Directorate Plan 2021 to 2024

Directorate

Families, Children and Learning (FCL)

Responsible Officer

Executive Director - FCL

Signed off by

Chief Executive, April 2021

Last Updated

13 May 2021

Families, Children & Learning glossary

Abbreviation Meaning

LGA

Local Government Organisation

LGBTIQA

Lesbian, Gay, Bisexual, Transgender, Queer or Questioning & Asexual

NEET

Not in Education Employment of Training

PaCC

Parents & Carers' Council

PE

Primary Education

PMHW

Primary Mental Health Worker

QA

Quality Assurance

RAG

Red, Amber, Green

S&P

Sport & Physical

SAWS

Safe & Well at School service

SEN

Special Educational Needs

SEND

Special Educational Needs & Disability

SFA

Strengthening Family Assessments

SPFT

Sussex Partnership NHS Foundation Trust

VCS

Voluntary & Community Sector

Corporate Plan 2020 to 2023 Outcomes and Actions

Outcome

1. City to call home

Key area of action

1.1 Reduce homelessness and rough sleeping

1.2 Provide genuinely affordable homes

1.3 Improve private rented housing

1.4 Improve council housing

1.5 Make better use of existing housing capacity

Outcome

2. City working for all

Key area of action

2.1 Build community wealth

2.2 Transition to a sustainable economy

2.3 Support local businesses and charities

2.4 Enhance skills and provide housing for the city’s workers

2.5 Develop our visitor economy

Outcome

3. Stronger city

Key area of action

3.1 Tackle crime and antisocial behaviour

3.2 Increase participation in civic and community life

3.3 Address the causes of poverty and its impact on our communities

3.4 Improve access for disabled people

3.5 Remain a proud City of Sanctuary

Outcome

4. Growing and learning City

Key area of action

4.1 Support high quality early years provision

4.2 Ensure that schools continue to improve and all children do well

4.3 Ensure that no child or family is left behind

4.4 Deliver high quality youth services

4.5 Promote lifelong learning and transition into adulthood

Outcome

5. Sustainable City

Key area of action

5.1 Become a carbon neutral city by 2030

5.2 Create and improve public open spaces

5.3 Reduce, re-use and recycle

5.4 Develop an active and sustainable travel network

5.5 Promote and protect biodiversity

Outcome

6. Healthy and caring City

Key area of action

6.1 Increase healthy life expectancy and reduce health inequalities

6.2 Support people to live independently

6.3 Support people in ageing well

6.4 Support carers

6.5 Ensure that health and care services meet the needs of all

Outcome

7. Council Attributes

Key area of action

7.1 Measuring our progress

7.2 Well run council

7.3 Fair and inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2020 to March 2024

Mission

Mission: To work as one Families, Children and Learning directorate and with others in the city to develop and support our staff to recover from the impact of Covid 19, address disadvantage, deliver safe and whole family services which are inclusive, accessible and improve outcomes.

  1. Take a whole family approach to support safe and stable lives (captures 4.3)
  2. Improve outcomes for disadvantaged and vulnerable people by promoting independence, resilience and learning (captures 4.2, 4.3, 4.5)
  3. Provide high quality and inclusive education, SEND, and employment support and early years, social care, youth and skills provision (captures 2.4, 4.1, 4.2, 4.4 and 4.5)
  4. Develop and engage with staff and stakeholders to deliver good quality services and change within the directorate and across council services

Directorate vision and direction of travel for 2020 to 2024

We work as one Families, Children and Learning directorate and with others in the city delivering safe and whole family services, improving outcomes, developing inclusive and accessible provision and developing our staff.

To achieve this, we will:

  • recognise and address the impact of Covid 19 and work with partners to implement a city-wide approach to recovery and renewal
  • with partners develop and implement a city-wide disadvantage strategy that leads to improve outcomes and inclusive provision
  • promote, support and deliver high quality educational and skills provision
  • review Early help provision and promote whole family working
  • deliver an outstanding, safe and effective social work service which responds to changing needs of children and their families
  • work to support adults with learning disabilities to live independent and positive lives
  • work with young people and other partners to deliver high quality youth services across the city
  • co-produce and continue to improve SEND provision and services in the city
  • manage effective budget arrangements across the directorate
  • improve the diversity of the workforce

The voice of children, young people, their families and those of adults with learning disabilities is at the heart of everything we do.

We commission and deliver services with partners to ensure children, young people and adults with learning disabilities live happy, safe and positive lives, achieving their potential. This is achieved within the context of high demand and reducing resources.

1. Take a whole family approach to support safe and stable lives

1.1

Corporate Plan Link

4.3

Action/deliverable

Undertake the Early Help Review (FCL Modernisation) and deliver the Supporting Families Programme.

Accountable Lead Officer

Head of Early Years and Strategic Lead for Whole Family Working

Start and end date

November 2021 to November 2024

Key Internal /External partners involved

  • EDMT
  • Whole Family / Early Help Partnership Board
  • Safeguarding Partnership Board
  • FCL Managers, Troubled Families
  • Public Health
  • CCG Commissioners

SMART Measure of Success

  • Key milestones are met in the Earned Autonomy action plan by March 2022
  • Troubled (now Supporting) Families  (DMT KPI)
  • Appoint consultants (May 2021)
  • Initial proposals for the Early Help Review agreed at CYP Committee (June 2021)
  • Submission of business case to the Corp Modernisation Board (September 2021).
  • Findings of the review are reflected in the disadvantaged strategy (see 2.6)

1.2

Corporate Plan Link

4.3

Action/deliverable

Deliver an outstanding social work and care service to keep children safe and to avoid escalation in need.

Accountable Lead Officer

AD – Children, Safeguarding and Care

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Safeguarding and Care Managers
  • Performance Team

SMART Measure of Success

  • Quality assurance activity shows statutory processes grade 80% or above and 55% overall judgement green
  • 80% of cases have an SFP within timescale
  • All childs records reflect and address their identity, race and culture
  • Number of re-referrals to be reduced and to be in-line with the national average
  • Health involvement in all strategies
  • Deliver the Corporate Parenting Strategy
  • Respond to recommendations in February 2020 focussed visit (increase multi- agency involvement, further improve recording and further follow up on audit recommendations).
  • Deliver our services in line with expected outcomes frameworks (linked to CP action)

1.3

Corporate Plan Link

6.5

Action/deliverable

Deliver an outstanding social work and care service to meet the needs of adults with LD and to avoid escalation in need.

Accountable Lead Officer

AD – HSEND

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • HASC
  • Speak Out
  • Adult LD partnership board
  • providers
  • CCG
  • CQC

SMART Measure of Success

  • CQC of In-House residential provision remains good or outstanding. (May 2022)
  • Progress recommendations from the external review of in-house provision and day activities. (March 2022)
  • 24% of Adult LD service users to have Direct Payments
  • Launch the Adult LD Strategy (date to be confirmed)

1.4

Corporate Plan Link

4.5.1

Action/deliverable

Support post-16 and adults with skills and employment progression and support the city employment and skills plan.

Accountable Lead Officer

Head of Employment and Skills

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Education Partnership Adult Learning and Skills Partnership
  • Sussex Council of Training Providers
  • ESFA Network
  • SEN Team
  • Adult Education Team
  • Education Partnership

SMART Measure of Success

  • NEET and Not Known (DMT KPI)
  • LD in employment (Corp KPI)
  • Open physical and virtual employability hubs (June 2021)
  • Adult Education Budget fully utilised by the end of each academic year
  • Begin council led adult education courses (August 2021)
  • Apprenticeship in house target
  • Co-ordinate city wide apprenticeship graduation (July 2021)

2: Improve outcomes for all disadvantaged and vulnerable service users, promoting independence, resilience and learning

2.1

Corporate Plan Link

6.2

Action/deliverable

Support families to enable children with SEND to be independent and resilient.

Accountable Lead Officer

AD – HSEND

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • PaCC
  • Amaze
  • Special Schools
  • Home to School Transport

SMART Measure of Success

  • In 0 to 18 age range all Direct Payments packages to be reviewed on a 6 monthly basis; this is a rolling programme to ensure appropriateness and value for money.
  • In 0 to 18 age range all care package reviews to consider the offer via the Extended Day (Education Hubs)

2.2

Corporate Plan Link

6.2

Action/deliverable

Support families to enable Adults with LD to be independent and resilient.

Accountable Lead Officer

AD – HSEND

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Amaze
  • Speak Out
  • VCS Commissioning team in HASC

SMART Measure of Success

  • 24% of Adult LD service users to have Direct Payments
  • Achievement of 90% occupancy in in- house LD accommodation
  • Reduction the number of residential placements made (trend)
  • LD in settled accommodation (DMT KPI)
  • Proportion of adults with LD in paid employment. (Corporate KPI)

2.3

Corporate Plan Link

6.5

Action/deliverable

Work with partners to meet the needs of children and young people with emotional well-being and mental health needs.

Accountable Lead Officer

Principal Educational Psychologist

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Staff across the city’s schools
  • BHISS staff
  • Sussex Partnership NHS Foundation Trust (SPFT) staff
  • CCG commissioners

SMART Measure of Success

  • Complete an evaluation of PMHW delivery to all schools by (September 2021)
  • New SEND DMT KPI (baseline year)
  • To complete evaluation of primary and post 16 emotional health and wellbeing model (December 2021)
  • Complete the Neurodevelopmental pathway with the CCG (April 2022)

2.4

Corporate Plan Link

4.3.2

Action/deliverable

Deliver against year one objectives within the SEND Strategy 2021 to 2026 (Corporate Modernisation) to protect and improve special educational needs services and provision within the city (Corporate Plan)

Accountable Lead Officer

Head of SEN Statutory Services

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • FCL Managers, CCG, Public Health
  • Special and mainstream schools, Further and Higher Education providers (FE and HE), PaCC, Amaze, Young people,
  • City Strategic Partnerships

SMART Measure of Success

  • Priority leads identified and workstreams set up (April 2021)

    • Year one objectives agreed (April 2021)
  • Project Plan completed (June 2021)
    • Reporting schedule in place (June 2021)
  • Identification of gaps in service through SEND sufficiency work (November 2021)
  • HSEND Commissioning Strategy (January 2022)

2.5

Corporate Plan Link

4.2.2

4.2.4

Action/deliverable

We will continue a programme to reduce the attainment gap for disadvantaged children including ‘continuing the successful Every Child a Reader programme and Maths programme’.  This program will be adapted as to take into account Covid 19 and catch up now required (Corporate Plan).

Accountable Lead Officer

Head of Education Standards and Achievement.

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Headteachers of Schools and Colleges
  • Early Years Providers
  • Education and Skills managers
  • Councillors
  • Performance Analysts

SMART Measure of Success

  • Disadvantaged KPIs (EYFSP for FSM children, KS2 & KS4), maths, reading - note data not available for summer 2020 or summer 2021
  • Implement the Early Years Professional Development Programme for nurseries to improve outcomes in language, literacy and numeracy for the most disadvantaged children by March 2022
  • Support 8 additional schools with targeted eCar training and support by March 2022

2.6

Corporate Plan Link

4.3

Action/deliverable

Coproduce, design and implement a citywide strategy to support children, young people and families at risk of disadvantage.

Accountable Lead Officer

Service Manager - Directorate Policy and Business Support

Start and end date

April 2021 to March 2024

Key Internal /External partners involved

  • Families, Children and Learning extended DMT
  • citywide multiagency partnerships
  • CYPS committee and cross party working group

SMART Measure of Success

  • Approval for strategy development given at June 2021 CYPS committee
  • Draft strategy takes account of the Early Help Review (see 1.1)
  • Draft strategy being consulted upon by April 2022

2.7

Corporate Plan Link

4.2.5

Action/deliverable

'Develop in partnership with music and arts service Brighton Dome, the role of arts, music, theatre and cultural learning in the city' (Corporate Plan)

Accountable Lead Officer

AD – Education and Skills

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Music and Arts Service Brighton Dome

SMART Measure of Success

Explore how targeted work can be linked with the disadvantaged strategy (December 2021)

2.8

Corporate Plan Link

4.2.11

Action/deliverable

Develop and co-deliver an environmental education programme and promote outdoor education, particularly for those who are disadvantaged (Corporate Plan)

Accountable Lead Officer

Head of School Organisation

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Outdoor Education and PE Support Service
  • Property and Design
  • Environmental Education, Contract provider (to be confirmed)
  • Brighton & Hove Music and Arts
  • School Meals Service
  • Caterlink
  • Healthy Lifestyle Team
  • Public Health
  • Health & Safety
  • Sustainability Team

SMART Measure of Success

  • To develop and submit proposals to support the delivery phase of the Changing Chalk project
  • Appoint a provider to deliver the Brighton & Hove environmental education contract by July 2021 and liaise with the council’s biodiversity officer
  • Maintain the number of eco-schools across the city
  • Explore producing a guide for environmental schools and young people, including a look at cycle hire for schools by December 2021
  • Support the successful delivery of the environmental education programme by March 2022

2.9

Corporate Plan Link

6.2

Action/deliverable

Through the Move On project increase the number of service users living independently with appropriate support.

Accountable Lead Officer

Head of Service – Disability Services (25 years plus)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Learning Disability (LD) providers
  • Supported Employment Team

SMART Measure of Success

  • Achievement of 90% occupancy in in-house Learning Disabilities (LD) accommodation
  • LD in settled accommodation (Directorate level performance indicator (DMT KPI)
  • Proportion of adults with LD in paid employment (Corp KPI)
  • Deliver budgeted savings (budget agreed March 2021)

2.10

Corporate Plan Link

4.3

Action/deliverable

Implement the Holiday Activities and Food Programme for free school meal children (aged 4 to 16 years).

Accountable Lead Officer

Head of Early Years and Strategic Lead for Whole Family Working

Start and end date

April 2021 to December 2021

Key Internal /External partners involved

  • Schools
  • Activity providers
  • Food providers

SMART Measure of Success

  • Deliver programmes at Easter, Summer and Christmas Holidays (2021)
  • Specification for summer programme published by June 2021
  • Further targets to be developed

 

3: Provide high quality and inclusive education, SEND, and employment support and early years, social care, youth and skills provision

3.1

Corporate Plan Link

2.4.1

Action/deliverable

‘Collaborate with education institutions and businesses to plan for future skills needs and increase the take up of apprenticeships’ (Corporate Plan).

Accountable Lead Officer

Head of Skills and Employment

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • 16 to 19 Curriculum and Standards group
  • Employability Service
  • Coast to Capital
  • Adult Learning and Skills Partnership
  • Sussex Learning Network; Enterprise Advisor Network
  • Sussex Council of Training Providers

SMART Measure of Success

  • Achieve public sector apprenticeship target of 2.3% (equates to 181 apprentices across council and schools)
  • Maximise use of Apprenticeship Levy Transfers to SME’s 2021 to 2022
  • Progress in achieving the objectives in the Recovery City Employment Skills Action Plan 2021 to 2023

3.2

Corporate Plan Link

4.3

Action/deliverable

To deliver SEND services in line with the SEND Code of Practice and associated timescales.

Accountable Lead Officer

Head of SEN Statutory Services

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • BHISS
  • Social care
  • Schools
  • Health practitioners

SMART Measure of Success

  • EHC Plans issued within 20 weeks excluding exceptions (DMT KPI)
  • EHC Plans issued within 20 weeks including exceptions (DMT KPI)
  • Implement quality assurance processes for EHCPs (March 2022)

3.3

Corporate Plan Link

4.2

Action/deliverable

Develop and implement a school organisation strategy to ensure appropriate education provision is provided in the city, ensuring alignment with the disadvantaged strategy.

Accountable Lead Officer

Head of School Organisation

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Headteachers of City Schools
  • Parents
  • Councillors
  • Education and Skills Managers
  • Property Team

SMART Measure of Success

  • Consult and determine admission arrangements for 2023 t 20244 (January 2022)
  • Increase in the percentage of applicants receiving one of their three preferences school places and for these values to be above the national average (March and April 2022)
  • Develop a strategy to ensure between 5 to 10% surplus places in secondary and primary schools (June 2022)
  • Where appropriate vary admission arrangements for September 2022 and 2023 (September 2022)

3.4

Corporate Plan Link

4.1.1

Action/deliverable

Support the city’s early years and childcare providers, including our children’s centres, nursery schools and nursery classes to ‘provide high quality early years services and sufficient, accessible high-quality childcare’ (Corporate Plan).

Accountable Lead Officer

Head of Early Years and Strategic Lead for Whole Family Working

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Private, voluntary and independent early years and childcare providers Children’s centre nurseries
  • Nursery schools and nursery classes

SMART Measure of Success

  • Eligible 2 year olds taking up early years provision (DMT KPI)
  • Ofsted registered early years providers are judged to be good or outstanding (DMT KPI)
  • 40 families supported with home visiting group (Post-pandemic dependant) or virtual contact using the Raising Early Achievement in Literacy programme by March 2022 with progress reported each quarter

3.5

Corporate Plan Link

4.2.1

Action/deliverable

Continue the work of the Education Partnership to coordinate and improve educational provision (Corporate Plan).

Accountable Lead Officer

Assistant Director – Education and Skills

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

All education providers in the city.

SMART Measure of Success

  • Ongoing full active engagement from all partnership
  • 80% attendance at 3 partnership meetings per year
  • Action Plans for each of the three priorities remain on track. Priorities are:
    • Recruitment, Retention and Celebration of staff
    • Progress of the disadvantaged
    • Improve attendance and reduce exclusions
  • LA attendance, progress and attendance (Corporate/DMT KPIs) (That is available post pandemic)

3.6

Corporate Plan Link

4.2.3

Action/deliverable

‘Support continued improvement in the city’s schools and maintain strong Ofsted ratings’ (Corporate Plan).

Accountable Lead Officer

Head of Education Standards and Achievement

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Schools
  • Ofsted
  • City Education Partnership

SMART Measure of Success

% of schools that are judged good or outstanding by Ofsted (Corporate KPI)

3.7

Corporate Plan Link

4.2.9

Action/deliverable

‘Support equalities programmes in schools to address discrimination’ (Corporate Plan)

Accountable Lead Officer

Partnership Adviser Health and Wellbeing

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Schools

SMART Measure of Success

  • Maintain buy-back of service
  • Deliver PSHE equalities programme
  • Launch revised trans toolkit (Dec 21)
  • Agree an anti-racist strategy that includes collaborative objectives with partnership (October 2021)

3.8

Corporate Plan Link

4.3.3

Action/deliverable

‘Maintain services, including out of school services, for children with additional support needs or from disadvantaged groups including children with learning disabilities, and physical disabilities’ (Corporate Plan)

Accountable Lead Officer

AD – HSEND

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Amaze
  • PaCC
  • VCS
  • Special Schools Mainstream Schools BHISS
  • FCL Commissioning Team
  • Early Years and Childcare Team

SMART Measure of Success

  • SEND Sufficiency strategy in place to forecast future demand for services and provision that meets the needs of disadvantaged learners and those with SEND (July 2021)
  • Develop commissioning strategy with the CCG to ensure a range of out of school opportunities are in place to meet the needs of disadvantaged learners and CYP with SEN and Disabilities (November 2021)

3.9

Corporate Plan Link

4.2

Action/deliverable

Develop and implement the Anti-Racist schools strategy.

Accountable Lead Officer

Head of Education, Standards and Achievement

Start and end date

September 2021 to March 2024

Key Internal /External partners involved

Brighton & Hove Educators of Colour Collective

SMART Measure of Success

  • Appoint Strategy team (October 2021)
  • Agree a strategy that includes collaborative objectives with partnership (October 2021)
  • Further objectives to follow this

3.10

Corporate Plan Link

4.3.4

Action/deliverable

‘Continue our extensive services for children in care and work to attract, support and retain foster carers’ (Corporate Plan).

Accountable Lead Officer

Head of Service – Fostering Adoption & Permanence

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Communications team

SMART Measure of Success

  • 70% of foster placement delivered by internal foster carers by March 2022
  • 80% occupancy rate for Brighton & Hove City Council foster carers by March 2022
  • 100% carers trained and supported to care for children and young people within first year of approval

3.11

Corporate Plan Link

4.3.6

Action/deliverable

Expand support for autistic children and young people in the city (Corporate Plan).

Accountable Lead Officer

AD – HSEND

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Amaze
  • PaCC
  • mASCot
  • Mainstream schools
  • Special Schools
  • SPFT

SMART Measure of Success

  • Cullum Centre open at Hove Park (September 2021)
  • Further Autistic Spectrum Condition provision for children and young people with ASC/SEMH/LD (March 2022)
  • Development and recruit to family support worker posts to work with families who have children with ASC (July 2021)

3.12

Corporate Plan Link

4.4.2

Action/deliverable

‘Maintain services for LGBTQ young people and ensure sexual health services and mental health support are delivered at youth centres across the city’ (Corporate Plan).

Accountable Lead Officer

Head of the Integrated Team for Families, Youth and Parenting

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Young people
  • Adolescent Service,
  • Public Health
  • Mental Health Services
  • Voluntary sector – Youth Providers

SMART Measure of Success

  • Youth Service Grants commissioning framework agreed and includes good collaboration with specialist sexual and mental health services by March 2021
  • Ensure Youth services are signposting to specialist sexual and mental health services via 6 monthly monitoring reports and annual reviews
  • Ensure mechanisms are in place youth feedback feeds into specialist sexual and mental health services
  • Ensure LGBTIQA services provide value for money through the commissioning process by September 2021

3.13

Corporate Plan Link

4.4.4

Action/deliverable

‘Give young people a stronger voice in future services’ (Corporate Plan).

Accountable Lead Officer

Head of the Integrated Team for Families, Youth and Parenting

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Youth Participation Team
  • Voluntary Sector
  • Youth Grants Providers
  • FCL Managers

SMART Measure of Success

  • Deliver the actions in the Power Of Youth Charter action plan that will further the involvement of young people in making decisions by March 2022
  • At least 90% of requests for advocates for eligible children and young people with a social worker are met
  • Youth Ambassadors contribute to the recruitment of all social work posts
  • Evidence that young people have influenced decision making throughout quarterly monitoring reporting from the Youth Participation Team
  • Include the voice of young people young people from the Safeguarding Partnership in quarterly monitoring reporting from the Youth Participation Team (March 2022)
  • Revise and review the format for the Children in Care Council (March 2022)

3.14

Corporate Plan Link

4.5.2

Action/deliverable

‘Ensure that transition services are in place to support young people moving into adult services and that they are integrated’ (Corporate Plan).

Accountable Lead Officer

Head of Service – Disability Services (0 to 25 years old)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • HASC
  • Special Schools
  • Commissioning FCL/HASC

SMART Measure of Success

  • Develop governance and oversight agreement with FCL/HASC for transition of any young people into HASC adult social care service (July 2021)
  • 90% of service users transitioning to adulthood to be in settled accommodation by March 2022
  • 100% of service users transitioning to adulthood to have a care act assessment in place

3.15

Corporate Plan Link

4.2

4.3

Action/deliverable

Deliver an improved and high-quality Home to School Transport Service for vulnerable children and young people.

Accountable Lead Officer

Team Manager - Home to School Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Amaze
  • PaCC
  • Mainstream schools,
  • Special schools
  • Contracted transport providers
  • Families
  • Procurement
  • Legal
  • SEND
  • Disability Team
  • BHISS
  • Learning and Development
  • Transport

SMART Measure of Success

  • Corporate review of the procurement process and long-term procurement arrangements established (March 2022)
  • Full new team recruited and inducted (September 2021)
  • All transport staff have completed the full online quality training programme (September 2021)
  • 360-degree feedback programme in operation (March 2022)
  • Undertake parent survey - 85% of parents satisfied with the service offer (December 2021)
  • Ensure service is no longer considered a corporate risk (September 2021)
  • New sustainability strategy developed and implemented (March 2022)
  • All families applications received through the new online application process (March 2022)

3.16

Corporate Plan Link

4.4.3

Action/deliverable

‘Protect funding and review youth services across the city to improve coordination and establish a central youth hub (FCL Modernisation) (Corporate Plan).

Accountable Lead Officer

Head of the Integrated Team for Families, Youth and Parenting

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Young people
  • FCL and Housing managers
  • Schools
  • Voluntary sector – youth providers
  • Police

SMART Measure of Success

  • Committee decision on progression with partnership with OnSide and BYC (March 2021)
  • further measures/ actions to follow this

3.17

Corporate Plan Link

4.3

Action/deliverable

Explore procurement activity around city school meals contract.

Accountable Lead Officer

Head of School Organisation

Start and end date

April 2021 to March 2024

Key Internal /External partners involved

  • Procurement
  • Health and Safety
  • Regulatory Services
  • Schools Finance
  • Primary and special schools

SMART Measure of Success

  • Obtain view of contracted schools on potential contract extension (May 2021)
  • Review current menu options to reflect council commitments (October 2021)
  • Review specification for future tendering exercise (November 2021)
  • If relevant, award new contract (April 2022)

4. Develop and engage with staff and stakeholders to deliver good quality services and change within the directorate and across council services

4.1

Corporate Plan Link

7.1

Action/deliverable

Develop the quality and impact of the Directorate’s City and Council management and leadership

Accountable Lead Officer

Executive Director – FCL (Service Manager - Directorate Policy and Business Support)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Reduce Directorate sickness rates and improved return to work interview rates
  • % Improvement in staff survey index
  • Results of Health and safety audits

4.2

Corporate Plan Link

7.2

Action/deliverable

Directorates to work proactively to understand, engage with and respond effectively to the city’s diverse communities and its changing demographic.

Accountable Lead Officer

Executive Director – FCL

(Equalities Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Equalities Team

SMART Measure of Success

Service level actions are completed to timetable and monitored through the relevant DEDG and CEDG.

4.3

Corporate Plan Link

7.2

Action/deliverable

Directorate to actively support the corporate aim of diversifying the workforce at all levels, recruiting and retaining staff from all the city’s communities.

Accountable Lead Officer

Executive Director – FCL

(Equalities Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Equalities Team

SMART Measure of Success

  • Establish a BME project board
  • Workforce profiles across all grades and contract types in line with corporate targets
  • Service level actions are completed to timetable and monitored through the relevant DEDG and CEDG
  • Numbers of people recruited and percentage of those who are BME or disabled at application, interview and appointment stages as monitored by HR
  • Number and percentage of leavers who are BME or disabled
  • % of managers who recruit who have been trained
  • % improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index

4.4

Corporate Plan Link

7.1

Action/deliverable

Defined accountability across the directorate to ensure timely and effective budget management including the delivery of spend to save proposals.

Accountable Lead Officer

Executive Director – FCL

(Service Manager - Directorate Policy and Business Support)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Expenditure within budget whilst recognising challenges of a demand led service and need to fulfil statutory responsibilities
  • Delivery of savings proposals
  • Summary of RAG ratings of corporate and directorate modernisation projects/programmes linked to the directorate

4.5

Corporate Plan Link

7.1

Action/deliverable

Directorate delivery of excellent customer services as per council’s Customer Experience Strategy.

Accountable Lead Officer

Executive Director – FCL

(Service Manager - Directorate Policy and Business Support)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Customer satisfaction and ease of access (survey)
  • Increase in number of compliments
  • Reduction in number of complaints received
  • Complaints response time
  • Reduced escalation of complaints
  • Improved self-assessment score on Vision monitoring

4.6

Corporate Plan Link

7.1

Action/deliverable

Ensure each service in the directorate has an up to date and relevant Business Continuity Plan (BCP) in place.

Accountable Lead Officer

Executive Director – FCL

(Service Manager - Directorate Policy and Business Support)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Good quality BCPs in place for all services
  • Reviewed annually or sooner if there have been service changes

4.7

Corporate Plan Link

7.1

Action/deliverable

Ensure compliance within the directorate with the General Data Protection Regulation and the Data Protection Act 2018.

Accountable Lead Officer

Executive Director – FCL

(Service Manager - Directorate Policy and Business Support)

Information Governance Team

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • All data breaches reported to Information Security within 24 hours
  • All Internal Audits relating to data protection compliance in the service have judgements of at least ‘Reasonable Assurance’
  • All business or system changes have answered the Data Privacy Impact Assessment triaging questions and completed an assessment if required
  • All privacy notices reviewed and updated – March 2021
  • Information asset register completed and then reviewed quarterly – March 2021

4.8

Corporate Plan Link

7.1

Action/deliverable

Deliver on a directorate wide performance and quality assurance framework to ensure that safe and effective services are provided.

Accountable Lead Officer

Interim Head of Service – Safeguarding & Performance

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • 85% compliance with QA activity
  • Compliance with statutory performance reporting requirements
  • Develop annual report for the Safeguarding and Review Service QA Programme March 2022
  • SEND QA Programme to be implemented Mar 2022
  • Findings from QA activity are reported to SLT and FCL Performance Board (within the agreed timeframe)
  • Threshold document review complete June 2021

4.9

Corporate Plan Link

4.2.6

Action/deliverable

Explore the introduction of a workload agreement to give teachers and professionals more time to teach’ (Corporate Plan).

Accountable Lead Officer

Assistant Director Education and Skills

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Schools

SMART Measure of Success

Facilitate discussion at Head Teacher partnership boards for them to agree a decision on whether to publish a workload agreement by January 2022.

4.10

Corporate Plan Link

4.2.10

Action/deliverable

‘Support provision of food support to children, young people and families’ (Corporate Plan).

Accountable Lead Officer

Head of School Organisation

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • School Meals Team
  • Caterlink
  • Brighton & Hove Food Partnership
  • Property and Design
  • Schools
  • Healthy Lifestyles Team – Public Health
  • Sports Facilities Manager
  • Chomp
  • Food Officer

SMART Measure of Success

  • Report on the use of the Covid Winter Grant (May 2021)
  • Allocate the Covid Local Support Grant (May 2021)
  • Monitor announcements for any future grant allocations (Sept 2021)
  • Continue to process requests for Free School Meals and to identify any other eligible pupils who have not applied (March 2022)
  • Maintain the delivery of the Children Centres food bank (March 2022)

4.11

Corporate Plan Link

4.5

Action/deliverable

Develop a framework for Care Leaver Accommodation for young people aged 16 and over (FCL Mod)

Accountable Lead Officer

Head of Service – Fostering Adoption and Permanence

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Independent placement providers
  • Contracts team

SMART Measure of Success

  • To develop a framework by September 2021 with procurement and housing to support accommodation of care leavers.
  • Reduce block and spot purchasing to under 50% by April 2022

4.12

Corporate Plan Link

7.2

Action/deliverable

Ensure service users and stakeholders voice informs service delivery.

Accountable Lead Officer

Executive Director – FCL

(Service Manager - Directorate Policy and Business Support)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Youth Participation Team
  • Voluntary Sector
  • Youth Grants
  • Providers
  • FCL Managers

SMART Measure of Success

  • 90% of requests for advocates for eligible children and young people with a social worker are met
  • Youth Ambassadors contribute to the recruitment of all social work posts
  • Evidence that young people have influenced decision making throughout the year
  • Evidence of the LA supporting the voice of children and young people in the Safeguarding Partnership.
  • Develop and deliver the coproduction agreement with PACC March 2022
  • An evaluation of Children’s Social Work, designed and led by parents and carers, to take place by March 2022
  • The percentage of parents and carers completing feedback when social work support ends to be 25% by March 2022 and to increase by 10% each year

4.13

Corporate Plan Link

7.2

Action/deliverable

Directorate to have an up to date Health and Safety Risk Profile in place.

Accountable Lead Officer

Executive Director – FCL (

Service Manager - Directorate Policy and Business Support)

Start and end date

April 2021 to March 2024

SMART Measure of Success

Completed Health and Safety Risk Profile covering all services and identifies the highest priority risk areas and services within the directorate. Reviewed annually or sooner if there have been service changes, a significant incident or changes to national risk priorities.

Budget April 2021 to March 2022

 

Functional Area

Budget

2021/22

Savings

1

Director of Families, Children and Learning

108

0

2

Health SEN and Disability Services

67,667

1,110

3

Education and Skills

30,700

162

4

Children's Safeguarding and Care

40,451

975

5

Quality Assurance and Performance

1,434

0

6

Schools

138,862

0

7

Dedicated Schools Grant (DSG) Income

-182,015

0

Total

 

97,207

2,247

FCL risks as at April 2021

Risk owner

Executive Director Families, Children and Learning

 

Risk code

Corporate/ Directorate Plan Link

Risk title

Initial risk score

Revised risk score

SR 38

4.2

4.3

3.15

Difficulty in restoring trust and confidence in the home to school transport service and sourcing sufficient capacity to resolve issues raised by the independent review

3 x 4

Amber

3 x 3

Amber

SR 15

4.3

1.2

Not keeping Children safe from harm and abuse

4 x 4

Red

3 x 4

Amber

FCL DR 09

7.1

4.1

Budget is unpredictable due to being a demand led service and growing needs

5 x 4

Red

4 x 4

Red

FCL DR 10

4.3

2.6

Not meeting the needs and improving the life chances of disadvantaged children and families

5 x 4

Red

4 x 4

Red

FCL DR 11

4.2

3.3

Impact of over-supply of school places leads to a budgetary impact on other schools

3 x 4

Amber

3 x 3

Amber

FCL DR 12

7.1

4.1

Covid-19 work arrangements impact on staff support and wellbeing

3 x 3

Amber

2 x 2
Yellow

FCL DR 13

4.2

3.3

Potential impact of building work at a school site

3 x 4

Amber

3 x 2

Amber