St Helens Council Plan - 2020-21 (Draft) - www.sthelens.gov.uk
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www.sthelens.gov.uk St Helens Council Plan 2020-21 (Draft)
2I
Foreword
Welcome to our draft St Helens Council Plan 2020-21. The plan sets out our draft priorities, main programmes
of work and what we aim to achieve to ensure St Helens is a place of which we can all be truly proud.
Our vision is to work together for a better borough with people at the heart of what we do. In the coming
months therefore, we will be consulting widely with our residents and partners on this draft plan to ensure
that the priorities we have identified and the actions we aim to take are the right ones, that meet the future
needs of all our communities.
Our aspirations and ambitions for St Helens are high and we want everyone in the borough to share these.
We know there are some significant challenges facing our communities and it is only right that a large part
of our plan focuses on supporting the most vulnerable. We have acted quickly and decisively to improve our
services for children and young people and we are now heading in the right direction. The integration of our
health and care services has been hugely successful and brought real benefits to local people. Future action
will see us improving access to more joined-up services by delivering them closer to where people live.
At the same time, there is also great potential and growing opportunity within our great Borough. The recent
announcement of our long-term partnership with English Cities Fund is a huge step forward for St Helens and
a game changer for the regeneration of our town centres and the wider Borough. Together we will work hard
to ensure our plans for investment and growth bring greater opportunity and prosperity for all our residents
and communities.
Over the past 12 months we have made good progress in transforming the Council and improving the way
we deliver services. We will continue this journey of modernisation through our One Council programme
ensuring we put residents, customers and businesses first. I am delighted that our new Chief Executive Kath
O’Dwyer has joined us and I have no doubt that the wealth of experience Kath brings will allow us to quickly
drive further improvement and deliver our goals.
I would like to thank all staff, Members and partners for their continued hard work and commitment over the
past year and I look forward to our continued collaboration and engagement with the local community to
fully agree our ambitious plan.
Councillor David Baines
Leader - St Helens Council
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Our Vision
“Working together for a better borough with people at the heart of everything we do”.
Our Priorities
Ensure children Promote Create safe Support a Create a Be a modern,
and young good health, and strong strong, diverse green, thriving efficient and
people have independence communities and well- and vibrant effective
a positive and care across for our connected place to be Council
start in life our communities residents local economy proud of
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St Helens - The Place
St Helens is a place of great potential and growing opportunity. In our position at the heart of the North West, we have
excellent road and rail infrastructure connectivity and are a short travelling distance from two international airports and the
port of Liverpool. The semi-rural nature of the Borough, with over 65% of the area green-belt, makes for a very attractive
place to live, demonstrated by strong recent growth in new housing development.
St Helens is home to over 180,000 people, with a strong identity and sense of pride that is rooted in its past history and
heritage. There is a confidence in the future, reflected by increasing business investment and therefore more jobs and
opportunities; strong housing growth; a growing reputation as a centre for arts and culture; a nationally recognised and
award-winning approach to delivering health, care and community wellbeing.
The Borough has many strengths but also several challenges, which we are working to address and are reflected in this plan.
Our Strengths
A Growing A Growing Well More A Safe Place A Green Integrated
Economy Population Connected Homes to Live Borough Health & Care
over 75% of more than St Helens lies at over 2,800 crime rates well over half a nationally
working age 180,000 people the heart of the new homes are generally of our Borough recognised
adults are in living in the North West with built over lower than is rural with approach to
work, almost Borough, with strong and growing the past those of our many quality delivering
5,000 more than growing internal strategic road and 5 years statistical parks and integrated
five years ago migration rail access neighbours open spaces health & care
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Our Challenges
An Ageing Deprivation Poor Worklessness Low High Demand
Population Health Attainment & for Children’s
Skill Levels Services
our population there are average levels of there are still lower although having there are high
is ageing faster relatively life expectancy are numbers of people in shown improvement, numbers of children
than many other high levels of lower than they work, higher numbers school attainment and in the care system
areas, creating deprivation and are regionally and of people on out of adult skill levels lag and children and
high demand inequality to be nationally, and work benefits and behind the national families requiring
for health and found in areas of vary significantly less economic averages, particularly social care support;
care services the borough within the borough activity than the higher level skills for services need
national average specialist sectors to improve
For a detailed profile of St Helens and its communities, please visit our local information site which provides
information, data and statistics on a wide range of themes: https://info4.sthelens.gov.uk/
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Our Council
Our Council is one of the six authorities that make up the Liverpool City Region.
The Borough of St Helens is split into 16 electoral wards, which are each represented by 3 Councillors, making a Full Council
of 48. The Leader of the Council is supported by a Cabinet, consisting of 10 Portfolio areas that hold responsibility for a
broad range of Council functions and the delivery of this Council Plan and its six key priorities.
Leader’s Portfolio
Chief
Executive
Corporate Services,
Developing Economic
Estates &
Young People Regeneration &
Communication
Portfolio Housing Portfolio
Portfolio
Protecting
Environmental Finance
Young People
Services Portfolio Portfolio
Portfolio
Executive Executive Executive
Assistant Director of
Public Health, Director Director Director
Adult Social Care Community Chief Children’s
Leisure & Libraries People’s Place Corporate
& Health Portfolio Safety Portfolio Executive Services
Portfolio Services Services Services
Our organisational structure is aligned to our portfolio structure and is based around three key departments.
The Council’s workforce is led by the Chief Executive, supported by a senior management team consisting of an
Assistant Chief Executive, an Executive Director responsible for each of the three departments and a Director of
Children’s Services.
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The People’s Services Department provides a range of statutory and non-statutory services for children, young people and
adults. This includes care services for older people, support for vulnerable adults and those with disabilities, children’s social
care, school support and improvement, fostering and adoption services, support for children with special educational needs
and public health services.
The Place Services Department provides a wide range of place-based services. This includes waste and recycling, street
cleansing, licensing, planning and development permissions, environmental health and trading standards, maintenance
of highways, footpaths, parks and open spaces, housing and homelessness advice. and the delivery of the libraries and
leisure services.
The Corporate Services Department provides a series of statutory functions and support services, that add value and
enable the effective running of the Council. This includes Finance, Legal, HR, IT, Health and Safety, Audit, Scrutiny and
many more. We also deliver a range of customer-facing services such as helping people with benefits applications.
Each year St Helens Council delivers over 700 services to over 180,000 residents and 82,000 households. In recent years
both the demand for our services and the cost of delivering them has increased significantly. In particularly the demand
for adult and children’s services is very high and 71% of our net budget is now spent delivering these services.
Below is a snapshot of just some of the vital services we provided last year:
almost over
50 over
3,750 825,000
hours
1,800 529 adults
with learning 750km
people supported children supported children disabilities of
supporting through statutory
with long term over 65’s to looked supported carriageway
adult social children’s after into paid maintained
live at home social care employment
care
11,673 45 2,500 116 666 93
housing public events food and long term empty households parks &
benefit claims supported & health & safety homes brought supported to open spaces
caseload delivered inspections back into use or reduce fuel maintained
completed demolished poverty
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Priority 1: Ensure children and young people have a positive start in life
Children and young people are the future of St Helens and our and work to ensure children leaving care have their specific needs
aim is for them to have the best start in life so they can develop met and support is provided for them to live well independently.
and reach their full potential. We will achieve this by supporting We will support families to make sure that all children, wherever
families to thrive and be ambitious and confident about their they live in the Borough start school ready to learn, achieve well
children’s future. at school and leave school ready for life and work. We need to
We have a particular challenge in St Helens in that too many improve educational achievement and attainment for all young
children and young people are in the care of the Local Authority people in the Borough, by supporting all schools to become
or receiving support from social services. We need to identify rated ‘Good’ or better and we want more young people entering
quickly those children and young people who need help to live in employment or further education when they leave school.
safe and supportive families and work with families to provide the Working with a range of partners we will improve the quality of
right help, at the right time to ensure more children stay safely information, support and care for children and young people with
living at home without the need for social worker intervention. special educational needs and disabilities and their families which
Children and young people in care and care leavers will be supports them to live a life as ordinary as possible.
listened to, treated with respect and receive strong support. We also will work closely with families to improve the social,
We will ensure children in care have effective care plans and emotional and mental well-being of their children so that they
that good, permanent living arrangements are identified for them. can confidently journey into adulthood with high aspirations.
We will focus on improving and increasing local fostering services
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Our objectives
Support
Every child children and
will attend a young people
good school and to build their
achieve their confidence and
potential resilience
Safeguard
children and
Support
children and young people
families from risk of harm
with early help and improve the
lives of children
in care
10 I
Priority 2: Promote good health, independence and care across our communities
We want everyone in St Helens to have a life that is as long, independence as a result of ageing. We will ensure that whatever
healthy and fulfilling as possible. We will work in partnership to a person’s circumstances the support we provide is easy to access.
assist people to stay well, remain in control of their lives, and with We will work alongside families to ensure that this support is
the support of family, friends and other networks remain living in provided in a way that makes sense to them. We will work closely
their community. with local communities and provide services for carers to support
Poor health is a significant issue in St Helens and wide health them to look after their loved ones.
inequalities exist in the Borough. Indeed, a man living in the most With increasing demands placed on services careful management
deprived part of the St Helens can expect to live 9 fewer years and new ways of working are required. We will focus our reduced
then a man living in a more affluent area of the Borough. Similarly, resources where they are most needed and where we can make
a woman living in the most deprived area of the Borough can the biggest difference. Our award-winning St Helens Cares is now
expect to live 7 fewer years than a woman living in a more affluent providing real benefits to residents by joining up health and care
area. There are deep rooted issues that cause this inequality, but services. Over the coming year and beyond we will take this
we will work with all partners and particularly the NHS to tackle further by delivering more services closer to where people live.
the causes of poor health and reduce the life expectancy gap of We will focus services on the most vulnerable in our communities,
St Helens residents. whilst assisting more people to support themselves and take control
We also know that there are points in people’s lives when advice, of their own lives for as long as possible. This includes supporting
information, support and care is required. This could be because people to manage their own health conditions in the community
of physical or mental illness, a disability or a change in a person’s and delay the need to move into residential and nursing care.11 I
Our objectives
Provide people Support people
with a positive to lead healthy
experience of lives and
health and care improve their
services wellbeing
Promote Support people
good mental with health and
health to care services
to remain
improve
independent
people’s in their
lives community12 I
Priority 3: Create safe and strong communities for our residents
We want everyone who lives, works and visits St Helens to feel Levels of crime and disorder in St Helens remain comparatively
that they belong and are safe in their neighbourhoods and the low, but challenges exist. Initiatives to support violence
wider local area - by working together we can all play a part in reduction including knife crime, tackling anti-social behaviour
making sure our Borough is a tolerant, welcoming and safe place. and combatting hate crime are all important areas we need
Both the perceptions and the reality of crime and disorder have to address. Reducing the scale and impact of domestic abuse
a real impact on people’s lives and wellbeing and we know how within our communities is a significant challenge. Nearly a fifth
important it is for our residents to feel safe. Everyone’s views of all recorded crimes within St Helens is related to this issue.
matter so we will listen carefully to understand people’s concerns Experiencing and witnessing domestic abuse has damaging long-
and let them know what we are doing, including groups such term effects on victims, children and young people. Together
as children, young people and the most vulnerable, to make sure we will do all we can to tackle the underlying issues of domestic
they feel safer. abuse within our communities, support victims and hold those
responsible to account.
‘Safer St Helens’, our Community Safety Partnership, brings
together a wide range of agencies and community groups to Importantly our work will focus on particular localities and directly
tackle crime and disorder. Our approach will see us take early support wider ambitions for the renewal of our town centres and
action to prevent issues before they arise or get worse to protect neighbourhoods. By working with residents to promote positive
people and keep our communities safe. We will work with our behaviours and good relations we will enhance the strength,
partners to focus on those crimes that present the greatest resilience and pride within our communities.
threat, risk and harm to vulnerable victims and localities.13 I
Our objectives
Work with
partners and
communities
to create
strong and safe
neighbourhoods
Work as a
Reduce the partnership to
impact of prevent and
domestic abuse reduce harm
within our to our most
communities vulnerable
residents
‘The Pansy Project’ - Paul Harfleet14 I
Priority 4: Support a strong, diverse and well-connected local economy
We want St Helens to be place of increasing prosperity where Our designs for economic regeneration will see us responding to
a growing local economy provides greater opportunity and emerging opportunities, investing to create growth, while valuing
employment for the benefit of everyone so that no communities the local environment and promoting the green economy. Our
are left behind, and everyone has the opportunity to realise their aspiration is to ensure everyone benefits from growth and a strong
potential through life-long learning, skills and good jobs. Our local economy is essential in bringing the financial resources to
unique and distinctive Borough has a rich and proud history but is support the delivery of the vital high quality public services our
also a place of great future potential and ambition. We will work communities deserve. Delivering with our partners on ambitious
together with businesses, organisations and networks across the plans for the revitalisation of our town and district centres will
Liverpool City Region, the North West and beyond to raise create vibrant, attractive places that bring a sense of pride about
St Helens’ profile and support investment and growth within a the Borough and confidence in the future.
diverse local economy. Investment in new sustainable transport Good homes in safe, attractive neighbourhoods will provide
networks and advanced digital connectivity will bring people and many positive benefits and improve quality of life and wellbeing
places closer together, supporting business growth, improving for young and old. We will work with partners to support the
access to employment and strengthening communities. development of a range of good quality homes of all types, tenures
Increasing skill levels and supporting access to good jobs will raise and costs that meet people’s needs and aspirations and make
aspiration and contribute to greater confidence and community St Helens a great place to live and work. We will also strive to
independence and wellbeing. There will be a focus on reversing prevent homelessness wherever possible and where it does
the impact of long-term and youth unemployment, including happen, try to ensure that it doesn’t reoccur.
increasing employment and training opportunities for young
people in care or leaving care.15 I
Our objectives
Invest to grow,
attract and Improve skills
create more and access to
businesses employment
and jobs
Provide the right
Redevelop our
homes, in the
town and
right place, at
district centres
the right cost16 I
Priority 5: Create a green, thriving and vibrant place to be proud of
We want St Helens to be a clean, green vibrant place, where there St Helens has a rich heritage and a growing reputation for the arts
is a strong sense of community pride and belonging about the and culture. Our two Arts Council National Portfolio organisations
borough and confidence in its wellbeing for the future. ‘The Heart of Glass’ and ‘St Helens Libraries – Cultural Hubs’
The local environment is of great importance to people and in provide a very strong foundation for us to build on. We want to
response to global challenges in 2019, we declared a climate celebrate our industrial and cultural heritage and make the most
emergency and committed to reaching a zero-carbon target by of our arts, cultural and heritage assets to promote the identity
2040. We will work with a wide range of partners to invest and of St Helens. We will develop new and existing partnership
act to limit the impact of climate change, develop low carbon arrangements so that arts and cultural activities engage and
solutions to reduce the Borough’s carbon footprint and improve inspire communities to enrich people’s lives. The development of
aspects of the environment such as air quality. arts, culture and leisure across St Helens will support the delivery
of our other objectives, including contributing to increasing
Over 65% of our area is green space and there are some great
economic growth, the rejuvenation of our town and district
parks and open spaces within St Helens. We will work with the
centres, improving the health and wellbeing of residents and
local community to take pride in looking after local areas and
raising the aspirations, attainment and confidence of our children
promote respect for the environment to ensure that St Helens
and young people.
remains an attractive, green and sustainable place that
contributes to enhancing people’s health, wellbeing and
quality of life.17 I
Our objectives
Reduce our
carbon footprint
and impact
on the local
environment
Provide green Create a
and attractive thriving, diverse
open spaces for cultural offer
people to visit and pride in our
and enjoy borough18 I
ONE council Priority 6: Be a modern, efficient and effective Council
One Council is our ambitious programme of internal One Council will fully support, develop and empower staff on
modernisation which embraces the whole organisation, bringing this journey of improvement. Our systems and processes will
us all closer together to positively transform and improve the be modernised and there will be greater communication and
way we work. collaboration between people and departments to work together
Above all it is the foundation on which we will collaboratively to improve services.
deliver our future services with communities and partners and Importantly One Council will ensure that this new way of working
shape our vision of St Helens as a place of real opportunity and helps us respond to the financial challenges we face by focussing
aspiration. The programme is critical to supporting the effective resources on the services people most need, thinking creatively
delivery of this Council Plan and our strategic priorities. about how we best use our assets and making us more efficient
One Council will build new trust and confidence both outside and commercially minded.
and within our council. A renewed focus will be placed on To deliver our aim of building a modern, efficient and effective
engagement; ensuring residents, businesses and partners lie organisation One Council has the following 8 objectives, which
at the heart of all we do. This way of working will reshape our work together to complement each other and will continue to
culture and be embedded in all our beliefs and behaviours. grow and develop as the programme progresses.
Our workforce is our single greatest asset and integral to helping
deliver the best services possible to our residents and customers.
ONE council19 I
ONE resident ONE digital ONE people ONE message
We will deliver an improved We will invest to create a We will ensure our workforce We will work together as
customer experience for modern, digital workplace is fully valued, empowered one council to communicate
residents, businesses and and infrastructure capable and supported; being effectively to build and
partners, ensuring that the of changing the way we work equipped with the skills and support meaningful, positive
culture of the whole council and the services we deliver to knowledge necessary to relations within the council,
places the customer at the better serve our customers, support the delivery of our with our customers and
centre of all we do residents and communities strategic priorities across communities
ONE space ONE budget ONE practice ONE outcome
We will work collaboratively We will look to deliver a We will ensure modern, We will promote a culture
with partners to ensure sustainable budget strategy transparent, and clear that prioritises performance
that the buildings, land and focussed on the delivery of governance arrangements management and in which
spaces that we have are used our strategic priorities and that support strong political everyone takes responsibility
effectively and efficiently the outcomes and services leadership, decision making for performance improvement
to promote positive change that matter most to our and new collaborative ways at individual, service and
within the council and across residents and communities of working organisational level
our communities20 I
Financing The Plan
The Council’s financial strategy and budgets are critical to the delivery of its key priorities. However, the Council
continues to operate in a challenging environment recognising the increasing demand-led pressures particularly within
care services for children and adults. In response to these challenges the Council remains committed to ongoing review of
budgets and service delivery and our Plan will be refeshed annually.
For 2020-21 the Council has set a one-year budget due to the future level of uncertainty in relation to the whole of local
government funding beyond this year.
Our budget for 2020/21 provides funding for key areas which include:
£132m £48m £72m £13m £6m
Schools/Early Children’s & Adult Social Public Waste Collection
Years & Support Family Services Care & Health Health & Recycling
£6m £4m £2m £2m £1m
Highways, Sports Planning & Libraries Parks &
Street Cleansing & Leisure Development & Arts Open Spaces
& Street Lighting21 I
Delivering the Plan
Whilst adopting new ways of working the Council will continue to maintain its existing strong governance and management
arrangements. The diagram below shows the planning and reporting cycle for the Council Plan. The Council adheres to high
public standards and applies the Nolan principles. We are currently reviewing our Council-wide values and behaviours.
Over the coming year we will continue to develop our Budget Strategy, action plans and performance framework to
support the delivery of our Council Plan. Further budgetary and performance information is available on the relevant pages
of the Council website. An overview of our key actions linked to our objectives follows.
April to June July to September
• Review outturn performance • Annual Report produced J une Ju
ly
to to
• Quarterly finance and & approved
il
r
performance reports • Quarterly finance and
Ap
Se
produced performance reports
pt
• Ongoing monitoring of produced
emb
budgets and service delivery • Mid-year review of budgets
• Staff appraisals and service delivery St Helens
er
Council Plan
2020-21
Janua
January to March October to December
b er
• Budget Strategy & Council • Council Plan reviewed and
ry
em
Plan approved provisional resources
to
M
ec
• PIs, targets, service plans allocated
ar D
reviewed, updated & approved • Quarterly finance and ch to
er
• Quarterly finance and performance reports
produced
Octob
performance reports produced
• Ongoing monitoring of • Ongoing monitoring of
budget and service delivery budgets and service delivery22 I
Priority 1: Ensure children and young people have a positive start in life
Objectives What we will do What this will achieve
Objective 1: • Implement our childrens centres review to support the • Parents are supported to parent well
Support children development of children most in need and deliver improved • Children are well prepared for learning at school
and families with outcomes for children and families • Reduced school readiness gaps between disadvantaged
early help • Support the provision of good quality childcare to all families children and others
who need it • Safely reduced numbers of children who are looked after by
• Further promote programmes such as `Parent and Child time’ the Local Authority
and `Chatterbox’ to Increase the number of parents accessing • Early identification of children with special educational
support services needs and/or disabilities
• Develop the effectiveness and reach of the Early Help service to
support families before problems turn into a crisis
• Work to improve the quality of Early Help Plans and Assessments
• Work to further develop effective joint working between Early
Help and social work teams
Objective 2: • Develop a strong and effective Edge of Care Service • Children’s services will move out of the current ‘Inadequate’
Safeguard children • Deliver training and development including ‘Signs of Safety’ rating
and young people to improve the quality of social work practice • A well supported and effective social care workforce
from risk of harm and • Review our safeguarding arrangements and improve joint • More children being managed through ‘Early Help’ and
improve the lives of working across all key agencies to safeguard children and reduced statutory intervention
children in care young people • Fewer incidences of neglect and criminal exploitation
• Fully develop the new Neglect Strategy to raise awareness of • Fewer numbers of children being brought into the care of
and reduce ‘neglect’ the Local Authority
• Improve awareness of and reduce ‘criminal exploitation’ in • Strong cost-effective placement stability for children in care
St Helens • Greater numbers of children and young people safely
• Improve permanence planning and arrangements for children discharged from care
in care • Children and young people’s views and experience shaping
• Review arrangements to improve local Fostering services the delivery of social care services
• Undertake ongoing reviews of policy and procedure to reflect • Better outcomes for young people leaving care
the ‘Voice of the Child’
• Work through the Care Leavers Board to progress the action
plan to improve services for young people leaving care23 I
Objectives What we will do What this will achieve
Objective 3: • Challenge and support all St Helens schools to become rated • Increased numbers of schools rated ‘Good’ or ‘Outstanding’
Every child will ‘Good’ or better by Ofsted
attend a good • Work with schools to offer an ambitious curriculum and • Increased Foundation stage and Key Stage 2 attainment of
school and achieve remove barriers for vulnerable learners all children
their potential • Work with schools and local employers to increase the career • Increased average attainment 8 scores of each pupil
opportunities for young people • Increased average progress 8 score of each pupil
• Embed our approach and apply a range of strategies to meet • A reduction in the attainment gaps for children with special
the differing needs of children and young people with special educational needs and/or disability, children in care, boys
educational needs and/or disabilities and girls and pupils from deprived backgrounds and their
peers
• Increased numbers of young people aged 16-18 in education,
employment or training
• Children with special educational needs and/or disabilities
have their needs met with good quality local provision
Objective 4: • Increase the support offered to children who experience • Shorter waiting times for child and adolescent mental health
Support children anxiety services
and young people • Ensure there is good support for vulnerable children at point of • Improved emotional support for children and young people
to build their transition (e.g. primary to secondary school) in school
confidence and • Seek opportunities to ensure children and young people are • Fewer numbers of young people reoffending
resilience involved in key decisions and listened to • Fewer numbers of children in reception classes who are
• Deliver the priorities of the Annual Youth Justice Plan overweight or obese
• Tackle children and young people’s health issues that may • Reduced hospital admissions for self- harm and alcohol
reduce confidence such as obesity related episodes in young people
• Deliver the action plan to reduce the number of teenage • Fewer teenage conceptions
conceptions • Children with special educational needs and/or disabilities
• Work to ensure the timeliness of assessment and multi-agency receive joined up support allowing them to make good
support for children with special educational needs and/or progress
disabilities • Increased numbers of young people aged 19-25 with
• Work to prepare and support young people aged 19-25 with special educational needs and/or disabilities in education,
special educational needs and/or disabilities for adulthood employment or training24 I
Priority 2: Promote good health, independence and care across our communities
Objectives What we will do What this will achieve
Objective 1: • Work with partners to continue to join up health and care • Increased numbers of vulnerable adults living at home
Support people services in the community • A reduction in delayed transfers of care from hospital
with health and care • Work to promote hospital avoidance and delayed transfers of • A reduction in the number of people in residential or nursing
services to remain care from hospital care settings
independent in their • Increase the use of assistive technology to help keep people • Fewer numbers of people with social care needs requiring
community safe and living independently on-going long-term support
• Increase community care support through greater transitional • More people remaining in control of their own lives
care and reablement arrangements
• Review Learning Disability services to ensure their sustainability
and ensure better outcomes
Objective 2: • Further develop our joined up ‘Front Door’ approach through • High satisfaction with health and social care services
Provide people with Contact Cares • All care settings are rated ‘good’ or ‘outstanding’ in the
a positive experience • Further the development and roll-out of the local shared care Borough
of health and care record • Residents will be prepared for life changes and know where
services • Develop our localities model in partnership with health to get the right support when they need it.
partners to provide local access to health and care services • Carers are satisfied with the range and quality of information
• Continue to monitor the quality of domiciliary and residential and support
care across the Borough • High satisfaction with adult safeguarding arrangements and
• Improve the range of advice and information available to procedures
people around local health and care services
• Support the provision of information and services to carers in
the community
• Work to increase capacity around adult safeguarding
arrangements and strengthen processes25 I
Objectives What we will do What this will achieve
Objective 3: • Further the response to addressing health inequalities within • A reduction in the life expectancy inequality gap
Support people to the Borough • Communities deciding what they need to remain well,
lead healthy lives • Provide support to community and voluntary led initiatives to building greater community resilience
and improve their improve health and wellbeing • More people feeling involved and part of their community
wellbeing • Deliver activity to reduce social isolation and loneliness • Greater numbers of people with a positive outcome from
• Continue to develop our social prescribing model to maximise social prescribing
its reach and impact • The development and application of a council-wide ‘Health
• Ensure the health and wellbeing of residents is considered in All’ policy
when making all Council decisions
Objective 4: • Deliver campaigns and community-based support to raise • Fewer incidences of self-harm and suicide
Promote good awareness of mental health issues and support people with • Increased numbers of people with mental health needs
mental health to mental needs supported by psychological therapies and increased crisis
improve people’s • Work in partnership with primary care partners to identify and support
lives risk assess people with mental health needs • The early identification of people with mental health needs
• Work to provide greater crisis support to people with mental and the prevention of the deterioration of their mental
health needs health
• Provide greater support to families following suicide • Families feeling confident about how best to support a
• Provide increased community support to people diagnosed family member who has dementia
with dementia and their families to live as well as they can26 I
Priority 3: Create safe and strong communities for our residents
Objectives What we will do What this will achieve
Objective 1: • Promote a revised and renewed Community Safety Partnership • More people feeling safer
Work with partners • Develop a new Community Safety Strategy • Reductions in crime, disorder and anti-social behaviour
and communities to • Undertake targeted action and campaigns to tackle anti-social • Resilient, stronger communities
create strong and safe behaviour, violence and hate crime • A reduction in re-offending.
neighbourhoods • Build capacity within our communities to enable appropriate • Hate crime is identified and reduced with offenders
responses to local crime and disorder issues prosecuted
• Engage with and listen to residents to better understand their
views and priorities for action
• Better communicate our activities and successes to residents
and communities
• Further develop intervention programmes to address re-
offending
Objective 2: • Deliver our new Domestic Abuse Strategy and action plan • Fewer incidents of domestic abuse
Reduce the impact • Coordinate activity and service delivery across the • Fewer incidents of repeat victimisation
of domestic abuse partnership through our new Domestic Abuse Prevention • Fewer children and young people with an experience of
within our Officer domestic abuse
communities • Review multi-agency arrangements to effectively manage • More perpetrators are identified and prosecuted.
high risk cases of domestic abuse • A change in culture around domestic abuse especially
• Deliver improved support to victims of domestic abuse around controlling and coercive behaviour
through meeting identified needs and gaps in service • More effective reporting and responses to domestic abuse
provision
• Work to identify all children experiencing domestic abuse and
protect them appropriately
• Deliver campaigns to change public perceptions and raise
awareness of the harm caused by domestic abuse27 I Objectives What we will do What this will achieve Objective 3: • Strengthen activity to prevent the criminal exploitation of • Co-ordination of targeted action to provide more effective Work as a partnership children and young people and support young people at risk early intervention and prevention of exploitation to prevent and • Co-ordinate action to safeguard vulnerable adults from the risk • Greater support for young people and vulnerable adults reduce harm to our of exploitation • Greater awareness across the borough of the risks and most vulnerable responses available residents
28 I
Priority 4: Support a strong, diverse and well-connected local economy
Objectives What we will do What this will achieve
Objective 1: • Review and develop St Helens Local Plan and provide effective • The adoption of St Helens Local Plan and clear planning
Invest to grow, planning and development services priorities for future employment, retail and green space
attract and create • Develop our key strategic employment sites development
more businesses • Promote growth through strategic investment opportunities • A more diverse local economy with high quality employment
and jobs • Support new and existing businesses through a range of opportunities
external funding sources • Increased inward investment and local business enterprises
• Work through our Ambassador programme to promote • Increased numbers of local employee jobs and a reduction in
St Helens and local businesses worklessness
• Support delivery of a well-connected, safe, sustainable • Increased resident earnings
transport network • A well-connected St Helens with improved and sustainable
• Support delivery of advanced digital networks through transport and digital networks to encourage further
‘Merseyside Connected’ economic growth
Objective 2: • Develop an Employment and Skills Strategy • Fewer residents with no qualifications
Improve skills • Encourage greater collaboration with the St Helens Chamber, • Increased numbers of residents with higher level qualifications
and access to education partners and local employers to promote skills and • Fewer young people not in education, employment or training
employment access to employment • Increased numbers of apprenticeship starts
• Deliver our Ways to Work programme and its future
sustainability29 I
Objectives What we will do What this will achieve
Objective 3: • Develop and deliver our long-term partnership approach with • The regeneration of our town and district centres
Redevelop our town ECF to deliver regeneration of the borough’s towns and district • Increased retail and leisure opportunities for residents and
and district centres centres visitors
• Establish our Town Deal Board and produce development and • Growing pride in our Borough
investment plans for our town centres
• Work to secure private sector investment and external funding
to deliver regeneration
Objective 4: • Work with developers to ensure a supply of housing that meets • Increased numbers of net homes and affordable homes
Provide the right the needs of all the community • Fewer empty properties
homes, in the • Tackle the poor conditions of existing stock • A reduction in fuel poverty
right place, at the • Promote initiatives to tackle fuel poverty • Fewer households in priority housing need
right cost • Deliver our Homelessness Strategy and act to prevent rough • Fewer numbers of households in temporary accommodation
sleeping • Fewer people sleeping rough30 I
Priority 5: Create a green, thriving and vibrant place to be proud of
Objectives What we will do What this will achieve
Objective 1: • Develop a climate change action plan • Reduced carbon emissions year on year
Reduce our carbon • Introduce a recycling pilot to encourage greater recycling and • Increased levels of recycling
footprint and waste reduction • Improvements in air quality
impact on the local • Review and refine our cross-service Air Quality Action Plan • Increased energy efficiency savings
environment • Continue the development of an extensive network of
footpaths and cycling routes across St Helens
• Further implement green procurement practices
• Develop and support energy efficiency measures in the council
estate and local housing stock
• Complete the shift to 100% LED streetlighting across St Helens
Objective 2: • Complete our Parks and Open Spaces review • The sustainable maintenance of green and open spaces
Provide green and • Deliver high quality environmental maintenance services and across St Helens
attractive open targeted enforcement activity • High levels of street cleanliness across communities
spaces for people • Develop improved ways for the public to easily report • Increased reporting of environmental issues and concerns
to visit and enjoy environmental concerns • Reduced levels of fly-tipping
• Educate and work with residents and communities to
encourage respect for the local environment
Objective 3: • Develop a new Arts and Heritage Strategy • Arts, cultural, heritage and leisure activity supporting the
Create a thriving, • Create a new Arts partnership forum economic regeneration of our communities
diverse cultural offer • Further develop the Local Cultural Education Partnership • Increased participation in arts, cultural and leisure activity
and pride in our • Agree and approve a revised Libraries Strategy leading to improved health and wellbeing and increased
borough • Work with communities to embrace and celebrate the 2021 aspiration across communities
Rugby League World Cup31 I
ONE council Priority 6: Be a modern, efficient and effective Council
Objectives What we will do What this will achieve
One Resident • Develop a new Customer Services Strategy • High levels of customer satisfaction and an enhanced
• Develop a Council-wide Customer Service Standards customer experience
• Develop a new website and Customer Relationship • Increased levels of customer self-service
Management System
• Provide an improved Contact Centre Reception and
customer self-service facilities
• Provide an improved Telephony Service
One Digital • Develop a new Digital Strategy • An effective, agile workforce supported by mobile technology
• Deliver a new and improved digital service delivery • Improved digital communications with staff, partners and the
• Deliver improved public wifi access across council sites public
• Easier and better access to services
• Increased digital inclusion, engagement and skills
• The use of new technology to support stronger, better connected
and more resilient communities
• Increased digital investment in
St Helens to maximise inclusive growth and employment
One People • Introduce a modern and effective HR and Organisational • A highly skilled and motivated workforce capable of delivering our
Development Strategy strategic priorities
• Develop a set of widely embedded values and behaviours • A positive work culture based on widely shared common values
• Provide an enhanced employment offer and employee and behaviours
reward and recognition schemes • Increased employee satisfaction
• Develop a modern, effective HR systems and processes • A workplace where employee’s health and wellbeing are prioritised
• Deliver a Workplace Mental Wellbeing Strategy
One Message • Deliver a new Communications Strategy • Greater engagement with customers and communities to
• Develop a Community Engagement Strategy promote trust and confidence
• Develop a strong new brand identity that defines the council • Strong employee and partner engagement to support an
and promotes its priorities, values and services informed, inspired and motivated workforce
• Ensure the effective use of digital media and social media • The communication of positive messages and behaviours that
channels to promote the council and St Helens increase community resilience
• The positive promotion of St Helens to create improved
perceptions and pride in the borough32 I
Objectives What we will do What this will achieve
One Space • Deliver a new Strategic Asset Management Plan • Financial savings, efficiencies and additional income generated
• Undertake public consultation on the future use of our key from a cost-effective estate
assets including the Gamble and Earlestown Town Hall • The maximisation of land assets to support growth, investment,
• Ensure the expansion of agile workspace and collaborative employment and housing
working areas for staff • Reduced Green House Gas Emissions
• Provide investment in renewable and low carbon energy
solutions for our assets
One Budget • Deliver a medium term Financial Strategy • A priority focussed sustainable budget that delivers the best
• Deliver a Capital Borrowing and Investment Funding possible outcomes for local people
Strategy • Prioritised investment to support future economic growth and
• Introduce revised financial instructions and procedures employment opportunities for local residents and businesses
• Develop new and effective financial reporting • Increased income through increased commercial focus, traded
• Ensure the ongoing review of service delivery services and external funding
• Develop a new Commercial Strategy • Further efficiencies and reduced costs
One Practice • Review the Constitution and council-wide policy framework • Strong and effective political leadership
• Widely communicate and embed our strategic priorities • Effective Member and Officer relationships
• Introduce an updated Member and Officer protocol • Clear and transparent decision-making processes
• Review council Scrutiny arrangements • A clearly defined and widely understood strategic direction
• Effective strategic and service planning to deliver our priorities
• Effective risk-management and business continuity plans
• Effective Member-led Scrutiny
One Outcome • Develop a robust performance management framework • An improved performance management culture
with clearly identified outcomes • A collaborative approach to council wide service improvement
• Improve data analysis, visualisation and performance • The early identification of under-performance
reporting tools • Better intelligence promoting evidence led decision making
• Improve data quality processes33 I
Contact Centre
Wesley House
Corporation Street
St Helens
WA10 1HF
Tel: 01744 676789
Minicom: 01744 671671
➜ www.sthelens.gov.uk/contactus
Please contact us to request translation of Council information
into Braille, audio tape or a foreign language.
thedesignstudio@sthelens.gov.uk
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