Working collaboratively ensuring we involve and listen to residents By 2018/19 we want to... Key Actions in the Corporate Plan Key Commissioning Activities Stage(s) in the Commissioning Cycle (Analyse, Plan, Do, Review) Measures of Success When Lead Officer / Lead Member Listen to and involve local people so they can influence decisions and shape services (1) Give local communities more say over budgets and the prioritisation of locally provided services Continue to deliver Sutton’s Future programme to ensure residents are given the opportunity to become more engaged and empowered in how the Council plans, reviews and commissions services. Do , Review Increase in the % of residents that feel they are able to influence council-run services. Q4 Leader of the Council Executive Head of Customers, Commissioning and Governance (2) Work with local communities to services and deliver improvements through local committees Increase resident involvement in decision making across the Council through proactive community engagement and consultation, and local priorities through Local Committees. Do, Review Maintain the % of residents that feel they are able to influence services. Q4 of Environment and Neighbourhoods Committee Executive Head of Commissioning , Environment & Neighbourhoods Increase the opportunities for people and community groups to be involved in commissioning services in their local area (3) Develop and progress our approach to the citizen-led commissioning of services Implement the 100 day commissioning plan and developmental assets approach to commissioning to transform commissioning within the Council and increase the level of commissioning. Plan, Do Increase in the % of residents that feel they are able to influence council-run services. Q4 Leader of the Council Executive Head of Customers, Commissioning and Governance Chair of Environment and Neighbourhoods Committee Executive Head of Commissioning, Environment and Neighbourhoods led
(4) Develop our approach towards community renewal and regeneration to deliver effective and sustainable social, economic & environmental improvements Deliver the Beddington and Hackbridge Programme for 2015/16. Analyse, Plan, Do and Review Maintain the % of residents satisfied with Sutton as a place to live. Q4 Chair Housing, Economy & Business Committee Chair Environment & Neighbourhoods Committee Executive Head of Economic Development, Planning and Sustainability Helping individuals and communities to work together to help themselves By 2018/19 we want to... Key Actions in the Corporate Plan Key Commissioning Activities Stage(s) in the Commissioning Cycle (Analyse, Plan, Do, Review) Measures of Success When Lead Officer / Member Improve the resilience of residents and communities so they can live full and independent lives (5) Enable more adults to live independently and to make their own care and support arrangements Begin implementation of the Care Act and re-commission services to meet future care and support demands. This includes continuing to ensure that all eligible adults in need of social care receive a personalised service and taking a partnership approach to delivery. Do Increase the % of social care clients receiving personal budgets. Increase the % of social care clients taking up direct payments. Increase % of residents supported to live independently and safely in their community. The demand for statutory social Q4 Chair Adult Social Services & Health Committee Executive Head of Community Wellbeing and Health partnerships Executive Head of Community Living and Strategic Commissioning
Reduce reliance on residential care through development and promotion of supported living alternatives. Develop and implement a revised model for sheltered housing services in the borough, reflecting different tiers of care and support needs. Manage reduction of expenditure on housing support services through targeting services effectively. Do Plan, Do Plan, Do services is being managed so that demand and supply are relatively equal. Increase % of residents supported to live independently and safely in their community. Improved quality of life for residents. Reduction in expenditure on residential care and of resources into community-based alternatives. Chair, Housing, Economy & Business Committee Executive Head of Community Living and Strategic Commissioning (6) Deliver the Community Programme to support residents and communities to look after themselves and each other Work with communities and individuals, in identified areas, to deliver community action plans to improve community resilience and wellbeing. Borough wide commissioning includes improving access to: assistive technology; reablement; and information and advice. Do Increase the % of social care clients receiving personal budgets. Increase the % of social care clients taking up direct payments. Improved quality of life for residents. Q4 Chair Adult Social Services & Health Committee Executive Head of Community Wellbeing and Health partnerships Executive Head of Community Living and Strategic Commissioning Create inclusive communities in people from (7) Develop the role of community representatives and Involve residents, community groups and third sector providers in supporting service delivery and Plan, Do Maintain the % of residents that feel they are able to Q4 of Environment and Neighbourhoods Committee
different backgrounds have a sense of belonging deliver community projects across the borough building local capacity. This includes utilising Community Representatives on Local Committees, Young People, Friends Groups, Neighbourhood Grants, and volunteering programmes. influence council-run services. Maintain the % of residents who agree that their local area is a place where people from different backgrounds get on well together. Executive Head of Commissioning, Environment and Neighbourhoods (8) Work in partnership with community groups and the voluntary sector to account for the of different communities Build and develop the partnership relationships across the borough, including with community groups, the voluntary sector and the wider public sector through the Sutton in Partnership. Commission a Council wide information and advice service by April 2016. Plan, Do, Review Plan, Do Increase the % of residents who agree that their local area is a place where people from different backgrounds get on well together. Launch of a Council wide information and advice service. Q4 Q4 Leader of the Council Executive Head of Customers, Commissioning and Governance A Green Council Making Sutton more attractive and sustainable to build on our reputation as a green borough By 2018/19 we want to... Key Actions in the Corporate Plan Key Commissioning Activities Stage(s) in the Commissioning Cycle (Analyse, Plan, Do, Review) Measures of Success When Lead Officer / Member
Improve the borough’s transport infrastructure and promote sustainable of transport available to our residents (9) Ensure that the borough’s transport network supports the local economy and meets the current and future needs of the borough Work with TfL to develop the Tramlink extension to Sutton town centre (subject to Mayoral approval in 2015/16)) Lobby TfL, Network Rail and Train Operators for improvements to bus and rail service infrastructure in Sutton Implement selective road improvement schemes to reduce congestion and benefit all road users. Deliver the LIP programme Restructure the Highways and Transport Service to meet the future needs of the borough. Analyse, Plan Do Do Do and Review Tramlink extension approved. Bus and rail improvements agreed and implemented. Reduce the % of journeys that are taken by car. Effective coordination of street works under the LOPS (London Operating Permit Scheme. Significant savings delivered Q4 Q1 Chair Environment & Neighbourhoods Committee Executive Head of Service for Economic Development, Planning and Sustainability Executive Head of Commissioning, Environment and Neighbourhoods (10) Deliver a programme of to maintain and repair the borough’s roads and pavements Maintain and repair the road and pavement network through investing in repairs, maintenance and resurfacing works. Analyse, Plan Maintain the % of residents satisfied with road and pavement maintenance. Q4 Chair Environment & Neighbourhoods Committee Executive Head of Commissioning, Environment and Neighbourhoods
(11) Encourage greater use of sustainable modes of transport through our Sustainable Transport Strategy Implement Sutton’s new Sustainable Transport Strategy through: sustainable School Travel Plans; updating and implementing the Parking Policy; enhancing the borough cycle network and pedestrian environment; and promoting sustainable travel. Implement Air Quality Action Plan. Analyse, Plan, Do, Review Do Reduce the % of car journeys Maintain the % of children walking to school. Maintain the % of cyclists and walkers. Increase in number of businesses signed up to EcoStar fleet emission reduction programme. Q4 Q4 Chair Environment & Neighbourhoods Committee Executive Head of Economic Development, Planning and Sustainability Executive Head of Commissioning, Environment and Neighbourhoods Executive Head of Service, Safer and Stronger Communities Maintain the quality and attractiveness of the local environment (12) Deliver improvements to parks and open spaces to ensure they are accessible and safe for all residents Following a financial options appraisal, implement a new service delivery model for parks e.g. a reduced cost in-house operation shared service or contracted out grounds maintenance service from September 2017. Work with partner organisations (Marathon Trust, HLF, Viridor Credits), community Friends Groups and Local Committees to increase external funding contributions and continue to deliver improvements to parks. Do Analyse, Plan, Do Maintain the % of residents satisfied with parks. Q3 Q4 Chair Environment & Neighbourhoods Committee Executive Head of Service, Safer and Stronger Communities (13) Implement changes to the street cleaning service to ensure that the borough’s Implement a new phased service delivery model for street cleansing. Phase one to deliver savings and service modifications through an outcome-based specification. Do Maintain the % of residents satisfied with street cleaning. Q3 Chair Environment & Neighbourhoods Committee
Reduction in number of repeat domestic incidents Raise ambitions and outcomes for children, young people and families (20) Re-design our services for children, young people and families based on local need and with a focus on early intervention and prevention Re-commission Youth Services and Children’s Centres, engaging with local communities and the voluntary sector to effectively meet local need. Re-procure school nursing services for new contract start March 2016. Receive health visiting and family partnership in October 2015. Update and begin to implement Early Intervention / Early Help Strategy. Integrate all early help into one comprehensive Early Help service, with greater linkage with Children in Need services. Review strengthening of the Children and Adolescent Mental Health Services (CAMHs) Level 2 Review, Analyse Review, Plan and Do Review, Plan and Do Review, Plan and Do Review, Analyse Savings delivered and children and young people from most disadvantaged families are 'reached' by the new commissioned targeted provisions. Contract commences March 2016. Council to ensure a smooth handover and transition of commissioning arrangements. Reduced demand for more complex intervention and support from statutory services. Young people with emotional health issues access Q4 Q4 Q4 Q4 Chair Children, Family and Education Committee Executive Head of Education and Early Intervention Chair Children, Family and Education Committee Director of Public Health Executive Head of Education and Early Intervention Chair Children, Family and Education Committee Executive Head of Education and Intervention
service including Looked After Children. Begin implementation of the Children and Families Act. Continue to deliver the Families Matter agenda which includes tackling issues associated with poverty, housing, criminal activity, and education by taking a approach. Adopt extended criteria, being introduced from April 2015. Roll out of locality teams - with emphasis on multi-agency working that will tackle both child and adult issues. Do Plan and Do Plan and Do appropriate resources. Council is embedding new statutory responsibilities in accordance with the Act Multi Agency Locality Team pilot successful with 92% of referrals. Families matter 75% engagement rate. Savings estimated between £4,000 and £26,000 per family. Q4 Q4 Q4 Chair Children, Family and Education Committee Executive Head of Safeguarding Chair Children, Family and Education Committee Executive Head of Planning and Commissioning of Children, Family and Education Committee Executive Head of Safeguarding Chair of Children, Family and Education Committee Executive Head of Safeguarding (21) Deliver the Primary and Secondary school expansion and new build programme School places are provided for a rapidly increasing population through the 2015 and 2016 School Expansion programme. Do Additional school places delivered to time and budget. Q2 Chair Children, Family and Education
Executive Head of Planning and Commissioning (22) Enable children and young people to achieve their ambitions by supporting a high quality education and skills offer in the borough Complete redesign and commissioning of school improvement and support services and revise School Improvement Strategy, including a strategy to reduce attainment and progress gaps between disadvantaged pupils and their peers. Revise Inclusion Strategy to improve attainment and progress for pupils with Special Educational Needs (SEN), increasing the use of mainstream and other in-borough specialist resources for pupils with SEN. Review, Plan and do Plan and do Reduce performance gap between schools in the borough and improve attainment and progress of key disadvantaged groups e.g. Free School Meals, Travellers, pupils with SEN, and attainment gaps between Sutton and non-Sutton residents in specific schools. Increase the % of GCSE students gaining 5 or more grades A*-C, including English and Maths. Increase the % of pupils achieving level 4 or above at KS2 including English and Maths. Q4 Q4 Chair Children, Family and Education Executive Head of Education and Early Intervention Increasing economic growth and investment in Sutton making it a place of choice to live and work By 2018/19 we want to... Key Actions in the Corporate Plan Key Commissioning Activities Stage(s) in the Commissioning Cycle (Analyse, Measures of Success When Lead Officer / Member
Plan, Do, Review) Increase the attractiveness of the borough to developers and businesses (23) Work with developers to unlock key development sites across the borough Establish a ‘one-council’ approach to identifying barriers to and opportunities for development, and work with partners to unlock key development sites, potentially linking this to Sutton’s Housing Zone. Re-commission the Development Management, Strategic Planning and Building Control services. Analyse, plan and do Plan and Do Increase in the number, range and tenure of properties built and potential development sites. Increase in the number of key development where planning decisions implemented. Increase in number of first time approvals and self-service planning applications. Reduction in overall processing time to determine applications. Increased confidence in planning processes Q4 Housing, Economy & Business Committee Executive Head of Community Living and Strategic Commissioning Executive Head of Service for Economic Development, Planning and Sustainability Executive Heads of Service for Adult Social Services, Housing and Health Executive Head of Commissioning, Environment and Neighbourhoods (24) Improve the borough’s town and district centres Develop a vision for the built environment reflected in a new Local Plan: commission and produce evidence based studies, including the Town Centre Economic Assessment and Sutton Town Centre Master Plan; develop guidance and policies to inform and facilitate future Plan Achieve the necessary balance between development growth and environmental sustainability (as set out in the Annual Monitoring Report) Q1 Q2 Chair, Housing, Economy & Business Committee Executive Head of Economic Development, Planning and Sustainability
(26) Work with Sutton Housing Partnership to ensure the Council’s housing stock meets the Decent Homes Standard Monitor and support the delivery of the Decent Homes Standard programme and regeneration schemes. Do Increase the % of social housing that meets the government’s ‘Decent Homes’ standard. Q4 Chair of Housing, Economy & Business Committee Executive Head of Community Living and Strategic Commissioning Increase skills development and job opportunities for local people (27) Establish a life science cluster in the borough Work with the Institute of Cancer Research, The Royal Marsden NHS Foundation Trust and Epsom and St Helier University Hospital NHS Trust to deliver the 2015/16 Sutton for Life Programme to deliver research-led cancer treatment and significant benefits for the local and wider London economy. Develop and implement strategy for life science education within schools. Do Review, plan and do Increase the number of new jobs created and the employment rate. Improve educational and training opportunities for young people. Q4 Q4 Chair Economy & Business Committee Executive Head of Economic Development, Planning and Sustainability Chair Children, Family and Education Committee Executive Head of Education and Early Intervention (28) Ensure local residents have the required skills to meet the needs of local businesses Identify business recruitment needs across the borough and address gaps in the provision /availability of appropriate skills and qualifications in the workforce. Analyse , Do Increase the number of new jobs created and the employment rate. Increase the number of new business start ups. Q3 Chair of Housing, Economy & Business Committee Executive Head of Economic Development, Planning and Sustainability
(29) Provide an Apprenticeship Hub Evaluate existing apprenticeship centres in the borough, to develop a model for an Apprenticeship Hub and a new strategy for apprenticeships and work experience for Young People. Review, Plan, Do Reduce the number of 16-24 year olds claiming Job Seekers Allowance Increase the number of apprenticeships. Greater range and take up by young residents of work experience opportunities. Q2 Chair of Housing, Economy & Business Committee Executive Head of Economic Development, Planning and Sustainability A Smart Council Transforming our ways of working to manage reduced budgets and increasing demand By 2018/19 we want to... Key Actions in the Corporate Plan Key Commissioning Activities Stage(s) in the Commissioning Cycle (Analyse, Plan, Do, Review) Measures of Success When Lead Officer / Member Be at the forefront of developing new models of service delivery (30) Re-design services and customer access to encourage the use of online channels Implement the second phase of the Digital Programme leading to 50% of transactions being completed online. Plan and Do Increase in the number of web transactions. Reduce face to face and telephone contacts. Better Connected Rating from SOCITM (Society of information Q4 Deputy Leader of the Council Executive Head of Customers, Commissioning and Governance
Implement reconfiguration of library services to meet future demand and deliver a 21st century service by encouraging the use of online channels. Do, Review technology management). Increased customer satisfaction with accessing council services online. Increase in number of self-service and web transactions. Local residents supported to develop in-demand skills. Q4 of Environment & Neighbourhoods Committee Interim Executive Head of Service for Communities and Neighbourhoods Be a low cost council that is transparent and open about how we spend our money (31) Deliver an agreed programme of transformation through the Smarter Council programme to make a significant contribution to the Council’s savings gap Deliver Opportunity Sutton, Prevention, Neighbourhood Working, and Developing Organisation project streams across the Council to meet residents’ needs in the most cost effective way. Provide advice, support and guidance to suppliers, officers and Members for the development of new models of delivery for the Council. Plan and Do Plan, Do, Review Achieve Smarter Council programme milestones. Savings delivered. Spin out evaluation/lessons learned paper to audit committee Spin outs complete transition Another spin out request to business Q4 Q2 Q1 Q2 Chair of Strategy and Resources Committee Strategic Director for Resources Deputy Leader of Council Executive Head of Customers, Commissioning and Governance
Transfer the operation of the Secombe and Charles Cryer theatres to a community group supporting the agreed provider to assume delivery of professional and community arts activity in the Borough. Do plan to relevant committee Arts activities making positive contribution to meeting social diversity and public health needs. Growth in number of community arts events across the borough. Increased numbers of people engaged in arts activities. Increase in external arts funding attracted into the borough. Q2 Q4 Chair Environment & Neighbourhoods Committee Interim Executive Head of Communities and Neighbourhoods