Bolton’s Corporate Plan · • Major cultural developments including the launch of the new Egyptology gallery and commencement of the landmark £11.5m Octagon Theatre redevelopment

2019 - 2021

2030Active, Connected & Prosperous

Bolton’sCorporate Plan

1. Foreword - Leader

2. What we achieved in 2018/19

3. Timeline/Cycle

4. Bolton’s Vision - Joining the dots...

5. Bolton’s Corporate Plan - Our priorities

2

Contents

As Leader of Bolton Council, I fully support the Corporate Plan for 2019/21. The plan shows the scale of our ambitions and how we will manage that progress, whilst taking care to manage our resources well and put them to best use.

I welcome the sense of momentum in this plan, as I see our priorities moving on from the planning stage into delivery and implementation over this next 2 years, be that whether they are delivered by the council alone or as is increasingly the case, with significant input and delivery from our key partners.

We have been developing a strong plan for regeneration across the borough in the past couple of years and over the course of this plan I expect to see real investment and opportunity as our masterplans come to fruition. Crucially our focus will be on how we can ensure that the many benefit from this prosperity and we do not leave people behind.

We will continue to support the integration of health and social care to make a real difference for people in communities and I expect to see real progress in the next few years. Combine this with a real focus on the wider determinants of health and we have a real chance to change things for the better in Bolton.

The ways in which we need to engage with our communities is changing and we have recognised this challenge. How we reach across our communities is at the forefront of this plan and combined with staff championing, we intend to fully embed a new way of engaging the community. Our staff are critical to the success of this Corporate Plan and I am pleased that we recognise the need to support and develop our staff for the challenges ahead through embedding a clear set of values and behaviours necessary to ensure that we continue to be an Effective, Confident Council

”

“We want to contribute to a

place where people feel Active,

Connected and Prosperous

3

Foreword

Leader of Bolton Council

4

“

”

safeguarding our most vulnerable adults and children is clearly important

What we achieved in 2018/19Below is just a snapshot of some of the achievements that the council has delivered in the last 12 months...

Corporate Resources • Transition to change - Phase 1 Completed• Local Government Association peer review completed and embedded in work programme for the organisation• Development of a Digital Strategy• Values and Behaviours embedded• Refresh of Bolton Vision 2030 arrangements

Place • Bolton’s submission to Greater Manchester Spatial Framework completed• Major progress on all five Bolton Town Centre intervention areas, plus completion of the Farnworth masterplan• Major cultural developments including the launch of the new Egyptology gallery and commencement of the landmark £11.5m Octagon Theatre redevelopment• Continued improvement in waste and recycling performance increasing by an additional 1% during 2018/19

People

• Ofsted inspection in 2018, rated childrens social care service as GOOD• The creation and embedding of Health and Care partnerships• Delivering savings

11

Cor

porate Plan 2019-21

Apr

DirectoratePlace/People/CEX

Finalise Departmental Plan measures

MayDirectorate

PlacePeriod 3 Directorate

Risk RegisterPeople

Q4 18/19 People Team

& Service DashboardsCorporateCouncil

Annual Report

June

Directorate

Place / People / CEX

Q4 18/19 Finance/

Performance Report

Directorate Plan Update

Corporate

Q4 18/19 Corporate

Performance Report

Corporate Plan

Update

Aggregate Financial

Report

yluJ

Jan

Dire

ctor

ate

Peop

leRe

fresh

of P

eopl

e’s P

lan

(201

7/20

)As

sista

nt D

irect

or/

Divis

iona

l Ser

vice

Plan

s

Mar

Directorate

Place/People/CEX

Refresh of Directorate Plan

Q3 19/20 Finance/

Performance Report

Corporate

Q3 19/20 Corporate

Performance Report

Corporate Plan

Update

Aggregate

Financial Report

Feb

Dire

ctor

ate

Peop

le

Q3 Te

am an

d Se

rvice

Dash

board

sCo

rpor

ate

Coun

cil B

udge

t

Dec

Dire

ctor

ate

Plac

e / C

EX /

Peop

le

Q2 1

9/20

Fina

nce/

Perfo

rman

ce R

epor

t

Direc

tora

te Pla

n Upd

ate

Corp

orat

e

Q2 1

9/20

Cor

pora

te

Perfo

rman

ce R

epor

t

Corp

orate

Plan

Upd

ate

Aggr

egate

Fina

ncial

Repo

rt

Loca

l Gov

ernm

ent

Finan

ce

Sett

lemen

t

Nov Directorate People

Q2 Team and Service

Dashboards

Oct

CorporateFinancial context/

indicative budget report6 month review of

Directorate Delivery Plan(s)

Sept

Directorate

Directorate

Place / CEX / People

Q1 19/20 Finance/

Performance Report

Directorate Plan Update

Corporate

Q1 19/20 Corporate

Performance Report

Corporate Plan Update

Aggregate Financial

Report

AugDirectorate

Directorate People

Q1 Team and Service

Dashboards

Q1

Q2

Q3

Q4

Below is a timeline detailing business planning, budget setting and performance management for 2019, progress will be reported regularly via a RAG system with commentary for Corporate Leadership Team, Members and scrutiny committee.

The timeline will be updated annually to reflect changes when necessary.

Timeline / cycle

Bolton will be a vibrant place, built on strong cohesive communities, successful businesses, and healthy residents. It will be a welcoming place where people choose to study, work and put down roots. Bolton Council does not operate in a vacuum and as the Local Government Association Corporate peer review stated in 2018 that the strategic partnerships witnessed were “some of the best the peer team had seen.”To deliver continuous improvement meant a Bolton Vision 2030 refresh – its aim to revisit the governance and strategic direction of the Vision Partnership to deliver real change for the people and place that is Bolton. Part of the refresh has seen the creation of 7 Task & Finish Groups chaired by leaders from across the sectors each tasked with a significant and important change programme, only one of which is directed by the council. The rest drawing expertise from Health, Further Education, the Arts and Housing. These groups works will compliment and reflect the council’s priorities and vice versa, the aim being to maximise input and coverage across Bolton. The 7 groups are:-

Bolton’s Vision – Joining the dots

Strong Engaged

Communities

Neighbourhood Models

Economic Prosperity

Skills &Aspirations

Active andConfident

Big UpBolton

Bolton Vision

SocialValue

To achieve a measure of the success and progress of these groups a Vision Delivery Plan is being produced to coincide with this corporate plan, both 2 years in duration the idea is to reflect how both impact and change Bolton for the better and continue the excellent partnerships in place.

Greater Manchester – linking the GM Strategy to Bolton’s Vision and the council’s business planning arrangements means that the council can pinpoint opportunities for Bolton to and position itself accordingly.

Big Up Bolton

Nei

ghbo

urho

od

Mod

els

Strong Engaged

Communities

Economic

ProsperitySkills and

Aspirations

Active and Confident

Corporate Place People

Pu

blic

Hea

lth

Accountability Making a Honesty and

Determ

inat

ion

Wor

king difference Respect

toge

ther

Effective Confident

Council

GM

Vision Partnership

People

⁄⁄⁄ Develop neighbourhood models of care for Early Help and Adults incl. public service reform managing demand

⁄⁄⁄ To consider and implement a new strategic approach and partnership with the VCSE

⁄⁄⁄ Detail and implement a new strategic approach for improving outcomes and services for children looked after

⁄⁄⁄ Deliver sufficient school places for all Bolton children.

Public Health

⁄⁄⁄ Develop and implement an intelligence hub for the organisation

⁄⁄⁄ Enable the Council’s journey to become a wellbeing organisation

⁄⁄⁄ Develop a health and Wellbeing Strategy and preventing Framework

Corporate Plan2019 — 2021By 2021 we will aim to deliver on the following key priorities...

A green city region and a high quality culture and leisure offer

for all

An age-friendly city region

Healthy lives, with quality care

available for those that

need it

priorities

Social

Valu

e

Big Up Bolton

Nei

ghbo

urho

od

Mod

els

Strong Engaged

Communities

Economic

ProsperitySkills and

Aspirations

Active and Confident

Corporate Place People

Pu

blic

Hea

lth

Accountability Making a Honesty and

Determ

inat

ion

Wor

king difference Respect

toge

ther

Effective Confident

Council

GM

Vision Partnership

Corporate Resources⁄⁄⁄ Review Council capacity to transform, agreeing and implementing LGA Peer and Governance Reviews

⁄⁄⁄ Establish a more effective participative and engaging approach with residents and stakeholders

⁄⁄⁄ Establish and embed Social Value

⁄⁄⁄ Establish a two-year sustainable financial and resource plan

⁄⁄⁄ To develop partnership working and maximise opportunities within GMCA and Bolton Vision 2030

⁄⁄⁄ To consider and implement a new strategic approach and partnership with the VCSE

⁄⁄⁄ Agree and deliver a strategy which values employees

⁄⁄⁄ Establish and deliver an integrated strategic commision function (Corporate Resources, People and CCG)

⁄⁄⁄ Agree and implement the Council Digital Strategy

Place⁄⁄⁄ Deliver on key regeneration areas across the borough

⁄⁄⁄ To lead on a new prioritisation approach to asset management across the organisation

⁄⁄⁄ Lead on the development of a more clean and green borough

Children starting

school ready to learn

Young people

equipped for life

Good jobs, with opportunities to

progress and develop

Safe, decent and affordable

housing

World-class connectivity that keeps Greater Manchester

moving

A green city region and a high quality culture and leisure offer

for all

Safe and strong

communities

A thriving and productive economy in all

parts of Greater Manchester

priorities

Social

Valu

e

Priority reference and link to Bolton 2030

CO1

1-6

A , C

CO2

1-6

A , C

CO3

1-6

A, B, C, D

Corporate Priority

Agree and deliver a strategy which values employees and makes high performing teams the norm.

Review organisational capacity to deliver and implement activity across the council including delivery of LGA Peer Reviews.

Agree and implement the Council Digital Strategy

Overall Outcomes and products

• Overall framework approach agreed

• Launch across Council and embedded into all aspects of Council business

• Successful delivery of LGA Peer Reviews

• Implementation of agreed transformational outcomes

• Review of Council’s constitution

July to November 2019

• Development of strands “Digital Residents, Digital Business & Digital Council”

• Development of associated delivery plan

WHO

Director of Corporate Resources

Chief Executive

&



Dates

End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21

6

Quarterly Milestones

Quarterly Commentary

Quarterly RAG

Corporate Priorities 2019-2021

7



CO4

1-6

F

CO5

6

A - G

Corporate Priority

Establish and embed Social Value across council

Establish a more effective participative and engaging approach with residents and stakeholders on outcomes, including working with town councils.


• Embed Social Value in to Council services

• Progress agreed outcomes as outlined in Vision Delivery Plan

• Social Value policy development and implementation

• Agreed strategy with Vision Action Group (Big Up Bolton) to engage residents/stakeholders

• Progress outcomes of engagement strategy

WHO



Dates

End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21




Quarterly RAG

7



CO6

4

A, C

CO7

1-6

CO8

1,2,3

G


• Deliver on all aspects of Vision Delivery Plan Bolton Council has responsibility for

• Review existing GMCA arrangements

• Align GMCA

business with Council and Vision priorities

• Pooled funding in to one funding stream via new investment programme

• Embed a collaborative approach to developing the VCSE

•

• An integrated commissioning function across the health and social care integration system

WHO



&

Accountable Officer Health and Care

&

Director and Deputy Director of People


&

Accountable Officer Health and Care

&

Director and Deputy Director of People

Dates




Quarterly RAG

Corporate Priority

To develop partnership working and maximise opportunities within GMCA and Bolton Vision

To consider and implement a new strategic approach and partnership with the VCSE

Establish and deliver an integrated strategic commission function with new outcome measures

8


Priority reference and link to Bolton 2030CO9

1,2,3

B, E, G

CO10

1

D

CO11

1

D


• Integrated new models of care developed at neighborhood models

• Place-Based Integrated Health and Social Care Transformation with improved outcomes for our population, incorporating Start well, Live well, Age well

• Joint decision making on pooled budgets

• Review of current permanence and placement strategy to support more children to live at home

• Develop local placements and services to support the needs of Looked After Children. Delivery milestones will be linked to budget savings and the helping earlier project

• Potential new school sites identified

• New school build(s) completed

• Primary School expansion programme completed

• Secondary School expansion programme completed

• Special School expansion programme completed

WHO

Director of People

&

Director of Public Health

&

Bolton CCG

Director of People

Director of People

Dates


End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21End of Q1 19/20End of Q2 19/20End of Q3 19/20End of Q4 19/20End of Q1 20/21End of Q2 20/21End of Q3 20/21End of Q4 20/21



Quarterly RAG

Corporate Priority

Develop neighbourhood models of care for Early Help and Adults incl. public service reform managing demand

Detail and implement a new strategic approach for improving outcomes and services for children looked after

Deliver sufficient school places for all Bolton children.


9


CO12

1-6

C

CO13

4,5

B, E

CO14

4,5

C

Corporate Priority

Establish a two-year sustainable financial and resource plan

To lead a prioritised approach to asset management across the organisation

Deliver on key regeneration areas across the borough including housing


• Design and development of plan inc implementation

• Asset management strategy development

• Audit of Council assets

• Review of operation of assets

• Progress on town centre intervention areas, masterplans, major strategic development projects and associated infrastructure

WHO


Director of Place

Director of Place

Dates




Quarterly RAG


10


CO15

1-6

G

CO16

1-6

C

CO17

5, 6

A,B

Corporate Priority

Enable the Council’s journey to becoming a wellbeing organisation

Develop an intelligence and evidence-based organisation to inform decision-making

Lead on the development of a more clean and green borough


• Evidence that health and wellbeing is written into policies, strategies and commissioning across the Council

• Develop an integrated intelligence and evidence function for the Council

• Identify key areas for health improvement and the reduction of health inequalities (c/o JSNA development, Life Expectancy work)

• Policy development and implementation to support the borough environment

WHO



Director of Place

Dates




Quarterly RAG


10


CO18

1-3

G

Corporate Priority

Develop a Health and Wellbeing Strategy and prevention framework to underpin health and social care integration


• Develop Bolton’s Health and Wellbeing Strategy

• Develop a framework for prevention

WHO


Dates




Quarterly RAG

Documents

Bolton’s Corporate Plan · • Major cultural developments including the launch of the new Egyptology gallery and commencement of the landmark £11.5m Octagon Theatre redevelopment