Children and Families Where next?
Context Next Generation Worcestershire • 25 commitments to 2040 • economy, environment and communities • most recent ambition; Worldclass Worcestershire Worcestershire County Council’s role • Lead and help shape • Infmuence, facilitate and enable • Walk the talk Corporate Plan FutureFit Financial constraints; £25m p.a. savings to 2017/18 Reality and opportunity of ageing population
Chief Executive’s Priorities Reputation and Relevance and Robust and Economy Responsibility Motivating what to be known for changing resident and robust use of and why business priorities taxpayers money creating relevance to visible impact challenge to ourselves communities to be responsive and fundamentals of social proactive making it real care motivating place to work and progress
Children and Families to 2018 Maintaining and improving educational attainment • recognising different relationship • use of peer to peer and intensive support • improving focus on post school outcomes Evidencing early help impact • Mainstreaming work of troubled families Social work • driving through change we can infmuence; time spent with families, use of agency, development of staff, caseloads • supporting as corporate priority • continuing to listen to voice of child • role of corporate parent
Children and Families to 2018 Safeguarding • everyone’s - proactive - business • Multi Agency; hub, referral support • data sharing Working as part of a whole (separate slide) • recognising impact on other priorities • think family • care leavers • relationships with FE and university
WCC; how we will work Great examples emerging • Flexible; fmexible working, terms and conditions changes, adaptation to change • Responsive; roadshows, viewpoint, budget planning • Digital; blue badges, highways reporting on line Further to go • Being ambitious in future plans • Working increasingly hand in hand with partners • Health, Districts, Public Sector, Parishes, Communities • Building economic growth into our role as commissioners • Leading by example; Investing in the future
Our role as strategic commissioner Great examples emerging • Real back to basics analysis of current and future need • Innovative design of specifjcations • No assumption that council provision is de facto better than others can provide • Smart, commercial like use of taxpayers money • Recognition of role in improving social value • Persistent in pursing better outcomes and value
Examples of strategic commissioning Outdoor education centres • Staff mutual, private sector, charity Early Help • Charities, schools, districts Libraries • Communities, Parishes Children’s residential homes • Council Highways • Private business
The next year; ambitious and challenging Delivering FutureFit existing programme Checking back with our residents, businesses and partners Addressing the underlying financial challenge 15/16 onwards Creating a sense of purpose and endeavour with staff Delivering a Worldclass Worcestershire Your role key; assurance of quality, challenge to innovation, creating an exciting and constructive forward plan
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