CONTENTS
SECTION 1
CONTEXT
SECTION 2
AMBITION FOR THE COMMUNITY
SECTION 3
PRIORITISATION
SECTION 4
CAPACITY
SECTION 5
PERFORMANCE MANAGEMENT
SECTION 6
ACHIEVEMENT
6.1 Sustainable Communities and Transport
6.2 Safer and Stronger Communities
6.3 Healthier
Communities
6.4 Older
People
6.5 Children and Young People
Executive Summary
Solihull is a thriving, prosperous Borough for most of its residents. People choose to come
and live here for the quality of our environment, for our schools and for our reputation in the
region. It is a place that people aspire to.
Success has been sustained by strong leadership from our elected members. Inspired by
the ambition to raise expectations and give everyone the chance for the best possible quality
of life, our leaders have risen to the challenge. The Council has made bold and brave
decisions. We have become entrepreneurial, shaping a Vision for our communities and,
given our position as the lowest funded Metropolitan Council, increasing our capacity by
creative use of our assets to attract external and private sector investment.
Success, however, brings its own challenges. We know, for example, that not everyone in
the Borough enjoys the best health, highest educational achievement or widest opportunities
for employment. In fact, we have one of the widest gaps in Britain between our wealthiest
and our poorest communities. Closing this gap of inequality, while sustaining the quality of
life for everyone in the Borough, is our central task, springing from our Vision and providing
the rationale for our focus and priorities across the whole Borough.
Our ambition is driven by our communities who shape our priorities and tell us how we are
doing. Local people have told us that we must be open, honest, approachable and keep our
promises in all we do, and that they want good quality services, delivered well. To sustain
this quality, we have combined services, entered into creative partnerships and set up long
term contracts so that we deliver good value services while remaining customer focused for
the things that really matter to local people.
Our commitment to improve people’s lives and deliver tangible outcomes can be seen in our
internal transformation programme. One Council One Vision was supported by seven major
projects targeted at improving services, creating capacity and tackling inequality. Affirming
the need both for continuity and progression, our new programme, 'Shaping Solihull', builds
on our success, extending the approach to include our partners.
So what have we achieved?
Our ambition to close the gap of inequality has led to an innovative regeneration programme.
One of the biggest outside of London, it will deliver over a billion pounds of investment in
people, opportunities and buildings in the north of the Borough. With limited access to
additional funding, we have created a partnership with private sector housing, finance
companies and a Registered Social Landlord to enable us to build new homes and new
schools and invest in social and economic programmes using the value of the land we have
released as a catalyst. This means we are enabling communities who have tremendous
pride and loyalty to this part of our Borough to benefit from a more prosperous future with
decent homes, more choice, improved educational provision and new employment
opportunities.
•
We had 269 fewer homeless families in 2007 than we did in 2005 – a reduction
of 46%
•
Over 3,300 families are living in upgraded Council homes
•
Half of the new houses built in the north of the Borough have been bought by
local people
When others are closing facilities, we have delivered a viable future for our leisure centres,
ensuring all our residents have the chance to be fit and healthy. Entering into a public-
private partnership and releasing land for an enabling development, we have secured a state
of the art leisure centre for the south of the Borough and upgraded our facility in the north.
•
Over 1,000 people have improved fitness levels
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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We know this is a place where people expect to be well educated – the demands on our
schools are great. We produce some of the best results in the country and are closing the
gap on attainment between the north of our Borough and the south. But we are not
complacent. We want our pupils to experience the best learning environments and have
seized the opportunities presented by the Building Schools for the Future, Primary Capital
Programme and our Regeneration Partnership to plan new schools for all our children and
young people in North Solihull. We have also worked with partners to bring about a new
Further Educcation campus in North Solihull and a collegiate approach to secondary
education.
•
2007’s school results were in the top quartile for all key stages, with both KS1
and KS2 in the top seven nationally.
•
The gap in attainment across the Borough is closing: in the last five years
there has been a 30% or more reduction in English and Science and a 20% or
more reduction in Maths across both Key Stages 2 & 3
•
There has been a reduction in the rate of young people not engaged in
education, employment or training within the Borough from 9.49% in November
2005 to 7.7% in June 2007
As one of the ‘most affected’ councils, we are tackling the challenge of our unaccompanied
asylum seeking children (USAC) through a rapid multi-agency response that addresses their
immediate needs and gives an equal chance for all. For their longer term outcomes we have
championed the importance of equity of support, opportunity and achievement for them as
we do for all our Looked After Children. Our well embedded culture of active involvement of
children and young people underpins policy development, practice and individual care
planning to improve their outcomes. We listen to what families tell us about their needs,
creating one of the first combined Children's Services Directorates and working with a
mature Children and Young People’s Trust to ensure that services are truly delivered in
partnership.
•
93% of Children in Care, including UASC, participate in their statutory reviews
•
Our NS Fusion scheme in north Solihull has contributed to reducing street
crime in Fordbridge in north Solihull by 11%
Demographic analysis identifies a long term trend of significantly rising numbers of elderly,
vulnerable people, making the improvement of their health and the promotion of their
well-being and independence a priority. In the spirit of entrepreneurialism, partnership and
good value services and to maximise the involvement of local people in shaping future
models of service delivery, the Council and the NHS have formed a strong alliance by
establishing a Care Trust for Solihull, enabling the development of integrated, modernised
health and social care services to our residents.
•
With our help over 3,500 older people are able to remain in their own home
•
35% increase in people receiving direct payments
Our Borough is a key driver of the regional economy and we are proud of the national assets
such as Birmingham International Airport and the National Exhibition Centre (NEC) that are
based here. Solihull is a designated Growth Point and we encourage economic and housing
development whilst successfully managing its impact on our urban, suburban and rural
landscapes. We are determined to preserve Solihull’s beautiful blend of town and country
whilst playing our full part in the regeneration and growth of the City Region.
•
46 new businesses attracted to the Borough last year
•
By March 2007 284 workless residents from disadvantaged areas had got jobs
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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We have invested in our customer contact services so that, increasingly, we can treat our
customers as individuals. This has enhanced our ability to capture a wealth of feedback,
service requests, and patterns of service use that means we understand our customers and
are able to respond to their needs more effectively than ever before. We have worked with
our partners and the community to agree a Vision for Solihull so that our focus is our
customers' focus. This helps us overcome the challenge of a persistently low funding base
by ensuring our resources are aligned to our priorities. Our residents tell us we are
promoting their interests, that we are trustworthy and that we deliver on our promises.
•
We are the second best performing Metropolitan council for people feeling
informed about their services
We have come a long way in recent years, achieving relevant and tangible outcomes as a
result of our community leadership, entrepreneurial spirit, our creative and well-founded
partnerships, and our shared determination to maintain the quality and reputation of our
Borough. Building on what we have learned, we are now starting the next stage of our
journey which will see us move from
‘One Council’ to
‘One Borough’ as we extend the
benefits of working in our strategic partnership to create a Borough where there is an equal
chance for all.
Councillor Ken Meeson
Mark Rogers
Leader of the Council
Acting Chief Executive
Councillor Norman Davies
Councillor Hugh Hendry
Leader, Liberal Democrat Group
Leader, Labour Group
Our Self Assessed Scores are:
Ambition 4
Prioritisation 4
Capacity 3
Performance Management
3
Achievement 3
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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SECTION 1
CONTEXT
1.1
The Place - Solihull is one of the seven West Midland Metropolitan Boroughs,
located between Birmingham and Coventry. An area of 69 square miles with around
70% of the 44,000 acres being greenbelt, it is home to 203,900 people; 80% of our
residents live in our residential suburbs.
1.2
We are at the heart of the regional and national motorway and rail networks. The key
international gateway of Birmingham International Airport ensures that we have good
transport links with the region and beyond. Birmingham International Railway Station
is also located in the Borough as is the National Exhibition Centre (NEC) and the
renowned Touchwood Shopping Centre.
1.3
The People - Our population is, compared to other areas, ageing. We have forecast
that the number of people over 70 will increase by over one third in the next 20 years,
and the number of people over 85 by over 70%. Providing quality support and care
for these people is a key issue for us, our partners and, of course, our residents.
1.4
5.4% of our population is from a minority ethnic background, significantly lower than
the 13% average for the West Midlands. However, around 14% of children identify
with an ethnic minority background and the daytime student and working population
brings many more people into Solihull: approximately 17% of students aged 16-18 at
Solihull College and 35% at Solihull Sixth Form College are from a black or minority
ethnic background.
1.5
Solihull is defined by the Home Office as one of the
‘most affected’ Councils in terms
of its growing Unaccompanied Asylum Seeking Children (UASC) population, which
now forms over 40% of the Borough’s total number of ‘looked after children’. During
the last 12 months there has been a 38% increase in the number of UASC. Meeting
the fluctuating, unpredictable and increasing demands on social work services and
the provision of appropriate placements is a significant challenge but one which we,
and our partners, have embraced.
1.6
An Equal Chance for All - The traditional image of Solihull as a well-off area
overlooks the fact that we face a significant amount of deprivation. Four super output
areas are in the bottom 10% most deprived nationally. This means a significant
number of local people face poorer health, education, housing and employment
opportunities.
1.7
The Local Economy - As well as the NEC and Birmingham International Airport, we
are home to Land Rover, Lafarge and Laing O’Rourke and Birmingham and Blythe
Valley Business parks. We are stakeholders in both the Airport and Blythe Valley
Business Park.
1.8
We continue to grow. Over 3,350 jobs have been created at Blythe Valley alone
since it opened in 2000. The Touchwood retail complex, which opened in 2001 in
Solihull Town Centre, has created approximately 2000 jobs. 46 businesses set up,
expanded or moved to the Borough during 2006/07, including six new ‘UK first time’
investments, creating over 350 new jobs1.
1.9
Employment – We are home to over 7,000 businesses employing around 103,000
people. We have one of the fastest growing economies in the West Midlands, with
particularly high levels of economic output (Gross Value Added [GVA] is consistently
the highest in the region and well above the national average). We attract significant
inward commuting from other parts of the region, ensuring the economy is strongly
interrelated with other sub-regional areas.
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1.10
Overall, there is relatively low unemployment compared to the regional and national
averages. However, unemployment in parts of the north of the Borough is typically
6% - almost double the Borough average. We currently lack a sufficient range of
businesses in the north to provide suitable jobs and there is a gap between what
employers are looking for and the skills of local people. Public transport to the south
of the Borough is under-developed and there are lower levels of car ownership in the
north, so travelling to jobs outside the immediate area is difficult.
1.11
Our challenge is to sustain the economic growth and high quality environment in the
south whilst tackling the deprivation in the north.
1.12
Education - Educational success is very high and places us in the top quartile of all
Councils, with the proportion of students gaining five Grade A*-C GCSEs above
similar local authorities and well above the national average. However, there are
significant differences between individual schools and areas. Secondary pupils in the
north do less well than the rest of the Borough, whilst almost half of our adult
residents in north Solihull do not have any qualifications2.
1.13
Health - Residents enjoy better health compared to other parts of the UK and live
longer than people elsewhere in the West Midlands. However, there are marked
differences between wards in the north and south. People in the south live on
average seven years longer than people in some of the wards in the north. But our
work on tackling health inequalities extends beyond the north-south divide. We have
vulnerable people, people on lower incomes and people in poorer housing in all parts
of our Borough and these subsequently face poorer health as well.
1.14
Housing – We have one of the most severe affordability problems in the West
Midlands with a home price to income ratio of 7:1. The affordability ratio is
deteriorating as house prices continue to rise more quickly than household income.
There is concern about the cumulative effects of small housing developments within
existing residential areas because of their impact on the character of localities, the
type of housing provided and on infrastructure capacity - physical, social and
environmental. Two thirds of our social housing now meets the Decent Homes
standard.
1.15
Transport – Despite our excellent regional, national and international transport links,
there are challenges to improve transport integration. Solihull has a high level of car
ownership with less than 20% of all journeys within Solihull made using public
transport.
1.16
Environment – We are proud of our
high-quality environment. Solihull has a
reputation as an attractive urban area with many high quality green open spaces.
We have four Green Flag parks3, five Sites of Scientific Interest (SSI), 366 listed
buildings and 20 conservation areas, hence Solihull continues to live up to its motto
of ‘Urbs in Rure’ (‘Town in the Country’).
1.17
Crime – We have a relatively low crime rate compared to other West Midlands
Metropolitan Councils and a highly effective Police Service Operational Command
Unit. However, tackling crime and anti-social behaviour4 remain priorities with local
trends relating to violent crime5, including domestic violence6 and violence relating to
alcohol, gradually increasing compared to the national picture, along with the trend in
thefts from vehicles.
1.18
The Council: Decision-making - Solihull Council has two MPs (1 Conservative;
1 Liberal Democrat) and 51 elected councillors, representing 17 wards. There are
12 Parish and Town Councils and 22 recognised Residents Associations. The
Conservative group is the largest in the Council and has formed the administration,
although there is no overall political control (24 Conservative, 18 Liberal Democrat,
7 Labour, and two not in a political group). The Leader and executive Cabinet
Members are Conservative. The Cabinet portfolios are:
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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• Leader
• Transport, Highways and Infrastructure
• Resources
• Education, Children and Young People
• Economic
Development
and
• Health, Social Care and Partnerships
Regeneration
• Quality of Life and Neighbourhoods
• Community
Services
and
Environment
1.19
The Council has an Overview and Scrutiny Management Board and four Scrutiny
Boards, chaired by Members from all three main parties.
1.20
The Council delivers its services through five Directorates: Community Services;
Customer Services; Education and Children’s Services; Resources and Strategic
Services. It has commissioned the delivery of its housing and Adult Social Care
Services through two major partnerships: the Care Trust and Arms Length
Management Organisation (ALMO) Solihull Community Housing.
1.21
The total full time equivalent (fte) for the Council’s paid service is approximately
3,500 (excluding schools), equating to 41.43 per 1,000 head of population – amongst
the lowest of all ratios in English councils.
1.22
The Council: Finance - Our net revenue budget for 2007/08 is £130.8M with an
additional Direct Schools Grant of £117M. We receive the lowest Government grant
per head whilst setting one of the lowest Band D Council Taxes for Metropolitan
authorities. Solihull received just £244 per person in central Government grant in
2007/08 compared to an average for Metropolitan councils of £462. We do not
receive Neighbourhood Renewal Funding and strongly contend that the Government
grant formulae inadequately reflect the social and economic disparity between north
and south. Our financial plan shows we plan to spend in the region of £406M on
services between 2007/08 and 2009/10, not including schools. Our three year plan
incorporates an efficiency target of 15%7 or £13M.
1.23
Partnerships – Solihull has a long-standing Local Strategic Partnership, the Solihull
Partnership. In response to the twin challenges of a new Sustainable Community
Strategy (SCS) and a second generation Local Area Agreement (LAA), the
Partnership has reviewed its executive membership, created a new Governing Board
and is in the process of developing and implementing revised governance structures.
1.24
The ‘One Council: One Vision’ (1C1V) programme led to the creation of a range of
new partnerships, including the Housing ALMO, Children’s Trust, Care Trust, Leisure
and Regeneration Partnerships. We are consolidating and developing these new
ways of working, and maximising the benefit of their new capacity, through ‘Shaping
Solihull’, a programme of service redesign and shared service opportunities8.
1.25
At a regional level we are recognised as ‘punching above our weight’ within the City
Region, notably in our contribution to the spatial strategy. We are active in promoting
partnerships with our neighbours - for example, the Coventry, Warwickshire and
Solihull Partnership, and in the emergent Regional Leaders Forum, established to
deliver the requirements of the Sub-National Review (SNR).
1.26
Learning and changing – our approach over the next few years is one of ‘continuity
and progression’. Our focus is on exploitation of seven major projects initiated by
1C1V. Our new programme ‘Shaping Solihull’ will see us become ever more
customer-centric, and organised in a way that positions us, first and foremost, as a
commissioning-led organisation working in a range of strong local and regional
partnerships where we do things
with our communities, not
to them.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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What is the council together with its partners trying to
achieve?
SECTION 2
AMBITIONS FOR THE AREA AND OUR COMMUNITY
Ambition
Our Vision is that Solihull should be a place where “well-being, pride and quality of life are
enjoyed by all". It springs from our customers’ needs and expectations and sets us the
challenge of closing the gap of inequality in the Borough while maintaining existing high
standards and quality.
We have five Customer Outcomes that set out to address the issues outlined in the
previous section, and we are equally focused – using our Strategy Map – on the internal
outcomes that, as a Council we must excel at if we are to deliver the very best for the
people of the Borough. Delivery has been through our transformation programmes: One
Council One Vision, and now, Shaping Solihull.
Our ambitions are shared by our partners and by local people. The Borough’s first
Community Strategy in 2003 shaped our Council Plan, and key Partnership Strategies. To
meet the challenge of reduced resources, our communities’ growing ambitions, and the
opportunities afforded by Local Area Agreements, a new Sustainable Communities
Strategy is being developed to deliver the ‘added-value’ that will come from increasingly
sophisticated resource targeting and strategic commissioning across the Council, as well
as through the Solihull Partnership.
We have long recognised that we must look both within and outside the Borough to deliver
on our ambitions, understanding that our reputation for quality extends throughout the
West Midlands and beyond, and that we can only sustain it by working with other Councils
and Partnerships across the Region and nationally.
2.1
Solihull Council has a clear Vision for our Borough as:
“A place where well-being,
pride and quality of life are enjoyed by all”.
2.2
It is a Vision that is both challenging and ambitious because, although Solihull is, for
the most part, a prosperous, attractive and successful community, it is also:
• marked by significant inequality – most notably between north and south Solihull.
• changing rapidly – long-standing residents still refer to the ‘village’, but Solihull is
now one of the engines of regional economic growth, bringing success and jobs,
to the Borough along with population change and pressure on green spaces.
2.3
Our task is to sustain and improve our prosperity and quality of life in the midst of
change - including providing good value services - while prioritising areas of need
and deprivation. We face an additional challenge: Solihull is the lowest funded
English Metropolitan Borough. The impact of this relative lack of funding has been to
create a spirit of discipline, focus, risk-aware entrepreneurialism and innovation
amongst both officers and Members.
2.4
Our Vision is delivered through our Council Plan, enabled by our Strategy Map and
Balanced Scorecard. The Plan identifies five key Customer Outcomes:
• A sustainable improved quality of
• A brighter future for our children and
life
young people
• Closing the gap of inequality
• To be treated as an individual
• Good value services
Further focus is brought to these by the ten priorities that our communities have
asked us to focus on when addressing the Customer Outcomes.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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2.5
These represent long term challenges that demand our sustained leadership and
commitment. We have been working to address them for more than five years and,
while much remains to be done we believe we have made excellent progress.
2.6
In 2003 the ‘One Council One Vision’ transformation programme identified the Step
Change Improvement Priorities (SCIPs) as the focus for achieving our Customer
Outcomes. Building on these, it launched seven major projects. Each of them
demonstrates our willingness to listen to our customers, challenge ourselves, be
entrepreneurial and provide courageous community leadership.
Actions to deliver the ambition – One Council One Vision
•
Regenerating North Solihull – a billion pound plus programme, delivered through an
innovative partnership with the private sector to enable us to close the gap of inequality.
•
Solihull Care Trust – A new NHS body delivering integrated health and adult social
care services – with the task of bringing both together and providing seamless,
improved services, to enable us to treat people as individuals and ensure a sustainable
improved quality of life.
•
The Children’s Trust – a successful ‘virtual’ trust founded in a strong public, private
and voluntary sector partnership, delivering a Brighter Future for our Children and
Young People.
•
Housing: "Financing the Future" – creating an ALMO to deliver the decent homes
standard, a key element of our work to provide a sustainable improved quality of life.
•
Transforming Secondary Education – Leading local schools in a pioneering BSF
programme, together with the development of a collegiate approach to learning - to
deliver our outcome of ‘A Brighter Future for our Children and Young People’.
•
Leisure Options – investing Council assets in partnership with the private sector to
secure new and improved leisure facilities, delivering our Quality of Life agenda and
helping to close the gap of inequalities.
•
One Front Line – a strategic use of prudential borrowing to transform our customer
services, with a focus on treating people as individuals, improve information and deliver
good value services.
2.7
Through these projects - and the partnerships and new organisations we have
created - we have transformed the landscape of Solihull.
2.8
We believe our actions, with our partners, are starting to make a difference. Focusing
on the North Solihull Regeneration Zone (NSRZ), two key areas - Smith's Wood and
Kingshurst - show improvements in the Index of Multiple Deprivation Score between
2004 and 2007 of 2 and 1.37 points respectively. Income is rising across the NSRZ
and Educational attainment and environmental factors are improving. We know,
however, that much remains to be done. Our Local Area Agreement (LAA) targets
employment, health and crime as areas where, Borough-wide, performance still
needs to improve. We are only beginning to fully exploit the capacity we have
created. The next phase of our transformation journey - Shaping Solihull - will
provide the framework. It is a critical shift from a ‘One Council’ to a ‘One Borough‘
focus to take account of our new relationships. It will also reshape the Council in
response to the challenge of aligning resources to outcomes and establishing a new
framework for community engagement and neighbourhood working. Critically, it is
building new capability and capacity around commissioning across the Council and
with our partners.
2.9
Shaping Solihull is a shared programme with the Solihull Partnership. Partners and
Council officers are contributing to the governance of the whole, under the overall
direction of Councillors.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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2.10
Ambitions based on Consultation - Significantly, local people have told us that we
are tackling the issues that matter to them. With our partners we gather the views of
as wide a range of people as
possible and give people a real
say in decision making and in
judging our performance.
However, although we are an
increasingly diverse community,
there are, as yet, only a few
formal groupings of communities
from minority groups. But we
and our partners are actively
creating more capacity to
engage, supporting the
formation of voluntary sector
focus groups, extending
consultation with tenants, and
supporting Solihull’s Faiths’
Forum9.
2.11
We consult our Citizens’ Panel
four times a year about Council
services, priorities and budget
allocation. For the 2007/08 budget process, Members were able to take into account
the views of local people as expressed through the Citizens’ Panel and previous
consultation exercises. This resulted in additional funding being directed to
community care services, services for young people, recycling and tackling anti-
social behaviour.
2.12
Our outstanding work with children and young people is also recognised, with a
Grade 4 awarded in the most recent Annual Performance Assessment (APA).
2.13
Sharing Information for a Shared Understanding - Information is at the heart of
the new Partnership. We have created “Understanding Solihull”, a key data resource
providing information about the Borough, including consultations, Census data,
deprivation indices and performance indicators, providing information at ward level
and below where possible10. Intelligence supports targeted action and prioritisation.
At a practical level, information shared with our partners is supporting community
tasking. At a higher level it enabled us to commission the development of our Step
Change Improvement Priorities, which became the focus for delivering our Customer
Outcomes.
2.14
There is a tradition of engaging staff in shaping our priorities and participating in
major projects. We believe our staff keep us focused on what really matters to local
people and we work to ensure that there is wide ownership of our Outcomes and
Priorities through magazines, core brief and events and meetings. Our success in
engaging staff led to a Gold Award by LGComms for Internal Communications in
2007.
2.15
Ambitions in Partnership - Our partners share our ambition to sustain the quality of
life and tackle the inequalities in the Borough. We have actively led and promoted the
Solihull Partnership, which is chaired by the Leader of the Council and involves a
wide range of Members and officers with our partners in its thematic groups.
2.16
It is important to recognise that, as a Council and as a partnership, we are at a point
of significant change. In response to our appetite to deepen our partnership working
and create new capacity to meet the demands of the new structure for Local Area
Agreements, we are preparing a Sustainable Communities Strategy and, at the same
time, revising our partnership structures.
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A Place for
One Borough
Community
People
and Equal
Strategy
2003-2013
Chance for All
Network based on information
Centred on Local Area Agreements
sharing and strategy
Solihull Partnership
Cross-cutting themes based on priorities
development
Strong Executive Commissioning
Strong thematic partnerships
Outcomes
Sector based initiatives
Council Vision/Plan
One Council
One Vision
Shaping Solihull
2.17
This challenging approach is grounded in a long history of trusted relationships and
joint working through existing partnerships such as the Solihull Crime and Disorder
Reduction Partnership and the Children’s and Young People’s Trust.
2.18
Regional Partnerships - Solihull - as a place and in its economy - has a leading
regional role. Our ambition is to sustain our prosperity while preserving our quality of
life and local environment. Cross-boundary partnership working is vital to Solihull’s
economic development and regeneration agenda, providing opportunities to secure
added value for the Borough through the pursuit of shared interests and priorities,
and realising economies of scale. With the increased focus on cities as drivers of
economic growth, we have been proactive in promoting the City Region
arrangements, with a particular focus on regional spatial and transport planning.
SECTION 3
PRIORITISATION
Prioritisation
To deliver our Vision we must align our resources - human, financial and physical - to
support the achievement of our five Customer Outcomes. We must prioritise!
The high level priorities are clearly set out in the Community Strategy (and emergent SCS)
and reflected in the specific targets in our LAA and Council Plan. They have been shaped
by an evidence base drawn from across the Council and from partners that is customer-
driven, but balanced by an analysis of needs and performance data. We have invested
considerable time and commitment into developing our business intelligence and are
planning, through our LSP, further investment in this area.
We have a good track record of aligning our medium term financial strategy to our
Customer Outcomes. This is evidenced in our investment in the seven major projects and
our ‘step change improvement priorities’. Our approach continues to develop with the
introduction of an Investment Board that is being established as part of the Shaping Solihull
programme, and the use of Challenge Boards involving Members and Chief Officers to
scrutinise the budget proposals drawn up by each Cabinet Portfolio.
3.1
Prioritising to Deliver – We have developed a robust and comprehensive approach
to service prioritisation. We are clear within and beyond the Council about the key
issues that we face and the things that staff need to focus on in their daily work. Our
sustained commitment to our Vision and five Customer Outcomes means we can
focus on aligning our resources to our Outcomes. This prioritisation led to the
development in our first Council Plan of our SCIPs: priorities which became the focus
for investment, provided the foundation for our major projects and created
organisational capacity in targeted areas such as performance management to
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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communications. Indeed, as the pressure on our resources has grown, we have
further strengthened our ability to prioritise with the introduction in 2006 of a
Balanced Scorecard approach. This means that the process of prioritisation can be
applied to the financial, process and learning outcomes that support the achievement
of our Customer Outcomes. The benefit of the approach is already being felt in the
depth and range of challenge staff themselves are bringing to this year’s budget
process where we need to identify the first 5% of our three year planned 15% budget
reduction efficiencies.
3.2
The framework for Council planning and prioritisation is provided, at the highest level,
by our Community Strategy (which is now transforming into the SCS). Owned by the
Solihull Partnership, this was developed through an extensive process of
consultation. Its high level priorities form the starting point for key partnership
strategies such as the Children and Young People’s Plan 2006-0911, the Crime and
Disorder Reduction Strategy 2005-200812, the Strategic Framework for Reducing
Health Inequalities in Solihull 2005-201013, and the “The Future is Ours” - A Strategy
for Older People 2006-201314. The list is not exhaustive. Critically, these are
partnership strategies, led by thematic groups, but also owned within the Council by
identified Cabinet Members. They are used as the basis for commissioning projects
and services and for the joint monitoring of progress against outcome-focused
targets.
3.3
The priorities within the Community Strategy also shaped the Borough’s Local Area
Agreement. Bringing together both local and national priorities in a single contract, it
is providing us and our partners with a new, sharper focused framework for
measuring achievement of our Priorities.
3.4
We are keen to ensure that there is no negative or differential impact on any group at
risk of disadvantage and discrimination through our strategies and plans. We carry
out an Equality Impact Assessment on new strategies in the course of their
development. This approach helps mainstream equalities into our core business.
3.5
Prioritising against our Customer Outcomes - The Council Plan sets out our
Vision and our five Customer Outcomes15. At the heart of the Plan is our Strategy
Map that visually captures and represents both our customer and Council Outcomes.
Our Strategy Map informs our approach to prioritising all our resources – human,
financial and physical – so they are aligned to the delivery of our Priorities within the
Council Plan and Local Area Agreement. 95% of staff say they have an
understanding of our outcomes and priorities and 73% can see how they contribute
to them.
3.6
We are a confident and ambitious Council, with an impressive track record of
achievement. Against our Customer Outcomes (linked to our major projects) we can
identify a significant number of achievements:
•
Customer Outcome: 'A Brighter Future for Our Children and Young
People' - We were one of the first councils to create a single Education and
Children's Services Directorate. We successfully retained our 3 (out of 4)
rating for Education and Children's Services in our Annual Performance
Assessment (APA) in 2006, and again in 2007 (securing a 4 for the 'making a
positive contribution' outcome element of it). We have been the driving force
in developing a Children and Young People's Trust in the Borough. We have
undertaken a major project
Transforming Secondary Education to provide
better school buildings and broader curriculum opportunities so that young
people can achieve greater educational success. We were approved to be in
the first wave of Government Funding for Building Schools for the Future
(BSF) and were awarded PFI Credits of £86.8M and grant at £33.45M. We
are delivering six brand new schools in north Solihull: the Solihull Centre for
Inclusive Learning was the first BSF School in the country to open.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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•
Customer Outcome: 'Improving your Quality of Life' - We established
Solihull Community Housing to deliver the Decent Homes Programme in
Solihull, successfully attracting an extra £63.3M of Government funding. We
are on target to achieve and exceed the Standard by 2012. A range of
strategies, such as our Crime and Disorder Reduction Strategy, our Economic
Development Strategy and our Local Transport Plan are all designed to
deliver an improved quality of life for local people.
•
Leisure Options - We have attracted a private sector partner to invest up to
£14M in leisure facilities in the Borough. North Solihull Sports Centre has
been refurbished and Norman Green and Tudor Grange Sports Centres have
been replaced with one new Centre which opened in January 2008.
We have invested in our library service, building new libraries to serve the
growing communities of Balsall Common and Dickens Heath and refurbishing
the Central Library. The Central Library is now the 15th busiest in England and
public satisfaction stands at 81% - the highest in the West Midlands and
second in the country16 17 18.
•
Customer Outcome: 'Closing the Gap of Inequality' - With our partners we
have established a programme of long-term initiatives and projects in place to
address inequality in the Borough. As well as our focus on housing and
education, we would highlight:
-
Regeneration North Solihull - Our fifteen year programme to
transform the three wards of Chelmsley Wood, Smith's Wood and
Fordbridge by improving homes, shops, schools, health and
community facilities, transport, the environment, creating jobs and
delivering, to date, 63 new homes.
-
We have established a
Care Trust responsible for reducing health,
inequalities and developing an integrated model for health and social
care in Solihull.
•
Customer Outcome: 'Treating you as an Individual' - We aim to give our
citizens choice and personalise service around their needs rather than ours.
The One Front Line programme created a new contact service and is
exploiting new technology to provide our customers with more choice and
improved access to service, as well as giving us more information about
customer needs.
•
We recognise that we need to better understand our changing population so
that we can offer people, where possible, choice. We have developed a single
Equalities and Diversity Scheme which incorporates our revised Race
Equality Scheme. The Scheme is a planning document that sets out the
Council's objectives to promote diversity and equality. We also have a
Communications Strategy; the Enabled not Disabled Joint Strategy for people
with physical and sensory disabilities; and 'The Future is Ours' - Older People
Strategy to help us in this outcome.
•
Customer Outcome: 'Good Value Services' - We have established a new
procurement service and are actively promoting value for money approaches
across the Council. We focus on income maximisation. Council Tax collection
was at 98%, the highest of any Metropolitan authority. Business rate
collection is 99.61% (top quartile performance). We have responded
positively to the Government's efficiency agenda and surpassed the three
year Government target of £10.4M of efficiency savings. Our three year plan
incorporates an efficiency target of 5% per year for 2008/09 to 2010/11.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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3.7
Part of our success is due to our rigorous approach to managing risk and
performance, combined with a strongly embedded approach to programme and
project management. We can also demonstrate significant re-prioritisation leading to
the re-direction of resources in support of our priorities.
•
Integration of Priorities with Budget and Strategies - our historically low levels
of Government funding give us the lowest funding base per head of all
Metropolitan councils and means we have less money to spend on services. As
a result, we have had to set challenging savings targets each year in order to
meet a reducing revenue base and deliver efficiency savings. Through our
rigorous approaches we have also successfully released funds for service
pressures - over £7M in 2006/07 and £11M in 2007/08. Reinvestment at this
level represents savings found and delivered of 5.8% and 8.8% of the Council's
net budget. Delivery of these and the anticipated delivery of future savings is a
measure of our capacity to deliver and our appetite to prioritise. Our medium term
financial plan continues to drive out efficiencies to invest in priorities.
•
Community Priorities - Based on our Customer Outcomes and Council Plan,
additional monies were invested in our SCIPs (our three year ‘step change
improvement priorities’): 3.5M in 2004/05, £2.8M in 2005/06 and £0.8M in
2006/07. We also consistently fully passported schools funding long before the
creation of the Dedicated Schools Grant. Our 2007 Annual Audit and Inspection
letter also noted
‘Solihull has continued to improve services in priority areas’.
Priorities are also clarified by our customers through the Citizens’ Panel where
we involve them in identifying or re-affirming priorities each year. In 2007/08, a
further £0.944M of revenue funding was invested in projects including recycling,
addressing anti-social behaviour and youth activities, all of which were identified
in feedback from local people. Our Budget for 2008/09 identifies substantial
savings in order to continue to fund priorities and protect front line services within
strict financial constraints.
•
Capital Focused on Priorities - The capital programme supports our Customer
Outcomes and Major Projects. Each year we make around £1M available for
corporate capital projects, allocated through a bidding process which evaluates
the projects for cost and revenue implications and contribution to Strategy Map
Outcomes.
3.8
De-prioritisation - Every Council faces hard choices when it supports identified
priorities. In Solihull, the clear identification of the Major Projects and SCIPs became
the focus for investment choices. We have had to make unpopular and contentious
decisions to, for example, cease funding Christmas lights or reduce the subsidy for
the Schools Music Service in order to maintain our focus. Currently the Schools
Forum is considering proposals to significantly realign funding to give additional
weighting to deprivation factors.
3.9
The whole Council has shown remarkable unanimity in the face of our reducing
budgets. In order to involve as many Members as possible in the difficult decisions
we face, we have evolved a process that brings staff, scrutiny and the Cabinet
together in a budget setting process that is based on a clear, shared understanding
of the financial pressures as well as the Council’s priorities. In 2007/08 it led to a
budget settlement that was supported by all of the political groups.
3.10
In the current year, at the start of a new challenging three year budget cycle, the
process has been extended to include a formal challenge process as well as review
by Scrutiny and Cabinet. Challenge Boards, consisting of the Cabinet Member,
Opposition Spokespersons and Chief Officers, have tested budget proposals against
our outcomes to deliver efficiencies and create headroom for further investment in
our Customer Outcomes. Staff across the Council have been widely involved, with
their suggestions forming part of the budget package that is being developed.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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SECTION 4
CAPACITY
Capacity
As a lean organisation, we excel at shifting resources to support our priorities and
challenging the way we work to ensure that we ‘get it right first time’ – the right services to
the right people to the highest standards in a timely manner, with the least waste. We are
focused on the prioritisation and commissioning processes, taking a strategic approach to
procurement to deliver value for money. We are embracing the challenge of continuing to
achieve our ambitions in the face of increasingly tight settlements through our ‘can do, will
do’ culture.
We are highly effective at maximising revenues, have been improving well in our Use of
Resources judgements and have been cited as an exemplar council in our innovative
investment approaches.
We have a Leader and Cabinet model of government which is both well supported and
challenged by Scrutiny. The excellent working relationships between Members, officers and
partners enable consensus-building approaches. The budget for 2007/08 was agreed
unanimously at Full Council, for example.
Partnerships increase our ability to achieve our ambitions. We are investing in our Strategic
Partnership, and working with the voluntary and community sectors to increase capacity in
the Borough.
We are anticipating the future challenges our workforce will face by investing in our
organisational development team and renewing our organisational development strategy to
align it fully to our Outcomes.
Our approach to equality and diversity is to influence people’s attitude and behaviour, so
that they understand the impact that these have on service delivery. We are enhancing our
approach to customer feedback and user focus to build on our understanding of the diverse
needs of communities in the Borough.
4.1
The Council - Our achievements demonstrate that we have the capacity needed to
develop effective plans, assess risks, make timely decisions and procure - ‘right
source’ - effectively. Value for money, and the continual challenge to be innovative
and find new and more efficient ways of working, is part of our culture. Our strengths
are:
• Community Leadership by the Executive, resulting in clear and consistent
Customer Outcomes and a willingness to tackle large scale transformation
programmes.
• A strong sense of shared purpose, trust and respect between officers and
Members.
• Our ‘One Council’ approach, so that – whether dealing with a customer or
supporting a colleague – we take ownership of the issue.
• A drive for 'good value services' that is reflected in a strategic approach to
procurement and value for money across the Council.
• A willingness to innovate with our partners where greater value or better
customer services can be delivered.
4.2
The Council’s decision making structure is effective: Members, whether in Cabinet or
Scrutiny, and officers are clear about their roles and responsibilities19. Many
Members have extensive experience in their role and detailed and long standing
knowledge of the Borough. To ensure that this capacity is sustained, there is a focus
on continued Member development. The Member Development Group has agreed
role descriptions and competencies for all Members and has completed a training
needs analysis that prompted the development of a new targeted training and
Member development programme. The Leader of the Council has called together an
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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all party commission with a brief to review best practice and make recommendations
to Full Council about further improvements. However we recognise that although
foundations have been laid, work remains to be done to fully engage Members in the
development programme.
4.3
A Scrutiny and Members’ support function is in place. The Monitoring Officer, as
Solicitor for the Council, has the status to provide advice and support and to co-
ordinate training to all Members on the Ethical Framework [Code of Conduct]20. We
have established both Standards and Audit Committees with independent Chairs. A
model protocol and governance toolkit has been agreed as the basis for effective
governance of our major partnerships.
4.4
Driving for value - As a lean organisation we have developed an entrepreneurial
and dynamic approach to managing people and resources that enables us to
manage risk and achieve outcomes.
4.5 Risk
management21 is central, with our approach sustaining in the most recent Use of
Resources assessment and gaining a citation for best practice by the Audit
Commission22. The use of risk registers is embedded within our Performance
Planning Frameworks. We have senior officers as ‘Risk Champions’23 and strategic
risks are regularly reported to Members who encourage a positive approach to
treatment of risk. At a more routine level, risk registers are maintained within
Directorates where lower level risks are tracked, monitored and, where necessary,
escalated.
4.6
Project management is embedded in our approach to managing new initiatives. We
have developed a local Prince-based project framework,
Start,
Plan,
Implementation,
Close,
Evaluate (SPICE), and have used it extensively to support the management of
both large and small projects. SPICE has given the Council a shared framework for
establishing project structures and processes, helping to embed the approach across
the Council24.
4.7
Strong financial management and value for money (VFM) is essential. We give
financial training to all budget managers, financial administrators and new Members.
Members are actively involved in promoting VFM and best use of Council monies.
For example, the Council’s Overview and Scrutiny Management Board (OSMB) has
reviewed the use of consultants, voluntary sector support and printing costs, leading
to the adoption of new guidelines and controls. Most recently, members have
developed a potential savings toolkit to further strengthen the published budget
setting framework. Our joint VFM capacity building project with Coventry City Council
has provided training for managers and members with the opportunity to explore
techniques such as ‘lean’ thinking in greater detail. 60% of local people feel we
provide good value for money, making us the third best performing Metropolitan
Council.
4.8
A strategic approach to procurement - To enable a Council-wide and strategic
approach we have created a new procurement service. As well as driving for savings
- over £1M cashable savings since its formation in 2004 - the service has pioneered
new approaches such as e-auctions and supported the development of major
contracts such as the Leisure Public-Private Partnership or Strategic Environment
contract. We are actively involved in supply chain management, holding conferences
with private and community and voluntary sector suppliers to engage them in our
priorities and advise them about Council requirements. We are also streamlining
procurement processes. Currently, i-procurement is being implemented across the
Council.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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4.9
Use of Resources (UoR) - We perform strongly - an overall grade 3 - with positive
comments in successive Direction of Travel statements. By the end of 2006/07 - a
year early - we had almost met our three year Gershon efficiency target with a
cumulative savings figure of £10.274M against a target of £10.4M. Our total after two
quarters of 2007/08 is £11.810M. The Council has robust revenue and capital
management strategies25. We have significantly exceeded our LPSA cost
effectiveness reward target. Our rigorous approach means we have been able to
identify resources to fund our agreed priorities.
4.10
We take a strategic approach to the way in which resources are assembled to
support Council priorities:
• We have been a leader in the use of prudential borrowing to support strategic
initiatives and are cited as a Best Practice authority in CIPFA’s Best Practice
Guide for this area26.
• Our Asset Management Plan ensures assets are used responsibly and efficiently,
allowing us to exploit them in support of our priorities, encouraging investment
from the private sector27.
• Meeting our LPSA targets has led to around £4M in reward grant to invest in our
customer outcomes.
• Our Partnership in north Solihull has attracted £1.1M of Regional Housing Board
grant to support housing renewal, and £1.2M of Primary Capital Programme
(PCP) Funding from the Department for Children, Schools and Families (DCSF)
to support the rebuild of primary schools in the area in 2006/07 (with a further
£6M to follow as a PCP pilot).
4.11
Capacity through Partnerships – we recognise that partnerships increase capacity
and, as a Council, we actively promote and participate in them and identify great
variety of arrangements, from joint appointments to the establishment of major new
organisations, including, for example, Solihull Care Trust, Inpartnership, the
regeneration company that is master-planning our billion pound regeneration project,
our Leisure PPP and a longstanding Waste to Energy Plant with Coventry City
Council28. Many of our critical front line services, such as Streetcare and Waste
collection, are now delivered by third parties. Our recognition that we are now,
effectively, a commissioning organisation is driving our new change programme,
Shaping Solihull, which will further increase our capacity by:
(a)
Extending the Commissioning approach – In key areas, such as the
Children's and Young People's Trust and the Care Trust, commissioning is
embedded. The new project will extend our use of business intelligence and
introduce the next stage of organisational change to establish a common
commissioning process. Crucially, this project is owned by the Solihull
Partnership so that the new approach is established from the outset as a
shared approach with partners.
(b)
Exploiting information and technology - We have invested in new
technology to create new capacity in the Council. Based on our customer
contact service we are rolling out Council-wide information systems, such as
Oracle CRM, HR and financials and i-procurement. The 'Transforming
Business as Usual' project will drive its exploitation to ensure that planned
savings, as well as service benefits, are fully realised
.
(c)
Sustaining our customer focus - We have transferred services with high
levels of customer contact to our contact centre, enabling us to better focus
professional and back office staff. This promotes 'right first time' delivery.
(d)
Organisational Development - Our employees tell us that they enjoy
working here. We have had Investor in People accreditation for the whole
Council since 1995. We achieved a Single Status pay agreement in 2001,
one of the first in the country to do so.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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4.12
We have high expectations of our staff and actively manage issues such as
attendance29. Average employee sickness was 8.06 days/year at the end of
2006/07, well below the West Midlands Metropolitan Council average. Staff surveys
show that staff members are set clear targets relative to their performance plan and
they receive support from managers to perform their roles30. We have good staff
relations, working with the Trade Unions in 2006 to establish a new Consultation and
Negotiation Framework31 and Partnership Agreement32.
4.13
We are transforming our HR service to play a more strategic role, supporting
workforce and organisational development, addressing four themes:
•
Underpinning Basics – including self-service, sharper HR policies, e-learning
and management information.
•
Developing our People – Improving leadership and management development.
•
Influencing organisational change – employee surveys and partnership
working.
•
Employer of Choice – work-life balance with our flexible working policy and
further development of on-line recruitment.
4.14
We have invested in organisational development, creating a new, strengthened team.
Our Organisational Development (OD) Strategy shows the investment we are making
in learning and development interventions33. We run Institute of Leadership and
Management (ILM) Level 5 management courses and are part of a consortium to
train managers in delivering high quality coaching.
4.15
Our partnerships with the voluntary and community sector are vital. Solihull has over
500 voluntary and community groups but many of these are very small and in need of
development. Recognising this, we have created capacity in the Council to provide
support and agreed a Voluntary and Community Sector (VCS) Strategy 2007-201234
and Compact 2007-201035. Both documents were led by the Voluntary and
Community Sector and facilitated by the Council: over 160 partner organisations
contributed to them. One of the outcomes of the additional support we have offered is
Solihull’s Change Up Consortium (SUSTAIN)36 which has been able to access
approximately £1.2M of external funding to further assist with the VCS Capacity
Building and Infrastructure Development programmes.
4.16
Equalities and Diversity – We have achieved and further consolidated level 2 of the
Equality Standard as a measure of achieving our equalities objectives. This has
included the widespread deployment of Equality Impact Assessments and a thorough
review of future activity and support. The Council is committed to progressing
against the Equality Standard and a key measure within the Solihull scorecard is
achievement of level 3 by autumn 2008.
4.17
We have involved local people in developing our Equality and Diversity scheme37,
which has now been substantially updated. Its Action Plan is formally championed
by an elected Member Diversity Champion (the Deputy Leader) and managed by the
Corporate Management Team at its monthly performance meetings, demonstrating a
strategic and integrated approach to equalities and human rights issues. We have
Equality and Diversity groups and champions in place in Directorates to ensure
delivery of agreed actions and cultural change.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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SECTION 5
PERFORMANCE MANAGEMENT
Performance management
We are performance-focused – both in terms of delivery and accountability. There is a well
developed internal operating framework, formalised in our well-established practice of
implementing ‘Statements of Required Practice’ (SORPs).
Performance management is seen as both top down and bottom up, stressing the ‘golden
thread’ that runs through our approach. The framework we operate within has strong
elements of peer, Member and, crucially, customer challenge to it.
With our focus clearly on delivering our five Customer Outcomes, we have invested in
bespoke, PRINCE-based project management. The new ‘Shaping Solihull’ programme is
underpinned by this and we are strengthening governance arrangements by formally
constituting the Transformation and Investment Boards that will oversee the next stages of
delivery.
We have an open and honest approach to our performance, publishing and seeking
feedback on our results. We have established joint arrangements for performance
management with our partners and these are being developed around our new and existing
LAAs.
5.1
We understand that effective delivery rests on strong performance management. We
have invested in performance management, created an effective performance
management framework and have continued to develop new structures to match our
changing needs and circumstances38.
5.2
Our performance management is centred on:
• delivering tangible improvements for local people.
• creating an intelligence-led organisation to support our commissioning intent.
• monthly performance meetings for our Corporate and Directorate Management
Teams.
5.3
We have a well established Performance Management Panel (PMP) chaired by the
Chief Executive, which carries out detailed reviews and provides peer challenge to
action plans, areas of under-performance, the outcome of inspections and the
delivery of agreed improvement plans39.
5.4
PMP is a link in a chain of agreed processes and structures across the Council. Most
day to day work is carried out by officers from the Corporate Performance, Policy and
Information Division working alongside Performance Lead Officers within
Directorates. Systems and procedures have been developed to support them, set out
in a number of guidance notes called ‘Statements of Required Practice’ (SORP).
Effectively these form the toolkit for our performance management processes.
5.5
We have a well established approach to business planning, with all areas producing
business plans to the same timeline and format40.
5.6
Risk and performance management are closely integrated. All performance plans
require an updated risk register and performance management reporting also serves
to trigger the re-evaluation of existing risk registers. Risk management is an integral
part of our approach to project management.
5.7
Throughout 2005 we developed and trained staff in our project management
methodology ‘SPICE’. Staff are required to ensure that all projects are compliant
with the standards within the SPICE framework.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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5.8
We meet the new requirements of the Audit Commission guidance on Data Quality
and have established ‘Information Quality Standards’ which set out the key actions
and responsibilities for achieving a consistent and corporate approach41.
5.9
We have an established Revenue Budget Framework, linking the budget setting
process with our performance management and performance planning framework25.
Headline financial performance measures have always formed part of our strategic
set of Key Performance Indicators (KPIs). Each year our Overview and Scrutiny
Management Board reviews both performance and budget outcomes.
5.10
Our performance structure extends from the Council-wide and strategic in the
Council Plan, through Divisional and team plans to individual targets. Staff
understand their contribution to the Council Objectives and Priorities; over 95% have
a formal appraisal and agreed targets; 86% of staff are clear how these link to their
Performance Plan. Over 73% are clear how their individual targets contributed to the
Council Objectives and Priorities42. We believe this focus leads to high performance.
In 2006/07 61% of our BVPIs showed either improved or maintained current level of
performance.
5.11
There are well established arrangements for quarterly reporting of key strategic
performance indicators to Cabinet Members, Cabinet and Scrutiny. Last year we
introduced the Balanced Scorecard approach, which involved re-casting the ‘Top 40’
strategic performance indicator set, including more local indicators and aligning our
performance management more closely to the delivery of our agreed Outcomes.
Scrutiny and Cabinet also review the performance of our LAA every six months.
5.12
We are proactive in gathering views about our performance, particularly from our
customers and local residents. Partners, officers and Members share performance
information, celebrating achievements and reviewing where we need to improve. We
have an accessible and effective Customer Feedback Procedure43 and regard
complaints as a valuable source of performance information to guide service
improvement, including them on monthly performance agendas for corporate and
directorate management teams and reported to OSMB. A detailed complaints annual
report is produced which includes examples of organisational learning44.
5.13
Our Council Results are published annually, including Best Value Performance
Indicators, additional measures within our Scorecard, the national indicators for Adult
and Children’s Social Care Services, headline summaries of financial management
and the results of any external inspections. We plan to continue to publish our
Council Results in a more Annual Report style document. The Council Tax booklet
also summarises our performance results and is sent to every household and
business. Both of these publications have been produced at significant reduced
costs in recent years. Other mechanisms include our monthly Core Brief (used to
cascade examples of delivery against our priorities); ‘Contact’ the monthly staff
magazine, the Intranet, the quarterly publication ‘Your Solihull’ (delivered to every
household), our work with the media and our website.
5.14
Customer feedback and customer satisfaction is crucial. Our results are good:
• 68% of residents feel we are trustworthy; the third best Met in the country.
• 58% feel we promote the interests of local residents; second best Met.
• 50% believe we keep them well informed about the services and benefits we
provide; second best Met.
• 40% believe we delivering on our promises; third best Met45.
5.15
Continuous Improvement - In 2007, we introduced a new structure for our planning
and performance management using a Strategy Map and Balanced Scorecard
because we wanted to better align our resources to our Outcomes. The first benefits
are being felt in this current budget round with the Scorecard providing the basis for
challenging our progress in securing improved outcomes.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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5.16
In April 2007 our first LAA went live. This represented a step change for the
Executive in managing a major programme of projects and activities. However, our
previous experience and successful management of Local Public Service Agreement
(LPSA) targets, as well as the structures created around the Safer and Stronger mini-
LAA, provided us with the basis for the new arrangement. We now have an effective
performance management framework for our LAA enabling the partnership to act
more effectively46.
5.17
The performance management arrangements to support the new LAA will be central
to the future work of both the Council and the Partnership. We are therefore:
• renewing the governance structure of the Partnership and our Sustainable
Community Strategy.
• enhancing our ability to access good quality information by renewing and
extending our ‘Understanding Solihull’ datasets making it available over the
internet to all partners, and
• using LPSA reward monies to create additional capacity in our performance
management team and in our finance team to ensure we can track both funding
and performance effectively.
SECTION 6
ACHIEVEMENT
WHAT HAS BEEN ACHIEVED?
Summary
Through our Community Strategy and Council Plan, we have consistently balanced
national and local priorities: for example, in the emphasis we place as a Borough on
learning, the focus we have brought to improving health and social care and, above all, in
the strong drive and commitment we have brought to addressing issues of inequality,
deprivation and exclusion.
Local people have endorsed our priorities and, more importantly, there is evidence that we
are trusted, that we deliver on our promises, that there is opportunity to participate and that
we offer value for money.
The quality of our working relationships and shared purpose with partners regionally and
locally is a strength. As a result of our joint working there is, now, momentum for greater
‘value-added’ improvement in the Borough. In the Council our focus on local people, our
drive for quality, and our willingness to be entrepreneurial have all led to real achievements
and sustained improvement that is reflected, in part, in our Direction of Travel statements
which have identified us as improving well for the last two years.
6.1
SUSTAINABLE COMMUNITIES AND TRANSPORT
6.1.1
Development – We have
led in the development of key partnerships to secure
business investment and ensure the sustainability of our towns and communities. We
promoted the successful redevelopment of Solihull town centre, resulting in the
creation of the regionally important Touchwood shopping centre. This success has
been followed by the development of extensive proposals to renew the major centres
in Shirley and Chelmsley Wood. We have promoted wider business investment by,
for example, the development of the Blythe Valley Business Park. These different
projects have already resulted in some £390m of private sector investment in the
Borough. We have built up considerable expertise in working with the business
sector locally. This rapport has borne fruit in one of the first Corporate Social
Responsibility partnerships, ‘Footprint’, engaging local businesses in environmental
activity, employment, education and community initiatives47.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
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6.1.2
Employment - Our concern is to ensure that local people are able to realise their
potential, linking opportunity to local needs. We have already achieved our LPSA
target on increasing employment: by the end of March 2007 we had helped 284
workless residents from disadvantaged areas into work. 176 of these were in
sustainable jobs. Supporting the City Region ‘City Strategy Pathfinder', Solihull
Access to Employment Group coordinates and plans local services and support to
tackle worklessness in disadvantaged communities. After six months of 2007/08,
194 workless residents had been supported into employment: we are well set to meet
our year end LAA target of 200.
6.1.3
Skills - Our adult and community learning service, which is delivered in partnership
with Solihull College was rated as ‘good’ - the second highest grade possible. The
inspectors noted our ‘good’ capacity to improve and highlighted effective partnerships
and strategic leadership, good teaching and learning, highly accessible learning and
a wide range of provision as our strengths. Concrete results include year on year
90.4% increase in completed learn direct courses and an 81.2% increase in those
completing their first ever qualification in literacy and numeracy through national
tests.
6.1.4 In early 2007 Solihull was awarded the Matrix Quality Standard for the Learning
Services we provide from our libraries and the Learn Direct centres48. Highlighted in
the assessment were the professionalism, enthusiasm and commitment of staff,
partnership working and positive feedback from users.
6.1.5
Business Development - The Council has led a new local enterprise support
initiative to increase the numbers of business starts, particularly in north Solihull. The
North Solihull Regeneration programme will see new commercial space being
developed in Village Centres, helping to boost enterprise, business investment and
employment in the area. The need to protect employment land is recognised in the
new Economic Development Strategy49.
6.1.6 A Procurement Programme “Meet the Buyer” has also been established, focused on
engaging businesses and community organisations in Solihull, particularly in the
north, with emerging business opportunities from the Regeneration programme50. To
date 964 local businesses have fully registered on the supply chain database and
five local businesses have been awarded contracts within the Regeneration
programme.
6.1.7 A “Pathways to Work” programme was set up with Solihull College and Solihull
Community Housing to help local people take advantage of job opportunities being
created as part of the Decent Homes and work is underway to look at expanding this
to support wider regeneration and other construction activity51.
6.1.8 An investment/displacement support package for businesses is being developed,
with Land Rover having received coordinated support to help manage its redundancy
programme. Investment trends were very positive in 2006/07, with 46 investments
identified, creating or safeguarding 1050 jobs. Whilst overall enquiry numbers have
been lower in the first half of 2007/08, 40 investments have been identified, creating
or safeguarding over 630 jobs. Resources will also be secured from Section 106
agreements to help support Business Investment activity in the future.
6.1.9
Social Inclusion and Community Involvement - A Social Inclusion Strategy has
been agreed by the Solihull Partnership and an action plan will be developed within
the context of the new LAA52. There is a particular focus on supporting community
engagement and empowerment in north Solihull (and on developing closer links with
employability activity). One example of the sort of projects that have emerged is
“Delivery Partners”, local people and schools working together to clear up the woods
in Smith’s Wood in response to local concerns.
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6.1.10 We are involved in Police priority meetings. These enable local issues to be raised
and prioritised and feedback on previous activity given. Local councillors, partner
agencies and members of the local community attend the meetings.
6.1.11
Housing – We work closely with our ALMO, Solihull Community Housing and the
North Solihull Regeneration Partnership to deliver the Decent Homes standard and
plan for and manage the Borough’s housing provision. At a strategic level, perhaps
the most notable achievement has been the remodelling of the housing market in the
North Solihull Regeneration area through a net increase in homes and greater
diversity of housing type, tenure and value.
6.1.12 In November 2007, the North Solihull Regeneration Partnership won the top award at
the Housebuilding Innovation Awards for the ‘Best partnership between a developer
and the public sector’. It represents the best example of how developers and a
council work together to bring total regeneration through improving the local
environment, tackling social issues like crime and unemployment and helping
communities to grow and prosper.
6.1.13 Our proactive approach in influencing the market through making good use of our
own housing stock and assisting private owners to maintain their homes has resulted
in there being no problems of long-term vacancy in private or public sector housing.
We also seek to influence the amount and type of 'affordable' housing provided in
new developments through our 40% affordable homes target which is included in
Supplementary Planning Guidance. Our target for affordable homes in 2004-09 is
550. In 2007 we have achieved 388 affordable homes, a quarter of which were
provided without the use of Social Housing Grant from the Housing Corporation.
6.1.14 We are committed to working with our partners to promote house ownership by
exploring a number of intermediate tenure options such as New Build Homebuy,
Open Market Homebuy and the First Time Buyers Initiative. These tenure options
are an important part of diversifying the housing market in north Solihull and in
helping people onto the housing ladder across the Borough. In the two year period to
April 2008 we forecast the following: 111 New Build Homebuy completions; 31 First
Time Buyers initiative completions; and 10 Open Market Homebuy completions.
6.1.15 We are committed to reducing homelessness by effective preventive strategies
designed to provide more options to enable people to stay in their own home53. We
have reduced the number of households accepted as homeless by 269 - from 583 in
2005/06 to 314 in 2006/07 a reduction of 46%. Our achievement led to the award of
Regional Champion status with additional funding in order to share our innovative
preventive solutions with other councils. We work effectively with a range of partners
to provide the Sanctuary scheme helping victims of domestic violence. We also work
with housing and other partners to address the needs of the young homeless.
6.1.16 We introduced a new scheme, Solihull Home Options, for the allocation of Council
housing based on ‘choice based’ principles in October 2007. We and our partners
believe that this will allow tenants to feel they are being treated as an individual. It
will also contribute to improved sustainability of tenancies and local communities.
6.1.17 All Council Homes are on track to meet the Decent Homes standard by 2012, with
the creation of our ALMO bringing in £63M of investment. We have also attracted
new growth points funding of £1.5M which will deliver additional new houses.
6.1.18
Environment - Solihull starts from a strong base: it is an attractive place with a high
quality local environment. We are committed to sustaining and promoting this
quality. For example, we are keen to provide quality parks and a target to increase
the number of 'green flag' accredited parks within the Borough – with particular
emphasis on parks in north Solihull – is a stretch target in our LAA. We now have
four Green Flag status parks55. Solihull also enjoys continued success within the
Britain in Bloom competition winning a gold medal in 2007 and being selected to
represent the Midlands region in the national competition in 2008. Satisfaction with
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parks and open spaces has improved steadily and is now at 78%, 5% above the
national average.
6.1.19 With the introduction of the Streetcare concept we provide an integrated and holistic
approach to the delivery of grounds maintenance and street cleansing. The work
now includes the grounds maintenance of parks and open spaces, highway land, car
parks and housing amenity and curtilage areas, cemetery land, playgrounds,
allotment areas and cleaning of public conveniences. 70% of households in Solihull
are satisfied with keeping land clear of litter and waste in their area, 7% above the
national average.
6.1.20 We work with local people to sustain their pride in their communities. We have
promoted Park Action Groups and involve them in planning for proposed
development and improvement. An example of this is the contribution local people
and the parks action groups have made to the planned improvements at Tudor
Grange Park. Our ‘Environmental Champions’ initiative launched in March 200757
supports local volunteers as the eyes and ears of the Council in reporting
environmental issues in their area such as graffiti, fly posting and litter. Work carried
out by the current 95 volunteers has included painting out graffiti on street furniture,
removing fly posters, litter picking and putting up dog fouling signs. To date 150
cable boxes have had graffiti removed from them.
6.1.21 In recognition of local views, waste and recycling is a high priority, receiving
additional funding through the budget process. In 2006/2007 we achieved 23.48%
for recycling household waste and, in addition, met our LPSA 1 Stretch Target. We
are currently servicing over 53,000 green wheelie bins. The final roll out is scheduled
for March 2008. A significant proportion of our household waste is directed to the
waste to energy plan that we managed jointly with Coventry Council. Heat, power
and other energy sources are generated with a result of 57.97% against a 40%
government target.
6.1.22 Kerbside paper collection is the Council’s second recyclable. At present this service
is delivered to 64,000 of our 86,000 households. 39 schools have firmly expressed
an interest in us collecting their paper for recycling. In addition, there are currently 32
recycling ‘bring’ sites throughout the Borough, and in 2007, we introduced plastic and
Tetra Pak containers to four sites which proved so popular with residents that larger
containers were required after six weeks.
6.1.23 Within the Council we are actively promoting better energy use. We have appointed
an Energy Officer and led an awareness campaign with building managers, school
bursars and headteachers. We signed the Nottingham Declaration in 2007 and have
recognised in our LAA that developing both a local Vision and specific targets for
sustainability in the Borough is an area for development. The new Sustainable
Community Strategy (SCS) Swill set out our aspirations in this area and specific
targets are planned for inclusion in the new LAA.
6.1.24
Planning - Planning is key to effective Place Shaping in the Borough. Achieving the
best outcomes involves both regional action and local delivery. We are a leading
player in the review of the Regional Spatial Strategy, ensuring that Solihull's needs
and aspirations are recognised in policy development.
6.1.25 We have an up to date development plan - our Unitary Development Plan (UDP) was
adopted in February 2006 - to guide the enhancement and further development of
the Borough. We have also developed more detailed policies to ensure the delivery
of affordable housing and to ensure that new developments respect the special
qualities of the Borough. Our New Housing in Context Supplementary Planning
Guidance broke new ground in establishing a contextual framework for planning
decisions and has won an award from Royal Town Planning Institute.
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6.1.26 We have an efficient and effective development control service, which is now
delivering good performance following service improvements. Our service
improvement strategy is used as a case study by the Planning Advisory Service.
6.1.27 Our notable practice includes a design code to ensure high quality and sustainable
new development in north Solihull, building control ensures safe, sound and
accessible new development, and planning services delivered in a coordinated way
from concept to completion.
6.1.28
Transport - Our Transport Strategy is an integral part of the West Midlands Local
Transport Plan. It is vital to economic development and social inclusion within the
Borough. Transport is not seen as an end in itself but the means by which access to
business, education, social and leisure activities is achieved and enjoyed by all.
6.1.29 We have been prepared to adopt radical solutions to improve public and private
transport in the Borough. Following extensive consultation and negotiation with
residents, business and other stakeholders, Solihull introduced the first Red Route
scheme outside London, and has now delivered 80% of the proposed network for the
Borough. The first scheme included improved pedestrian facilities, improved and
relocated bus stops, revised parking and loading arrangements and more disabled
parking bays58. Independent monitoring of the results show:
• Journey time savings of 7.2% and reliability improvement of 6% for all traffic.
• Bus delays reduced by 10% and journey time reliability up by 7%.
• Casualty reduction of 16.2%.
• 62% drop in illegal parking.
• No loss of trade for shopping centres.
6.1.30 Car ownership tends to be high over most of the urban and rural areas, but much
lower in the NSRZ. Therefore, good public transport is a vital element of connecting
jobs with the communities in Solihull in most need of employment. The Council has
led the development of new bus routes, investing some of its own resources and by
lobbying the bus company for its commitment and support and gaining financial
support from key local employers. As a result of these efforts we have created the
966 and 166 bus routes to connect the north with Solihull town centre and Blythe
Valley Business Park. We have also had schemes to issue bus passes to those
seeking employment to attend interviews and work in the initial weeks. 59% are
satisfied with local bus services, an improvement of 1%. 60% of our residents are
satisfied with local transport information, up by 6% since 2003 and 6% above
national average.
6.1.31 Solihull operates a Borough-wide community transport service using minibuses with
wheel chair lifts and easily accessible steps. The service is available to all voluntary,
charitable and not for profit organisations across the Borough. Community Transport
Solihull also provides Minibus Driver Awareness Training and Passenger Assistance
Training and various volunteering opportunities and work experience.
6.1.32 Throughout Solihull the emphasis is on promoting sustainable development and
travel. Our parking policies, developed with town centre partners, support this
approach and are explicitly linked to the economic benefits of development,
reductions in congestion and improvements in accessibility and air quality. In town
centres we seek to balance the economic benefits that attracting high numbers of car
users can bring against the environmental, planning, congestion, severance and
exclusion problems that can result from trying to accommodate too many cars.
When the Touchwood development was planned, it was linked to a major review of
car and public transport provision with the Council and key local partners agreeing to
co-operate in reducing the number of allocated staff parking spaces.
6.1.33 We have a history of good performance in reducing road accidents. We are well on
target to achieving the Government’s 2010 40% reduction target.
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6.2
SAFER AND STRONGER COMMUNITIES
6.2.1
Crime - Solihull’s Crime and Disorder Partnership was launched in March 2004,
following the merger of the former Crime and Disorder Reduction Partnership and the
Drug Action Team. The partnership is well supported by statutory bodies and the
voluntary and community sector, combining forces to co-ordinate work to tackle crime
and disorder and address drug misuse.
6.2.2 Solihull’s Crime and Disorder Reduction Strategy 2005-2008 prioritises domestic
burglary, vehicle crime, robbery, violence, domestic violence, racist and other hate
crime, criminal damage, anti-social behaviour and substance misuse. We and our
partners are proactive in pooling data and resources to make sure that the strategy is
delivered. Our work is influenced by regular feedback from residents through
surveys and neighbourhood forums.
6.2.3 With the Police we have appointed a Joint Head of Crime and Disorder Reduction
with responsibility for the Drug Action and Youth Offending teams, anti-social
behaviour and community safety and crime prevention. This role has recently been
expanded as Joint Head of Public Protection to include Trading Standards, Licensing
and Public Health. The post holder is a member of the Senior Management Team of
both the Council and the Police ensuring a joined up approach to crime reduction at
both a strategic and operational level.
6.2.4 Joint work and planning is resulting in an effective joint response across a wide range
of crime prevention and anti-social behaviour initiatives with multi-agency action
plans tackling criminal damage59; robbery60; violent crime61, vehicle crime62 and
Council led initiatives in respect of distraction burglary and ‘Door Step’ crime63.
6.2.5 We are on course to meet our LAA target to reduce overall crime: after the second
quarter of 2007/08, we were inside our target for recorded incidents. Between
2004-2007, we achieved two LPSA targets to reduce domestic burglary and vehicle
crime, resulting in 500 fewer vehicle thefts and over 200 fewer burglaries in the last
year of the agreement.
6.2.6 Our Trading Standards service has been chosen to lead a Scambuster pilot involving
13 other authorities across central England to stamp out ‘rip-offs’ such as doorstep
cons, large scale counterfeiting and high pressure sales tactics64.
6.2.7 Action to Tackle Underage Alcohol Sales (TUSAC
)65 includes the proactive
engagement with licensees to encourage due diligence and training and audit of
licensees66. There are also target hardening schemes such as Home Check67 and
the Sanctuary Scheme to reduce repeat victimisation and awareness training for
Police contact staff, Housing and other Council staff68. We have established ‘Online’
connection with the DVLA for the control of abandoned and untaxed vehicles and
have engaged in several multi-agency initiatives to tackle vehicle crime such as
‘Operation Radent'69.
6.2.8
Neighbourhoods - The introduction of Neighbourhood Policing in 2006 was
supported by a Multi-Agency Community Tasking Group chaired by the Joint Head of
Crime and Disorder Reduction to ensure a joined up approach to delivering front line
services. This group brings together Neighbourhood Police inspectors and from the
Council, Neighbourhood Managers, the Youth Offending Team, Trading Standards,
Youth Services and Environmental Services. Using up to date crime data, the group
shares intelligence jointly, problem solves and allocates resources to tackle chronic
or emergent hot spots. At a neighbourhood level, front line workers from across the
Police and Council meet regularly with residents via street surgeries and residents’
meetings and elected Members receive regular updates on activity in their area70.
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6.2.9 To widen participation and as a means of demonstrating our joint working
relationships Joint Police Authority/CDRP consultation events have recently taken
place in each of our defined neighbourhoods. These have been well received by the
public.
6.2.10
Young people - The Children and Young People’s Trust Board commissions the
Solihull Youth Justice Plan71. In this way, targets for young offenders are set within
the framework of the overarching Children and Young People’s Plan. At the end of
March 2007 a level 3 rating was achieved, only 0.6% short of level 4 (1 Low - 5
High).
6.2.11 Practice within the Youth Offending Service continues to evolve. Notable
developments include Restorative Justice, which includes direct and indirect
reparation to victims and communities, the launch of a mentoring scheme to offer
young people additional support and guidance and the introduction of the Triage
Assessment, providing service users with speedy access to a range of health care
professionals based within the team72. Additional monies from the Youth Justice
Board have supported a preventative programme of intervention for young people
aged 14–17, which builds upon and compliments the existing provision of the Youth
Inclusion Support Panel for those aged 8–13.
6.2.12
Domestic violence - Solihull has appointed a full time co-ordinator post for Domestic
Violence and has published its Domestic Violence Strategy (refreshed in 2006)73. A
multi-agency seminar held in 2006 launched a DVD produced by the partnership as
an aid to victims of Domestic Violence going through the court. We also play a
proactive role in the Make a Better Life for Everyone Charitable Trust, opening a
refuge with a regional benefit in 2006. The Domestic Violence Court is making trials
more effective and has recently been awarded specialist status. Officers from within
the Community Safety Team play a full part in local multi-agency risk assessment
procedures for victims and perpetrators of Domestic Violence (MARAC). We are
recruiting an independent Domestic Violence advocate and will lead on the
Sanctuary Scheme which assists victims of domestic violence to remain safely within
their own homes.
6.2.13
External funding – External funding and sponsorship are used innovatively to
address crime and disorder issues, such as purchase of mobile CCTV cameras and
mobile police vans to aid policing in hot spots and rural areas. Funding for Police
Community Safety Officers and funding of multi agency activity support the delivery
of agreed action plans.
6.2.14
Anti-social behaviour (ASB) - Anti-Social Behaviour is a key issue for local people.
We play a key role in the delivery of the Solihull multi-agency ASB strategy and have
established within Solihull Community Housing an integrated ASB team to investigate
and address issues across the whole Borough. We are beginning to see the impact
of this work with a reduction in reported criminal damage and ASB of 18% and 21%
respectively, over a twelve month period.
6.2.15
Drugs - Over the last two years one of our priorities has been to address the needs
of drug users in the criminal justice system74 75. We are working to prevent young
people from becoming drug mis-users, reduce the demand for illegal drugs, increase
the number of users accessing effective treatment and reduce drug related crime.
Our Drug Action Support Team commissions and has been successful in:
• Implementing a new day care programme.
• Establishing a Reach Out service to access hard to reach clients and bring them
into treatment76.
• Establishing a specialist young person’s substance misuse service – Str8 Up
including a screening referral protocol and tool used across children’s services77.
• New Drug Intervention Programme through care and aftercare service.
• Establishment of a Primary Care drug treatment service.
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6.2.16 The Health Care Commission improvement review scores have evidenced the
success of the adult treatment action plan. In 2005/06 Solihull achieved a score of 3
(good) for community prescribing services and care co-ordination and care planning.
In 2006/07 the score was 4 (excellent) for commissioning and harm reduction.
6.2.17 A Member Task and Finish Group is developing a strategy to tackle the harm caused
by problematic alcohol misuse78. Trading Standards and Licensing officers work
proactively with the Police in tackling alcohol related disorder within the town centre
and underage drinking79.
6.2.18
Accidents – We have a number of projects aimed at reducing accidents. These
include Kerbcraft child pedestrian training project80; Safer Routes to School Scheme
completed in north Solihull in 2004/05 and extended to the south81; our electric
blanket testing project82;
and the work around our reducing traffic accident LPSA
target, which in turn has led to our innovative “Speed Aware Initiative” now a pilot for
the West Midlands83. We have a rolling programme to fit and update fire and smoke
detection equipment to all Council-owned premises and have a fire reduction reward
target within our LAA.
6.2.19
Emergency Planning - We recognise that the presence of an airport, the NEC and a
significant stretch of motorway place a particular responsibility on us to ensure that
there is an effective local framework for sharing intelligence and effective co-
operation supported by robust plans.
6.2.20 Our response is founded in effective partnership working. We have established a
joint Council and Care Trust resilience team and an integrated emergency plan84.
We participate in Local Resilience Subgroups and have an established Solihull
Resilience Forum that is well supported by local Category One responders and other
key local agencies, including the NEC and airport. Our participation in the Risk and
Response sub group ensures that an up to date risk assessment is maintained for
the local area. These emergency arrangements have been successfully tested
during our recent responses to local incidents and through a programme of exercises
and testing.
6.2.21 We are proactive in identifying risks and acting to increase our knowledge and
capacity to deal with incidents. A notable example of this was the national multi-
agency event we organised on Air Accidents - the first of its kind in recent years85.
6.2.22 We actively promote a planned approach to business continuity. A corporate group,
chaired by the Assistant Chief Executive, has developed a suite of business
continuity plans86 87. Business Continuity has also been promoted amongst local
businesses. We have also acknowledged the importance of our supply chain by
incorporating into the tender and procurement process a method to assess the
business continuity arrangements of potential suppliers.
6.2.23
Leadership and Cohesion - We understand that our Borough and our community
are changing and that one of our most important tasks is to provide leadership
founded in a firm sense of what our values are. The situation is complex. The
tensions and pressures that arise in the Borough are sometimes about the growing
number of local people from Black and Minority Ethnic (BME) communities who live,
work or study here, and sometimes between older and younger or advantaged and
disadvantaged parts of our community. We do not yet have a single, overarching
strategy to address all of these cohesion issues, but we are actively engaged in
monitoring tension locally, building capacity amongst local people and laying the
foundation for a partnership based approach to building stronger communities. It will,
for example, be at the heart of our new Sustainable Community Strategy (SCS) and
LAA.
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6.2.24 To manage this developing approach a sub–group of the Solihull Partnership, led by
the Care Trust Chief Executive, will oversee the creation of a Cohesion Strategy for
the Borough, carry out an impact assessment of the new SCS and LAA and
challenge partners to agree targets for improvement. We, with our partners, have an
Anti–Harassment Forum to tackle racially motivated crime.
6.2.25 Our most substantial effort has been to support the growth of capacity amongst local
groups, including the Voluntary and Community sector, to be able to fully engage
with us and our partners in proper dialogue and challenge. Examples include the
Voluntary Sector Strategy and Compact, Solihull Community Housing’s Customer
Involvement Agreement88 and its extensive survey and other consultation work; the
Youth Council’s youth participation and involvement89; the creation of BME focus
groups within the voluntary sector and amongst tenants; and the involvement of older
people in the development and monitoring of the Older People’s Strategy.
6.2.26 We initiated the establishment of a Faiths’ Forum for Solihull which has already
become an important channel for discussion and engagement. We and the Police,
for example, found a particular value in this to discuss local pressures and tensions
this summer at the height of the terrorist threat alert. We have, for a number of
years, actively promoted Black History Month as an opportunity to celebrate diversity
locally. Although this always features a number of arts events across the Borough,
we have also been successful in attracting funding for an innovative programme of
learning linked to family history research.
6.3
HEALTHIER COMMUNITIES
6.3.1
The Local Picture - the health of the people of Solihull is improving, demonstrated
by increasing life expectancy and falling rates of premature death, for example, from
heart disease and cancer. However, this overall favourable picture hides inequalities
in health, evidenced by an eight-year gap in life expectancy between the least and
most deprived wards in our Borough. Information about health status and monitoring
of health trends is undertaken in collaboration with local partners, particularly the
Solihull Care Trust. Examples of the outcome of this collaboration can be seen in the
Solihull Director of Public Health’s Annual Report (2006/07)90 and on the
‘Understanding Solihull’ website. A Joint Strategic Needs Assessment is currently
being undertaken.
6.3.2 With our partners we have developed a strategy to improve health and reduce
inequalities. Key elements of the action plan and its targets are embedded within the
LAA, and the Council’s Balanced Scorecard. The strategy focuses action on tackling
the underlying determinants of ill health (e.g. decent homes standard, affordable
warmth) as well as improving healthy lifestyles (e.g. reducing smoking, improving
diet, increasing physical activity). Progress with implementing the health inequalities
action plan is performance managed directly by the Health Inequalities Thematic
Group of the Solihull Partnership; through the LAA/Solihull Partnership and also
through our internal performance management system.
6.3.3
Stopping Smoking – We have worked with the Care Trust to ensure successful
implementation of smoke free legislation’, and a revised Council ‘No-Smoking Policy’.
The policy goes further than legislation requires setting an example to other public
sector organisations. Smoking cessation support has been provided to Council staff
and other major employers in Solihull (e.g. Land Rover). Smoking cessation targets
are being achieved with 1608 "quitters" projected for 2007/08. The prevalence of
smoking is amongst the lowest in the West Midlands.
6.3.4
Energy and Warmth – We have a Home Energy and Affordable Warmth Strategy
with two clear objectives: improving the energy efficiency of domestic dwellings and
reducing fuel poverty throughout the Borough91. The Strategy and progress against
the action plan are presented in an Annual Report to the Cabinet Member for
Economic Development and Regeneration92. The Strategy provides details of
significant achievements to date which include:
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• The Energy Action Grants Agency insulating, repairing or renewing 271 heating
systems in 2006/07.
• Over 80 residents and over 600 staff from the Council, Care Trust, Solihull
Community Housing and Age Concern received training, enabling key workers to
recognise households that may be fuel poor and refer residents to advice and
assistance. During 2006/07, 5435 Solihull residents benefited from independent
energy advice, a 68% increase on 2005/06.
• Recently completed focus area scheme in the wards of Lyndon, Elmdon and
Olton (LEO) bringing significant improvement in energy efficiency and affordable
warmth to over 1,200 homes with over £0.865M utilised.
6.3.5
Leisure - We work in partnership with the Care Trust and the private sector to deliver
health related physical activity programmes. The ‘DocSpot’ programme has
improved fitness levels in over 1000 people with a range of health conditions such as
heart and chest disease93. We achieved our LPSA target to increase the health of
patients referred to the GP referral scheme by increasing adherence rates with 380
patients still participating in a level of physical activity greater than the baseline level,
six months after their initial assessment, against a target of 378. In total, 333
patients could demonstrate positive changes to their health having completed a 12
week programme against a target of 270. ‘Striders and Strollers’ has provided a
supervised walking programme, benefiting, in particular, young mothers and older
people94.
6.3.6
Young people - We engage with children and young people through the ‘Young
People’s Parliament’ and active involvement with the Children and Young People’s
Trust. We have taken action to reduce the level of teenage conceptions. In 2005,
the under 18-conception rate had reduced by 10.9% on the 1998 baseline. In the
previous year the rate was 7.2% higher than the 1998 baseline and in response to
this we and our partners implemented an action plan under six identified
issues/themes with performance indicators and lead responsibilities. The plan was
based on the Teenage Pregnancy Unit’s findings and supported by the indicators
available locally including qualitative consultation with young people and the front line
workforce.
6.3.7 Solihull has since responded to the Education and Health "Teenage Pregnancy Next
Steps" document implementing, as far as resources allow, the findings locally. We
also ensure, together with our partners, that support services are available for
teenage parents, all of which contribute to enabling young parents to continue full
time education.
6.3.8 The Being Healthy section of the Annual Performance Assessment (APA) progress
report outlines in detail a number of actions to address a range of health issues.
Some highlights include:
• Delivery of our LPSA Stretch Target in the introduction of the Healthy Schools
Standard to 56% of schools.
• In relation to Child and Adolescent Mental Health Services (CAMHS), between
April and December 2006, 88.2% of all non acute assessments were started
within timescale.
• A number of programmes of parent support, such as Mellow Parenting and
Parents Matters, are detailed as well as progress in the roll out of the
Comprehensive Assessment Framework (CAF).
6.3.9
Disabilities – We encourage people with disabilities to apply for jobs here. We
promote the national WORKSTEP scheme and link with employment officers from
Scope to provide support for the recruitment of people with disabilities. We have a
policy of short listing all candidates with disabilities who meet the essential short list
criteria.
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6.4
OLDER PEOPLE
6.4.1 Solihull’s Care Trust provides an opportunity to promote people’s independence and
healthy living across the boundaries between health and social care.
6.4.2 We have a Solihull Partnership endorsed Older People’s Strategy, ‘The Future is
Ours’ which takes a long term view through to 201314. The Strategy was developed
following a detailed demographic and other service data analysis and extensive
consultation with older people. It has eight themes, underpinned by a cross-agency
action plan and progress is reported quarterly to the Cabinet Member for Health,
Social Care and Partnerships who is the identified Older People’s Champion. Work
on developing and delivering the agreed actions continues. We anticipate that work
will form part of an even wider Older People’s Partnership as part of the local Health
and Well-being Partnership.
6.4.3 An active dialogue is maintained with older people through such mechanisms as the
Older People’s Forum and Older People’s Advisory Group95. As part of our wider
inequalities work we have completed a range of equality impact assessments
covering all our main policies. Through the Faiths Forum we are engaging in
dialogue with a wide range of community and faith groups to better understand the
needs of minority ethnic elders.
6.4.4
Independence - One of our top ten priorities is to provide services and support to
older people to promote their independence and sustain their quality of life. We were
one of the initial Better Government for Older People pilot authorities and have
continued to develop our strategic approach working closely with partners and
stakeholders to develop a range of services designed to promote the independence
and well being of older people.
6.4.5 We set out to improve the provision of low level preventive services from a very low
base back in 2004/05 and selected this as a stretch target in our first LPSA which
resulted in 3,525 people being helped to live at home (an additional 802 people from
the position at the start of the LPSA). We have increased the take up of direct
payments to 143 by the end of 2006/07 of which 73 were people aged 65 or older.
We have identified the increased take up of direct payments for all client groups as a
stretch target within our current LAA.
6.4.6 A joint equipment store ensures a wider range of aids and adaptations can be
supplied. The Safe and Sound Scheme developed jointly with our ALMO enjoys a
96% satisfaction rating. Initially developed to support older people it now employs 21
staff and has been extended to provide a support to people with physical or mental
health difficulties and their families. It utilises a range of Telecare initiatives, such as
the pendant alarm scheme, ensuring the benefits of technology are harnessed to
promote independence. This includes the development of a Telecare show-home
where clients can test out the suitability of a wide variety of appliances. The
Shipshape Scheme is designed to provide information on a range of reliable local
traders so homeowners can maintain their homes with confidence96.
6.4.7 Tackling poverty in older age is also addressed via partnership work with agencies
such as the Citizens Advice Bureau but also welfare benefits awareness campaigns
and the establishment of a credit union.
6.4.8 Fear of crime is a big concern for many older people. Homecheck is a project
designed to ‘target harden’ properties in a cost effective manner providing additional
security and reassurance. In 2006/07 we helped 839 vulnerable householders
improve the security of their homes through fitting better door and window locks,
using keysafes or by giving them security advice. Solihull Community Housing has a
range of initiatives to address anti–social behaviour, graffiti and other crime.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
27
6.4.9
Leisure - We promote a range of opportunities for exercise and leisure, such as
cycling for older people and the walking for health Striders and Stroller club. Projects
within library services, such as older people providing reading support to young
people seek to promote cross generation understanding and tolerance.
6.4.10
Housing - The housing needs of older people are addressed within the relevant
housing, homelessness and supporting people strategies to ensure a range of
supported housing options such as the extra care housing scheme at Swallows
Meadow. The Home Energy and Affordable Warmth Strategy 2007 seeks to address
issues such as adequate insulation and fuel poverty. In June 2007 our Supporting
People programme received a ‘fair’ rating with ‘promising’ prospects. Compared to
other councils within the West Midlands, Solihull is ranked third for Supporting
People but has the lowest funding.
6.4.11
Accidents - A range of activities seek to reduce the risk of accidental injury. The
Falls Prevention Co-ordinator, for example, works with transport partners such as
CENTRO to help reduce the incidence of fall and other accidents. Trading Standards
run annual free safety check on electric blankets and the fire service carry out free
fire safety checks and fit smoke alarms.
6.4.12
Performance - Services to older people as measured by the Performance
Assessment Framework indicators is strong at the end of 2006/07. We were rated
band four for performance for waiting times for assessments, waiting times for care
packages, equipment and adaptations delivered within seven days, preventing
delayed transfers of care, and clients receiving a statement of their needs. We were
rated band five for the provision of low level preventive service to older people and
for the percentage of assessments leading to the provision of a service. Satisfaction
with services was also rated highly, 88% satisfied with arrangements made in respect
of Direct Payments, 60% satisfied with home care rising to 94% satisfied with the in-
house home care service. The 2007 Commission for Social Care Inspection (CSCI)
review rated Solihull Adult Social Services as
‘serving adults well with promising
capacity to improve services’.
6.5
CHILDREN AND YOUNG PEOPLE
6.5.1 Solihull is a great place for children and young people. 7 out of 10 secondary age
pupils report they are satisfied with their life. Indicators of progress are strong and
schools in Solihull are highly regarded. We keep children safe and recognise and
continue to improve outcomes for children who are disadvantaged.
6.5.2 The most recent APA for Children’s Services confirmed an overall rating of ‘good’
with making a positive contribution rated as ‘outstanding’. Outcomes for children are
generally at least good and improving. A significant focus remains on closing the
gaps arising from deprivation and real progress is being made through social and
physical regeneration.
6.5.3
Education - A significant level of investment has been levered into totally
transforming learning institutions in the north of the Borough. This includes a £13.6
million new FE campus located on the site of an old primary school; £8 million rebuild
of two new special schools, locating both schools in a purpose built environmentally
sustainable state of the art building; a £25 million academy to replace an old
secondary school; £74 million of Building Schools for the Future (BSF) funding to
replace the other secondary schools with work already on site; and a £70 million
public private partnership that has just completed the first of 10 new primary schools.
6.5.4 Educational standards are good with the latest results for all key stages in the top
quartile nationally. Levels of attainment are also improving, in some cases this is
above the national rate of progress despite a high starting point and significantly,
gaps in attainment are being narrowed between schools (e.g. at Key Stage 2 the gap
in English has narrowed by 11% since 2002). The educational achievement of
Looked After Children is rated as good, with Unaccompanied Asylum Seeking
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
28
Children making a significant contribution to that performance. We have made an
increasing effort to monitor, identify and focus on the attainment of BME children.
This was recognised as a considerable strength in the most recent APA letter.
Analysis of the performance of children with Special Educational Needs shows that
they are achieving at significantly above expected levels compared with national
data.
6.5.5 Young people in Solihull get a good start to life that enables them to progress. After
leaving school over 80% of young people progress into further education,
employment or training. Both FE colleges in the Borough are rated by Ofsted as
good and the work on 14 to 19 diplomas and initiatives such as “the common day”
mean that young people can access an increasing range of vocational and academic
opportunities.
6.5.6
Healthy and Safe - Children in Solihull are healthier that in the nation as a whole.
Infant mortality is the lowest in the region; obesity is 3% lower than the national rate;
an increasing number of children, when surveyed, report they are eating five portions
of fruit or vegetables a day and fewer children are smoking; multi-agency
arrangements have secured an increase in health checks for looked after children to
85%.
6.5.7 Children in Solihull are kept safe. All child protection reviews are carried out within
timescales; all children with a child protection plan have an allocated social worker;
rates of adoptions are improving; and rates of initial and core assessments have
been significantly improved. Secure safeguarding arrangements are in place with the
Local Safeguarding Children’s Board providing a strong focus on quality assurance of
safeguarding practice across agencies. Revised electronic safeguarding policies and
procedures in line with Working Together 2006 are now well-embedded. The
Children and Young Person’s Trust monitors the level of bullying reported by children
and young people (through the use of the Health Related Behaviour Questionnaire)
and whilst this indicates a pattern either in line or better than national indicators, this
is still a key issue for children and young people and as such has been included in
the Children and Young People’s Plan.
6.5.8
Contribution - Children and Young People make a positive contribution. The
number of young people entering the youth justice system is declining. There has
been a 33% improvement in the rates of NEETs (Not in Education, Employment or
Training) from November 2005 to 2007 with the current rate of 6.41% (577
individuals). Attendance at school is good, with primary school attendance 95.3%
one of the lowest rates nationally. Participation in activities such as youth councils
and UK Youth Parliament is strong. Children and Young people routinely and
increasingly have direct contact with elected Members, addressing meetings and full
Council. At least two of the priorities in the Children and Young People’s Plan can be
directly attributed to children and young people’s views. Young people make their
own decisions on the allocation of Youth Opportunity funding and Members have
supported this process by “topping up” national funding. The importance of play is
recognised within the Borough with ‘play rangers’ being appointed to work in the
parks. Last summer there was a 75% increase in open play opportunities for
children, including for the first time inclusive play opportunities.
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
29
1 Solihull MBC Press Release 14 May 2007 –
Business Booming in Borough -
http://www.solihull.gov.uk/news/press_may23.htm
2
North Solihull Strategic Framework (adopted February 2005), page 13
3
Case Study – Green Flag Parks
4
Case Study – Anti-Social Behaviour 5
Understanding Solihull, Common Assault: Ref: 2-01-CAS
6
Case Study – Reducing Repeart Victimisation 7
The Budget Book 2007/2008 –
Document Request list reference: CA15 8
Shaping Solihull Staff Presentation, December 2007
9
Faiths’ Forum Constitution
10
Understanding Solihull
11
Children and Young People’s Plan 2006-09
12
Crime and Disorder Reduction Strategy 2005-2008 -
Document Request list reference: CA41
13
Reducing Health Inequalities in Solihull 2005-2010 - Document Request list reference: CA48
14
“The Future is Ours” - A Strategy for Older People 2006-2013 - Document Request list
reference: CA50
15
Council Plan 2007-2010, pages 7-14 -
Document Request list reference: CA04
16
Case Study - 24 hour Virtual Library
17
Case Study – Learning Shop and Skills for Life Outreach
18
Case Study – S Factor
19
Cabinet and Cabinet Portfolios, Roles and Responsibilities and Terms of Reference for Scrutiny
Boards, Members Information Booklet, pages 37-49
20
Members Code of Conduct, First Adopted 2002, Adopted by Full Council on 10 July 2007 21
SORP 6 Risk Management, August 2007 - Document Request list reference: CA20
22
Learning from CPA 2005/06, Findings from Assessments, page 38 [Audit Commission]
23
Terms of Reference for Risk Champions
24
SORP 8 Project Management, April 2006 25
SORP 9 Budget Framework 2007/08
26
Case Study – Prudential Borrowing
27
Corporate Asset Management Plan, 2007/08 update -
Document Request list reference: CA18
28
Case Study – Coventry Waste to Energy Partnership 29
Management of Sick Absence and Ill Health Policy, Summary Version [Full policy available on
request]
30
Extract from Staff Survey Results 2006 31
Corporate Negotiation & Consultation Framework SMBC & Trade Unions “Partnership Working”,
February 2006
32
Partnership Working – A Foundation for Partnership at Solihull Metropolitan Borough Council,
February 2006
33
Organisational Development Strategy Summary Report - Document Request list reference: CA
34
Working Together, Strengthening Communities - The Voluntary and Community Sector
Development Strategy 2007-2012 - Document Request list reference: CA26
35
The Compact for Solihull 2007-2012 -
Document Request list reference: CA26
36
Case Study – SUSTAIN
37 Equality and Diversity Scheme 2007-2009 -
http://www.solihull.gov.uk/community/equalitydiversity.htm -
Document Request list reference:
CA23
38
SORP 2 Performance Management Framework, November 2007 -
Document Request list
reference: CA27
39
SORP 4 Performance Management Panel, November 2007
40
SORP 3 Performance Planning, December 2006
41
SORP 12 The Council’s Information Quality Standards, October 2007
42
Summary of Staff Survey results over the last three years in relation to performance planning,
Employee Survey Results 2006, Brahm
43 Complaints Procedure - http://www.solihull.gov.uk/democracy/councilservice.htm
44
Complaints Annual Report 2006/07
45 2006/07 User Survey data and quartiles from the General Survey, Audit Commission -
http://www.audit-commission.gov.uk/performance/dataprovision.asp
46
Local Area Agreement Performance Management Framework
47
Case Study - Footprint
48
Case Study – The Matrix Quality Standard for the Learning Services
49
Economic Development Strategy, 2008-2011 -
Document Request list reference: CA31
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
30
50
Case Study – Meet the Buyer
51
Case Study – Pathways to Work
52
Social Inclusion Strategy, February 2007 53 Homelessness Strategy 2006-2008 -
http://www.solihull.gov.uk/policies/homelessnessstrategy.htm
55
Case Study - Britain in Bloom
57
Case study - Environmental Champions Scheme
58
Case Study - Red Route Scheme
59
Multi-agency action plan - Anti-Social Behaviour and Criminal Damage 2005-2008 60
Multi-agency action plan – Robbery 2005-2008 61
Multi-agency action plan - Violent Crime 2005-2008 62
Multi-agency action plan - Vehicle Crime 2005-2008
63
Case Study - ‘Door Step’ Crime
64
Case Study - Scambusters
65
Case Study - Tackling Underage Sales of Alcohol Campaign [TUSAC]
66
Case Study - Pub Watch
67
Case Study - Home Check 68
Case Study - Sanctuary Scheme 69
Case Study - Operation Radent
70
Sample Member Ward Update Bulletins, November/December 2007
71 Youth Justice Plan 2007/08 - http://www.solihull.gov.uk/policies/youthjusticeplan.htm
72
Case Study – Restorative Justice
73 Domestic Violence Strategy 2006-2008 - http://www.solihull.gov.uk/benefits/domesticviolence.htm
74
Adult Treatment Plan 2007/08 - Document Request list reference: CA45 75
Substance Misuse Plan 2007/08 -
Document Request list reference: CA45 76
Case Study - Reach Out Service
77
Case Study - Str8 Up
78
Alcohol Task and Finish Group Terms of Reference and Minutes of a Meeting held on 6
November 2007
79
Case Study - Taxi Rank Marshals
80
Case Study - Kerbcraft Child Pedestrian Training
81
Case Study – Safer Routes to School
82
Case Study - Electric Blanket Safety Testing for Older People
83
Case Study – Speed Aware
84
Solihull Emergency Plan, August 2007 -
Document Request list reference: CA46
85
Case Study – Air Accidents Seminar 86
Business Continuity Plan Template 87
Sample Completed Business Continuity Plan 88 Solihull’s Community Housing Customer Involvement Agreement
http://www.solihullcommunityhousing.org.uk/Default.aspx?sID=1073&lID=0
89
Summary of Youth Council
90
Director of Public Health Annual Report 2006/07 91
Home Energy and Affordable Warmth Strategy, July 2007 92
Home Energy Conservation Act 1995, Eleventh Progress Report (2007), for the Period 1 April
2006 To 31 March 2007
93
Case Study - DocSpot
94
Case Study – Striders and Strollers 95
Older People’s Advisory Group Aims and Structure
96
Case Study – A Community Protected from Rogue Traders [Solihull Shipshape Scheme]
Solihull Metropolitan Borough Council – CPA Self Assessment 2008
31
