FIN.4 RBI.19 Maximise efficiencies within iTrent No update provided. iTrent Project Board FIN.6 Development of Procurement opportunities No update provided. Green R. Hayden Ref. Action Quarterly Progress BRAG Lead Officer(s) FIN.7 RBI.3 Consolidation of Finance functions between Resources & Social Services No update provided. R. Hayden / L.A. Squire FIN.8 Consolidate Corporate Procurement / Social Care Commissioning teams No update provided. R. Hayden RBI.5 RBI.10 Successful implementation of Universal Credit in October 2015 and introduction of other welfare reform changes No update provided. L.A. Squire RBI.16 Customer Services & Digital Project No update provided. L.A. Squire RBI.20 Implement and monitor the senior management collaboration opportunities and prepare for the Council to become a partner in the SRS for the ICT Service No update provided. D. McAuliffe RBI.27 Ensure increases in income and new charges are introduced and that the fees and charges register is updated and that progress is monitored and reported to the Programme Steering group No update provided. L.A. Squire
Directorate Revised Budget £000 Forecast 2015/16 £000 Variance Sept 2015 £’000 Comments Social Services 37,803 37,417 386 Adult Services is currently forecasting a favourable variance of £811,000. This is mainly due to additional continuing health care income, the maximisation of the Intermediate Care Fund grant funding and a reduction in placements and packages of care. Children’s Services are forecasting and adverse variance is £426,000. This is mainly attributed to an increase in the number of looked after children within both children’s homes and fostering placements (£709,000). This is being offset by underspends in employee related costs (due to vacant posts £248,000). 4.3 Capital Expenditure Directorate In Year Programme Budget 2015/16 £000 Forecast Expend. 2015/16 £000 Variance Sept 2015 £000 Comments Social Services 1,969 1,934 36 There is an anticipated underspend against the GWICES scheme, in conjunction with Torfaen. This will not be known for certain until year-end.
SCA/007 The percentage of clients with a care plan at 31 March whose care plans should have been reviewed that were reviewed during the year. Gemma Wasley 80% 76.10% Amber Regular reviews are central to our ability to respond to changing needs and ensuring person centred planning. The number of reviews carried out has seen a slight increase from last month with 76.1% of reviews completed in timescale. This is a Public Accountability Measure, which is published data and therefore a priority area for the department. SCC/004 The percentage of Looked After Children who had three or more placements during the year. Gemma Wasley 14.0% 13.20% This indicator measures the extent to which the local authority is able to provide stable placements for children looked after. 20 of 151 LAC Children have had three or more placement moves during the year. One of these children is currently in the adoption process which reinforces the positive changes in permanency. SCC/014 The percentage of initial child protection conferences due in the year which were held within 15 working days of the strategy discussion. Gemma Wasley 100% 100.00% Green It is essential that children are safeguarded through timeliness of initial child protection conferences. 12 of 12 Initial Conferences were held within timescale in September 4.6 CSSIW Quarterly Update Recommendation BRAG Progress Report The local authority should develop a coherent, financially viable plan for the commissioning of services for people with dementia and their carers in partnership with the health board. Green Blaenau Gwent has recently been awarded the ‘working towards a dementia friendly community 2015/16’ by the Alzheimer’s Society with Tredegar town the identified pilot site. A focus of DFC development is a wider understanding of dementia and the delivery of a brief Dementia Friends awareness sessions. In the first 3 months of Blaenau Gwent receiving the accreditation, 30 sessions have been delivered and 314 dementia friends have been trained with 6 Dementia Champions trained to deliver the sessions.
CRR5 - Business Continuity. scale incident / loss affecting the delivery of services. Risk that Business continuity processes are not robust enough to enable the provision of key services in an emergency H • Training programme underway for all service managers / heads of service • Business Continuity advice and guidance available to all service managers through Civic Contingencies Team. H • Further workshops for completion of Business Impact Assessments • Report to DMTs and CMT on critical services • Implementation of on-line system for business continuity and impact assessments • Development of Corporate BCM Plan • Further training on business continuity strategies • Many urgent services to develop service area BC Plans • Review of BCM strategy (3 yearly review) • Development of BC plans for Corporate Buildings S. Gillingham Operational D. Griffiths Corporate Services and Strategy Cllr. K. Hayden Progress Update This risk is to remain on the CRR for now and a review will be undertaken once all of the relevant are in place across the Council.
CRR6 - Failure to support the implementation of change to ensure capability and capacity of the Council's workforce to deliver the Council's service specification. C • A raft of HR support and guidance documents / policies these set clear guidance and boundaries for managers enabling them to manage human resources. There is a programme in place to review and update policies • Self-Assessment and business planning processes in place – this sets the priorities for the service in line with Council and Directorate priorities • Structured process for consultation with staff. includes a Consultation and Engagement Framework for Trade Unions and a communication framework for staff which includes the CEO newsletter, Team meetings, briefing sessions, intranet etc H • A planned approach currently developed for a HR strategy will set out the strategic priorities for development of HR service and support to the Council • Embedding workforce planning into business planning. will enable managers to plan their workforce in line with Council priorities and give consideration and planning for capacity and capability. • Improving workforce planning data and analysis to provide an organisation view and linked to changing services design - again ensuring the Council has capacity and capability to deliver alternate service delivery models. S. Gillingham Operational Owner A. Prosser Corporate Services and Strategy Cllr. K. Hayden Progress Update This risk now needs to be considered in line with the new risk on sickness. Absence levels are one of the triggers for this risk. Does the increase in the level of absence mean that this risk is now critical?
Description of Risk Inherent Risk Status Current Controls Residual Risk Status Further Actions to Mitigate Risk Risk Portfolio & Member CRR7- Failure to improve educational standards. C • Blaenau Gwent Education Recovery Board is held every six weeks with Leader, Deputy Leader, Chief Executive, senior officers and Executive Member. The Education Recovery Board are presented with a range of reports and data. The actions from the Post Inspection Action Plan (PIAP) are to be subsumed into service and team plans and will be monitored quarterly. Estyn Monitoring visits undertaken in July and November with further visit planned for Autumn 2015 to review Recommendation 1: raise standards at all key stages, particularly at the end of key stage 4 • Permanent appointments secured of Corporate Director of Education and Senior Leadership Team • Council uses full range of powers (warning notices) to address school's underperformance • Effective commissioning of Education Achievement Service (EAS) H • Regular reporting of data to CMT, Scrutiny and Executive and the Education Recovery Board • The Self Evaluation Report (SER) is updated to become more evaluative. • An SER has been established with a range of partners to ensure partner contribution is captured. • Strategic plans in place. • A Learning for Wellbeing action plan has been developed by the SIP Learning Theme to include key actions of the LA and partner agencies • Monitoring LJ Active Living and Learning Cllr. K. Bender Chair ERB D. Hopkins