Directorate: SOCIAL SERVICES AND HOUSING
Service Area: HOUSING AND COMMUNITY SUPPORT SERVICES
Produced by: MARTYN PEARL
5. TOP PRIORITIES FOR THE ANNUAL ACTION STATEMENT 2005/06
Task |
Target/Success Factors |
|
End the use of b&b |
No households in
b&b except for short emergency placements |
|
Implement fully
integrated OT service |
OTs working as
fully integrated team within single accommodation base |
|
Achieve 200
affordable housing units |
200 new homes to
let |
|
Introduction of
new, specialist homecare role for Wightcare Services |
Reconfiguration of
Wightcare homecarers to meet new role within Homecare Commissioning Strategy |
|
Implementation
of Supporting People 5 year strategy |
Adoption of agreed
set of targets/ priorities which will drive the achievement of value for
money services procured through Supporting People Team. |
7. HOW WILL YOUR SERVICE CONTRIBUTE TOWARDS
ACHIEVEMENT OF THE FOLLOWING CORPORATE PRIORITIES IN 2005/06?
a)
E Government :
·
Locating Common
Housing Register on line for applications and information
·
Continuing expansion
and development of web site
·
Procurement of new
Supporting People software system which will enable providers to submit
performance data on line.
·
Early adoption of
document imaging.
b)
Diversity :
·
Full recognition of
diversity and equalities issues within Divisional strategies
·
On-going programme
of staff training and development
·
Completion of
Equalities Impact Assessment
·
Collection and
monitoring of diversity data
·
Participation in
Directorate Race and Diversity Working Group and corporate Diversity Link
Group.
c)
People Management :
·
Increased spend on
training and day release
·
Opportunities for
secondments and work shadowing
·
Quarterly team
briefing sessions for all office-based staff
·
Regular supervision
and PDP sessions
·
Annual away days for
each team.
10. BUDGET BIDS FOR 2005/06
a) Revenue Bids
|
Reference Number |
Description – max 20
words |
Financial
Implications |
||
|
|
|
2005/6 £000 |
2006/7 £000 |
20078 £000 |
|
1 |
Revenue support for prudential borrowing |
140,000 |
140,000 |
140,000 |
11 RISK MANAGEMENT – DESCRIBE ALL SIGNIFICANT RISKS RELATING TO YOUR SERVICE AND HOW YOU INTEND TO MANAGE THEM
|
Ref |
Description of Risk |
Risk
Score |
Corporate
or Service |
|
1 |
Significant increased homeless applications –
introduction of a number of measures designed to prevent homelessness and
reduce applications. Includes,
mediation, additional advice through Law Centre, home visits |
12 |
Service/ Corporate |
|
2 |
Failure
to deliver social housing target – Close working relationship with local
housing association development partners. Also with Planning Services to
ensure maximum delivery of new units through s106 agreements and incentives
to bring forward land for development. |
6 |
Corporate |
|
3 |
Cut in
Supporting People funding – Currently in the process of examining all costs
of providers to ensure that value for money is delivered. Aligned with
reconfiguration of some services. Strategic prioritisation will be determined
through Supported Housing Strategy currently in preparation. |
12 |
Service/ Corporate |
|
4 |
Deterioration
in provider service – Regular reviews of providers now in process. Also
developing more robust approach to contract compliance. |
9 |
Service |
|
5 |
Wightcare
services equipment failure – Recent establishment
of a contingency fund to address any smaller equipment failure and to upgrade
equipment on a planned basis rather than waiting for failure. |
9 |
Corporate |
|
6 |
Death
or serious injury to client or carer – Monitor closely delivery of care and
highlight clients who are particularly vulnerable. |
12 |
Corporate |
|
7 |
Inability
to recruit sufficient carers to deliver services – Proposed changes in new
Homecare Commissioning
Strategy should create more stable workforce and reduce staff turnover. |
12 |
Service |
|
8 |
Lack of
contractors to carry out essential grant work – Monitor contractor activity. |
6 |
Service |
|
9 |
No
suitable bids for HIA tender – Consider running HIA in-house. |
6 |
Service |