Directorate Plan 2022 to 2024

Directorate

Families, Children and Learning (FCL)

Responsible Officer

Executive Director - FCL

Signed off by

Chief Executive, April 2022

Last Updated

18 May 2022

Families, Children and Learning glossary

Abbreviation

Meaning

LGA

Local Government Organisation

LGBTIQA

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

NEET

Not in Education Employment of Training

PaCC

Parents and Carers' Council

PE

Primary Education

PMHW

Primary Mental Health Worker

QA

Quality Assurance

RAG

Red, Amber, Green

S and P

Sport and Physical

SAWS

Safe and Well at School service

SEN

Special Educational Needs

SEND

Special Educational Needs and Disability

SFA

Strengthening Family Assessments

SPFT

Sussex Partnership NHS Foundation Trust

VCS Voluntary and 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 2022 to March 2024

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 2022 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 the COVID-19 panedemic and work with partners to implement a city-wide approach to recovery and renewal
  • with partners develop and implement a city-wide disadvantage strategy framework 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
  • 7.4.1

Action/deliverable

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

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

  • Complete the Early Help Strategy in line with the Early Help Review and the Disadvantaged Strategy Framework (June 2022)
  • Develop Project Plan for data transformation work (March 2023)
  • Transformation of the Early Help system in line with recommendations form the Early Help review (March 24)
  • Complete supporting families early help self-assessment (September 2022)
  • Key milestones are met in the new supporting families sign up conditions action plan (March 2023)
  • Supporting Families (DMT KPI)
  • Findings of the review are reflected in the disadvantaged strategy framework following committee approval (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 2024)
  • Progress recommendations from the external review of in-house provision and day activities (March 2023)
  • 24% of Adult LD service users to have Direct Payments

1.4

Corporate Plan Link

  • 4.5.1
  • 2.4.2
  • 2.1.7

Action/deliverable

Support post-16 and adults with skills and employment progression and support the city employment and skills plan and support women, disabled people and BME groups to achieve their full potential (Corporate 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)
  • Adult Education Budget fully utilised by the end of each academic year
  • Apprenticeship in house target
  • Co-ordinate city wide apprenticeship graduation (July 2022)
  • Apply for funds via the DWP for the supported employment trailblazer when available
  • Evidenced progress made in the City Employment and Skills recovery plan, which includes specific objectives aimed at targeting BAME and disabled people.
  • Ensure adult education programmes are in place targeted to BME groups, including women only ESOL groups.
  • Revised programme in place to ensure that planning developments (including local home building) provide opportunities for residents (including young people) to develop skills (March 2023)
  • Youth Employment Hub targets are achieved around participation and outcomes.

 

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, including driving the Move On project to increase the number of service users living independently with appropriate support.

Accountable Lead Officer

Head of Service – Disability Services (25+) Cameron Brown)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Amaze
  • Speak Out
  • VCS Commissioning team in HASC
  • Learning Disability (LD) providers
  • Supported Employment Team

SMART Measure of Success

  • 24% of Adult LD service users to have Direct Payments
  • Achievement of 90% occupancy in in- house LD accommodation
  • LD in settled accommodation (DMT KPI)
  • Proportion of adults with LD in paid employment. (Corp KPI)
  • Deliver budgeted savings (March 2023)
  • 24% of Adult LD service users to have Direct Payments

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

  • Schools Wellbeing Service (SWS) & Mental Health Support Teams (MHST) are established part of the new Single Point of Access with our partners in CAMHS (SPFT)(March 23)
  • Criteria document for the step-up and step-down process between SWS and CAMHS to be clearly communicated through council and health partner websites (March 23)
  • 2nd MHST is in place and fully staffed by (March 23)

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

  • Annual report to CYPS Committee on SEND strategy progress January 2023
  • HSEND Commissioning Strategy (July 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 to take into account COVID-19 and the 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
  • Support 10 schools with targeted maths and 10 schools with targeted reading training and support (March 2023)

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

  • Working group for related strategy leads established in April 2022
  • Draft strategy framework taken to June 2022 committee
  • Full consultation process in Summer / Autumn 2022
  • Strategy framework launch by end of 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 (March 2023)

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 and Safety
  • Sustainability Team

SMART Measure of Success

  • Appoint a provider to deliver the Brighton & Hove environmental education contract (September 2022)
  • 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 (December 2022)
  • Prepare the environmental education programme for piloting in schools by (September 2022)

2.9

Corporate Plan Link

4.3

Action/deliverable

Deliver the Holiday Activities and Food Programme for free school meal children (Aged 4 to 16)

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 (2022/2023)
  • 15% of FSM children access each programme
  • Develop a package of support to facilitate schools to deliver Holidays Activities and Food (HAF) provisions or summer and winter provision by May 2022
  • 18 primary school sites hosting HAF activities in the summer holidays
  • 10 primary school sites hosting HAF activities in the winter holidays
  • 75% of available sessions booked
  • 60% of available session attended 

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’ and pre-employment opportunities (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

  • Maximise use of Apprenticeship Levy Transfers to SME’s 2022 to 2023
  • Progress in achieving the objectives in the Recovery City
  • Employment Skills Action Plan 2021 to 2023
  • Pre-employment / work experience offer in place (March 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)

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 framework

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 2024 to 2025 (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/April 2023)
  • Develop a school organisation strategy for secondary and primary schools (September 2022)
  • Where appropriate vary admission arrangements for September 2022 and 2023 (September 2023)

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)
  • 90% of families supported through children’s centre interventions that report progress (distance travelled)
  • Complete the Early Years Strategy in line with the Early Help review and the Disadvantaged Strategy Framework (June 2022)

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

Senior Advisor - Education Partnerships (Ashley Seymour-Williams)

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 3 priorities remain on track:
    • Priorities are:

      1. Wellbeing of staff and pupil
      2. Progress of the disadvantaged
      3. Improve inclusion
  • LA attendance, progress and achievement (Corp/DMT KPIs)

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

Offer support and challenge to schools to develop equality practice including developing and implementing the Anti-Racist Education Strategy (Corporate Plan).

Accountable Lead Officer

Senior Advisor - Education Partnerships

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Schools

SMART Measure of Success

  • Maintain buy-back of service
  • Ensure guidance, resources, training and consultancy are in place to support whole school approaches to PSHE, equality and anti-bullying
  • Identify a governance structure, baseline, outcomes and roadmap for the anti-racist education strategy (September 2022)
  • 90% of schools to engage with one or more areas of the Anti-Racist Education Strategy (March 2023)

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 programme in place to deliver against forecast future demand for services and provision that meets the needs of disadvantaged learners and those with SEND. (August 2022)
  • 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 (August 2022)

3.9

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 and Permanence

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Communications team

SMART Measure of Success

  • 71% of foster placement delivered by internal foster carers by March 2023
  • 80% occupancy rate for Brighton & Hove City Council foster carers
  • 100% carers completing the mandatory training offer

3.10

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

Further Autistic Spectrum Condition provision for children and young people with ASC/SEMH/LD (September 2023)

3.11

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 services are signposting to specialist sexual and mental health services via 6 monthly monitoring reports and annual reviews
  • Mechanisms are in place to ensure youth feedback feeds into specialist sexual and mental health services (via Youth voice forums)

3.12

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

  • Review and revise the action plan in the Power Of Youth Charter (March 2023)
  • 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
  • Continue to revise and review the format for the Children in Care Council (March 2023)
  • Develop the Youth Council to build clearly defined roles and functions (March 2023)
  • Revise and review the format for the Children in Care Council (March 2022)

3.13

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 2022)
  • 90% of service users transitioning to adulthood to be in settled accommodation by March 2023
  • 100% of service users transitioning to adulthood to have a care act assessment in place

3.14

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

  • Re-procure HTST contract for September 2023 (July 2023)
  • SEND officer and Contract and Service Development Manager recruited and inducted (April 2022)
  • All transport staff have completed the full online quality training programme prior to commencing any HTST route (ongoing)
  • 360-degree feedback programme in operation (March 2022)
  • Undertake parent survey - 85% of parents satisfied with the service offer (December 2022)
  • Ensure service is no longer considered a corporate risk (September 2023)
  • Develop and implement a w sustainability strategy (March 2022)
  • Develop and implement an Independent Travel Training pilot (December 2022)
  • Develop and implement Personal Travel Budgets (December 2022)

3.15

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

  • Submit bid for Youth Investment fund (not yet launched and currently uncertain) in partnership with Onside and BYC to establish a Central Youth Hub (to be confirmed)
  • Explore alternative options to the  partnership with OnSide and BYC to establish a Central Youth Hub (June 2022)
  • Committee decision on progression with a Central Youth Hub (September 2022)

3.16

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

  • Facilitate the Schools Meals Procurement Board to review future arrangements for a central contract (May 2022)
  • Review specification for future tendering exercise (June 2022)
  • Undertake a relevant procurement activity and award for implementation from August 2023. (April 2023)

 

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

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 (Service Manager - Directorate Policy and Business Support)

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.

4.2

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 (Service Manager - Directorate Policy and Business Support)

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

4.3

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

Head of Safeguarding and 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
  • HOS attendance at all directorate SLTs 6 weekly to discuss QA and directorate wide development.
  • Findings from QA activity are reported to SLT and FCL Performance Board (within the agreed timeframe)
  • To support 2 internal thematic audits annually and to participate in 2 Multi-Agency Audits as part of BHSCP annually.

4.4

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

  • Contribute information on the use of the Household Support Fund Grant (April 2022)
  • Monitor announcements for any future grant allocations (March 2023)
  • Continue to process requests for Free School Meals and to identify any other eligible pupils who have not applied (March 2023)

4.5

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
  • An evaluation of Children’s Social Work, designed and led by parents and carers, to take place by December 2022

Budget: April 2022 to March 2023

 

Functional Area

Budget 2022/23

£’000

Savings

£’000

1

Director of Families, Children and Learning

139

0

2

Health SEN and Disability Services

70,858

(1,046)

3

Education & Skills

39,241

(13)

4

Children's Safeguarding & Care

42,290

(1,529)

5

Quality Assurance and Performance

1,477

(86)

6

Schools

132,522

0

7

Dedicated Schools Grant (DSG) Income

(183,700)

0

 

Total

102,827

2,674

FCL risks as at April 2022

Risk code

Corporate/ Directorate Plan Link

Risk title

Risk owner

Initial risk score

Revised risk score

SR 15

 4.3 / 1.2

Not keeping Children Safe from harm and abuse

Executive Director Families, Children and Learning

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

Executive Director Families, Children and Learning

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

Executive Director Families, Children and Learning

5 x 4
RED

4 x 4
RED

FCL DR 11

 4.2 / 3.3

Surplus school places impact on school budgets and viability

Executive Director Families, Children and Learning

5 x 4
RED

4 x 4
RED

FCL DR 14

3.1.4 –

4.2 / 4.3

Home to School Transport Service is not re-procured effectively for the September 2023 term

Executive Director Families, Children and Learning

4 x 5
RED

4 x 4
RED

FCL DR 16

 

Due to a national shortage of placement and the impact on sufficiency the Council are not always able to find and place complex CYP in suitable care placements.

Executive Director, Families, Children and Learning

5 x 4
RED

4 x 4
RED

FCL DR 17

 

Due to a new system in place, staff are learning how to use it, while working remotely. Through the implementation, a number of areas have been identified that do not have functionality as expected.

Executive Director, Families, Children and Learning

5 x 4
RED

5 x 3
RED