Bolton's Corporate Plan 2019 - 2021 - Bolton Council
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Bolton’s
Corporate Plan
2019 - 2021
Quarter 1 20/21
2030
Active, Connected & ProsperousCorporate Plan
2019 — 2021
GM
By 2021 we will aim to priorities
deliver on the following
key priorities... n Partner
Visio
n
p Bolto
igU
B
Corpo
els d
Healthy lives,
with quality care Mod rhoo Acco
untability
available for
those that
u
lth
Neighbo
need it
eth g
tog rkin
Public Hea
er
Wo
Effective
Confident
Public Health
Council
ion
nat
⁄⁄⁄ Enable the Council’s journey to
becoming a wellbeing organisation
mi
er
⁄⁄⁄ Develop an intelligence and
et
D
e
evidence-based organisation to inform
alu
decision-making
V
⁄⁄⁄ Develop a Health and Wellbeing
ial
Strategy and prevention framework to le
Peop
c
underpin health and social care
o
integration S
People
Confident
⁄⁄⁄ Develop neighbourhood models of care for Active and
Early Help and Adults incl. public service
reform managing demand
⁄⁄⁄ To consider and implement a new strategic approach
and partnership with the VCSE A gre
city regio
⁄⁄⁄ Detail and implement a new strategic approach for An a high q
improving outcomes and services for children age-friendly culture
looked after city region leisure
for
⁄⁄⁄ Deliver sufficient school places for all Bolton children.Corporate Resources
⁄⁄⁄ Review Council capacity to transform, agreeing
and implementing LGA Peer and Governance
Reviews
⁄⁄⁄ Establish a more effective participative and
engaging approach with residents and
stakeholders
Safe and ⁄⁄⁄ Establish and embed Social Value across council
strong
communities ⁄⁄⁄ Establish a two-year sustainable financial and
resource plan
rship
⁄⁄⁄ To develop partnership working and maximise
Stro opportunities within GMCA and Bolton Vision
n 2030
Com g En Good jobs, with
mu ga opportunities to ⁄⁄⁄ To consider and implement a new strategic
ni ge
progress and approach and partnership with the VCSE
tie develop
ora ⁄⁄⁄ Agree and deliver a strategy which values
d
te employees and makes high performing teams
s
the norm
Safe, decent
and affordable ⁄⁄⁄ Establish and deliver an integrated strategic
housing commision function (Corporate Resources,
People and CCG)
Econ
M fere
Prosp
di
⁄⁄⁄ Agree and implement the Council Digital
ak nce
f
A thriving
ing
Strategy
and productive
a
economy in all
omic
erity
parts of Greater
t Manchester
Place
Hon
R sty
es
e
pe a
t World-class
c
connectivity that
nd
keeps Greater
Manchester
moving
As kill
S
p
at
ir
an ions
s
d
Young
people Place
equipped ⁄⁄⁄ Deliver on key regeneration areas
for life across the borough including housing
Children
starting ⁄⁄⁄ To lead a prioritised approach to asset
een school ready management across the organisation
ion and to learn
quality ⁄⁄⁄ Lead on the development of a more
e and clean and green borough
e offer
allCorporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO1 Agree and • Overall Director of Quarter 1 Appointment of Appointment of Assistant
deliver a framework Corporate 20/21 Assistant Director for HR/OD will allow a
1-6 strategy approach Resources Director for
agreed full review of HR capacity and
which values HR/OD
A,C employees structure, enabling focus to
Initial
and makes • Launch across development of be placed upon this strategy.
high Council and e-learning This will also encompass
performing embedded into packages learning from staff not being
teams the all aspects of able to work as normal during
norm Council recent months.
business
Health High Performing
Teams development sessions
planned between March and
June have been postponed
and will now be reviewed to
schedule future dates.
Sessions have already been
undertaken with CLT, People
DLT and Public Health. Place
and Corporate Resources
DLT are to be scheduled once
new Chief Officers are in post.
Insight Exchange sessions
have been delivered to
managers wanting practical
support on planning for and
delivering the Insight
Exchange conversation with
their staff. Further workshops
have also been planned
A suite of 7 e-learning
packages are currently in
development to support staff
and managers in completing
effective Insight Exchange
discussions. These range
from Leading the Meeting,
Difficult Conversations, Giving
and Receiving Feedback,
Learning Styles and SMART
Objectives and will initially be
accessed through the Training
Intranet page and then on
Oracle.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO2 Review • Successful Chief Quarter 1 Amendments Work on review of constitution
organisational delivery of LGA Executive 20/21 documented has progressed, and progress
1-6 capacity to Peer Reviews: and due to go also made on increased digital
deliver and Governance & to Scrutiny way of working building upon
A,C implement Review Increased digital the learning from Covid-19
activity across Director of response to and requirement for our staff
the council • Implementation Corporate working to work away from their
including of agreed Resources normal place of work
delivery of transformational
LGA Peer outcomes A PDG was held in January to
Reviews obtain members’s views on
• Review of the LGA proposals.
Council’s Amendments will go to
constitution council in Quarter 2 regarding
July to Scrutiny rules and the
November 2019 updated Scheme of
Delegation.
CO3 Agree and • Development of Director of Quarter 1 Review digital The recruitment of an
implement the strands “Digital Corporate 20/21 channel shift as Assistant Director in
1-6 Council Digital Residents, Resources part of recovery Transformation and Change is
Strategy Digital Business Succesful digital currently underway and will
A, B, C, D and Digital GM bid look to take ownership of the
Council” digital strategy, ensuring the
successful embedding of this
• Development of into the organisation.
associated
delivery plan As part of the response to
Covid-19, a recovery group
has been set up and currently
reviewing the channel shift to
digital for each of the services
within the organisation,
highlighting what has worked
effectively and can be
implemented going forward.
Automation of workstreams
has begun with tools such as
Power BI and Tableau
beginning to be utilised with
data held within the
organisation.
The Council has also been
successful in a joint bid with
Bolton CCG and Bolton FT to
secure Tableau software,
infrastructure and licenses,
however in light of the current
crisis, the roll out of this has
been delayed and is now
looking to be progressed in
Quarter 2, with the
reactivation of services.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO4 Establish and • Embed Social Director of Quarter Social Value Revised strategy and policy was due
embed Social Value in to Corporate 1 20/21 report to be considered by CLT early March
1-6 Value across Council Resources produced however Covid-19 meant this was
council services delayed from being considered.
F Officer in the Chief Executive's
• Progress directorate including the
agreed Procurement lead have now began
outcomes as further work on this and the impact
outlined in of Covid-19 on the proposed policy
Vision Delivery will be reviewed before submission.
Plan This is set to be taken to CLT in
Quarter 2 and onward consideration
• Social Value and approval at Cabinet.
policy
development The Social Value lead for Bolton
and Vision had scheduled a session with
implementation key partners and Centre for Local
Economic Strategy (CLES) to
consider the key social value ask for
the borough. Given the impact of
Covid-19 this has been rescheduled
for September 2020.
CO5 Establish a • Agreed Director of Quarter Consultation A consultation toolkit has been
more effective strategy with Corporate 1 20/21 toolkit draft developed alongside relevant
6 participative Vision Action Resources developed stakeholders and the first draft of this
and engaging Group (Big Up is expected to be shared with the
A-G approach with Bolton) to corporate leadership team. Post
residents and engage consultation this will be shared for
stakeholders residents/stake internal scrutiny early Quarter 2. As
on outcomes, holders the toolkit was developed along
including Bolton Vision final comments on the
working with • Progress draft are expected in July via the
town councils outcomes of Strong and Engaged theme group.
engagement
strategy A facilitated event with NLGN is set
to be organised for Quarter 3, with
planning underway in Quarter 2.
CO6 To develop • Deliver on all Director of Quarter Collaborative The impact of Covid-19 has brought
partnership aspects of Corporate 1 20/21 working within LA's together to work more
4 working and Vision Delivery Resources GM and Vision collaboratively on a response to the
maximise Plan Bolton during crisis pandemic, examples including GM
A, C opportunities Council has Active, Comm Cells, Coroners and other
within GMCA responsibility shared resourcing.
and Bolton for Connected and
Vision Prosperous The Active, Connected and
• Review existing Board formally Prosperous board has been
GMCA established established, including terms of
arrangements reference, and membership
refreshed and agreed via full council.
• Align GMCA The first meeting is scheduled for
business with July.
Council and
Vision priorities The Vision Action Group and Delivery
Plan is being reviewed in light of
Covid-19, and early work has gone
into identifying priorities going
forward.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO7 To consider • Pooled funding Director of Quarter 1 Pooled fund During Q1, the planned rounds
and in to one Corporate 20/21 established and for Bolton's Fund were
1-6 implement a funding stream Resources grants made suspended because of Covid
new strategic via new -19. However, a £50,000
approach investment & Bolton's Fund Covid-19
and programme Resilience Fund round was
partnership Accountable rapidly developed and launched
with the • Embed a Officer helping some 38 VCSE
VCSE collaborative Health and organisations to support their
approach to Care communities during the initial
developing the stages of the pandemic incident.
VCSE sector &
Work is underway to restart the
Director and Fund proper in Quarter 2
Deputy following engagement with
Director of Elected Members.
People
Quarter 2 will also see launch of
the Memorandum of
Understanding (MOU) which
governs partner relations in
delivering the Voluntary Sector
Strategy. The launch of the
MOU was another casualty of
the Covid-19 pandemic, but the
revised version will use a digital
platforms and virtual channels
for its launch.
CO8 Establish and • An integrated Director and Quarter 1 A Joint adult and An appointment has been made
deliver an commissioning Deputy
Director of
20/21 children AD for for a joint adult and children
1,2,3 integrated function across People integrated /all assistant director with a start
strategic the health and age date for September 2020,
G commission social care & commissioning reporting to the Director for
function with integration appointed Commissioning in the ICP with
new outcome system Accountable strong links to adults and
measures Officer Health children agenda, with a focus on
and Care all age commissioning, Early
Help and driving improved
&
outcomes for citizens in Bolton.
Director of
Corporate
ResourcesCorporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO9 Develop • Integrated new Director of Quarter 1 Successful Managing Director of the ICP
neighbourhood models of care People 20/21 recruitment to now appointed and in post .
1,2,3 models of care developed at support delivery of
neighborhood neighbourhood Director of Commissioning
for Early Help models & now in post and the AD for
models
B, E, G and Adults incl. Commissioning across
public service • Place-Based Director of Children and Adults and
reform Integrated Health Public Health Public Health now appointed,
managing and Social Care in post September.
demand Transformation &
with improved All posts will drive the
outcomes for our strategic planning at pace
Accountable and focus on the necessary
population,
incorporating Officer transformation across the
Start well, Live Health and system.
well, Age well Care Permanence Strategy in
place
• Joint decision
making on pooled
budgets
CO10 Detail and • Review of current Director of Quarter 1 Strategic lead for Demand pressure continues
implement a permanence and People 20/21 Early Help now in to be significant but work is
1 new strategic placement place. moving at pace additional
strategy to investment in prevention will
approach for support more Permanence panel be required to improve
D improving children to live at working well to progress and outcomes for
outcomes and home ensure where children.
services for possible children
children looked • Develop local can live at home Demand strategy now in
after placements and safely and where place and to be agreed at
services to they do come into CLT in Quarter 2 with a view
support the care that remains to take to executive members
needs of Looked under review. following this.
After Children.
Delivery Bid completed for
milestones will be the What Works
linked to budget Social worker in
savings and the schools programme
helping earlier to enhance the
project broader multi
agency work to
support children
living at home
safely.
Work underway
across GM on a
sufficiency strategy
for placements.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO11 Deliver sufficient • Potential new Director of Quarter 1 Sufficient places Further work progressing to
school places school sites People 20/21 delivered for
develop programmes for
1 for all Bolton 2021-2024. Awaiting further
identified September 2020
children feedback from the DfE Wave
• New school
across primary, 14 Free School Programme
D build(s) and work progressing on the
completed secondary and Great Lever Free School
• Primary School
expansion special schools. project.
programme
completed
• Secondary
School expansion
programme
completed
• Special School
expansion
programme
completed
Establish a Director of Quarter 1 Financial impacts Financial impact of Covid-19 is
CO12 • Design and still being estimated,
two-year development of Corporate 20/21 currently under
additional government funding
sustainable plan including Resources review.
has assisted with this position.
1-6 financial and implementation However, there are already
resource plan signs of significant income
C losses that will affect next
financial year.
CO13 To lead a • Fully developed Director of Quarter 1 Council's Strategic The Strategic Asset
Asset Management Management Plan (SAMP)
prioritised Strategic Asset Place 20/21
Plan drafted framework is complete in draft
approach to Management Commencement of
4,5 asset format. Formal approval has
Plan (SAMP) the review all been delayed due to the
management Council assets Covid-19 pandemic. It is
B, E across the • Audit of Council envisaged that approval will be
organisation assets sought during Q2.
The review of council assets
• Review of has commenced via the ‘Asset
operation of Challenge Process’ (outlined in
assets the SAMP) and this will be
reviewed in line with
regeneration aspirations and
other asset priorities over the
next 12-18 months.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO14 Deliver on • Progress on Director of Quarter 1 Implementation Great progress has been
key town centre Place 20/21 of Acquisition made in respect of all key
regeneration intervention and Vacant intervention areas since the
4,5 areas, Possession
areas across Strategy Regeneration Plan was
the borough masterplans, approved in September 2017.
C including major strategic The Council has entered into
housing development development option
projects and agreements with a number of
associated development companies to
infrastructure deliver high quality
regeneration projects across
the borough.
The Acquisition and Vacant
Possession Strategy
continues to be implemented
on relevant vacant properties
in Bolton Town Centre. In
addition, the ‘Future High
Streets Fund’ submission is
seeking £19.2m grant funding
to bring forward the
redevelopment of the former
Farnworth market site and
Farnworth Market Precinct,
improvements to the Leisure
Centre and a Streets for All
Programme. Bolton has also
been nominated as 1 of 100
towns in the country to
receive up to £25m from the
‘Towns Fund’. The Council
has also identified 10 projects
that could potentially benefit
from the Towns Fund which
will be reflected in its
developing Town Investment
Plan.
Whilst the Bolton Town Centre
Regeneration Plan remains on
schedule, the Covid-19
pandemic has impacted on
delivery of the Plan. The
Government has recently
launched the ‘Reopening High
Streets Safely Fund’ to
provide Local Authorities with
funding to introduce
temporary measures to
ensure businesses and the
public can safely return to
town centres over the coming
weeks. Bolton is proactively
supporting local business with
recovery and will also be
working with GM colleagues
to produce a ‘GM Economic
Recovery Plan’ over the next
12 months.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO15 Enable the • Evidence that Director of Quarter 1 Work on staff Covid-19 has meant a
Council’s health and Public 20/21 wellbeing offer change to the timescales but
1-6 journey to wellbeing is Health and support to not the focus. In the initial
becoming a written into ensure a safe and stages of the pandemic and
G wellbeing policies, positive work as we move to recovery
organisation strategies and environment phase there has been
commissioning considerable amount of work
across the in relation to staff wellbeing
Council and ensuring a safe and
positive re-location to physical
building (where appropriate)
and support if continue to
work from home. There has
been various wellbeing
support throughout via
managers, HR etc and will be
a strong foundation for our
vision to be a well-being
organisation
CO16 Develop an • Develop an Director of Quarter 1 New JSNA Work has taken place to
intelligence integrated Public 20/21 website re-establish Bolton's JSNA.
1-6 and intelligence Health established There is a core dataset on the
evidence- and evidence new JSNA website with work
C based function for taking place on summary
organisation the Council document.
to inform We are working with partners
decision- • Identify key to identify specific focus
making areas for health areas/key topic areas and
improvement implement these into the
and the JSNA.
reduction of
health There are plans in place to
inequalities develop a section on children
(c/o JSNA and young people and
development, discussions are taking place
Life with the Children and Young
Expectancy Peoples Board around the
work) scope of this.Corporate Priorities 2019-2021
Priority Corporate Overall WHO Dates Quarterly Quarterly Commentary Quarterly
reference Priority Outcomes and Milestones RAG
and link products
to Bolton
2030
CO17 Lead on the • Policy Director of Quarter 1 Continue to The Council is committed to
development development Place 20/21 support & assisting the delivery of the GM
5, 6 of a more and 5-Year Environment Plan. Key
implement the deliverables include:
clean and implementation GM Environment • £5m successful bid for Phase
A,B green to support the 2 of Local Energy Market
Pla
borough borough Initiative
environment • Phase 2 of Warm Homes
Fund project established
• “Grab your cup” reusable
cup campaign launched
(linked into the council’s
Single Use Plastic Strategy)
• Partnerships in place to
support the rollout of a
network of water refill
stations across Bolton and
• Award of the GMCA waste
disposal contract to Suez
which will focus on
significantly increasing
recycling rates (which is key
to moving towards a more
circular economy) and
diverting over 96% of Greater
Manchester’s municipal
waste from landfill
In addition, the Council has
been working in partnership
with TfGM and the other
authorities in Greater
Manchester to develop a Clean
Air Plan to ensure that health
based air quality objectives are
met throughout the borough.
The Plan seeks to address air
pollution levels, that have been
identified as a problem,
particularly close to busy
roads. The proposed Clean Air
Plan currently consists of a
Charge based Clean Air Zone
(category C), where vehicles
that do not meet set emission
standards will need to pay a
charge to drive in Bolton. This
is supported by a package of
measures to help and
encourage owners of
non-compliant vehicles to
upgrade them. The Council has
agreed that consultation on the
proposals will take place as
soon as reasonably possible
(envisaged autumn 2020),
taking into account the current
restrictions in relation to
Covid19.
CO18 Develop a • Develop Director of Quarter 1 Terms of ACP Board developments have
Health and Bolton’s Health Public 20/21 reference in place been paused due to Covid-19.
1-3 Wellbeing and Wellbeing However, the ACP Board will
Health for the Active be providing oversight,
Strategy and Strategy Connected and governance and member-led
G prevention engagement for the Local
framework to • Develop a Prosperous
Board Outbreak Plan to respond to
underpin framework for the pandemic situation and
health prevention recovery, and other health
and social protection functions.
care
integrationAppendix 1
Glossary of Vision Action Groups and Vision Outcomes
Vision Action Groups
a) Big Up Bolton
b) Strong and engaged communities
c) Economic prosperity
d) Skills & aspirations
e) Active and confident
f) Social value
g) Neighbourhood models
Bolton 2030 outcomes
1 Giving our children the 2 Improving the health 3 Supporting older
best possible start in and wellbeing of our people in Bolton to
life, so that they have residents, so that stay healthier for
every chance to they can live healthy, longer, and to feel
succeed and be happy fulfilling lives for longer more connected
with communities
4 Attracting businesses 5 Protecting and 6 Developing
and investment to the improving our stronger, cohesive,
borough, matching environment, so that more confident
our workforce skills more people enjoy it, communities in which
with modern care for it and are people feel safe,
opportunities and active in it welcome and
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