Three year Library Plan by September 2010 Engagement with Community Councils and Third Sector on partnership delivery of extra-statutory services by December 2011 and partnerships established by March 2012

Improve performance to Wales upper quartile level against the Welsh Public Library Standards.

John Woods


To continue to promote Bridgend and its green spaces as a great place to live and enjoy

QBR Ref





Who's leading on it?



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3.1

Deliver and improve upon a quality and diverse programme of cultural venues and events that attracts new audience, participants and visitors to the County Borough.

3.1.1 Implement the new Business Plan for the Grand Pavilion, Porthcawl to improve the programme’s equality and diversity and attract new audiences and participants

Application submitted by May 2010 to secure ACW revenue status to increase funding for an increased and more diverse programme 2 Year Revenue Funded Status by March 2011

Increase number of arts events using 2010/11 as baseline by: - 2011/12 – 7% 2012/13 – 14% Reduced targets if ACW application unsuccessful to 4% and 10%

Ceri Evans

3.1.2 Develop an outreach and participatory programme to complement professional arts programme in order to breakdown barriers which will include specific projects in communities first areas

2010 – Establish key partnerships and run 1 initiative in 2010/11, 2 initiatives in 2011/12, 3 initiatives in 2012/13

Increased attendance at Pavilion events from Communities First areas. Targets: 3% increase by March 31st 2011, 10% increase by March 31st 2012, 20% increase by March 31st 2013 (all measured from 2009/2010 baseline).

Ceri Evans

3.1.3 Improve the visitor experience at Bryngarw County Park, including improving visitor facilities and the events programme

Successfully complete all elements of the Gardens Centres of Excellence Convergence programme project Capital work complete by March 2011

New visitor facilities developed to time scale. Target 7% increase in annual visitor figure an average 14,000 visitor per

John Woods



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Project completed by December 2012

quarter by December 2013 / or end of project.

3.2 Develop facilitated opportunities to participate in outdoor activity as part of the agreed Sport and Physical Activity Strategy – “Better health, Successful sport”

3.2.1 Develop a 3 year range of programmed interventions and services that encourage the development of additional providers and locally based opportunities for people to become more physically active Current baseline - 248 voluntary sector clubs and associations 10 Community partners in the local authority partnership agreement

2011 survey data produced by Adult survey of Sports Council

Establish community based green exercise programmes that can support 500 regular participants by 2012/13 The Community Chest lottery scheme is 100% invested into 60 voluntary sector groups per annum Outdoor adventure is a focal point within the Local Authority Partnership agreement with 300 participants per annum A network of outdoor physical activity leaders and instructors.

Andrew Thomas



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To promote economic growth and sustainability

QBR Ref





Who’s leading on it?

4.1

Create opportunities in our local communities for people to develop education and skills to support economic growth and live prosperous, fulfilled lives.

4.1.1 Review of Adult Community Learning service strategy, including development of community-based skills courses for 16-25 year olds

Strategic Development Plan completed October 2010.

100 persons aged 16-25 enrolled on courses in academic year 2010-11. Followed by target of 10% increase each subsequent academic year,(2011-12 and 2012-13)

John Woods



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Section 6: Key Performance Indicators What can we use to check we've got there?



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Service PI Ref No.

Indicator Type

Indicator Description 2008/09

Performance 2009/10

Performance 2008/09 Welsh Average

2010/11 Target

Adult Social Care

SCA/001

National Strategic

The rate of delayed transfers of care for social care reasons per 1,000 population aged 75 or over

1.91 1.97 6.21 Less than 3

Adult Social Care

SCA/002

National Strategic

The rate of: a) older people (aged 65 or over)

supported in the community per 1,000 population aged 65 or over at 31 March;

b) older people (aged 65 or over) whom the authority supports in care homes per 1,000 population aged 65 or over at 31 March

84.65

22.52

87.39

21.93

92.93

23.01

Greater than 85

Less than 21.5

Adult Social Care

SCA/003

National Core

The percentage of clients, in the following age groups, who are supported in the community during the year: a) Aged 18-64 b) Aged 65+

95.58% 80.73%

95.25% 82.07%

93.02% 82.55%

95% 83%

Adult Social Care

SCA/

018

National Core

a) The percentage of carers of adults who were offered an assessment or review of their needs in their own right during the year

b) The percentage of carers of adults who had an assessment or review of their needs in their own right during the year

c) The percentage of carers of adults who were assessed or re-assessed in their own right during the year who were provided with a service

68.55%

86.94%

28.66%

82.6%

44.1%

21.8%

70.85%

56.50%

40.06%

85%

45%

25%

Adult Social Care

SCA/

007

National Core

The percentage of clients with a care plan at 31 March whose care plans should have been reviewed that were reviewed during the year

64.70% 78.1% 68.60% 75%

Adult Social Care

SCA/019

National Core

The percentage of adult protection referrals completed where the risk has been managed

New Indicator New Indicator (2010/11)

New Indicator 75%

Adult Social Care

LASC1

Local The number of Adult Protection Referrals received during the year per 1,000 population aged 18+

3.4 3.48 2.46 3



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Adult Social Care

LASC2

Local The numbers of recipients of CIIS that have received interventions that have provided an alternative to a hospital bed – Yuan this won’t be available until next year – it is on the outcome agreement so should it stay here?

N/A TBC TBC TBC

Healthy Living

LCS/002

National Strategic

The number of visits to local authority sport and leisure centres during the year per 1,000 population where the visitor will be participating in physical activity

8415 8369 8200

Healthy Living

LCL/001

National Strategic

The number of visits to Public Libraries during the year, per 1,000 population

Not available 3852 5913 3968

Healthy Living

LCL/002

National Core

a) The number of publicly accessible computers per 10,000 population

b) The percentage of available computer hours in use

8.81 10.1

41.8%

9.62 10.1

43%

Healthy Living

LCL/003

National Core

The percentage of library material requests supplied within 7 calendar days

58.03 79.7% 67.85 80.7%

Healthy Living

LCL/004

National Core

The number of library materials issued, during the year, per 1,000 population

4220.72 3795 5330.25 3909

Healthy Living

LHL/1 Local The percentage of GP referrals requiring reduced packages of care (or felt better as a result of the programme)

N/A 60% 65% 70%

directorate plan wellbeing 2010-13

Documents