Public Document Pack

OVERVIEW AND SCRUTINY BOARD Overview & Scrutiny Committee Agenda

Date Monday 13 June 2016

Time 6.00 pm

Venue Lees Suite, Civic Centre, Oldham, West Street, Oldham, OL1 1NL

Notes 1. DECLARATIONS OF INTEREST- If a Member requires advice on any item involving a possible declaration of interest which could affect his/her ability to speak and/or vote he/she is advised to contact Paul Entwistle or Lori Hughes at least 24 hours in advance of the meeting.

2. CONTACT OFFICER for this agenda is Lori Hughes Tel. 0161 770 5151 or email [email protected]

3. PUBLIC QUESTIONS - Any Member of the public wishing to ask a question at the above meeting can do so only if a written copy of the question is submitted to the contact officer by 12 noon on Wednesday, 8th June 2016.

4. FILMING - The Council, members of the public and the press may record / film / photograph or broadcast this meeting when the public and the press are not lawfully excluded. Any member of the public who attends a meeting and objects to being filmed should advise the Constitutional Services Officer who will instruct that they are not included in the filming.

Please note that anyone using recording equipment both audio and visual will not be permitted to leave the equipment in the room where a private meeting is held.

Recording and reporting the Council’s meetings is subject to the law including the law of defamation, the Human Rights Act, the Data Protection Act and the law on public order offences.

MEMBERSHIP OF THE OVERVIEW AND SCRUTINY BOARD Councillors Dean, Garry, Goodwin, McLaren (Chair), Sykes, Toor, Williams and Williamson

Item No

1 Appointment of Vice Chair

The Overview and Scrutiny Board is asked to appoint a Vice Chair for the

Municipal Year 2016/17. The Vice Chair will chair the Overview and Scrutiny Board meeting in the absence of the Chair.

2 Apologies For Absence

3 Declarations of Interest

To Receive Declarations of Interest in any Contract or matter to be discussed at the meeting.

4 Urgent Business

Urgent business, if any, introduced by the Chair

5 Public Question Time

To receive Questions from the Public, in accordance with the Council’s Constitution.

6 Minutes of Previous Meeting (Pages 1 - 6)

The Minutes of the Overview and Scrutiny Board held on 22nd March 2016 are attached for approval.

7 Minutes of the GMCA / AGMA Scrutiny Pool Meeting (Pages 7 - 12)

The minutes of the GMCA/AGMA Scrutiny Pool Meeting held on 11th March 2016 are attached.

The Board is requested to note the minutes.

8 Appointments to Outside Bodies and Co-opted Members for Education Matters (Pages 13 - 14)

9 Oldham's Education Provision Strategy 2016 - 2020 (Pages 15 - 126)

10 Working Towards A Cooperative Borough: Corporate Plan 2015 2020 (Pages 127 - 140)

11 Multi-Agency Safeguarding Hub (Pages 141 - 150)

12 Ultrasonic 'Mosquito' Devices Policy (Pages 151 - 160)

13 Overview and Scrutiny Draft Annual Report for 2015/16 (Pages 161 - 174)

14 General Exceptions and Urgent Decisions (Pages 175 - 176)

The Board is requested to note the decisions that have been taken under Rule 16 or 17 of the Council’s Constitution since the last meeting of the Overview and Scrutiny Board held on 22nd March 2016.

If a detailed explanation is required and an officer is to attend the meeting to

provide further information, please contact Constitutional Services by 12:00 noon on Wednesday, 8th June 2016.

15 Overview and Scrutiny Board Work Programme (Pages 177 - 182)

The Board is requested to note the Overview and Scrutiny Board Work Programme for 2016/17.

16 Key Decision Document (Pages 183 - 200)

The Board is requested to note the Key Decision Document.

17 Greater Manchester Combined Authority (GMCA) Forward Plan (Pages 201 - 212)

The Board is asked to note the GMCA Forward Plan.

18 Joint GMCA/AGMA Executive Board Forward Plan (Pages 213 - 218)

The Board is requested to note the Joint GMCA/AGMA Executive Board Forward Plan.

19 Date and Time of Next Meeting

The date and time of the next Overview and Scrutiny Board will be Tuesday, 12th July 2016 at 6.00 p.m.

This page is intentionally left blank Agenda Item 6 OVERVIEW AND SCRUTINY BOARD 22/03/2016 at 6.00 pm

Present: Councillor McLaren (Chair) Councillors Ball, Garry, Judge, Klonowski and Williams

Independent Members: Alan Armitage

Also in Attendance: Neil Crabtree Head of Service - Public Protection Roger Frith Head of Strategic Regeneration and Development Lori Hughes Constitutional Services Caroline Sutton Director, Education and Skills Peter Wood Head of Facilities Management

1 APOLOGIES FOR ABSENCE Apologies for absence were received from Councillor Dean and Mr. Vincent Hall. 2 DECLARATIONS OF INTEREST There were no declarations of interest received. 3 URGENT BUSINESS There were no items of urgent business received. 4 PUBLIC QUESTION TIME There were no public questions received. 5 MINUTES OF PREVIOUS MEETING RESOLVED that the minutes of the Overview and Scrutiny Board held on 23rd February 2016 be approved as a correct record. 6 MINUTES OF THE GMCA AND AGMA SCRUTINY POOL MEETING RESOLVED that the minutes of the GMCA and AGMA Scrutiny Pool Meeting held on 12th February 2016 be noted. 7 MINUTES OF THE OVERVIEW AND SCRUTINY PERFORMANCE AND VALUE FOR MONEY SELECT COMMITTEE RESOLVED that the minutes of the Overview and Scrutiny Performance and Value for Money Select Committees held on 21st January 2016 and 2nd February 2016 be noted. 8 PUPIL PLACE PLANNING AND EDUCATION CAPITAL STRATEGY WORKSTREAMS The Board gave consideration to information about the prediction of demand for schools which was critical to the planning of the correct amount of school places in the correct geographic location to satisfy demand. Predictions could not be entirely accurate but work had been undertaken to both improve and expand the methodologies so that the level of accuracy achieved was refined to reducePage the 1margin of error. The recent changes to the methodology regarding pupil place planning and the need for a long term strategy for the provision of school places were being incorporated into an Educational Capital Strategy.

The demand for pupil places was regularly managed and monitored by a process of census, survey and prediction updates. The ability to accurately forecast pupil places had been adversely impacted by a number of factors which included new housing growth, greater cross boundary movement as parents sought greater choice, net inward migration and new arrivals to the UK.

Steps had been taken revised Oldham’s place planning methodology which included:

 Revised statistical pupil forecasting models;  Workshop had considered place planning issues;  Updated “Educational Capital Strategy”; and  Combining previous Pupil Place Planning and Educational Capital Projects meetings to have a combined “Education Provision Group”.

The Board was informed of funding criteria where any decision on investment was based on evidence. The facilitated workshop involved a number of officers and elected members considered in detail the available workstreams for the provision of places, funding availability, latest government policies and methodologies used for the creation of pupil places. Expenditure would need to be prioritised based on evidence to meet the Council’s statutory duty in law.

The report would need to be reviewed following the Government announcement on Academies which also included the principles of academies. This was work in progress. All schools becoming academies did not have a bearing on pupil place planning which remained a core function with the local authority.

Members reflected that academies could expand or contract at will and asked how this had worked so far in secondary schools and what the impact would be on primary schools. It was clarified that academies could be approached to increase numbers and relationships were good with the academies. There were to be changes around requirements of academies to meet needs. New community schools could not be opened but would have to be academy or free schools. Work would be done with elected members and work with sponsors through the Regional Schools Commission.

Members expressed concern about Free School and provision which could not be maintained. Members were advised that since the inception of free schools, the local authority must make comments. There had been three free school applications. The authority did not want schools working in Page 2

isolation and this would be part of the Education and Skills Commission work.

Members asked about the accuracy of predictions and the danger of providing too many and qualification as a resident. It was clarified that there was a toleration figure in the allocation of places, there were enough places for September, every year group had a pinch point. There was not an acceptable level of surplus places. Rules on school funding had changed and empty places cost money.

Members sought and received clarification on basic needs allocation and every year central government made provision of school places and the authority had engaged in significant building programmes. The population was rising with a combination of inward migration and a higher birth rate.

Members also asked if there was an input from Planning on building new homes. It was clarified that housing build was in the formula but it could not be predicted who would buy them. The number was looked at three times a year and taken into account in the methodology.

Members asked about provision for pupils with learning needs. It was clarified that some conditions were apparent from birth, some conditions were identified by health visitors whilst some would not be apparent until later. There was concern around provision around social and emotional behavioural conditions.

Members asked about the scope for the Council to develop its own academy chain and it was explained that this was being looked at as a separate entity.

Members asked about Childrens Centres and it was clarified that the policy had changed and there were unanswered questions related to day care and sixth forms.

RESOLVED that:

1. The Pupil Place Planning and Education Capital Strategy Workstreams report be noted. 2. A further update on the Education Capital Strategy would be reported to Overview and Scrutiny in June 2016. 9 PROVISIONS AVAILABLE TO TACKLE IRRESPONSIBLE DOG OWNERSHIP - UPDATE The Board gave consideration to an update on the timescales for the detailed consultation work related to the Boroughwide Public Spaces Protection Order (PSPO) and on initiatives being piloted by other Councils.

The Council currently had in place a number of Dog Control Orders which controlled dog fouling, exclusion of dogs, dogs on leads and the maximum number of dogs which could be exercised at any one time. It was proposed to commend detailed consultation requiredPage for the 3 consolidation of the previous four orders in to a Public Spaces Protection Order (PSPO) in May 2016. The consultation was required under the Anti-Social Behaviour, Crime and Policing Act 2014. Dog Control orders which were currently in force would lapse on 19th October 2017 if the new powers were not used by this time.

A further report would be produced which summarised responses and proposed amendments if necessary. It was seen as good practice to consolidate existing Dog Control Orders into one new PSPO for the whole of the Borough for approval by Cabinet later in 2016. Following approval of the PSPO it was proposed that Environmental Health would work with the District Co-ordinator and Community Safety to develop for consultation a bespoke PSPO to address concerns raised around the use of Higher Memorial Park in Failsworth.

Officers were also looking at other initiatives across the country which included DNA profiling for dogs which was being piloted in Barking and Dagenham. This was in the early stages, was currently voluntary but there were costs associated with the scheme. Enforcement would also have to be associated with clearly defined areas of land. Barking and Dagenham had seen a reduction in the number of incidents. This was also being done as a social enterprise. Officers would be attending a workshop and provide feedback. There was also another initiative by reporting dog fouling via interactive mapping which involved the provision of a Global Positioning System facility for residents to report incidents via an app. Officers were in liaison with Worcester Council and colleagues in the web team.

Officers were also investigating the use of cameras, however there was criteria to be followed for this to be put into place and was an expensive option.

Members commented that it was not just about dog fouling but also missing dogs, attacks on children and dangerous dogs. Costs would need to weighed against costs to society and referred to the recent attacks on sheep in Saddleworth.

Members commented on the dog chipping which was coming into force and was mandatory. Members also asked about costs of cleaning up dog fouling and were informed that the Council did not routinely clean this up.

RESOLVED that:

1. Consultation for the Boroughwide Public Spaces Protection Order (PSPO) be commenced in May 2016 with subsequent approval in September 2016. 2. An update report be produced for the Overview and Scrutiny Board for consideration and comment on the findings of the consultation exercise for the Boroughwide PSPO and progress on other initiatives being piloted across the country. 3. A bespoke PSPO be developed for Higher Memorial Park, Failsworth whichPage considered 4 wider issues of anti-

social behaviour being faced at the park as well as concerns over irresponsible dog owners. The PSPO would be produced for consultation following approval of the Boroughwide PSPO.

10 MOTION REFERRED FROM COUNCIL: ROYAL NATIONAL INSTITUTE FOR THE BLIND STREET CHARTER The Board gave consideration to a report which outlined the motion referred to Overview and Scrutiny Board regarding the Royal National Institute for the Blind Street Charter. Members were informed that the work related to the motion had been evaluated and involved a number of partner agencies. The Council’s Policy Section would work with representative groups and coordinate the work required for the development of the street charter and would provide an update to Overview and Scrutiny Board for comment. The Board were requested to nominate a representative to work with Policy.

RESOLVED that Councillor Garry be appointed as the representative of the Board to work with officers in the development of the Charter. 11 CANDIDATES AND COUNCILLORS WITH DISABILITIES The Board were provided with an update on actions taken in regard to the motion related Candidates and Councillors with Disabilities. Work had been taken over the last 20 years to ensure the Civic Centre and the Corporate Estate were compliant under the Disability Discrimination Act. A number of audits had been undertaken and work had continued. Where new facilities had opened, these were designed in accordance with building regulations. There was significant financial pressure in terms of maintenance. Facilities were provided such as door access systems, lighting and hearing loops where needed.

Members were provided with an update on the Council Chamber which had been separated from the Hotel Future Project.

Members raised concerns about specific needs such as special seating, ability to get to lifts and IT systems. Members were requested to inform Corporate Facilities officers of any additional requirements for these to be investigated. Members raised concerns about the Ladies facilities on the Members Corridor. Officers agreed to investigate the issue and provide updates on the Council Chamber.

RESOLVED that the information provided at the meeting related to Councillors and Candidates with Disabilities be noted. 12 GENERAL EXCEPTIONS AND URGENT DECISIONS RESOLVED that no decisions had been made under Rule 16 or Rule 17 of the Council’s Constitution since the last meeting of the Overview and Scrutiny Board. Page 5

13 OVERVIEW AND SCRUTINY BOARD WORK PROGRAMME RESOLVED that the Overview and Scrutiny Board Work Programme for 2015/16 be noted. 14 KEY DECISION DOCUMENT The Board were provided with an update to the Key Decision Document.

RESOLVED that the Key Decision Document be noted. 15 DATE AND TIME OF NEXT MEETING RESOLVED that the date and time of the next meeting of the Overview and Scrutiny Board to be held on 13th June 2016 at 6.00 p.m. be noted.

The meeting started at 6.00 pm and ended at 7.20 pm

Page 6 Agenda Item 7 Item 4

GMCA AND AGMA SCRUTINY POOL

MINUTES OF THE MEETING HELD ON FRIDAY 11 MARCH 2016 AT MANCHESTER TOWN HALL

PRESENT

Bury MBC Cllr Jane Black

Manchester CC Cllr Angeliki Stogia

Oldham MBC Cllr Cath Ball Cllr Colin McLaren

Rochdale MBC Cllr Robert Clegg

Salford CC Cllr John Ferguson Cllr Jillian Collinson Cllr John Walsh

Stockport MBC Cllr Wendy Wild Cllr John McGahan

Tameside MBC Cllr Maria Bailey Cllr John Bell Cllr Gill Peet

Trafford MBC Cllr Barry Brotherton Cllr Pam Dixon

Wigan MBC Cllr John O’Brien (Chair) Cllr Pam Stewart

IN ATTENDANCE

GMCA/ Leader Manchester Sir Richard Leese Mark Hughes Manchester Growth Company Annie Smith Manchester Growth Company Angela Harrington Manchester CC Lynda Shillaw Manchester Airport Group Olivia Clayton Manchester Airport Group Paul McGarry Strategic Lead GM Ageing Hub GMIST Susan Ford Kerry Bond

Page1 7

15/74 APOLOGIES

Apologies were received from Cllrs Anne Graham (Bolton); Andrew Morgan (Bolton); Ian Bevan (Bury); Ahmed Ali (Manchester); Matt Strong (Manchester); Julia Turner (Oldham); Neil Butterworth (Rochdale); Sara Rowbotham, Susan Ingham, Jonathan Coupe (Trafford); Houlton (Wigan).

15/75 CHAIRS ANNOUNCEMENTS AND URGENT BUSINESS

Councillor O’Brien, Chair stated that a tour of the Airport Enterprise Zone would be arranged to take place in the next few months.

15/76 DECLARATIONS OF INTEREST

There were no declarations of interest made in respect of any item on the agenda.

15/77 MINUTES OF THE GMCA AND AGMA SCRUTINY POOL MEETING HELD ON 12 FEBRUARY 2016

The Minutes of the GMCA and AGMA Scrutiny Pool meeting held on 12 February 2016 were submitted for consideration.

RESOLVED/-

To approve the Minutes of the GMCA and AGMA Scrutiny Pool meeting held on 12 February 2016, with the addition of Councillor Bell on the list of apologies.

15/78 SCRUTINY POOL WORK PROGRAMME 2015/16

A report detailing the Scrutiny Pool’s work programme for the coming months was submitted.

RESOLVED/-

1. That the contents of the work programme and items identified for future meetings in 2016 be noted. 2. That a tour of the Manchester Airport Enterprise Zone be arranged for a future meeting date.

15/79 MANCHESTER AIRPORT EMPLOYMENT AND SKILLS STRATEGY PERFORMANCE

Mark Hughes, Chief Executive, Manchester Growth Company presented an update on the Airport City Skills and Employment Strategy, which has been developed to ensure that employers locating at Airport City can access the skilled workforce required and that local people can be matched to the opportunities created. The GMCA agreed development of the Strategy in August 2014 and delegated authority to the GM Skills and Employment Partnership to oversee the implementation of the Strategy, in consultation with the Enterprise Zone. Page2 8

Over the last few months colleagues from Manchester Growth Company, Manchester City Council and Manchester Airport Group have been working together to plan out how the aims and objectives of the Strategy can be delivered through the various strands of activity happening in and around the Airport. This includes work to maximise local employment and skills opportunities arising from the development of Airport City, ensuring that GM internationalisation, business support and skills and employment provision can be more effectively deployed to support the growth of the Enterprise Zone and maximise local opportunities created by the Airport’s own expansion. This has resulted in the following strands of joint work:

 Maximising local employment and training opportunities on the Airport site  Supporting business growth on the Airport site  Maximising local employment and training opportunities from the construction phase of Airport City  Maximising local employment and skills activity from the Manchester Airport Transformation Programme  Attracting new investors to Airport City and the wider Enterprise Zone  Maximising employment and skills opportunities from new / expanding investors into Airport City and the wider Enterprise Zone

Progress on agreeing how GM employment and skills partners, including Manchester Growth Company, will work with the Airport City Joint Venture and wider Airport partners has been made. A partnership/operating agreement will be put into place between Manchester Growth Company and the Joint Venture partners in the coming year. Work is underway to capitalise on the expected development and job creation opportunities anticipated for 2016/17, and as more opportunities start to come on stream Manchester Growth Company and the Joint Venture partners will review the potential to create a dedicated on site Manchester Growth Company team.

Questions and comments from the Scrutiny Pool included-

Q. Members asked what is being done to address the inequality of transport links in parts of the conurbation. Manchester Airport Group and Airport City have a joined up Transport Infrastructure Strategy. Transport links are improving and becoming more frequent and scoping work is being carried out with colleagues from TfGM, however, there is a limit to what Manchester Airport Group and Airport City can do to address transport issues. Recent improvements include a high speed train link between Wigan and the Airport. Improvements to local connections are being worked on, including transport connections for low/middle earners from farther afield and planning permission for shuttle links across Airport City. Amazon have secured planning permission for a local distribution centre on the Enterprise Zone, part of the planning consent included certain conditions, such as-  That the development will not become operational until a detailed Travel Plan has been submitted to and approved by Manchester City Council as the local planning authority. The Travel Plan shall include options for the implementation of a regular

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bus service between the World Logistics Hub and the Ground Transport Interchange.  Amazon to appoint a staffing supplier to work with the Manchester Growth Company, Manchester City Council and Jobcentre Plus to promote the employment opportunities in a timely manner, and to consider job-ready locally unemployed people as part of its recruitment strategy.

Q. Members asked for further detail about the Airport Training Academy, and any additional training opportunities available across Greater Manchester? A. The Academy is a free employment and training programme located at the Airport campus, it is open to all ages and is designed to assist unemployed residents back into work. Bespoke training is delivered to all candidates to up-skill individuals and provide work experience. Once in work students receive ongoing support to develop their skills. Applications to the Academy can be done on-line or via the Job Centre. Currently the academy focuses on job and training opportunities at the Airport through European funding. In addition members were assured that the Academy is keen to promote opportunities across GM for all groups including women returners.

Q. Does the Airport get involved in jobs fairs across Greater Manchester? A. Yes, the Airport does get involved in job fairs across Greater Manchester, and vacancies are advertised through Greater Manchester and National Press. It was stated that the Airport can do more to boost local employment and asked that the Manchester Growth Company work with the Airport to improve this area of work.

RESOLVED/-

1. To note the report. 2. That the Transport update to the June meeting include current and future plans to improve travel to and from and in and around the airport for both work and leisure. 3. That details of the Airport Academy be circulated to members. 4. That the Manchester Growth Company works with the Airport to improve work around boosting local employment.

15/80 GREATER MANCHESTER AGEING HUB

Paul McGarry, Strategic Lead for the Greater Manchester Ageing Hub presented a report detailing work undertaken since the creation in May 2015 of the GM Ageing Hub, which has been designed to bring together existing work and to create new policies, programmes, and initiatives to support the increasing number of older people across GM.

The GM Ageing Hub brings together key partners to support a strategic approach to ageing, and is included within the GM Public Health Agreement and the GM Strategic Plan for health and social care devolution. The Hub will have an oversight of a GM Ageing Strategy which will serve as a point of coordination for workstreams delivered by GM partners, and complement work taking place at a district level.

The GM Ageing Hub is developing its vision, priorities and key actions with a view to aligning the work of the Hub with the implementation of the Ageing Well strand of the GM Strategic Plan from April 2016. This will be underpinned by an ambition for GM to become the first age-friendly city region in the UK, to be a global centre of excellence on ageing, and to increase economic participation among the over-50s to the UK average. A strategic Page4 10 approach to ageing will enhance GM’s capacity to address it’s wider objectives by focusing on prevention and early intervention, the Hub will work to a shared statement of ambition on ageing and will serve as an umbrella for the range of programmes and projects which will be delivered to support the conurbation’s ageing population in the medium to longer term.

The Greater Manchester Ageing Hub Memorandum of Understanding will be signed at the rise of the GMCA meeting on 18 March 2016.

Members overwhelmingly welcomed this focus of this piece of work and the following comments and questions included:. -

C. The governance detailed in the Vision and priorities doesn’t include a role for elected members, could consideration be given to an elected member champion to advise and liaise with district members. A. Officers are liaising with all district executive leads for ageing.

Q. How does this work feed into the Health and Wellbeing Boards and education programmes? A. The Hub’s work is and will continue to be fully integrated do work with the Health and Wellbeing Boards.

C. Some employers only look to employ younger people to keep cost of wages low, is there any work to encourage employers to look at employing older people, do you work with the GM Chamber of Commerce? Also could the representation of the private sector on the Hub’s governance be strengthened A. The Hub already works with the GM Chamber of Commerce to address issues such as educating employers across GM on issues such as this but was open to working with other private sector groups.

C. Could you consider involving Age UK as part of the governance review. A. A meeting has taken place with the Age UK Chief Executive, and we expect the lead GM UK representative to be part of the governance arrangements.

Q. How will Stockport and Trafford engage in the process as they are not involved in the GM Ageing Hub? A. The Lottery decided that Stockport and Trafford were not eligible to benefit from this funding because of these districts’ due to their economic profile. However, both authorities will be included with the wider work of the Hub, for example the Chair of the Ageing Hub Steering Group will be a member from Stockport.

Q. Members requested sight of the Year One Action Plan that commences in April. A. The action plan covers a wide range of priorities and will be circulated to members as soon as possible.

RESOLVED/-

1. To note the next steps for establishing a Greater Manchester Ageing Hub. 2. To receive an update report at the end of the first year. 3. That the Year One Action Plan be circulated to members as soon as possible.

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4. That comments about strengthening governance to be noted when the GMCA considers the report in March.

15/81 SCHEDULE OF MEETINGS 2015/16

The schedule of meetings for 2015/16 was agreed as-

8 April 2016 There will be no meeting in May 10 June 2016 8 July 2016 There will be no meeting in August 9 September 2016 14 October 2016 18 November 2016 All meetings will be held 1:00pm - 3:00pm at Manchester Town Hall

RESOLVED/- 1. That there will be no meeting of the GMCA AGMA Scrutiny Pool in May or August. 2. That a tour of the Airport Enterprise Zone be arranged around a future meeting.

Chair

Page6 12 Agenda Item 8

OVERVIEW AND SCRUTINY BOARD

Appointments to Outside Bodies and Co-opted Members for Education Matters

Officer Contact: Director of Legal Services

Report Author: Lori Hughes, Constitutional Services Officer Ext. 4716

13th June 2016

Reason for Decision

The reason for the decision is to gain approval from the Board for the appointment of elected members to the Outside Scrutiny Bodies for 2016/17, Co-opted Members for Education Matters and to the Health Scrutiny Committee.

Executive Summary

It was resolved at the Annual Council meeting on Wednesday, 18th May 2016 that all appointments to the Outside Scrutiny Bodies for 2016/17 should be made by the Overview and Scrutiny Board.

Appointments

1. The following appointments be made by the Overview and Scrutiny Board:

a. Pennine Acute Hospitals NHS Trust - Joint Health Overview and Scrutiny Committee - 3 places (2 RA + 2 subs + 1 Main Opp + 1 ordered sub)

Labour (2) Lib Dem (1)

McLaren Williamson Briggs Turner (Sub) Goodwin (Sub) Ames (Sub)

Page 13

b. Pennine Care NHS Trust – Joint Mental Health Overview and Scrutiny Committee – 3 places (2 RA + 2 subs + 1 Main Opp + 1 ordered sub)

Labour (2) Lib Dem (1)

McLaren Turner Toor Heffernan (Sub) Ames (Sub) Briggs (Sub)

c. GM Joint Health Scrutiny Committee – 1 place (RA + 1 sub)

Labour (1)

McLaren Garry (Sub)

d. AGMA & GMCA Scrutiny Pool – 3 Places (2RA + 1 Main Opp) (Both sexes must be represented within the three nominations, non-TFGMC members.)

Labour (2) Lib Dem (1)

McLaren Harkness Garry (Sub)

e. Health Scrutiny Committee – 6 places (5 RA + 1 Main Opp)

2. The following be appointed Statutory Co-opted Members for Education Matters (with voting rights):

Mr. A. Armitage, Manchester Church of England Diocese Mr. V. Hall, Salford Roman Catholic Diocese Mr. C. Maude, Parent /Governor Primary School Vacant, Parent /Governor Secondary School

Recommendations

That the Overview and Scrutiny Board approved the appointments.

Page 14 2 Agenda Item 9

Report to OVERVIEW AND SCRUTINY BOARD

Oldham’s Education Provision Strategy 2016-2020

Portfolio Holder: Cllr. Amanda Chadderton, Education & Skills

Officer Contact: Helen Lockwood, Economy, Skills & Neighbourhoods

Report Author: Gill Hoar, Head of School Place Planning & Access

Ext. X3150

13 June 2016 Purpose of the Report Oldham Council has a statutory duty to provide sufficient school places within its area. Education places also encompass the provision made by early and post 16 providers therefore these sectors are also included in the strategy document. In order to deliver a strategic approach to the provision of education places in Oldham, an Education Provision Strategy has been drafted. The strategy is scheduled for consideration by Cabinet on 25 July 2016.

Recommendations The board is requested to consider the content of the draft Education Provision Strategy and to recommend any amendments arising from discussion at the meeting.

Page 15

Overview and Scrutiny Board 13 June 2016

Education Provision Strategy

1 Background

1.1 Oldham Council, along with many other local authorities nationally, is facing the significant challenge presented by the increase in demand for school places. The current pressure on primary school places is set to hit the secondary sector in 2016/17 and beyond.

1.2 The report of the Oldham Education & Skills Commission, “A self improving education system” was published in January 2015. It sets out the vision for the future of education in Oldham. “A good education system is crucial to the future success of Oldham. Whether it is top quality schools, excellent colleges or successful training providers, the town and its citizens need high education standards and a highly skilled workforce.” This is reinforced in the statement made by the leader of the Council; “To succeed we will have to move towards a culture where education is everyone’s business.” Key to the delivery of the vision is the aim that all schools in Oldham are good schools serving their local communities.

1.3 Whilst schools have a high degree of autonomy in this regard, the way that schools are organised and the policies that the Council adopts play a fundamental role in this overarching aim. The government continues to articulate an urgent need to reform our school system to prevent the standard of education in the UK from falling further behind that of other countries and that it intends to create a more autonomous and diverse school system that offers parents choice and concentrates on improving standards. This strategic document provides the context and policy for the provision of education places in Oldham for children and young people aged 2 – 19.

1.4 Funding for the provision of school places is allocated to LAs annually by the Education Funding Agency. This is a formulaic allocation based on the annual School Capacity Assessment return in July. Accurate and realistic pupil forecasting is therefore essential in securing adequate funds to provide sufficient school places. There is a presumption that local authorities will use modern methods of constructions, such as modular builds; funding levels are predicated on this cost effective building solution using standard building designs.

2 Current Position

2.1 The draft Education Provision Strategy provides the context and policy for the provision of education places for children and young people aged 2 – 19. Oldham Council, along with many other local authorities nationally, is facing the significant challenge presented by the increase in demand for primary school places. The current pressure on primary school places is set to hit the secondary sector in 2016/17 and beyond.

2.2 The Education Provision Group was established in 2016, to secure a consistent and transparent framework for decision making on school organisation matters, with the following key objectives:

 Discuss and inform the overall strategy for school and early years organisation in order to meet LA statutory duties

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 Discuss developing options in relation to school and childcare expansions and new builds  Endorse recommendations to the cabinet member for education and skills, the Capital Investment Programme Board, Director of Children’s Services and the Early Years & Childcare Board.  Comment on statutory information and any written comments and objections as part of the statutory process  Discuss and consider proposals for Free Schools, University Technology Colleges and other academies  Review the effectiveness of existing and proposed admissions arrangements in serving the interests of children and parents within the area of the LA  Monitor demand for and access to places and admission patterns  Monitor ongoing programmes of capital works to ensure projects are completed and deliver benefits required

2.3 The ongoing increase in demand for places continues to place the school system under considerable pressure. Additional places created over the last 3 years have begun to alleviate the position in the primary sector; however, the increased pupil numbers are set to hit the secondary sector in September 2016. Additional capacity in the form of a new secondary school will be required from 2017.

3 Key Issues for Overview and Scrutiny to Discuss

3.1 The government White Paper, Educational Excellence Everywhere, published in March 2016, sets out the government’s commitment to ensuring every child has an excellent education which allows them to achieve their full potential. It articulates the government’s ambition that every school will become an academy. There are already a significant number of Academies in Oldham, delivering varied quality of provision. A key objective, within the framework of the strategy, is to ensure as far as possible that Oldham attracts high quality sponsors for any future academy conversions or newly created Free Schools.

3.2 A significant piece of research was completed in 2014 to deliver a revised pupil place forecasting methodology. Our pupil forecast is submitted to the Department for Education annually and our Basic Need allocation is based upon that forecast. Therefore, it is essential that we deliver a realistic forecast reflecting all the factors that might influence changes in the number of pupils requiring school places in the future. This robust forecasting method has resulted in an increased allocation of Basic Need funding, enabling the council to deliver its duty to provide sufficient places. Nevertheless, the ever increasing number of new families arriving in the borough continues to challenge the system.

3.3 The Oldham Education Commission sets a number of recommendations, many of which will be impacted by future school organisation decisions on expansion, conversion and creation of new schools. The Education Provision Strategy shares the priorities set out within those recommendations and will therefore support the delivery of the OESC mandate.

4 Key Questions for Overview and Scrutiny to Consider

4.1 Does the Education Provision Strategy address the key issues contained within the White Paper, the OESC report and the statutory duty on the council to provide sufficient places?

4.2 Will the EPS support Oldham Council’s aspiration for all its children and young people to be school ready, work ready and life ready?

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5. Links to Corporate Outcomes

5.1 Objective 1: A Productive Place where business and enterprise thrive. Outcome: Ensuring the creation of sufficient quality school places and effective, inspiring learning environments

5.2 Objective 3: A co-operative council delivering good value services to support a co-operative borough Outcome: Deliver our statutory duties and services to a good standard and ensure they are value for money. For example, delivery of the household waste collections, the elections process, and the school admissions system.

6 Additional Supporting Information

6.1 School place planning across the Greater Manchester area has been subject to scrutiny by AGMA. A regional analysis of school place provision and demand was commissioned by the AGMA School Place Planning group in 2014. The outcome confirmed that pressures across the GM footprint vary from area to area, but overall the demand for places will increase over the next ten years.

6.2 Since the production of the report, demand for places in Oldham has continued to rise, outstripping the forecast upon which the AGMA report was based. The information in that report is therefore considered to be out of date and does not reflect the position now or for the next ten years.

6.3 Following a very recent refresh of the Oldham population forecast, it is anticipated that demand will continue to increase beyond the current forecast. Further information will be available following the annual school capacity assessment in July.

7 Consultation

7.1 The draft Strategy has been developed in partnership with colleagues from the following departments of the council and beyond:

 Finance  Legal  Regeneration  Asset management  Primary and secondary school heads and principles  School admissions  School performance  Head of Service for vulnerable groups  Education Provision Group

7.2 The draft strategy was presented to the Education Provision Group at its meeting in March 2016 and was amended in light of discussion and comment. This version presented for consideration today reflects that discussion.

8 Appendices

8.1 Draft Oldham’s Education Provision Strategy 2016-2020

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“A great place to learn”

OLDHAM’s STRATEGY FOR THE PROVISION OF EDUCATION PLACES 2016 - 2020

DATE VERSION SUMMARY OF CHANGES BY WHOM 01.02.2016 Initial draft 0.1 Updated to include feedback Gill Hoar 19.02.2016 Initial draft 0.7 Updated to include feedback Gill Hoar 19.02.2016 Draft 1.0 Conversion to Draft status Gill Hoar 23.03.2016 Draft 1.4 Organogram added Gill Hoar 15.04.2016 Final draft 2.0 Updates following final feedback Gill Hoar 18.04.201 Final draft 2.1 ToR for EPG Gill Hoar 20.04.2016 Final draft 2.2 Updated provider lists Gill Hoar 28.0.2016 Final draft 2.3 Amendments following EPG Gill Hoar

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CONTENTS

Foreword Page 3 Introduction Page 4 Principles and local context Page 5 Needs analysis Page 6 Funding streams for capital works Page 7 Revenue Funding Implications Page 9 Decision making and governance Page 10 Variable over the lifetime of the Strategy Page 12 Glossary of terms Page 13 Appendix A: Schools in Oldham Page 16 Appendix B: Annual School Capacity Assessment 2015 Page 24 Appendix C: Pupil forecasting methodology Page 32 Appendix D: Decision Support Matrix Page 54 Appendix E: Draft Academy Conversion policy Page 60 Appendix F: Education Provision Group, Terms of Reference Page 61 Appendix G: Schemes considered as priority – January 2016 Page 66

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FOREWORD BY COUNCILLOR SHOAB AKHTAR, Cabinet member for Education and Skills

Oldham Council, along with many other local authorities nationally, is facing the significant challenge presented by the increase in demand for school places. The current pressure on primary school places is set to hit the secondary sector in 2016/17 and beyond.

The report of the Oldham Education & Skills Commission, “A self improving education system” was published in January 2015. It sets out the vision for the future of education in Oldham. “A good education system is crucial to the future success of Oldham. Whether it is top quality schools, excellent colleges or successful training providers, the town and its citizens need high education standards and a highly skilled workforce.” This is reinforced in the statement made by the leader of the Council; “To succeed we will have to move towards a culture where education is everyone‟s business.” Key to the delivery of the vision is the aim that all schools in Oldham are good schools serving their local communities.

Whilst schools have a high degree of autonomy in this regard, the way that schools are organised and the policies that the Council adopts play a fundamental role in this overarching aim. The government continues to articulate an urgent need to reform our school system to prevent the standard of education in the UK from falling further behind that of other countries and that it intends to create a more autonomous and diverse school system that offers parents choice and concentrates on improving standards. This strategic document provides the context and policy for the provision of education places in Oldham for children and young people aged 2 – 19.

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1. INTRODUCTION

1.1 Councils have a statutory duty to ensure there are enough school places available to local children and young people. No other local or national body shares with them the duty to secure sufficient primary and secondary schools, although they increasingly have to work with schools and other partners to deliver the places needed.

1.2 This strategic document provides the context and policy for the provision of education places for children and young people aged 2 – 19. The information may prove useful for schools and education providers in the context of their own development planning.

1.3 Oldham Council, along with many other local authorities nationally, is facing the significant challenge presented by the increase in demand for primary school places. The current pressure on primary school places is set to hit the secondary sector in 2016/17 and beyond.

1.4 Future demand for school places is predicted using an agreed formula that takes account of birth rates, inward migration and proposed new housing. Additional primary school places have been created through a number of school expansion projects and the creation of a new three form entry primary school in the town centre. Current forecasts indicate that significant investment in the secondary schools‟ capital estate will be needed to meet a known shortfall in 2016/17 and 2017/18 in order to accommodate the increased numbers of students moving through from the primary phase. There will be a further predicted shortfall in the 2021 – 2014 period which will require further significant investment

1.5 In order to deliver its statutory responsibilities around the provision of school places, Oldham Council will seek to provide standardised design solutions based on the Education Funding Agency‟s (EFA) baseline template wherever possible, in order to minimise costs and timescales. The process to identify schools for expansion or new build projects will follow the published criteria set out at Appendix D of this document. Oldham Council will always take governing body views into account when reaching decisions.

1.6 The report of the Oldham Education and Skills Commission (OESC) sets out the vision for the future of education in Oldham. The recommendations of the published report will always be given consideration within the decision making process for creating additional school places.

1.7 The Regional Schools Commissioner (RSC) for Lancashire and West Yorkshire works with school leaders to promote and monitor academies and free schools and is responsible for decisions regarding new academy and free school sponsors, approving new academies in the area and intervening in underperforming academies and free schools.

1.8 The population growth forecast across the Greater Manchester authorities will continue to create increased demand and consequent pressure on school places. Consideration is being given to the development of a GM pupil forecasting model as part of the proposed GM Education, Employability and Early Years Devolution

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Programme. The aim would be to consolidate fragmented pupil place planning processes and school estate capital.

2. PRINCIPLES AND LOCAL CONTEXT

2.1 The report of the OESC, “A self improving education system” was published in January 2015; available on the Oldham Council website: www.oldham.gov.uk. It sets out the vision for the future of education in Oldham: “A good education system is crucial to the future success of Oldham. Whether it is top quality schools, excellent colleges or successful training providers, the town and its citizens need high education standards and a highly skilled workforce.” This is reinforced in the statement made by the leader of the Council; “To succeed we will have to move towards a culture where education is everyone‟s business.” Key to the delivery of this vision is the aim that all schools in Oldham are good schools serving their local communities. Whilst schools have a high degree of autonomy in this regard, the way that schools are organised and the policies that the Council adopts play a fundamental role in this overarching aim.

2.2 Whilst there is mention of all phases in this document, the focus is with school provision. Its purpose is to help the Council and other stakeholders to understand the projected need for school places in Oldham. Information relating to the provision of early years education and 14-19 education are covered in other documents which can be found on the Oldham Council website: www.oldham.gov.uk.

2.3 When seeking to manage the demand and supply of school places in Oldham, Oldham Council will take into account the diverse range of provision and educational organisation arrangements that are working well. When new or changed provision is considered the Council will seek to influence any proposals to secure high quality educational provision for its citizens. The Council works with all education institutions, the RSC and academy and free school sponsors to secure high standards ensuring parents have a real choice in selecting appropriate provision for their children. The current school and college estate is shown at Appendix A.

2.4 The White Paper, “Educational Excellence Everywhere”, published in March 2016, sets out the current government‟s vision for schools in England and its plans for the next 5 years, building on and extending existing reforms to achieve educational excellence everywhere. The paper is built upon the five guiding principles of the DfE‟s strategy, concluding that in order to put the principles into practice, it will move to a system where every school is an academy.

2.5 The DRAFT Oldham Council policy for Academy Conversion (final policy due June 2016), Appendix E, sets out the council‟s position when a school converts to academy status. Academies become independent of local authorities and conversion leads to changes in responsibilities, finance and working relations between local authorities and academies. The policy and guidance outline the approach that will be taken by the Local Authority and offers practical advice and guidance on how governing bodies should approach the issue of conversion and how the Local Authority (LA) will manage the conversion process.

2.6 When a school converts to an academy it receives its funding direct from the

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Education Funding Agency (EFA): the Dedicated School Grant (DSG) received by Oldham is consequently reduced. The Local Authority will lose £87 per pupil based on current funding rates as a result of a school converting to an academy. In real terms this means that a one form entry school converting to an academy will result in an estimated reduction in Oldham‟s revenue funding received from the Educational Services Grant (ESG) of £18.2k.

2.7 Free Schools are funded by the government in the same way as mainstream schools and academies. However in the first year of opening the EFA retains the funding and allocates it direct to the free school. In the second year of opening the funding is added to the LA DSG allocation and recouped under the same process as for academies. This means that LAs provide an individual schools budget (ISB) for primary and secondary schools on the authority proforma tool (APT) that they submit to the EFA in January of each year, as they do for an academy. Growing free schools and academies create pressures for the LA as the funding allocated in the 2nd year of opening would not reflect any expected increase in pupils in the September of that year as the funding is based on the pupil numbers in school submitted the previous October. This pressure would continue until the school is full and all pupils appear on the school census.

3. NEEDS ANALYSIS

3.1 The school capacity survey (SCAP) is a statutory data collection that all local authorities must complete every year. The 2015 SCAP return and commentary is at Appendix B. LAs must complete statutory collections by law unless they have a very good reason not to. SCAP is based on data collected in the January Schools Census about:  school capacity (ie the number of places and pupils in a school)  pupil forecasts (ie an estimation of how many pupils there will be in future)  capital spend (ie the money schools and local authorities spend on their buildings and facilities)

3.2 The Department for Education (DfE) and the EFA use the data to identify areas where there many not be enough school places and also use projections of pupil numbers to calculate the basic needs funding local authorities receive to provide enough school places to meet future demand.

3.3 Oldham Council has developed an agreed forecasting methodology, set out at Appendix C. The forecast is refreshed on a termly basis to reflect the latest trends and maintain accurate data.

3.4 The Decision Support Matrix (DSM) is an evidence based methodology to support the LA‟s decision making process for school expansion projects. The DSM, set out at Appendix D, will ensure that the process is open, fair and transparent and that decisions are made consistently based on evidenced criteria thresholds. At the pre-decision consultative stage, schools within the locality will be approached to gain their views on any proposals.

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4. FUNDING STREAMS FOR CAPITAL WORKS

4.1 Capital expenditure can be funded from a number of different sources, the most common of which are expanded on in further detail below.

4.2 Basic Needs Funding

On an annual basis the DfE awards Basic Needs funding to individual LA areas. This is a sum based upon the perceived need for additional school places calculated from the SCAP data. Although non-ring fenced this annual grant is intended to be used by local authorities to provide additional school places. Basic needs funding, whilst being an annual award, is notified 3 years in advance to help local authorities to plan and prioritise their capital investment programmes.

4.3 Free Schools

Free schools are schools set up by an organization or a group of individuals, funded by the government but not controlled by the local authority. Tthe creation of free schools is one of a number of central government initiatives to widen parental choice and improve educational standards.

Under a government initiated programme to provide additional school places and to provide an alternative model to local authority controlled schools the EFA run a programme to create new free schools.

When considering the need for additional school places in the borough it may be possible, subject to elected members‟ agreement, to work with the EFA to promote the creation of one or more free schools to create additional places. The capital funding and construction of free schools is normally centrally run by the EFA and any funding spent by the EFA under this route is likely to be reflected in basic need funding awarded to the local authority.

4.4 Prudential borrowing / Council capital budget

Should the Council consider the provision of additional school places or physical improvements in existing buildings to be a priority, and for which there is not sufficient external funding, members could decide to approve use of council resources.

Sources of council funding include:  Capital receipts – generated from the sale of council owned land or property;  Prudential Borrowing – which would be paid for in future years over the life of the asset and create a charge annually to the revenue budget.

4.5 One off government grant processes

On an occasional basis central government organise programmes or discretionary grant processes which are directed towards the funding of projects related to school building.

In recent years these grant schemes have included:-  Priority School Building Programme – rebuilding old school buildings  Targeted Basic Need Programme – creating additional places over and

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above basic need to reflect specific population pressures and bulges  Priority School Building Programme Phase 2 – addressing condition issues by either refurbishment or rebuilding

Whilst Oldham has historically been relatively successful in applying to these programmes they are not a reliable source of funding and as such cannot be relied upon as part of a sustainable strategy. Officers will however through their best endeavours ensure that if and when should they arise in the future, the funding schemes will be reviewed and discussed with members along with the list of potential projects to determine whether any applications should be made and if so for which schemes.

4.6 If a school under local authority control elects to convert to Academy status there will under certain circumstances be a need for the carrying out of capital works. The need for and the extent of these works will be evaluated in line with the “Academy Conversion Process Paper”. Works will not be immediately accepted as being necessary upon a school proposing conversion.

4.7 The Capital cost of any works associated with Academy conversion will need to be funded from existing Council budgets so will form an in year budget pressure.

All proposed capital expenditure is initially presented for approval to the Capital Investment Programme Board (CIPB). Depending on the level of the resources required, approval of an allocation of capital resource may then be via delegated authority or by Cabinet. The Education Capital Programme 2016 to 2021 is shown in the table below.

The Education Capital Programme 2016 to 2021 is shown in the table below.

Schools Capital Programme – 2016/17 and 2017/18 Budge Budg t et Programme Project 2016 2017 £k £k Clarksfield School - complete rewire - Essential 100 Capital - Asset Condition (Mar'14) Essential Condition Works (Nov 2012) - Royton & Mgt - Education 571 Premises Crompton Secondary (Funded via Friezland Jnr/Inf School - External works; heat 100 Schools emitters; doors & frames. Condition Mayfield Jnr/Inf School - External drainage; 94 Allocation - renewal of fixed furniture/joinery in classrooms. maintenance Royton & Crompton Sec School (OCL) - Full 130 works approved Astro – pitch replacement. through Council‟s Thornham St James C.E. School - Gas 210 Corporate distribution & mains replacement. Property function) Whitegate End Jnr/Inf - External and Internal 141 works (inc replacement of heat emitters) Building Schools for the General Provision 63 Future Devolved Devolved Capital General Provision 1,197 Capital Basic Need 14,13 Education Basic Need General Provision 5 1 SCHOOL PLACES- Greenfield Primary- 4,513 1,274

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temporary classroom & playing fields block SCHOOL PLACES- New 3FE Build Primary 2,742 School- former Grange school site SCHOOL PLACES- Oasis Limeside / Oasis 540 Academy- internals, classrooms, kitchen & dining Capital - CYPF 2YO- General provision 167 Free School Meals- Greenfield Primary 115 Schools - Greenfield Primary School -temp Kitchen pod Primary 27 and temp classroom Schools New Saddleworth School New Build (WH Shaw Site) 1,745 Build 15,40 Total 12,461 5

5. REVENUE FUNDING IMPLICATIONS

5.1 Where a free school is a Special School the top up funding (i.e. the amount above the per-place rate of £10,000) is funded from the commissioning LA‟s DSG. The current Oldham top up rate ranges from £2,800 per place to

£35,000 dependant upon the severity and complexity of the young person‟s

special educational needs. The place funding for Special Free schools is funded for 2 years by the EFA before the funding is transferred to the Local Authority. If the Special School is still growing the LA funds the additional places from its DSG even though funding for these places will never be received in the DSG. There is currently no growth in the high needs block of the DSG so the LA will be required to fund the £10,000 per place for any growing Special School whether it is an academy or not.

5.2 If the Council builds a new school it will open as an Academy. In this case the Council will have to fund start-up costs for the new school from the DSG. The start-up costs will consist of:

 resources needed for the new school to open and function from its first

day

 Pre opening costs for staffing, recruitment etc

5.3 Where there is a significant growth in pupil numbers as a result of the local authority‟s duty under section 13(1) of the 1996 Act to secure sufficient primary and secondary education places are available to meet the needs of the population of their area, the Local Authority can retain a growth fund from the DSG. Oldham‟s criteria reflect actual pupil number increases above capacity of the school and schools are funded on pupil numbers above capacity multiplied by the Basic Amount per Pupil. The LA will not receive any additional funding in the DSG for the actual pupils in the financial year as the DSG settlement will have been based on the October census and will not be re-determined in that financial year. This will be the same for new pupils entering reception each September and will be replicated for the next 4 or 6 years, therefore funding for these new pupils will have to be met from Oldham‟s existing DSG. The cost each year for 10 new primary aged pupils

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for September – March would be £17,591 + additional allocations for deprivation & SEN (if applicable).

6. DECISION MAKING AND GOVERNANCE

6.1 Education provision in Oldham is kept under review by the Education Provision Group. Terms of Reference for the EPG are set out at Annex 3. The main function of the group is to make recommendations on the annual schedule of proposed capital investments consequent to completion of the needs analysis using the agreed forecasting methodology and by application of the matrix to determine demand and supply priorities.

6.2 Officers will establish and update an annual schedule of priority for Capital schemes based on:  Availability of suitable land and buildings  Matrix of school demand vs. places provided  Priority maintenance schedule  Pupil locations and anticipated locations (normally illustrated on dot maps but additional methods of presentation are considered)  Pupil number predictions  Availability of readily developed schemes.

6.3 A prioritised schedule of education capital investment projects will be prepared and updated by officers on an annual basis looking at predicted spend over the immediate programme, the three future years that basic need funding is visible and into the medium term (3-7 years).

6.4 The annual schedule of proposed capital investments will be initially proposed to, and agreed by, the EPG before being presented to the Capital Investment Programme Board for discussion, and where appropriate, incorporation into the Council Capital Programme via presentation to Cabinet.

To permit the Council to maintain an annual schedule of proposals a number of schemes will be developed to be “shelf edge ready” so that proposals can be advanced for either Council or grant funding opportunities.

6.5 To enable officers to maximize opportunities available to create and fund new projects to satisfy demand a number of enabling factors will be required to be agreed:  Establish an annual revenue budget to support development of scheme proposals ahead of allocation to capital programme  Development of specific school building condition reporting within the Concerto asset management system  Development of specific schools standards and admissions data reporting tools within the Corvu business intelligence management system.

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Capital Elected Investment members Programme Board

Technical advisory group Education Pupil making recommendations Provision to CIPB and elected forecasting members Group group Page 29 Page

Education Economic and Early Pupil forecast re-freshed development following termly school Years division census data reporting division

Potential school property Corporate Planning and requirements to be held property infrastructure under regular consideration section section

GOVERNANCE AND ACCOUNTABILITY FOR SCHOOL ORGANISATION IN OLDHAM Page 11 of 66

7. Variables over the lifetime of the Strategy

7.1 Oldham LA has developed a robust method for forecasting future pupil population. Our current priorities for use of Basic Need allocations and Targeted Basic Need projects are based on the local forecast. Any future GM forecast could potentially impact on the programme subject to a review of priorities across GM. Priorities must therefore remain under review.

7.2 Inward migration has been increasing for some time, creating additional demand particularly in the primary sector which will move through to the secondary sector in 2017/18 and beyond. Recent investigations have revealed that the increase is unlikely to reduce and may continue to rise. This will be reflected in the annual pupil place forecast completed in July each year. As the Education Funding Agency allocates basic need funding based on this data it is vital that we keep abreast of local and regional changes and adjust our forecasts accordingly.

7.3 Indications are that there will be an increase in the number of large family houses as part of new development, attracting families with multiple siblings requiring several places in different year groups in the same school. In order to meet this type of demand it is necessary to carry a reasonable level of surplus capacity in order to avoid siblings being split. The current level of surplus would not meet this level of demand, but the planned surplus of 5 – 8% would make it more likely. However, if demand continues to increase, outstripping planned expansion of the school estate, the planned surplus may decrease resulting in continued pressure.

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GLOSSARY

Academy

Academy schools are state-funded schools in England which are directly funded by the Department for Education and independent of local authority control.

Basic needs funding

On an annual basis the DfE / EFA notify local authorities of the monies they will receive for the next 3 years to provide for an anticipated increases in pupil place requirements. This funding whilst being awarded in relation to pupil place provision this funding is not specifically ring fenced to the provision of places.

Capital funding

The cost of providing buildings and major elements of expenditure e.g. fixed play equipment, replacement boilers, major repairs to buildings.

Concerto

A software system used to manage and monitor assets.

Corvu

A software system used to manage and report on projects.

Department for education

The Department for Education is responsible for education and children‟s services in England. It works to achieve a highly educated society in which opportunity is equal for children and young people, no matter what their background or family circumstances.

Early Years education

The full range of provision, activities and experiences aimed at children prior to their entry into primary school, encompassing education and wider child development, as well as childcare.

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Education Funding Agency

The EFA is an Executive Agency of the Department for Education (DfE), responsible for the operation of the education capital and revenue funding system and the delivery of capital programmes.

Free school

A Free School in England is a type of Academy, a non-profit-making, independent, State-funded school which is free to attend but which is not controlled by a Local Authority.

Oldham Education and Skills Commission

The OESC was established in 2014 to help raise local standards and aspirations so that every child can achieve their full potential. Reporting in January 2015, it was an independent body, tasked with identifying areas of best practice and underachievement, investigating the challenges faced and developing a path to future success.

Post 16 education

Education or training provided in a school or further education (FE) colleges, not limited to academic study and providing high-quality technical and professional education and training for young people.

Primary phase

Statutory education provision for children aged 4 to 11 years

Regional Schools Commissioner

RSCs are responsible for approving new academies and intervening in underperforming academies and free schools in their area. They act on behalf of the Secretary of State for Education. The RSCs are accountable to the Schools Commissioner and are supported by a board of 6 to 8 experienced academy headteachers and other sector leaders.

Revenue funding

The cost of running schools in day to day expenses.

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School Capacity survey

Annual data return to the Department for Education setting out LA pupil forecasts, capital projects and proposed capital allocations

School census

The school census is a statutory census that takes place during the autumn, spring, and summer terms. La, maintained schools and academies must complete statutory censuses by law unless there‟s a good reason not to.

Secondary phase

Statutory education provision for children aged 11 to 16 years

Published admission number

The number of pupils that a school plans to admit in each relevant age group.

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APPENDIX A: SCHOOLS IN OLDHAM

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APPENDIX B: SCAP DATA 2015 (including commentary)

Forecasts return

Planning Area Code 3530001 Chadderton Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 585 602 613 573 545 563 547 2016/17 599 595 612 622 573 552 571 2017/18 598 609 606 621 622 580 560 2018/19 603 608 619 614 621 629 588 2019/20 600 613 619 628 614 628 637

Planning Area Code 3530002 East Oldham Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 670 701 700 600 578 556 562 2016/17 685 688 717 626 615 589 566 2017/18 686 702 704 641 641 626 598 2018/19 683 703 719 630 656 651 635 2019/20 691 701 720 643 644 667 660

Planning Area Code 3530003 Failsworth & Holinwood Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 498 491 496 516 482 513 504 2016/17 503 515 499 504 533 493 529 2017/18 504 520 523 507 521 544 508 2018/19 506 522 529 532 524 532 560 2019/20 507 524 530 537 549 535 548

Planning Area Code 3530004 Lees & Saddleworth Primary Academic year Primary Forecasts Reception 1 2 3 4 5 6 2015/16 450 444 456 461 448 427 426 2016/17 454 459 451 464 465 454 433 2017/18 456 463 466 458 468 472 460 2018/19 466 466 470 474 463 475 478 2019/20 459 476 473 478 478 469 481

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Planning Area Code 3530005 Royton & Shaw Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 556 558 546 548 531 531 513 2016/17 563 563 566 551 556 539 538 2017/18 568 570 571 571 559 564 546 2018/19 563 575 578 576 579 567 570 2019/20 559 571 583 583 584 587 574

Planning Area Code 3530006 West Oldham Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 641 700 717 800 780 786 779 2016/17 657 685 745 851 840 814 826 2017/18 653 701 730 883 892 875 855 2018/19 649 697 747 865 925 928 918 2019/20 651 692 743 885 907 962 972

Planning Area Code 3530007 Oldham Secondary Academic year Secondary

Forecasts 7 8 9 10 11 12 13 2015/16 3222 3017 2988 2985 2939 445 453 2016/17 3418 3278 3087 3053 3033 450 442 2017/18 3551 3474 3350 3152 3100 464 447 2018/19 3616 3607 3546 3415 3199 475 461 2019/20 3840 3672 3680 3613 3462 490 471 2020/21 3960 3892 3741 3742 3654 530 486 2021/22 4022 4012 3961 3803 3783 560 526

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Schools Capacity Survey 2015

Local Authority Commentary

Local Authority Name Oldham LA Local Authority Number 353 Contact Names Paula Green/Gill Hoar Tel. 0161 770 3158/3150

1. General LA overview indicating LA wide trends (Primary and Secondary age) The general population in the borough has increased in the last 5 years. For schools it means the number of children needing a school place at the start of the academic year is also increasing. In Year transfers have also increased year on year since 2011. This is largely due to the number of children and young people moving in to the borough from abroad. In the main the above families are moving in to council owned and private rented housing in two of the six planning areas; East Oldham and West Oldham.

Total mainstream pupils aged 4 – 11 at January Census 2014 was 22, 793. At January Census 2015 this number has risen to 23, 181. An increase of 2% in 12 months. Total capacity in the primary sector is 23, 720 places. There are currently 305 empty places. The majority of these places are in year 5 and year 6 classes. There are no empty places in year 1 and year 2, throughout the borough. Total pupils aged 11 - 16 at January Census 2014 was 14, 560. At January Census 2015 this number has increased to 14, 589. A very slight increase over the 12 month period. Total capacity in the secondary sector is 15, 809 places. There are currently 1066 empty places. It is expected that the primary bulge will roll through to the secondary sector in 2017/18. There has been minimal variance in the Secondary allocation over the last 5 years;

September No. of pupils offered on National Offer day 2011 2927 2012 3004 2013 2966 2014 2965 2015 2954

There are currently 100 Y7 vacancies for September 2015. These vacancies are at the 3 fresh start academies; Oldham Academy North, Oasis Academy and Waterhead Academy.

Allocation to the Reception cohort in the same years is below;

September No. of pupils offered on National Offer day 2011 3210 2012 3330 2013 3361 2014 3322 2015 3246

There are currently 126 reception vacancies for September 2015. These vacancies are across all

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planning areas, with the exception of East Oldham and Saddleworth/Lees (these 2 planning areas have no empty places).

2. Factors affecting overall LA pupil numbers e.g. migration, housing development, live births. For cross boundary movement please identify the other local authorities involved and the scales of places affected The number of Fair Access applications has increased year on year since 2010/11. The largest volumes of Fair Access pupils include new arrivals in Key Stage 1 and Key Stage 4 with no command of the English language and those that have been out of education for more than two months.

Primary; Number of FA applications; Secondary; Number of FA applications; 2010/11 71 2010/11 96 2011/12 174 2011/12 120 2012/13 270 2012/13 184 2013/14 412 2013/14 183 2014/15 553 2014/15 214

Primary FA numbers have increased by 34% year on year and Secondary FA numbers have increased by 17% year on year.

As of 2010/11 all requests for in year transfers have been coordinated by the LA. Below shows primary and secondary transfers processed from this date (where the pupil has gone on to the roll of an Oldham school mid-year).

Primary; Number of transfers; Secondary; Number of transfers; 2010/11 574 2010/11 193 2011/12 764 2011/12 305 2012/13 988 2012/13 520 2013/14 1259 2013/14 449 2014/15 1517 2014/15 476

Secondary in year transfers have remained stable over the last two years, however primary in year transfers have increased year on year by 20%.

Cross border movement; Oldham LA is historically a net importer of pupils and this trend continues. Secondary allocation 2015; 130 Oldham residents were offered out of borough schools and 258 out of borough pupils were offered Oldham schools - +128. Primary allocation; 43 Oldham residents were offered out of borough schools and 101 out of borough pupils were offered Oldham schools - +58.

Housing Development;

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The Council has increased the disposal of Council owned land in order to accelerate the development of new family housing in the Borough. The strategic aim is to increase the number of higher quality new homes for sale in order to widen choice. This strategy is demonstrating success with over 300 new homes due to start on site within the next 12 months. This approach supports the wider Greater Manchester aim of increasing the number of new homes across GM by 10,000 per annum. In order to deliver this magnitude of growth, a £300 million Housing Investment Fund has been established with Treasury funding with an initial £40 million draw down in 2015/16. The initial ‘call for projects’ ahead of formal Fund launch has resulted in a scheme for Oldham being proposed which is currently not on our pipeline list. This demonstrates that the existence of the Fund will drive accelerated residential growth across GM and in Oldham. Going forward, the Council is identifying further sites for residential growth – both in Council and private ownership.

3. Summary of PRIMARY AGE pupil places in individual planning areas experiencing pressure on places either currently or projected and for which action is required to address.

Total number of planning areas across the Local Authority. 7 Planning area name / ID Overview (NB the cells will expand) a. Chadderton There are 126 vacancies for reception cohort in September 2015. 14 of which are in the Chadderton collaborative.

There is pressure on places in Chadderton; Although there are current reception places, there are no current places in year 1 – year 6 in the collaborative. Schools in Chadderton have to go above their planned admission number for families moving in to the area in year 1 – year 6.

Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. The expansion of 3 Chadderton Schools; Yew Tree C P, PAN increase from 60 to 90 and Bare Trees C P, PAN increase from 70- 90 from September 2013 & Mills Hill C P, PAN increase from 60 – 90 from September 2014. b. East Oldham There are 126 vacancies for reception cohort in September 2015. None of which are in the East Oldham collaborative.

There is pressure on school places in East Oldham. There is only one school with KS1 vacancies in this collaborative. There are enough places in KS2. Schools in East Oldham have to go above their planned admission number for families moving in to the area in KS1.

Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. The expansion of an East Oldham School – Watersheddings C P, PAN increase from 30 to 45 from September 2014.

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c. West Oldham There are 126 vacancies for reception cohort in September 2015. 44 of which are in the West Oldham collaborative.

There is pressure on school places in all of West Oldham. There are no current places in Reception to year 4 in West Oldham. There are some places in year 5 and year 6. Schools in West Oldham have to go above their planned admission number for families moving in to the area in reception – year 4. Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. There is a new 3 form entry primary school to be built in West Oldham. This build has recently been agreed by Oldham LA Cabinet and work will commence imminently with the school opening in September 2016.

The expansion of a West Oldham School - St Hilda’s C E, PAN increase from 45 to 60 from September 2014. d. Royton/Shaw There are 126 vacancies for reception cohort in September 2015. 50 of which are in the Royton and Shaw collaborative.

There is pressure on school places in Royton/Shaw. There are no places in year 1 and year 2. Other year groups do have some spaces. Schools in Royton/Shaw have to go above their planned admission number for families moving in to the area in year 1 and year 2.

Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. The expansion of a School in Shaw – East Crompton St George’s C E, PAN increase from 30 to 60 from September 2014. e. Failsworth/Hollinwood There are 126 vacancies for reception cohort in September 2015. 18 of which are in the Failsworth/Hollinwood collaborative.

There are current spaces in reception, year 3 and year 5. There are no places in year 1, year 2, year 4 or year 6. Schools have to go above their planned admission number for families moving in to the area in these year groups.

Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. The expansion of a School in Failsworth – Propps Hall C P, PAN increase from 20 to 30 from September 2014.

The expansion of a school in Hollinwood – Oasis Limeside Academy,

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PAN increase from 30 to 60 from September 2015. f. Saddleworth/Lees There are 126 vacancies for reception cohort in September 2015. None of which are in the Saddleworth and Lees collaborative.

There are currently no places in year 1 – year 3. There are some places in the other year groups. Schools have to go above their planned admission number for families moving in to the area in year 1 – year 3.

Funding has been agreed to expand a School in Saddleworth for September 2016/2017. Feasibility tests currently underway. Discussions are ongoing with Greenfield C P. They have admitted 10 above PAN for reception 2013, 2014 and reception 2015, however this is not an agreed proposal as yet. It is planned that their PAN will increase from 30 to 60 in September 2017.

4. Summary of SECONDARY AGE pupil places in individual planning areas experiencing pressure on places either currently or projected and for which action is required to address.

Planning area name / ID Overview (NB the cells will expand) a. All Oldham In KS3 there is capacity at Collective Spirit Free School, Failsworth, Newman R C, The Radclyffe and the 3 fresh start academies; Oasis, The Oldham Academy North and Waterhead.

In KS4 there are vacancies in most schools throughout the borough.

There will be a forecast shortage of places in the Secondary sector by 2017. An increase of 1FE was planned for Saddleworth School within the Oldham BSF programme. Following the termination of the programme a successful application was made under the PSBP, which will enable Oldham to address the forecast shortfall of place in the Saddleworth area.

The basic needs funding allocation for 2017/2018 is ring fenced for a new build secondary school to address the predicted place shortfall in this sector. This will be situated in East or West Oldham.

Actions (current and planned) to address shortage/excess of places. Include the number of places to be added or removed in each school and by what date. The expansion of Blue Coat School from September 2014 – PAN increase from 212 to 240.

PAN increase at Crompton House School from September 2015 – PAN increase from 195 to 223.

PAN increase at Collective Spirit from September 2015 – PAN increase

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from 80 to 90.

The expansion of Saddleworth School from September 2017 – PAN increase from 270 to 300.

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APPENDIX C: PUPIL FORECASTING METHODOLOGY

Pupil Projections

Oldham Council

Morgan Marshall Business Intelligence Officer

July 2015

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1 Overview

The purpose of the report is to provide a briefing on the processes, base data, and methodology used to help in the development and calculation of projected pupil numbers for Oldham. As well as giving an indication of where there will be pressure on school places in the future.

The purpose of forecasting pupil numbers is to satisfy statutory obligations to meet Basic Need (demand for additional school places) and to assess the extent to which a surplus or deficit of places is likely to occur in the future. The DfE requires 5 year forecasts for primary and 7 year forecast for secondary. The DfE only provides „guidance‟ on the creation of a pupil forecasting model. As a result the forecasting methodologies, data inputs, choice of base geography, and assumptions, vary between local authorities. Although there are differences Oldham‟s approach is similar to other local authorities.

The Oldham pupil forecasting model is based on a cohort survival principle, i.e. the Percentage of each year group that "survives" to the next year. This uses a weighted average of cohort survival going back through time, with most recent figures having a higher weighting.

The model captures demographic change and retention, cross boundary movement, and inward migration. The 2015 update to the model has used new sources of data in places where it may be necessary to account for additional expected changes in school population, but all forecasts have a consistent basis with previous overall methodology.

2 Context

School rolls have been rising and continue to rise across Oldham, and this is putting pressure on the provision of school places across the Borough. This pressure is now being felt and demand for primary school places have grown considerably, by 11%, in the last 5 years. In year transfers to primary schools have increased since 2010 an average 20% year on year, and primary school Fair Access applications have similarly increased an average 17% year on year, putting increased pressure on planning school places.

Nationally the pattern of demand for pupil places in England has been changing. In July 2014, the Department for Education (DfE) released its latest set of national pupil projections. Since July 2012 there has been the first increase in national primary pupil numbers since the 1990s. Between 2014 and 2023, pupil numbers in maintained nursery and state-funded primary schools are projected to increase by 9%. Increases in primary pupil numbers are projected to continue rising to levels not seen since the 1970s. The numbers of secondary pupil by 2023 is projected to be 17% higher compared to 2014, after an initial decline until 2015, after which the increase in primary pupil numbers will start to flow through to secondary schools.

The total pupils on roll across primary and secondary schools were 37,774 at the January School Census 2015. This was an increase of 2.2% from the previous 12 months. Similarly the largest increase (3.4%) in pupil numbers over the last 5 years occurred between 2014 and 2015 in the primary sector. The number of secondary pupils, which had historically been in decline, showed the first increase in numbers in the last 12 months, which is similar to the national projections.

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Change in the Numbers of Pupils on Roll Year on Year in the January School Census

5 yr 5 yr 5 yr Year Primary YoY Secondary YoY Total YoY Increase Increase Increase 2011 21,077 0.7% 14,929 -0.7% 36,006 0.1% 2012 21,448 1.8% 14,801 -0.9% 36,249 0.7% 2013 21,848 1.9% 14,682 -0.8% 36,530 0.8% 2014 22,427 2.7% 14,540 -1.0% 36,967 1.2% 2015 23,181 3.4% 10.7% 14,593 0.4% -2.9% 37,774 2.2% 5.0%

3 Previous Projection Accuracy

A review of the accuracy of previous projections was undertaken to inform the production of the new series of projections. By doing this, inconsistencies or problems with the previous projections can be identified and corrected before the new projections are produced.

The table below shows the 2014-15 pupil numbers that were projected in previous years, up to five years ago. These projections were made in 2010, 2011, 2012, 2013 and 2014. The percentage differences between the projections and the actual January 2015 rolls are relatively small over the five years, the projections were fairly accurate. However, the model from further ago is more inaccurate, as expected, and under projected primary pupils and over predicted secondary pupils.

Accuracy of the Model from Previous Years

Accuracy Predicting 2014-15 Actual Primary Secondary Pri/Sec 2014 Estimate -0.1% -0.1% -0.1% 2013 Estimate 0.4% -0.6% 0.0% 2012 Estimate -3.1% 2.4% -0.9% 2011 Estimate -4.3% 2.7% -1.5% 2010 Estimate -4.9% 4.3% -1.2%

The table below shows how accurately each model predicted one year ahead. The table below shows the model from 2014 predicted most accurately for both primary and secondary, with 0.1% error, and was very accurate indeed. Additionally the graph shows the prediction for pupil numbers across each year group was also very good, although, the model marginally under-predicted primary in Reception, Year: 1, 2 4 and 5 (between 0.1% and 0.5%) and secondary pupils in years 8, 9 and 10 in the range of 0.4% to 1.2%. The last two years of secondary are harder to predict; the model under-predicted Year 12 and 13 by 0.7% and 5.4% respectively

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Accuracy of the Model Year on Year

Primary Secondary Pri/Sec Actual 2014-15 23,181 15,511 38,692 Forecast from 2014 23,149 15,497 38,646 % difference -0.1% -0.1% -0.1% Actual 2013-14 22,704 15,448 38,152 Forecast from 2013 22,747 15,392 38,139 % difference 0.2% -0.4% 0.0% Actual 2012-13 22,124 15,608 37,732 Forecast from 2012 22,085 15,994 38,079 % difference -0.2% 2.5% 0.9% Actual 2011-12 21,716 15,699 37,415 Forecast from 2011 21,657 16,145 37,802 % difference -0.3% 2.8% 1.0% Actual 2010-11 21,329 15,938 37,267 Forecast from 2010 21,416 16,357 37,773 % difference 0.4% 2.6% 1.4%

2014 Forecast for 2014-15 compared to 2014-15 Actual (Jan 2015 PLASC), by Year Groups

3,500 3,400 3,300 3,200 3,100 3,000 Actual 2014-15 2,900 2014 2,800 2,700 2,600 2,500 R 1 2 3 4 5 6 7 8 9 10 11

How well the model predicted primary pupil numbers in the planning areas was also evaluated. The two graphs below illustrate this. The 2014 model under predicted the numbers by a very small margin, and over predicted Saddleworth and Lees by 1%. The model from 2013 shows a greater degree of inaccuracy predicting further forward by area, with a large over-prediction of 6.8% in Chadderton.

The smaller the area covered by the projection, the more difficult it is to make an accurate projection. Primary planning area projections are much more difficult to produce accurately, than a projection for the Borough as a whole. The smaller the area more significant variations between forecast numbers and actual numbers may be. Accurate projection of pupil numbers can be made

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more difficult by one-off events, which result in a lot of pupil movement between schools, such as a new housing development or the merging of schools.

2014 forecast for 2014/15 compared with 2014/15 actual, by Primary Planning Area

West Oldham Primary, 0.2% Royton & Shaw Primary, -0.5% Lees & Saddleworth Primary, 1.0% Failsworth & Holinwood Primary, - 0.4% East Oldham Primary, -0.9% Chadderton Primary, -0.1%

-8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0%

2013 forecast for 2014/15 compared with 2014/15 actual, by Primary Planning Area

West Oldham Primary, -0.8% Royton & Shaw Primary, 0.0% Lees & Saddleworth Primary, 0.3% Failsworth & Holinwood Primary, 0.1% East Oldham Primary, -3.3% Chadderton Primary, 6.8%

-8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0%

Producing pupil number projections is not an exact science. Projections will never be 100% accurate but they obviously need to be reasonably reliable; as much good practice as possible has been incorporated into the projection process, within the time and resource constraints. Assumptions have been made using the evidence and information available at the time of making the projections.

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4 Forecasting Methodology The model used has been based on progression ratios; ratios of the number of pupils in the year group as proportion of the year below in the year before, capturing whether the cohort has increased or decreased in number as it has progressed to the next year. A ratio greater than 100% indicates an increase in number and less than 100% a decrease. The numbers for each school year are from the January 2015 school census. For each year before school age an interpolated figure is derived using reception numbers and live births.

Diagram of Cohort Progression in the Model

Age0 Ages 1, 2, and 3

Age1 Age 0 - NHS Local live birth data - HSCIC (Health and Social Care Information Centre)

Live birth data is input into the model by ward grouped up to Age2 the school planning areas

The birth data by ward for 2014/15 is estimated from a 4 Age3 year average of previous years

Age 1, Age 2, and Age 3 are interpolated between birth data and Reception School Census NOR R

The actual pupils on roll Primary transitions through to the next year. Each Year Groups cohort has a progression ratio which represents Age3 R 1 2 3 4 5 6 the increase or decrease as it passes into the next year group. The progression ratio for R 1 2 3 4 5 6 7 each transition is calculated from the last 6 years transitions, this calculation is weighted to make the more recent Secondary years count more than the earlier years. Year Groups

Next year's forecast is 6 7 8 9 10 11 12 13 based on multiplying each cohort by the progression ratio for the 7 8 9 10 11 12 13 transition

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Pupil number forecasts are based on the following factors:

 NHS Local live birth data - HSCIC (Health and Social Care Information Centre)  The number of children in each academic age group (September to August)  Primary pupil projections by Planning Area - geographical data of the primary pupils attending the schools located in each of the 6 Planning Areas in Oldham (NOR January School Census 2015)  Secondary Projection Oldham level – NOR January School Census 2015  Children‟s movement (progression) from age-group to age-group  Pupil Housing Yields  New arrivals from overseas – admissions data  Net cross boundary movement – DfE and School Census data  Previous model accuracy checks  Stakeholder consultation

From the individual year on year progression ratios a weighted progression ratio is derived – averaging, with weighting, to most recent data. Weightings are 10, 8, 6, 4, 2, and 1. A constant number of previous years and weighting ratios are used to allow year on year comparison of the model and, over time, allow judgements to be made on the stability of the model. The model is built from data going back to 2004-5.

Diagram Illustrating an Overview of the Model

Births Pupil yields New arrivals NHS Local birth data - from housing from overseas HSCIC (Health and Social developments Care Information Centre) Age 1, 2, and 3 interpolated Net cross School Census boundary January NOR movements

Factors added to make Progression ratios adjustments to account for from 7 year trend recent rising pupil numbers and weighted previous under projection

Existing inputs in original model New Pupil Projections 2015-16 to 2024-25 Primary by planning area Additional inputs to new model Secondary – Oldham Borough level

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Births – Forecasting Reception Age Pupils

Forecasting reception age pupils is the most difficult because you cannot base your calculation on the numbers of pupils in the previous years. The model uses birth data to identify children aged 0 and the data is interpolated with known reception age children from the previous census, to identify children aged 1, aged 2 and aged 3.The previous pattern identifies a progression ratio to input to the model and this gives the number of pupils who will enter school in the next 5 years.

Live birth data is input into the model by ward grouped up to the school planning areas. The live birth data has been provided from two sources:  Local live birth data - HSCIC (Health and Social Care Information Centre) – data recently became available to share with the council quarterly – latest release Q3 2014  National ONS Live births – validated annual data available many months later – latest 2013

Data for births had not been available for the year immediately before the first year being projected. Therefore an estimate based on a 3 year average was previously made. Additionally an assumed reapportionment of births by each ward was made with a lack of data at ward level.

This year several changes to the methodology have been made. A revision of the birth data since 2009-10 up to 2013-14 has been included. Historically the model has used both birth data in some years and ONS Mid-Year Population projections in others. When Mid-Year estimates were used more inaccuracy was evident in the models predictions. The revision has also allowed births in each ward to be identified historically, which should improve the accuracy levels at the district planning area.

The live birth data was previously proportioned into an academic year from 1st September to 31st August. An assumption was made that there was an even proportion of births across each month. With new data by quarter we are able to calculate the academic year more precisely. Assumed academic year has been calculated as follows from annual quarterly data:- E.g. 2010-11 academic year, 1 September to 31st August

1/3 Q3 Year 2010 + Q4 Year 2010 + Q1 Year 2011 + Q2 Year 2011 + 2/3 Q3 Year 2011

The birth data by ward for 2014/15 is estimated from a 4 year average of previous years. This was found to be the most accurate predictor of estimating the current births. Additionally birth data from ONS (the graph below) show births have been fairly stable since 2008. Live births reached a peak of 3,361 in 2006. Live birth rates have been relatively steady over the last few years, and in the last 3 years rates have remained around 3,300.

Oldham Live Births 1992-2013 3400

3300

3200

3100 Live Births 3000

2900

Year

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Travel to School – Cross Boundary Movement Oldham is a net importer of pupils from surrounding Local authorities across all year groups. Cross boundary movement has been incorporated into the model by assuming the proportion of net gain is applied as the table below at key age groups reception and Year 7 as prime transfer stages, as suggested in DfE guidance.

Analysis of pupil residency outside the Oldham boundary and the distribution of school attendance across each planning area have been incorporated into the model for primary pupils. The factor has been used to weight net imports of pupils by planning area at the reception key age group. Incorporating this into the model should reflect some schools in some areas that are likely to be more prominent importers, e.g. those nearest the LA border especially the case of primary schools.

Proprtion of Net Gain from Cross-Boundary Movement

Year Group R 1 2 3 4 5 6 7 8 9 10 11 Total % of pupils residing in other LAs attending 3.3 3.1 3.3 3.5 3.8 3.4 3.3 8.7 9.4 10.3 10.4 13.0 6.1 schools maintained by Oldham % of pupils residing in Oldham attending 1.9 1.7 1.8 1.9 2.1 2.3 1.7 6.4 6.7 7.2 7.1 8.1 3.9 schools maintained by other LAs Net difference between imports and exports as 1.5 1.4 1.5 1.6 1.7 1.1 1.6 2.4 3.0 3.3 3.5 5.4 2.3 a % of school population

Cross Boundary Flows – Primary Schools

Cross border net flows into Oldham -Primary Schools Bury 8 Lancashire 4 Manchester 41 Rochdale 264 Salford 3 Stockport 3 Tameside 9 Kirklees 19 Unknown 86 Total 437

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Cross Boundary Flows – Secondary Schools

Cross border net flows into Oldham -Secondary Schools Bury 6 Lancashire 7 Manchester 413 Rochdale 300 Tameside -256 Calderdale 4 Derbyshire 45 Unknown 24 Total 543 Source: DfE Cross Boundary Matrix Tables School Census Jan 2014

Primary School Pupils from Outside of Oldham by School Planning Area

Pupil Residence School Planning Area Oldham Out of Area Total CH 3769 137 3906 FH 3193 194 3387 WO 4988 18 5006 RS 3445 215 3660 SL 2858 161 3019 EO 3950 14 3964 Total 22203 739 22942

The Table above shows that East Oldham and West Oldham areas have much fewer pupils from outside the Oldham boundary. This is reflected in the model, cross boundary adjustments are factored for each school planning area at primary stage.

The impact to the model is to add 47 children in total to reception every year (distributed by area weighting) and 77 children in year 7. This is boosting the school population throughout the model through progression of these years through school.

Migration – New Arrivals ONS sub-national population projections forecast for 2012 (published May 2014) international in-migration to Oldham at 1,000 people per year up to 2037, but it also has international out- migration at 1,000 per year in most years. The net is no growth from international migration. More detailed tables reveal a net gain of around 574 people per year, when rounding to the nearest 1,000 is removed.

Given recent increases in new arrivals from overseas and pressure points with school capacity new arrivals have been incorporated into the model. This has been done by assuming the latest numbers would be repeated again every year. An estimated proportion has been applied across year groups since it would be difficult to predict which year groups would be the point of entry for different cohorts.

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The table below shows the new arrivals that have been placed on roll at an Oldham school in each academic year. The 2014/15 academic year has been adjusted to account for the months not included in the academic year so far (the data captures up until May 2015). The remainder of the year is estimated by the numbers and location of new migrants from the months May to August from the previous year 2013/14. This is considered a more reflective estimate of a migration pattern over the course of the year. There are a high number of migrants over the summer and most of these arrivals are placed on roll in September, and the numbers placed on roll tail off towards the end of the school term.

The figures in the table below are distributed in each area across the age groups from Age 3 to Year 13, and applied to the cohorts from reception to year 11. The impact on the model is to add between 34 and 36 pupils per age group to secondary every year. At primary level the following number of pupils are added to each year group every year: Chadderton 2 to 3, East Oldham 7, Failsworth/Hollinwood 5 to 6, Royton and Shaw 3 to 4, Saddleworth/Lees 2 to 3, and West Oldham 14 to 15.

New Arrivals by Planning Area

Area New Arrivals CH 35 EO 92 FH 74 RS 44 SL 29 WO 186 Total 460 * Adjusted figure by adding the previous cohort numbers from May to Aug 2013/14 to estimate a complete year

Pupil Yields - Housing Developments Housing developments can have a substantial demand on places at individual schools and even across the Local Authority. New housing developments and the expected impact these developments will have on pupil numbers have been included in the model.

The model takes into account future housing growth. Future new housing developments have been identified from the housing land supply, including council owned regeneration sites and affordable housing developments. The numbers of units, housing size and mix, location and completion timescale have all been taken into account.

A development programme has been calculated with delivery of houses in the next 5 years and 6 to ten years that have met the „principles of development‟ – to include sites with planning permission, outline planning permission, S106, sites under construction or that can be justified that the development will proceed. Developments that are justified to proceed include Council owned sites that will come forward with partner developers as they are under the council‟s control and influence to some degree.

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Additional pupils from all future development

Houses with more than 1 bedroom Extra Primary Pupils Extra Secondary Pupils Total Pupils Next 5 years 2,887 691 489 1,180 6 to 10 years 2,191 524 371 896 Total 5,078 1,215 861 2,076

Pupil yield factors have been calculated that are based on the number of children per dwelling, which are used to calculate the additional number of pupils generated by new housing. The ratios have been calculated from analysis of census data. Populations in different age groups in different size properties were compared to the total number of properties of each of the different sizes to give an average number of primary aged children and secondary aged children in each property size.

The sensitivities of the pupil yield per bedroom were tested and the resulting yields were found to generate pupil number too high, and an overall yield per dwelling was found to be more valid and comparable with other local authorities. Additionally 1 bedroom flats were removed as they were assumed to have a negligible impact on pupil yields.

The pupil yields used are: Primary pupil yield 0.24 per dwelling – 7 x 0.034 per year group per dwelling Secondary pupil yield 0.17 per dwelling – 5 x 0.034 per year group per dwelling

These pupil yields have been compared to our statistical neighbours and to local authorities with pupil yield research, and these yields are considered to be validated in line with others. For example: Rotherham Primary pupil yield 0.21 per dwelling – 7 x 0.03 per year group per dwelling Secondary pupil yield 0.15 – 5 x 0.03 per year group per dwelling Salford Primary pupil yield 0.27 per dwelling Kirklees Primary pupil yield 0.21 per dwelling Secondary pupil yield 0.1 per dwelling

Additional Primary Pupils by Primary Planning Areas Generated by Housing Developments

Planning Area Next 5 Years 6 to 10 Years CH 87 50 WO 198 106 EO 175 47 SL 86 129 RS 36 91 FH 108 101 Overall 691 524

The figures from the above table are added into the model over the forecasting period and distributed over each year group.

The arrival of new families into the borough is expected to continue, driven by housing growth. The Council has increased disposal of Council owned land in order to accelerate the development of

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new family housing. The strategic aim is to increase the number of high quality new homes. This supports the wider Greater Manchester aim of increasing the number of new homes across GM by 10,000 per annum. Extra funding is supporting housing growth across GM and Oldham is currently identifying even more sites than have been accounted for in the model.

5 The Pupil Forecasts These forecasts project pupil numbers up to 2024/25 at local authority borough level for secondary and planning area for primary. The forecasts are primarily trend-based which means they assume that past trends continue in the future. Pupil numbers for the school year 2014/15 are taken from the January 2015 School Census.

Summary of Pupil Forecasts Pupil Forecasts Primary Secondary Pri/Sec Actual 2014-15 23,181 15,511 38,692 Forecast 2015-16 23,993 16,049 40,042 Forecast 2016-17 24,660 16,761 41,421 Forecast 2017-18 25,202 17,538 42,740 Forecast 2018-19 25,693 18,319 44,012 Forecast 2019-20 25,962 19,228 45,190 Forecast 2020-21 26,074 20,005 46,079 Forecast 2021-22 26,128 20,667 46,795 Forecast 2022-23 26,179 21,183 47,362 Forecast 2023-24 26,169 21,683 47,852 Forecast 2024-25 26,155 21,973 48,128

Primary Pupil Forecasts Planning Area Code 3530001 Chadderton Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 585 602 613 573 545 563 547 2016/17 599 595 612 622 573 552 571 2017/18 598 609 606 621 622 580 560 2018/19 603 608 619 614 621 629 588 2019/20 600 613 619 628 614 628 637

Planning Area Code 3530002 East Oldham Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 670 701 700 600 578 556 562 2016/17 685 688 717 626 615 589 566 2017/18 686 702 704 641 641 626 598 2018/19 683 703 719 630 656 651 635 2019/20 691 701 720 643 644 667 660

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Planning Area Code 3530003 Failsworth & Holinwood Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 498 491 496 516 482 513 504 2016/17 503 515 499 504 533 493 529 2017/18 504 520 523 507 521 544 508 2018/19 506 522 529 532 524 532 560 2019/20 507 524 530 537 549 535 548

Planning Area Code 3530004 Lees & Saddleworth Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 450 444 456 461 448 427 426 2016/17 454 459 451 464 465 454 433 2017/18 456 463 466 458 468 472 460 2018/19 466 466 470 474 463 475 478 2019/20 459 476 473 478 478 469 481

Planning Area Code 3530005 Royton & Shaw Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 556 558 546 548 531 531 513 2016/17 563 563 566 551 556 539 538 2017/18 568 570 571 571 559 564 546 2018/19 563 575 578 576 579 567 570 2019/20 559 571 583 583 584 587 574

Planning Area Code 3530006 West Oldham Primary Academic year Primary

Forecasts Reception 1 2 3 4 5 6 2015/16 641 700 717 800 780 786 779 2016/17 657 685 745 851 840 814 826 2017/18 653 701 730 883 892 875 855 2018/19 649 697 747 865 925 928 918 2019/20 651 692 743 885 907 962 972

Secondary Pupil Forecasts Planning Area Code 3530007 Oldham Secondary Academic year Secondary

Forecasts 7 8 9 10 11 12 13 2015/16 3222 3017 2988 2985 2939 445 453 2016/17 3418 3278 3087 3053 3033 450 442 2017/18 3551 3474 3350 3152 3100 464 447 2018/19 3616 3607 3546 3415 3199 475 461 2019/20 3840 3672 3680 3613 3462 490 471 2020/21 3960 3892 3741 3742 3654 530 486 2021/22 4022 4012 3961 3803 3783 560 526

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The graph below shows actual and forecast numbers for primary and secondary aged pupils. Pupil numbers are expected to grow, which is a trend that is continuing since 2010 for primary, and started this year for secondary. It is expected a further primary bulge will roll through to the secondary sector in 2017/18 onwards. Consequently the rate of growth will be higher and more sustained in the secondary sector than primary. In three years time growth in the secondary sector will be 13% and 9% in the primary sector.

Actual and Forecast Pupil numbers in Oldham 2002 to 2024/25

60000 Actual Forecast 50000

40000

30000 Primary

20000 Secondary All

10000

0

2003 2014 2002 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2015

Forecast 2016-17 Forecast 2017-18 Forecast 2018-19 Forecast 2019-20 Forecast 2020-21 Forecast 2021-22 Forecast 2022-23 Forecast 2023-24 Forecast 2024-25 Forecast Forecast 2015-16 Forecast

All primary planning areas are projected to have a growth in primary pupil numbers; however the model reflects increased pressure on primary school places in Oldham West with much higher projected growth in pupil numbers. Currently there are no places in reception to year 4, and numerous classes are above their planned admission numbers. West Oldham has seen unprecedented demand through increasing numbers of families moving into the area. This has been reflected in the model with projected new arrivals and the addition of pupils from new housing developments. West Oldham has the most new developments scheduled to occur is the next 5 years, and it has received the greatest influx of in migration to the area.

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Actual and Forecast Pupil numbers in for Primary School Planning Areas 2002 to 2024/25

6000

5500 Actual Forecast

5000

4500 CH 4000 EO FH 3500 RS SL 3000 WO

2500

2000

6 Pressures on Provision of School Places

This section compares current and projected reception rolls with their Published Admission Numbers (PANs) through to 2024/5, as well as providing a summary of surpluses and deficits. For future PANs planned increases to PANs have been added and projected forward with the cohort. Additionally current capacity pressure points and how this relates to future projections is explored. The number of classes provided and that will be needed in the future is shown in full in the appendix.

The tables in this section show the numbers on roll (NOR) between the January school census and the May School Census have increased. This highlights the growing pupil numbers from in year transfers and new arrivals throughout the school year creating pressure on school places.

The projections estimate that secondary schools will have a shortage of places in the school year 2017/18, i.e. the demand for school places in September 2017 will outstrip supply, if all the pupils projected by the model actually materialise.

From 2016/17 the secondary surplus drops to 3.01% and after this into a deficit reaching -22.12% in 2024/25. It is recommended by the DfE that there should be a surplus number of places between 5% and 8%, to comfortably plan school places and meet needs across the Borough. In order to reach this desired surplus secondary school provision should be increased overall from 2016/17 above planned expansions.

More detailed analysis of pupil place availability in each school by year group highlights current pressures on places, which is unevenly shared between schools. Several schools have limited or

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no places across the year groups and several are over-subscribed; whilst the Academies have surplus capacity.

Further analysis of the classes needed to support the pupil forecasts (included in the Appendix) reveal that there will be a shortage of secondary places in year 7 and year 8 from 2016-17. This cohort will then roll forward creating an additional shortage in each progressive year group in each additional year of the forecast.

Actual reception rolls for Secondary from 2014/15 and projected reception rolls through to 2024/25, against PANs

Secondary Total - Year 7 to Year 11 % NOR or Surplus Surplus / Academic Year Projection PAN / Deficit Deficit Based on 2014/15 - Jan PLASC 14593 15899 1306 8.21% actual NOR 2014/15 - May PLASC 14636 15899 1263 7.94% 2015/16 15151 16039 888 5.54% 2016/17 15869 16361 492 3.01% 2017/18 16627 16571 -56 -0.34% 2018/19 17383 16811 -572 -3.40% Based on 2019/20 18267 16991 -1276 -7.51% projections 2020/21 18989 16997 -1992 -11.72% 2021/22 19581 17005 -2576 -15.15% 2022/23 20049 17005 -3044 -17.90% 2023/24 20519 17005 -3514 -20.66% 2024/25 20767 17005 -3762 -22.12%

Current (July 2015) class capacity for Secondary by School

School Year 7 Year 8 Year 9 Year 10 Year 11 Total The Blue Coat -2 -6 -4 -5 1 -16 Collective Spirit 2 5 n/a n/a n/a 7 Crompton House -6 -6 -5 -7 -6 -30 Failsworth School 12 0 6 4 5 27 Hathershaw College -1 -2 -2 -3 1 -7 Newman College 8 0 7 56 36 107 North Chadderton -2 -6 2 10 6 10 OASIS Academy 78 51 40 73 36 278 Oldham Academy North 74 78 80 78 95 405 Royton & Crompton 1 0 0 10 17 28 Saddleworth School 2 -2 -1 3 -5 -3 The Radclyffe 4 2 -1 0 1 6 Waterhead Academy 29 85 28 54 22 218 Total 199 199 150 273 209 1030

At the January school census 2015 the number of primary pupils on roll was 23,185 by the May school census this has risen to 23,226. Total capacity in the primary sector is currently 23,720

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places and there are currently 305 empty places. The percentage of surplus places across all primary schools is currently below the recommended 5%. Planned PAN increases will see that the surplus increases from 2.12% in May 214/15 to 2.21% in 2015/16 despite an increase in pupil numbers. This is short lived as the surplus reduces dramatically in 2016/17 and will reach a deficit in in 2017/18, when there will be an overall progressively worsening shortage of places thereafter.

Actual reception rolls for Primary from 2014/15 and projected reception rolls through to 2024/25, against PANs

Primary Total % NOR or Surplus Surplus / Academic Year Projection PAN / Deficit Deficit Based on 2014/15 - Jan PLASC 23185 23730 545 2.30% actual NOR 2014/15 - May PLASC 23226 23730 504 2.12% 2015/16 23993 24535 542 2.21% 2016/17 24660 24740 80 0.32% 2017/18 25202 24945 -257 -1.03% 2018/19 25693 25150 -543 -2.16% Based on 2019/20 25962 25345 -617 -2.43% projections 2020/21 26074 25490 -584 -2.29% 2021/22 26128 25525 -603 -2.36% 2022/23 26179 25555 -624 -2.44% 2023/24 26169 25555 -614 -2.40% 2024/25 26155 25555 -600 -2.35%

Actual reception rolls for Reception from 2014/15 and projected reception rolls through to 2024/25, against PANs

Reception % NOR or Surplus Surplus / Academic Year Projection PAN / Deficit Deficit Based on 2014/15 - Jan PLASC 3386 3530 144 4.08% actual NOR 2014/15 - May PLASC 3423 3530 107 3.03% 2015/16 3400 3585 185 5.16% 2016/17 3461 3585 124 3.46% 2017/18 3465 3585 120 3.35% 2018/19 3470 3585 115 3.21% Based on 2019/20 3467 3585 118 3.29% projections 2020/21 3465 3585 120 3.35% 2021/22 3465 3585 120 3.35% 2022/23 3464 3585 121 3.38% 2023/24 3466 3585 119 3.32% 2024/25 3464 3585 121 3.38%

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Overall there are surplus places in reception throughout the forecasted period. As in the case of primary overall the surplus percentage improves for 2015/16, as there are increases is reception PANs, but then the pupil numbers increase the year after and the surplus percentage drops to the 3% level afterwards. The pressure on reception places is less partly due to current plans to increase PANs that come into effect from reception years onwards. The lack of places in latter years in primary suggests that the roll-through of pan increases is not quite fast enough for the predicted level of growth throughout the school years due to new families moving into the area.

The overall small surplus of places hides some of the current pressure points within primary places currently. The current class capacity, (as of July 2015) demonstrate an outsized lack of places overall in Year 1 and Year 2 (with 71 children over the number of places in each year) and a deficit of places across each planning area individually.

Current (July 2015) class capacity for Primary by Planning Area

Locality Reception Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total Chadderton 10 -11 -19 -4 -8 0 -7 -39 East -1 -20 -4 6 26 16 67 90 Fails/Hollinwood 12 -9 -15 20 -7 5 -5 1 Royton/Shaw 10 -6 -10 4 12 28 30 68 Saddle/Lees 9 -7 -9 -6 11 17 30 45 West -4 -18 -14 -2 -14 5 46 -1 Total 36 -71 -71 18 20 71 161 164

There is currently particular pressure on places is several planning areas, particularly in Chadderton and West Oldham which overall have too many pupils for the number of place supplied. Chadderton has no available places across all year groups, except in reception were there is a small surplus of 10 places. Similarly in West Oldham all year groups except Year 5 and Year 6 are oversubscribed.

Failsworth and Hollinwood planning area has 1 place available on balance, with oversubscribed places in Year 1, Year 2, Year 4 and Year 6. Although East Oldham shows the most capacity overall because of spaces available in latter primary years; it has the largest pressure point in Year 1 with the most oversubscribed number of places. It also has a lack of places for all early primary years: reception, Year 1, and Year 2. These larger cohorts will transition through creating further pressure in later year groups.

These current pressures are increased through the pupil projection model. Annex A contains tables that demonstrate the number of classes that will be needed in each planning area and year group. Overall provision of places will be needed in Year 2 from 2015-16 up until 2017-18. This eases afterwards as PAN expansion in primary begin to filter through. In Year 3, Year 4, and Year 5 increases of places is needed across the forecast years partly due to PAN expansion not filtering through to progressive years at the rate of growth; if the increased pupil numbers projected in the model materialises, from new families moving into the area as this is anticipated to affect later year groups sooner. The greatest pressure on class provision in primary is evident in Year 6 from 2019- 20 onwards.

The table below illustrates where extra classes are needed to meet future projected numbers. The potential pressure (displayed in the Appendix table in amber) where classes needed matches the classes provided are not included in the table below. All areas need extra classes to meet the projected numbers. Chadderton and Royton/Shaw will need 1 class more in latter primary years. Saddleworth/Lees will require 1 more class in several year groups from Year 2 onwards.

East Oldham has the need for 1 class more in Year 2, throughout most years of the forecast. In the model there has consistently been a drop in pupil numbers between year 2 and 3 in East Oldham. This is a result of Glodwick Infant and Nursery School in East Oldham being a feeder school for Alexandra Park Junior School in West Oldham, and consequently there is a large outflow of pupils

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from East Oldham into West Oldham between years 2 and 3. Therefore the pressure on places subsides from Year 3. Given the current lack of places in East Oldham from reception to Year 2 and the potential pressure shown in appendix A, more classes from Reception through to Year 2 would ease this pressure.

Summary Table of Pressure on Classes Needed to Meet Pupil Projections

Year of Forecast/ Chadderton East Failsworth/ Saddleworth/ Royton/Shaw West Provision needed Oldham Hoilnwood Lees Oldham 2015-16 Low Yr 5 Low Yr 2 Low Yr 2, 3, 5 Low Yr 6 Medium and 6 Yr 2, High Yr 3, Yr 4, Yr 5 and Yr 6 2016-17 Low Yr 3 ,4, Low Yr 2 Low Yr 3 and Low Yr 4 Low Yr 4 Medium and 6 Medium Yr 4, Yr 2, High Yr 6 Yr 3, Yr 4, Yr 5 and Yr 6 2017-18 Low Yr 4, 5 and Low Yr 2 Low Yr 4, Yr 6 Low Yr 2, Yr 4 Low Yr 4 and Yr Low Yr 2, 6 and Medium and Yr 5 5 High Yr 3, Yr 5 Yr 4, Yr 5 and Yr 6 2018-19 Low Yr Low Yr 2 Medium Yr 5, Low Yr 2, Yr 3, Low Yr 5 and Yr High Yr 3, 5 and Medium High Yr 6 Yr 5 and Yr 6 6 Yr 4, Yr 5 Yr 6 and Yr 6 2019-20 Low Yr 6 Low Yr 2 Medium Yr 6 Low Yr 2, Yr 3, Low Yr 5 and Yr High Yr 3, Yr 5 and Yr 6 6 Yr 4, Yr 5 and Yr 6 2020-21 Low Yr 1 Low Yr 4, Yr 5 Low Yr 3, Yr 4 , High Yr 3, and 2 and Yr 6 Yr5 and Yr 6 Yr 4, Yr 5 and Yr 6  Low pressure on extra classes - defined as needing 1 more class than provided  Medium pressure on extra classes - defined as needing 2 more class than provided  High pressure on extra classes - defined as needing 3 or more class than provided

An increased discrepancy between anticipated future pupil numbers and classes provided reaches an amplified pressure point in Failsworth/Holinwood from 2018-19 in Year 5 and Year 6 where up to two classes more may be needed.

West Oldham has the requirement for significantly more classes to meet anticipated pupil projections from Year 2 onwards, although particularly high pressure on places is from Year 3 to Year 6. Currently there are no places in reception to year 4, and numerous classes are above their planned admission numbers. The new planned primary school and school expansion help to alleviate this. However, West Oldham has seen unprecedented demand through increasing numbers of families moving into the area. This has been reflected in the model with projected new arrivals and the addition of pupils from new housing developments. West Oldham has the most new developments scheduled to occur is the next 5 years, and it has received the greatest influx of in-migration to the area. If assumption made in the model around the continuing trend of future development and migration are correct then this area will have the most pressure on primary school places.

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7 To Conclude

Producing pupil number projections is not an exact science. The further into the future we try to project, the less accurate the projections. Good practice has been incorporated into the projection process. Assumptions have been made using the evidence and information available at the time of making the projection, and any „significant‟ assumptions along with reasons have been clearly noted with the projection submission.

Essentially at its base the model assumes that past trends will continue in the future. In addition to this we need to be mindful of the sensitivities of the model to considerable change based on the assumptions contained within the model. A number of uplift factors have been applied to the model to account for the recent increasing pressure on school places. New pupil arrivals from overseas, cross boundary movement, and pupil yields from new housing developments are all included in the pupil projections.

The new arrival data is based on evidence seen in the last two years, and the last year‟s numbers has been included in the model. We have yet to understand the effects of new arrivals longer-term and whether the often transient population will remain in school in the Borough.

Cross boundary net imports have been included in the model at key transitional stages (reception and Year7) since Oldham is a net importer of pupils. Again this is on the basis of the latest data representing a future trend. This is fairly subjective going forward as it is hard to predict the impact of changes in school performance and internal management in the surrounding Local Authorities, and what impact that has on demand for places within the Oldham local authority boundary.

Pupil yields from new housing developments generate an increased number of pupils within the model. Although great care has been taken to identify the likelihood and timing of sites coming forward it is subject to several factors, with regard to the current economic scenario and the buoyancy of the housing market. If sales on sites are slow then house building will not occur at the assumed rates and potential pupils from those sites will not be generated. Additionally it is difficult to evaluate how much new house building generates existing movement within the borough or in- migration into the borough from elsewhere.

These forecasts should be used as a guide to possible future numbers based on what we know about birth rates, historic pupil data and possible future PAN changes. These forecasts do not take into account any unknown change in legislation or policy that might affect school admission arrangements for future years, nor do they make any attempt to estimate any change in demand based on parental preference, school performance, internal management improvements, or curriculum changes.

Sensitivity to change in the model is likely and on-going monitoring of the models inputs will help the model reflect changes and maintain a level of accuracy.

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Model Assumption RAG Ratings

Assumptions Issues to Note Mitigating Factors RAG Future Birth Rate *Estmating current birth rate based on the Based on analysis of birth average last 4 years rates Cross Boundary Movement *Cross boundary movement may already be captured in the cohort survival *Increasing Pupil numbers to Recption and Year 7 - may distort these cohorts *At what scale will this continue *No control over what neighbouring LAs do , i.e. Based on some analysis, and building new school, school improvement etc. stakeholder input indicates *Based on data from one year this is a justified inclusion New Arrivals *Will current numbers continue? *Based on two years worth of data evidence *Potentially transient population - will current 'overseas' pupils stay in Oldham Schools In the short-term new arrivals throughout their school career? are having an impact on the demand for school places Housing Development - Pupil *Will anticipated housing growth be Based on sites from the Yield deliverable due to: the economic conditions housing land supply and other which prevail, the housing market, developers council sites considered to appetite and wider legislation and policy meet 'the principles of development' or that can be justified that the development will proceed. In line with GM housing growth ambitions

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APPENDIX D: DECISION SUPPORT MATRIX

CODE CRITERIA WEIGHTING SCORE Column1 Column2 Column3 MAX 0 1 2 3 SCORE

SCHOOLS ACCESS AND STANDARDS RATINGS

A SURPLUS PLACES 5 > 25% 16% - 24% 8% - 15% 0% - 7% 15 Source - Most recent annual SCAP return to DfE (note 1)

B PREDICTED SURPLUS 3 > 25% 16% - 24% 8% - 15% 0% - 7% 9 Page 72 Page PLACES IN 4 YEARS TIME IN RELEVANT PLANNING AREA Source - Primary Place Projections based on January school census data (Note 2)

C PARENTAL PREFERENCES 1 < 50% 50% - 74% 75% - 94% 95% + 3 (see note 3) Source - Total "on time" first preferences received for school as % of PAN from most recent allocation

D NUMBER ON ROLL (exc 3 105 or less 106-157 158-209 210 + 9 Nursery)

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(See note 4) Source - January school census data

E CURRENT EDUCATIONAL STANDARDS Source – National Progress Data 2

Progress ranking 100-75 74-50 49-25 24-0 2 0 1 2 3 6

Page 73 Page d) OFSTED "overall 1 Inadequate Requires Good Outstanding 3 effectiveness" improvement

1 0 1 2 3 3

F DISTANCE TO ALTERNATIVE 2 <0.5m 0.5 - 1m 1 - 2m > 2.0 m 6 PROVISION (See note 3) Source - Straight line measure using GIS

G BALANCE OF PROVISION (See note 3) Source - if school closed, is there sufficient

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number of available school places of same category (Community, CE or RC) 2 <0.5m 0.5 - 1m 1 - 2m > 2.0 m 6 within: Straight line measure using GIS

H COMMUNITY COHESION % OF FREE SCHOOL MEALS 1 > 50% 25% - 49% 10% - 24% < 10% 3 ELIGIBILITY (See note 9)

Page 74 Page Unaffected Alternative Alternative No alternative (or not provision provision provision applicable) available available

I EFFECT OF PROPOSALS ON available in in neighbouring in review area OUT OF area or SCHOOL PROVISION: (See areas neighbouring note 8) areas a) EARLY YEARS 1 3 Only if used for 50% or more or school week b) WRAP AROUND CARE 1 3

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J RUNNING COSTS: Cost per 100-76 75-51 50-26 25-Jan pupil, percentile rank

Source: CFR Headings E12-18- Premises Related. TOTAL PER PUPIL COSTS 3 9 (See note 9)

Page 75 Page PROPERTY AND BUILDING RELATED RATINGS - CORPORATE LANDLORD TEAM

K DEVELOPMENT PROPOSAL

a) ESTIMATED COST OF 5 >£2.5m / 1FE £1.75m - £2.5m £1.25 - £1.75m < £1.25m / 15 DEVELOPMENT / FE / FE 1FE Source - Costs as estimated by Unity compared to notional cost of increase of PAN - takes account of backlog maintenance issues, complexity of project and temporary works

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b) LIKELIHOOD OF PLANNING 2 Not feasible Unlikely Degree of Deemed 6 STATUTORY PERMISSIONS- challenge probable including external spaces, playing fields and traffic

Source - planning opinion from Unity

School Score TOTALS (See note 10) 39 46 or less 47 to 61 62 and over Max score 111

ACTION Urgent review Investigation Take no action

Page 76 Page of provision into viability required

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APPENDIX E: DRAFT ACADEMY CONVERSION POLICY (Final due June 2016)

LA Policy on Academy Conversion Final Draft Version.pdf

Page 77 Page

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APPENDIX F: EDUCATION PROVISION GROUP TERMS OF REFERENCE

Education Provision Group (EPG)

Terms of Reference

April 2016

Purpose: A consultative group that will collectively act as decision maker to ensure Oldham LA meets its statutory duties around the planning of schools and settings places and to inform the need to undertake capital works to expand existing or build new schools.

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Context and LA Duties

1.1 Oldham Council has a democratic mandate to secure good educational outcomes for all its children and young people in state funded education, regardless of the status of the provider institutions.

1.2 The Council has a statutory duty to ensure that sufficient school places are available within its area for every child of school age whose parents wish them to have one; to promote diversity, parental choice and high educational standards; to ensure fair access to educational opportunity and to protect the interests of the most vulnerable.

1.3 The Council also has a duty to respond to any representations from parents and carers who are not satisfied with the provision of schools in the local area. This could be regarding size, type, location or quality of school provision.

1.4 Early Years statutory duties include; ensuring secure sufficient childcare is available for working parents and to:

 monitor and manage the childcare market;  undertake a Childcare Sufficiency Assessment review (CSA) and respond to changes in the childcare market;  Ensure there are sufficient places available to meet a legal entitlement for eligible 2, 3 and 4 year olds to access fifteen hours per week free early education across childcare providers;  Ensure provision is in place to provide information, advice and assistance to parents and prospective parents for children 0- 25; and to  Ensure provision is in place to provide information, advice and training to childcare providers.

1.8 Changes in the provision of maintained school places mean that new providers are able to establish state-funded Free Schools. There are also a growing number of academies, which are independent of Local Authority (LA) control. School places are no longer therefore solely provided by Oldham Council; the Council must work with other providers to ensure that the demand for high quality school places is met.

1.9 There has been no statutory requirement to publish a School Organisation Plan since 2004. However, it is considered good practice to produce a plan related to school place planning to clearly set out the framework for, and approach towards, the strategic provision of high quality places.

1.10 This strategic approach shows local communities, and those interested in their development, how we expect school provision to change over the next few years. It brings together information from a range of sources and sets out the issues the Council will face in meeting its statutory duties for providing school places up to 2020/2021 and beyond.

1.11 The information from which our plan will be developed includes present and predicted future pupil numbers, together with information about birth rates,

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school capacity and new housing. The plan will set out proposed changes in the number of school places available over the next year and it suggests where other changes may be necessary in the future. The plan will also set out our policies on school organisation and the statutory framework for making changes such as opening, closing, amalgamating or expanding schools.

School Organisation Context

2.1 In April 2016, education provision in Oldham is as set out in Table 1 below;

TABLE 1

Type of school Primary Secondary Cross phase

Community 35 1 0 Foundation Trust 1 3 0 Voluntary Controlled 6 0 0 Voluntary Aided 31 1 0 Academy 12 7 0 Special 1 0 1 Special Academy 0 1 1 Pupil Referral Unit 0 1 0 Free School 0 1 0 UTC 0 1 0 Independent 2 3 1 Independent Special 0 0 1

2.2 The LA has recently expanded six existing primary schools including; Bare Trees C P & Yew Tree C P - September 2013 St Hilda‟s C E, Mills Hill C P, Watersheddings CP and Propps Hall - September 2014 Oasis Limeside – September 2015

The LA has acted jointly with Bluecoat School to expand the number of secondary places on offer -September 2014.

The LA has also constructed a new school for children on the autistic continuum at Hollinwood Academy – September 2015

2.3 During 2016 a new 3 form entry primary school will be constructed in the town centre and in 2017 a school expansion project is planned for Saddleworth & Lees .

School organisation demands 3.1 The number of in year school transfers has increased year on year since 2010/2011. This is largely due to the number of children and young people moving in to the borough from abroad. In the main the above families are Page 62 of 66

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moving in to council owned housing in two of the six districts; Chadderton and Oldham.

3.2 The number of families moving in to the Oldham area and requiring places in KS1 (Reception, Year 1 and Year 2) has increased. There is now pressure on places in the borough throughout Key Stage 1.

3.3 Borough wide pupil projections show a continual increase in primary pupil numbers up to 2018/19 and secondary pupil numbers up to 2023/2024.

3.4 A high percentage of KS1 classes are over their planned admission number (pupils being taught in a class of more than 30) and this is impacting on infant class size legislation. Year groups 1, 2, 3 and 4 are the most significant in terms of place pressure;

3.5 The DFE estimates that approximately 400,000 – 500,000 additional pupil places will be required in both the primary and secondary sectors nationally between 2015 and 2024. (https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/478185/SFR24_2015_Proje ctions_Text.pdf)

Early Years Settings

4.1 Childcare providers are privately run childcare businesses that operate under a small business model. The market can be unpredictable and subject to change at any time. Oldham Council has to manage and monitor the childcare market to ensure that there is sufficient childcare for working parents.

4.2 The childcare market is fluid and the number of settings can change throughout the year. Parents have a choice where they take up childcare and many of the providers are private childcare businesses. The current childcare provision in Oldham includes;

9 breakfast clubs 166 childminders 46 day nurseries 28 extended day play groups 41 holiday schemes 54 maintained nursery classes 9 academy nursery 4 nursery units independent schools 67 out of school care 12 pre-school playgroups

4.3 The government policy from September 2014 has been to expand two year old places and a capital programme has been put in place.

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Policies and Legislation

5.1 All decisions and arrangements will be made using the following legislation and policies;

 School Admissions Code - February 2012  The academy/free school presumption departmental advice - February 2014  Establishing new maintained schools departmental advice - June 2013  School Organisation Guidance - January 2014  Early Education and Childcare – September 2014  Children and Families Act – September 2014  Educational Excellence Everywhere – White Paper March 2016

Management arrangements and decision making

6.1 To inform its duties as decision maker for school organisation issues Oldham Council has Education provision Group comprising Officers from Education and Early years, Regeneration, Schools, Business Intelligence, Corporate Assets, Finance, Preventative Services and Housing Strategy.

6.2 The key activities of the group are to:

 Discuss and inform the overall strategy for school and early years organisation in order to meet LA statutory duties  Discuss developing options in relation to school and childcare expansions and new builds  Endorse recommendations to the cabinet member for education and skills, the capital Investment programme board, Director of Children‟s Services and the Early Years & Childcare Board.  Comment on statutory information and any written comments and objections as part of the statutory process  Discuss and consider proposals for Free Schools, University Technology Colleges and other academies  Review the effectiveness of existing and proposed admissions arrangements in serving the interests of children and parents within the area of the LA  Monitor demand for and access to places and admission patterns  Monitor ongoing programmes of capital works to ensure projects are completed and deliver benefits required 6.3 Recommendations made by the EPG will be reported, when relevant, initially to the Economy, Skills and Neighbourhoods EMT and Early Years & Childcare Board prior to presentation to the Capital Investment Programme Board.

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School and Early Years forecast methodology

7.1 October Census data will be circulated and discussed at the December EPG meeting. 7.2 January Census data will be circulated and discussed at the March EPG Meeting. 7.3 There will be an annual refresh of projection work and forecasts.

School and Early Years place planning data

8.1 School Organisation spreadsheet will be brought to December EPG meeting. 8.2 School Organisation spreadsheet will be brought to March EPG meeting. 8.3 DFE return SCAP – draft commentary on school capacity and methodology will be discussed at May PSSPG meeting.

Review arrangements

9.1 The Group to participate in consultations and take feedback to and from the sector they represent. 9.2 The Group will review the terms of reference annually.

Aligned arrangements

10.1 Service level agreement with Local Authority 10.2 Partnership with all Schools, Academies, Free Schools and Early Years Settings 10.3 Directorate and corporate objectives 10.4 Cooperative agenda 10.5 Other arrangements as agreed by the EPG

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APPENDIX G: SCHEMES CONSIDERED AS PRIOIRTY – JANUARY 2016

Primary :-

 Addressing condition issues across an aging estate (some very serious)  Academy conversion of Lyndhurst including separation of Springbrook Lower

Secondary :-

 Working with the EFA to procure a full rebuild for Royton & Crompton via PSBP2 grant process (also including the potential to expand from 9 form entry to 12 form entry)  Expanding Crompton House to a 12 form entry school  Creating at least one additional secondary school by 2021 and possibly one more by 2024 (potential sites include Bloom Street, Southlink, Old Town Centre Leisure site)

Special schools:-

 New free school application for additional school as part of Kingfisher MAT  Resolving issues around Springbrook:- Lower School to be separated from Lyndhurst Upper School to be co-located / reorganised with lower school

Alternative Provision:-

 New / Relocated / Expanded Pupil Referral Unit  New in borough residential provision for those pupils in out of borough residential placements

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Oldham Council

Oldham Local Authority Policy and Guidance

on Academy Conversions

Page 85

Section One: Policy

1. Introduction Page 2

2. Definitions and Abbreviations Page 3

3. Conversion Costs Page 3

4. Data and Records Page 4

5. Council’s preferred sponsors Page 4

6. Capital Works Page 6

7. Finances Page 7

8 TUPE Page 8

9 Pensions Page 9

10 PFI Schools Page 9

11 Leases Page 10

12 Sources of Information and Support Page 11

13 Interpreting the Policy Page 11

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Academy Conversion Policy

1. Introduction

1.1 The policy and associated guidance outlines the Local Authority’s position with regard to schools who either wish to convert to academy status or those who are required by legislation to convert to academy status. The policy and guidance cannot override the requirements of primary legislation specifically the Academies Act 2010 and the Education and Adoption Bill 2015.

1.2 The introduction of the Education and Adoption Bill 2015 requires the Local Authority to set out how it will work with schools who wish to convert to academy status including those schools who as a result of underperformance before eligible for intervention by the Secretary of State. This policy provides a framework for determining Local Authority decisions

1.3 Academies become independent of local authorities and conversion leads to changes in responsibilities, finance and working relations between local authorities and academies. This policy and guidance outlines the approach that will be taken by the Local Authority and offers practical advice and guidance on how the Local Authority will manage conversion and how governing bodies should approach the issue of conversion.

1.4 The educational vision of the Local Authority includes the whole family of schools in Oldham regardless of whether they are academies or maintained schools. This vision envisages all schools, stakeholders and the Local Authority working together in partnership to provide the best possible outcomes for all children and young people.

1.5 Secondary Head Teachers and Primary Head Teachers continue to discuss matters and work together in their representative groups (OASHP) and Executive Primary Heads Group regardless of their school status. The Local Authority’s policy will be to continue to include all Oldham Schools in its communications, consultations and discussions for the benefit of all Oldham children and young people.

1.6 The Local Authority recognises that as a result of the academy conversion agenda that its overall revenue funding received from the Education Services Grant (ESG) will reduce as academies receive the Education Services Grant as part of their revenue funding. The current amount for 2015-16 of £87 per pupil would have been used by the Local Authority for statutory duties relating to services relevant to the Education Services Grant. The LA undertakes that it will work to mitigate any financial or job losses by promoting the services and those of its strategic partners with academies in order to ensure the highest level of buy back possible.

1.7 The LA is the employer for staff in Community Schools and Voluntary Controlled schools and the monitoring and maintaining authority for all non-

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academy schools. There is an expectation that all schools will inform the LA if they are considering voluntary conversion to academy status.

1.8 The Oldham Education and Skills Commission is due to report and Oldham Council expects this policy to be read in the light of any recommendations, challenges and overall values articulated in that report.

2. Definitions and Abbreviations

2.1 DfE means The Department of Education 2.2 PFI means Private Finance Initiative 2.3 TUPE means Transfer of Undertakings Protection of Employment Regulations 2.4 CTA means Commercial Transfer Agreement 2.5 CIPB means Capital Investment Programme Board 2.6 CIF means Condition Improvement Fund 2.7 ETO means Economic, Technical and Organisational 2.8 NJC means National Joint Council 2.9 STPCD means the School Teachers Pay and Conditions Document 2.10 ICO means Information Commissioners Office 2.11 LA means Local Authority

3. Conversion costs

3.1 Converting schools are entitled to a DfE grant of £25,000 to prepare for conversion (£37,000 for PFI schools). The local authority receives no additional funding in order to deal with the financial impact and increased workloads created by and associated with the conversion work. Schools will be charged for work over and above that normally undertaken by the LA.

3.2 As the ceding employer, and in order for each academy conversion to happen, the Local Authority is obliged to carry out a number of functions on behalf of the school, these functions include:  Providing initial information to the DfE  Leading or supporting the formal TUPE process  Carrying out the financial reconciliation and closure of accounts  Preparing documents for the transfer of land and assets  Liaising with the schools appointed solicitors on the CTA (Commercial Transfer Agreement)  Preparation of documents for the transfer of pensions

3.3 These activities involve a number of different departments with the LA and require a considerable amount of officer time. There is therefore a not 3 Page 88

inconsiderable cost to the Local Authority whenever a school becomes an Academy. Therefore the Local Authority will make the following charges for Academy Conversions to cover these costs:

 Converter Academies £4.5 K  Sponsored £6.5 K  PFI Conversion costs will be agreed on a case by case basis.  The LA will not fund additional legal costs connected with the conversion of PFI schools to academy status.

3.4 In addition to the above, schools should note that Unity Partnership will invoice schools for any fees associated with property transactions.

4. Data and Records

4.1 The LA is responsible for the accurate recording and safety of all pupil data and records prior to the schools conversion to academy status.

4.2 As part of the CTA (Commercial Transfer Agreement), the LA will require all converting schools to deliver to the LA all ex-pupil records boxed, logged and stored by destruction date and alphabetically. A list of contents of each box must be attached to each box.

4.3 The LA will expect all converting schools to comply with the Education (Pupil Information, England) Regulation 2005 and any associated guidance produced by the ICO.

4.4 The LA will expect that Academies will share with them all data and records relevant to pupil wellbeing and performance.

4.5 A data sharing agreement will be drafted and agreed with each new academy to enable the sharing of financial and pupil related data. This will form an appendix to the CTA for each conversion.

5. Council’s Preferred Sponsor

5.1 The LA will work closely with schools and the RSC (Regional Schools Commissioner) to ensure that academy sponsors share the LA’s vision for high performing schools which are responsive to local needs and offer a valuable contribution to the borough education offer to parents.

5.2 Oldham Local Authority is an ambitious authority and good and outstanding schools are a key part of the authority’s vision for a thriving forward looking and prosperous borough.

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5.3 The Local Authority recognises that the educational landscape is changing at a fast pace and will work in partnership and co-operation with a range of autonomous providers of education and related services.

5.4 The Local Authority recognises the value of a wide range of provision and great strides have been made in the primary sector with 95% of provision for primary pupils either ‘good’ or ‘outstanding’. It is the Local Authority’s vision that this success be quickly replicated in the secondary sector and to that end the Local Authority is committed to working in partnership with a range of providers. As part of the educational offer to Oldham parents the Local Authority expects academy sponsors to demonstrate the following:-

The ability to:

 Secure effective leadership which will demonstrate an ambitious vision for the school and high expectations for what every pupil and teacher can achieve and set high standards for quality and performance including management of learning and teaching.

 Offer sharp challenge and the impetus to act where improvement is needed based on clearly identifying strengths and weaknesses.

 Promote rigour in school self –evaluation enhancing a school’s capacity to drive its own improvement

 Secure rapid improvement in attainment for all pupils

 Offer targeted professional development to secure good or better teaching throughout the school

 Develop a curriculum which meets children’s needs, engages them and prepares them for a variety of career paths.

 Gain the confidence of the community in the school and position the school in order that it plays a significant part in supporting families to meet high aspirations for the all pupils

 Build on existing partnerships with parents and carers and the community and ensure that all stakeholders are valued partners in the life of the school

 Ensure that residents and service users actively inform decision making and co-produce services with communities in line with co-operative values and principles

 Ensure the environs of the school are fit for learning and accessible to the community

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 Work in partnership with the Local Authority to enable the LA to fulfil its statutory responsibilities with regard to safeguarding, SEN, school performance outcomes and school admissions. This includes an agreed process for sharing key information with the LA.

In addition the Local Authority would expect sponsors to demonstrate:-

 A willingness to adhere to local terms and conditions of employment (including signing up to the Fair Employment Charter and the Living Wage)

 A willingness to engage local professional associations and a commitment to developing that engagement.

 That they understand and can pay heed to the values and aspirations of the local community and can contribute to the wider community served by the school.

 That they will engage in meaningful consultation with all stakeholders regardless of whether the school is eligible for intervention or converting on a voluntary basis.

6. Capital Works

6.1 Allocations of funds to undertake capital maintenance work on schools are proposed by the Local Authority CIPB (Capital Investment Program Board). This body is not a decision making body and its role is to allocate and prioritise capital to works that are required for schools. Any works identified need to be approved either by the Cabinet Member for Education or for works of a value of over £ 400,000 full cabinet/leadership. As such, schools converting to or considering converting to academy status should not assume that because works may feature in the CIPB Plan that they are agreed by the council. Only works agreed by the cabinet member or by cabinet if the value is over 400,000 can be deemed to be agreed by the Local Authority.

6.2 Academies and schools with a signed academy order are able to gain funding for capital projects through the Condition Improvement Fund (CIF). The LA strongly encourages schools in the process of conversion to bid for funding from this source as a matter of course prior to making any approaches to the LA for funding. The LA position on funding for Capital Maintenance works will take into account the following factors prior to any project being fully or partly funded:-  Prioritisation according to need and in relation to the needs of other schools utilising condition survey information, currently this means that only Priority 1 projects will be considered.  The availability of capital maintenance funding.  The availability of the schools own funding, including any devolved capital funding

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 The degree of certainty and likely timescale for transfer to academy status.  Whether the school is intending to become part of a local or national Academy Trust or is converting in its own right  School performance issues  The extent to which the school supports other schools  The local regeneration and place shaping context.  The ability of the converting Academy to access future funding via the Condition Improvement Fund (CIF)  Any significant health and safety or safeguarding initiatives or concerns.

The LA will not fund any works once a school has attained academy status.

7. Financial Considerations

7.1 The Governing Bodies of schools converting to academies will be responsible for the school budget and financial management arrangements in the period leading to conversion.

7.2 School should not enter into any new leasing agreements or contracts in the name of the old school that extend beyond the conversion date. Advice should be sought regarding any existing leasing arrangements to ensure these are dealt with (which may mean termination and re-establishment) in the correct way.

7.3 The school will need to have an up to date copy of the school inventory.

7.4 Schools converting to academies need to ensure the only transactions that appear in their old school budget relate to the period before the school converts to an academy. Transactions relating to the academy should not be charged to the old school budget.

7.5 Schools looking to convert to an academy need to ensure they buy into any service level agreements up to the proposed conversion date and set up new service level agreements with services for the academy after conversion.

7.6 When the conversion of the school is approved a budget plan should be calculated up to the date of conversion.

7.7 If a school has surplus balance when it converts to academy status, the 2013 Regulations provide that:

The LA must determine and notify the amount of that surplus within four months of the date of conversion.

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7.8 If a school is a converter academy and is in deficit the EFA will recover the deficit through the General Annual Grant

7.9 The Local Authority will work closely with schools to manage any potential deficit at conversion.

7.10 Schools converting to academy status that have chosen to operate their own bank account with either the Local Authority bankers or an approved financial institution of their choice need to ensure all direct debits/credits are cancelled, the bank account is closed and any stationary (unused cheque books etc) are returned to the LA. Monthly cheque book returns will still need to be completed and balanced by the school until the bank account is closed. Schools converting to academy status that have an imprest account need to ensure the bank account is closed and any stationary is returned to the LA. Schools will also need to ensure that the initial imprest advance is returned to the LA.

8. TUPE AND SERVICE RECOGNITION

8.1 Staff in schools that are re-designated as academies have their employment transferred from one establishment to the other, following the Transfer of Undertakings (Protection of Employment) TUPE Regulations. The LA will support converting schools to ensure that correct processes are followed. This will include the following:-

 Due diligence work on HR records and personal data.  Completion (where possible) of all outstanding HR issues  Support and attendance for all consultation meetings with staff and associated paperwork.

8.2 The Local Authority will not fund any staffing changes or school restructures that occur for ETO reasons either prior to the conversion or as a result of measures taken by the Academy Trust following the conversion.

8.3 Staff transfers from an LA school or voluntary aided school to an academy have ALL employment rights protected, however if a member of staff accepts a new academy contract or subsequently moves of their own volition back to the Local Authority the employment rights that transfer are different for support and teaching staff.

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8.4 Support staff

NJC terms are protected because Academies are part of the Local Government Modification Order and NJC terms refer to that for calculation purposes, therefore when an employee transfers back to the Local Authority from an Academy the following terms and conditions are unaffected and recognised for calculation purposes.

 Redundancy  Maternity  Sick pay  Annual Leave

8.5 Teachers

STPCD (School Teachers Pay and Conditions) and Burgundy Book are primarily concerned with LA employment only. Redundancy entitlement is linked to the Modifications Order for calculation purposes and therefore would be recognised for calculation purposes; however the following elements would not be recognised by the LA for teachers who transfer from an Academy to an LA School.

 Teacher’s maternity pay starts from zero as teachers maternity rights are linked contractually to LA service and broken once TUPE happens.

 Teacher’s occupational sick pay is also linked to LA service and so continuity is broken as soon as TUPE happens. Employment with the Academy will not count. However sickness entitlement is based on aggregated LA service therefore prior LA service will be recognised but not the period of employment with the academy.

9. Pensions

9.1 With regard to the treatment of existing pension the liabilities and pooling with the Council, the following will apply to in respect of schools that have converted to academy status and free schools within the borough:-

9.2 Converter Academies

The LA will allow all converting Academies within Oldham to pool with the LA in respect of non-teaching employees pensions on all current and future applications. This will include all current and future applications for converter Academy pension agreements that all GMPF (Greater Manchester Pension Fund) pension liabilities relating to deferred (former employees) and pensioner members remaining with the LA must be fully funded by retention of funds within the Councils GMPF held pension fund prior to any transfer of assets to the Academies GMPF held pension fund.

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The LA will on receipt of any requests from Academies to opt out of pension pooling negotiate on the basis that all liabilities falling on the LA are fully funded.

9.3 Free Schools

The LA will not allow Free Schools to pool in respect of pensions. This decision will apply to all current and future Free School pooling requests.

9.4 Schools should note that the above position is currently subject to review. Any converting schools will be notified if there is any change to this current policy.

10. PFI Schools

10.1 The Local Authority has a number of PFI Private Funded Initiative) schools within the borough. Three secondary schools in Oldham have either been built or refurbished using PFI funds.

The conversion process is more complex as these schools operate under PFI contracts. To allow these conversions to take place the LA, Governing Body, Academy Trust, DfE and PFI Contractor must enter into a suite of contracts to reflect the schools change in status and transfer the assets required for the Academy Trust to operate the school.

10.2 To enable PFI schools to convert to academy status the LA will require that the Academy Trust enter into the following agreements.

1) Commercial Transfer Agreement (CTA). This covers the transfer of staff, assets and contracts held by the Governing Body and the LA in respect of the converting school to the Academy Trust. 2) Lease Agreements to grant a 125 year leasehold to the Academy Trust. 3) A ‘School Agreement’ to flow down the relevant rights, obligations and liabilities enjoyed by the LA pursuant to the Project Agreement to the Academy Trust 4) Deeds of Variation to the Project Agreement to vary the Project Agreement in recognition of the schools change in status. The LA will also provide a LGCA Certificate in respect of this agreement. 5) Principal Agreements to provide a guarantee from the DfE in respect of some of payment liabilities of the Academy Trust in the event of non- payment.

10.3 The LA can contribute towards the annual repayments (a contribution towards the building running costs/facilities management charge) and to capital repayments (affordability gap). In the event of any of these schools either being subject of an Academy Order or opting to convert to academy status then neither the Academy nor the local authority (LA) should be better or

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worse off financially than if the Academy had remained an LA maintained school.

LAs and schools will honour the payment commitments that were agreed at the time that the PFI contract was signed. The contract remains between the LA and the contractor, regardless of the number of schools within that contract converting to academy status.

11. Leases

11.1 As part of the conversion process a schools land and buildings will transfer to the academy on a 125 year lease. The terms of such leases will be as required by the DfE and the following will be key features of all leases to academies;

 The property can only be used for educational purposes set out in the Academy Trusts ‘Article of Association’.  The lease cannot be assigned to another body without the permission of the Secretary of State.  The lease will allow the Local Authority to forfeit the lease and re-enter the Property if the Academy Trust fails:- o To use the property for purpose originally agreed o Becomes dissolved, struck off or removed from the Register of Companies or otherwise ceases to exist.  The lease will automatically end if the Academy funding agreement is terminated and there is no replacement funding agreement for educational purposes.  In the event of the lease being forfeited or ending due to some other reason the site would revert back to the Council as the freehold owner

11.2 Where the LA considers that a school has land surplus to its needs the LA will seek to retain any surplus land this land forms part of a strategic need related to the delivery of educational or children’s services.

11.3 The LA will, as part of any lease negotiations seek to protect the interests of third parties such as community groups or before and after school clubs who share facilities with schools seeking academy status.

11.4 The LA reserves the right to include or exclude land beyond the schools physical boundary if that land formed part of the original school footprint.

12. Sources of Information and Support

12.1 Department of Education website - www.education.gov.uk 12.2 Finance (Liz Caygill - [email protected])

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12.3 HR & General Information (Andy Collinge – [email protected]) 12.4 Legal (Doug Chisholm – [email protected]) 12.5 Pensions (John Hoskins – [email protected]) 12.6 Pupil Records (Tim Hanstock – [email protected]) 12.7 Capital Works (Peter Wood – [email protected])

13. Interpreting the Policy

In the event of a dispute regarding the interpretation of this policy, advice must be sought from the LA Legal Department. The LA may seek further advice before issuing any guidance.

Any advice regarding interpretation will automatically become incorporated into this policy.

Section Two: Guidance

1. Guidance for Schools on Academy Conversion.

Introduction and Content Page 13

The Academy Decision Making Process and Consultation Page 14

Working Party Considerations (Pre Consultation) Page 16

Academy Conversion: Considering Differences, Implications Page 17 and Costs

Academy Conversion: The Application Process Page 30

Appendix A – The Decision Making Process Flowchart Page 33

Appendix B – Pro-forma Consultation Document Page 34

Appendix C – Unit Costs Page 38

Appendix D – The process from Resolution to Conversion Page 39

Appendix E – Data Sharing Agreement

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Introduction and Content

This guidance has been designed to support Governing Bodies in giving full consideration to all implications of conversion to academy status, and whether it is an appropriate step for the school.

Conversion to academy status is probably one of the most important decisions any Governing Body can make and has significant and far reaching implications for the school.

There are a number of different forms academy conversion can take and this guidance is specifically focused at those schools who are considering becoming 'converter academies', however schools who are eligible for intervention should also follow this guidance in order to ensure that the conversion process is well managed and full consideration is given to all the implications of conversion and the necessary practical steps that need to be taken.

There are several requirements in order for a school to be able to convert to academy status and these can be summarised as follows:-

 The Academies Act 2010 allows maintained schools judged as Outstanding or Good by Ofsted to convert to Academy status.

 Conversion follows governor led local consultation, and governor application to the Secretary of State for approval to convert.

 Converter academies are not new schools and retain their original DfE number.

 Schools that are not judged to be Outstanding or Good by Ofsted can apply to become an academy, however they would need an approved sponsor in order for this to become a possibility.

 The process typically takes around 3 to 4 months to complete.

This guidance is non statutory but represents good practice and assists Governing Bodies in giving full consideration to the key aspects of conversion which include:-

 The decision making process.  Consultation  Cost and practical implications  The application process

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Academy Conversion Guidance

The Academy Decision Making Process and Consultation

Initial Considerations

Step One

The GB should consider the following:

1 The views of Governors 2 The view of the Head Teacher and views expressed by staff governors about the likely feelings of staff. 3 In the case of VC/VA schools, obtain the view of the diocese. 4 Invite the Local Authority to discuss the process with the full Governing Body.

If the view is that the GB wish to explore academy conversion they should move to step two.

Step Two

The Governing Body (GB) sets up a working party of 2-3 governors to obtain and consider more details and make recommendations to the GB.

The recommendation may be that:

 On balance there are clear advantages and the GB has the capacity to take on academy status now (If this is the recommendation, the working party should draft a consultation document for GB to approve).  On balance the advantages outweigh the disadvantages but the GB and school is not yet ready to take on extra responsibility and will need to be strengthened in a number of areas.  On balance there are insufficient advantages – and significant disadvantages – to justify continued interest.

Step Three

Working party reports back to GB with recommendations.

Step Four

GB considers working party recommendations and decides:

1. to proceed to consultation OR 2. to ready itself to consider academy status later OR 3. not to proceed with the proposal.

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Step Five

In the case of (1) the working party should proceed as follows:-

a. Consult stakeholders. b. The GB should consider stakeholder responses c. If following consultation exercise, the GB wish to pursue academy status the GB should record their decision and communicate this to stakeholders.

Step Six

In the case of (2) the working party should proceed as follows:

1. Identify training needs 2. Arrange for governors (and senior staff) to attend relevant training 3. Identify organisational (and staffing) requirements 4. Decide and implement strategy to strengthen the organisation and staffing 5. Meanwhile, keep abreast of developments which may change the advantages vs. disadvantages assessment. 6. When governors feel the time is right, the GB will need to check that: a. The balance of advantages points to academy conversion. b. The GB and school now have the capacity to convert to academy status.

There is a decision making process flow chart at Appendix A

There is a suggested pro-forma for initial consultation at Appendix B.

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Working Party Considerations (Pre-Consultation) Issue Suggestions Notes Who to Foundation/Trust Do we have contacts for all these groups notify/consult? Parents before proceeding to consultation? Pupils Staff don’t have to be consulted except for Staff TUPE later in the process LA: Staff unions/associations Consulting the full list would be considered Diocese good practice Other local schools When? Before the GB makes its final decision Avoids the perception of the decision already having been taken

Page 102 Page How to Hard copy letter Who decides on the way in which groups are inform? On-line website informed? Newsletter GB/Working Party/school Meetings – School Council, Parent Forums, staff meetings Questions raised in Meetings of e.g. School Community or parish magazines Council, Parent Forums. The GB should publish the answers any formal questions.

What We suggest you consult parents, students, staff and local partners. In The conclusions you reach as you consider information order for the consultation to be meaningful, full information on the each of the ‘differences and implications’ should be implications would need to be provided. Information could include: should have been noted so that they can be provided  main advantages identified by the GB – including what you included in your consultation document. would do differently with constraints removed  the disadvantages that the GB considered  details of the proposed academy arrangements;  details of the proposed governance arrangements including details of the trustees of the charity which will enter into the Academy arrangements and details of the composition of the GB;  any proposed changes in the arrangements for the

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Issue Suggestions Notes curriculum, for special educational needs, for pupil discipline, exclusion and for complaints, and confirmation that there will be no change in the admissions arrangements;  details of any additional obligations and costs which fall on the school if it became an academy; and details of the support that is proposed to be given to other schools and any other possible effect on other schools Timescale Deadline for responses Allowing reasonable time for stakeholders to respond while maintaining momentum

How to collect Do we know what we want to get out of the pre consultation process? Once you have the data, will it be easy to and collate What kind of information would be useful? analyse? Page 103 Page views? Methods of collection – questionnaire/statement inviting comments/interviews/meetings? Sample size? Responses to go to….

Reporting the Agree working party members who will collate responses. results of Schedule working party meeting to agree report for GB consultation to the GB

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Academy Conversion – Considering Differences, Implications & Costs

Before focusing on the differences, governors should be reminded of the things that remain the same:

 Academies are still part of the community. They serve children and families in a particular area and they retain the same responsibilities as any maintained school as part of the learning community. Governors are advised to consider how they ensure their institution is seen as part of the community, whatever the decision they make.  The Headteacher still needs to work in partnership with governing body on strategic matters.  Academies are still subject to the law on employment, equality, admissions and special educational needs.  Academies are required to follow the same rules over pupil exclusion as maintained schools.  Academies need to operate a complaints policy in the same way as any maintained school.  Academies are still subject to Ofsted inspection.  Academies are still subject to Freedom of Information legislation.

In considering the differences described below, governors are advised to refer to the Governing Body’s vision and values. In considering each of the differences, it is suggested that governors ask themselves the questions listed in the second column. Some of the differences may mean additional income and/or additional costs/ Additional staff time may be required for the associated tasks. The fourth column allows governors to set out more clearly the possible or probable financial implications for their own school. Governors should not be expected to make a decision to proceed without the best estimate of financial implications.

School Performance Differences Questions Notes Indicative costs Freedom from Do we currently feel Schools already have more National constrained? freedom from the national Curriculum – What would we do curriculum than people although still differently? realise. Academies must required to be How would our include English, Maths and ‘broad and children benefit? Science in the curriculum balanced’ On balance what do for all students up to the we gain? age of 16. It is important to take account of the ‘The National Curriculum 2014’ when considering options.

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Differences Questions Notes Indicative costs

Freedom from Do we currently feel Schools already have the LA constrained? considerable autonomy What would we do with issues such as finance differently? and staffing. How would our children benefit? A major part of the school’s On balance what do budget is generated we gain? through pupil formula funding. Spending decisions are then delegated to schools.

An academy will need to, for example:  Ensure that leadership is secure when key leaders are out of action.  Have robust emergency business continuity plan.  Replace external audits with robust internal systems e.g. H&S  Apply for a number of registrations e.g. data controller  Purchase legal advice on for example complex freedom of information requests and conflict resolution situations  Ensure it maintains a working relationship with the LA School Performance Team.

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Differences Questions Notes Indicative costs Academies are Do we already work Formal contractual expected to in partnership? arrangement with SoS support other Might we prefer to DfE contact person helps schools federate/collaborate? broker the support for other What more can we schools offer and to which school? What effect would becoming an academy have on our local and partner schools?

Governance Differences Question Notes Indicative costs GB no longer Do we feel GB has to agree articles of subject to constrained? association, with the SoS, existing What would we do which contain operating statutory differently? rules. governance How would our regulations but children benefit? following them On balance what do is deemed to we gain? be good practice Composition of Do we feel GB/Trust can retain its GB may be constrained? current members if it so different as What would we do wishes but would need to outlined in the differently? agree it in a new article of Articles of How would our association agreed with Association children benefit? DfE. On balance what do we gain? There should be at least two parent governors. Up to a third of an academy’s GB may be made up of staff governors (including the Principal).

Schools who join a MAT (Multi Academy Trust) should not that Trusts are under no legal obligation to have a GB in each school within the trust.

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Differences Question Notes Indicative costs Principal Will this make any Will only affect (Headteacher) difference? headteachers who have is governor ex- previously decided not to officio (no be governors opportunity to opt out)

HR Differences Question Notes Indicative costs The Academy Have we considered Only different for Trust is the the implications? community and VC employer of Do we currently feel because in VA and staff constrained? Foundation schools the GB What would we do is already the employer. differently? How would our Any redundancy costs must children benefit? be met from academy Will we need to budget. The Trust/ spend more than we governing body is the legal do currently on HR respondent in Employment advice? Tribunal Cases and other On balance what do legal challenges. we gain?

Ability to set Have we considered STPCD is set in law, so own pay and the implications? maintained schools must conditions Do we currently feel work within it – Academies constrained? do not have to comply. Do we use current However, TUPE transfer flexibilities? applies for existing staff so What would we do some pay and conditions differently? are likely to apply initially. How would our but may change children benefit? subsequently following On balance what do consultation with staff and we gain? unions.

In practice very few academies have deviated

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Differences Question Notes Indicative costs from national or local terms and conditions.

Finance Differences Question Notes Indicative costs Academies will In addition to the receive money individually assigned from LA to pay resources (IAR) for pupils for ‘low requiring more support, incidence SEN’ academies will receive funding for SEN pupils. Academies must comply with ‘SEN obligations imposed on governing bodies of maintained schools’.

Note: Funding of Academies is for the academic year – not financial year.

Academies will still need to purchase services. They may be able to purchase services from LA.

Do we need to have extra staff and governor time to deal with additional decisions. The DfE is recommends that a qualified accountant is employed.

Responsibility for certain services and functions transfers to the Academy with the transfer of the local authority central spend equivalent grant (LACSEG)

Surplus or What is our current If the school is in deficit, the deficits – On financial situation? repayment plan needs to becoming an be agreed by the Education

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Differences Question Notes Indicative costs academy, Funding Agency (EFA)not schools may be the local authority. able to carry forward any surplus. Circumstances when budgets can be carried forward are included in the ‘Scheme for Financing Schools’. Schools with deficits must have a repayment plan in place

Academies Will we need to Academies will receive must pay VAT employ qualified additional funding to take accountant to account of needing to pay complete VAT VAT. returns? Governors should note that VAT needs to be paid on goods and services (not staff salaries) in their cost/benefit calculations.

VAT is reclaimable.

Governors Will we need to Staff training possibly need to arrange employ required. for annual more/different staff? Academies need to ensure audits of arrangements are made to accounts and produce financial accounts submit and may choose to employ accounts to a qualified accountant to do Secretary of this State and Academies will need to principal employ an auditor to audit regulator by the the financial accounts deadline.

Legal

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Differences Question Notes Indicative costs GB subject to How helpful will this Governors (also known as Trust which will: be? directors or trustees) will be 1) Register land On balance what do appointed to the GB by the 2) Appoint we gain? academy trust (made up of governors members) 3) Have a broad strategic oversight

Academy Trust Have we considered Members of the converting is a charitable the implications? school’s GB will decide, in trust subject to What will we do discussion with the charity law differently? Secretary of State, who will On balance do we be a member of the gain? academy trust and who will be a governor (it is possible to be both a member and a governor).

Academies are charitable trusts that are publicly funded independent schools. If the academy was to become bankrupt the members of the Trust body could be held liable to the amount set out in the Articles of Association. The most common level of liability is set out as £10 per trustee.

Premises Differences Question Notes Indicative costs GB has total Have we considered VA and foundation schools premises the implications? already are responsible for responsibility Do we currently feel their premises. This will constrained? only be different for What will we do community and VC differently? schools. How would our children benefit? Refer to your LA’s current On balance do we schedule of centrally gain? funded repairs and

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Differences Question Notes Indicative costs What condition is our maintenance which would school building in? no longer be available to Academies.

Behaviour & Attendance Differences Question Notes Indicative costs GB does not Do we currently feel GB is not expected to seek have to consult constrained? the advice of a local LA when authority officer when considering an considering exclusion but exclusion parents can request LA Officer attendance and/or an SEN expert attendance.

Attendance Academy will need to service free for organise (or buy in) maintained Independent Review Panel schools but for Permanent Exclusions. academies must pay for services except Academies must comply for with all other requirements prosecutions in national guidance on and statutory exclusion. work. In addition to the individually assigned resources (IAR) for pupils requiring more support, academies will receive funding for SEN pupils. Academies must comply with ‘SEN obligations imposed on governing bodies of maintained schools’.

Admissions Differences Question Notes Indicative costs Ability to Do we currently feel VA and Foundation schools determine own constrained? already set their own admission What would we do admissions. This will only

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Differences Question Notes Indicative costs arrangements; differently? be different for community however How would our and VC schools. All academies can children benefit? schools must comply with be subject to On balance what do the National Admissions direction from we gain? Code of Practice and the SoS. participate in Coordinated Admissions organised by the LA.

Academies are not allowed to introduce selection but may continue existing selection arrangements.

Academy will be responsible for independent Appeal Panel arrangements for school admissions. Ability to Do we currently feel Schools already have the change length constrained? power to change the length of terms and What would we do of the school day, providing school days differently? they follow the appropriate How would our Regulations. Some schools children benefit? (specifically foundation and On balance what do voluntary aided schools) we gain? have the ability to change the school term.

Need to consider implications for families and school transport.

Insurance Differences Question Notes Indicative costs Academy Trust What are the A governor as needs to options? trustees/director has a purchase own limited liability £10. indemnity Governors need liability insurance insurance because anyone acting as a trustee/director of an Academy Trust has unlimited liability for his/her own defaults.

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Differences Question Notes Indicative costs A trustee/director is not liable for any debts or liabilities providing s/he acts properly and within the powers and authority delegated to her/him. If s/he acts outside those parameters a trustee/director can be liable, without limit, for the loss caused to the Academy Trust. Liabilities to external parties would ordinarily be those of the academy trust (not the governors).

Governors of academies need to have indemnity insurance, taken out by the trust, and are subject to charity law. Whereas GB’s of maintained schools have their own legal identity and corporate responsibility and local authorities normally provide indemnity insurance.

Health & Safety Differences Question Notes Indicative costs GB has total Have we considered VA and foundation schools responsibility the implications? already are responsible for for Health and What will we do their premises, staff and Safety differently? visitors. This will only be As we will have no different for community and No ‘employer’ health and safety VC schools. role or support from the LA, responsibilities will we need to spend Academies will need to exist for the LA. more than we do purchase specialist advice currently on H&S from a ‘competent health advice and support? and safety person’ and Academy must On balance do we implement sufficient H&S obtain H&S gain? management systems.

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Differences Question Notes Indicative costs advice / support These systems will need to from a be regularly reviewed and ‘competent audited to ensure person’ compliance with all H&S related legislation.

Other Considerations Differences Question Notes Indicative costs Academies How do we feel SIPs employed by DfE will accountable to about this? support and challenge SoS What would we do academy. SIPs will not differently? support Performance How would our Management of the children benefit? Headteacher. On balance what do we gain? This is deemed to be the responsibility of the Academy governing body. Academy can purchase external adviser time to support governors in headteacher Performance Management

Sustainability – Does our current Academies are tied into a of senior headteacher and seven year funding leadership senior leadership agreement. The decision to team team have the skills become an academy and attitudes to lead cannot be reversed. a successful academy? When the time comes, how likely are we to be able to appoint a headteacher with the skills to continue academy development? How can we ensure that the leadership is secure when key leaders are out of action? Who will facilitate

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Differences Question Notes Indicative costs finding acting headteachers for us to consider?

Sustainability of Do governors have Currently there is no Guide governors and the capacity to be to the Law for academies, trustees effective trustees as there is the Principle’s well as governors? Handbook for established How likely is it that academies but this is not the level of skills and detailed. commitment can be At the moment information maintained as is unclear on the new governors and requirements and trustees retire? responsibilities.

Changing role How keen are staff of clerk and who would have to administrative take on new staff responsibilities, for example secretary to the governing body and those dealing with finance? Do they have the appropriate skills? Will they require additional training and more time to complete additional tasks?

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Academy Conversion – The Application Process

When you have considered the differences and implications above, you are advised to consider the additional work and costs involved in making an application. The process is outlined below so that you can take this into account in your recommendation.

Note: Schools seeking academy status will receive a one-off grant of £25K. Governing bodies will need to consider whether the school and governing body have the capacity to complete the application and how might the one-off grant be spent to increase capacity? It will be essential to agree who or what group will be involved in each aspect of the application process.

In addition the Local Authority will also charge schools for work undertaken by LA Officers for the purpose of conversion.

Prior to By whom? With whom? Notes including Indicative application estimated time costs required Consultation Governing Stakeholders – Body see above

Report on Governing All governors responses Body leading to governing body decision

Application By whom? With whom? Notes including Indicative task estimated time costs required Seek formal Governing Body Trustees/Found Only required if agreement from ation and the school if Trustees/Found body Foundation, ation and the responsible for Voluntary Aided or body appointing Voluntary responsible for foundation Controlled appointing governors foundation governors for example the diocese

Submit on-line Governing Body DfE DfE will assign a application to Civil Servant to convert (to advise and assist academy) form the governing body through the

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Application By whom? With whom? Notes including Indicative task estimated time costs required conversion process

Start TUPE Governing Body Unions, LA and (Transfer of staff Undertakings Protection of Employment) consultation and negotiation

Seek Secretary Secretary of Governing Body of State State approval and Academy Conversion Order.

Completion of Governing Body DfE registration form to register the Academy as an independent school

Establish Governing Body These documents Academy Trust will need to then – Memorandum be posted on the and Articles of school’s website Association

Register the Governing Body Charity Academy Trust Commission with the Charity Commission

Set up a bank Governing Body Bank account for the newly-formed Academy Trust

Agree land and Governing Body Foundation/Trus building leasing t/LA arrangements with the Foundation/Tru st/LA

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Application By whom? With whom? Notes including Indicative task estimated time costs required

Agree asset Governing Body Foundation/Trus and property t/LA transfer arrangements

Ensure all Governing Body LA All consideration required and decisions consultation has must be recorded been in the governing undertaken body minutes

Complete TUPE Governing Body Unions, staff process and LA

Sign Funding Academy Trust Secretary of Funding Agreement – State Agreement will legally binding state when the for 7 years Academy will open and the date of conversion. This is the date when the LA will cease to maintain the converting school

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Appendix A THE DECISION-MAKING PROCESS

Are we Note: Governing Bodies can follow this process interested? Church schools should obtain Yes or view of their diocese for decisions about: maybe  Becoming a Foundation and/or Trust School No  Applying to become an Academy Set up working party to get more details and make  Entering into significant collaboration recommendation to GB  Setting up or joining a Federation

GB considers Working party prepares reports recommendations for GB with recommendations

GB agrees to Page 119 Page proceed

Working party GB agrees consults not to Stakeholders proceed GB agrees that it’s not ready yet Working party report to GB on response to consultation GB considers responses and GB considers training decides etc. to prepare for re- No No further consideration action required Yes

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Appendix B XXXXXXXXXXXXXX School Consultation on the proposal to apply for Academy status

As you will know, the government is encouraging schools such as ours to apply for academy status. The Governing Body set up a working party to consider the differences and implications.

It has recommended that we consult on a proposal to move to academy status. When we are considering significant changes we always take into account the views of our stakeholders and this is what we are now doing.

The Governing Body has not made the decision on whether to apply for academy status. We are interested to hear and consider the views of stakeholders before we make a final decision.

The working party consider the following factors to be significant advantages which will lead to benefits for pupils at the school.

The main things that the school would do differently if it were to become an academy are:

(Include here any proposed changes in the arrangements for the curriculum, for special educational needs, for pupil discipline, exclusion and for complaints….)

There are a number of things which will remain unchanged. These are: (….and confirmation

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that there will be no change in the admissions arrangements)

The working party identified the following possible disadvantages:

We believe that we can avoid or overcome them in the following ways:

The school could expect to receive additional funding because it will receive its share of the Education Services Grant currently held by the local authority to provide specified services.

We have calculated the extra amount we would receive as £XXXXX per year. This represents X% of the school budget.

The services that were previously provided through the Education Services Grant and that we would need to purchase are shown below, together with the anticipated cost of purchasing.

Services that the Anticipated cost per year school would need to purchase

Examples may include:

Legal Services Insurance Licences Property Services

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There are additional costs associated with the following features of academies

See examples below Anticipated cost per year Academies are subject to charity law Academies are liable for VAT

There are additional costs associated with increased freedoms and responsibilities.

Freedom Responsibility Estimated additional costs per year Control of own premises Pay for professional premises advice Direct employer of staff Pay for all HR services and pay roll Control own admissions Pay for all admissions appeals

The working party considered whether the school has the capacity to complete all the processes which would be required if the Governing Body were to agree to make an application for academy status.

There will be a grant of £25K to help with this but the costs we have estimated are:

A few examples are shown below Estimated cost Land transfer Legal advice Administration of application process Cost of rebranding, signage etc. LA charges

Total cost Net cost (subtract £25K grant)

If the school were to become an academy it would support at least one other local school. Our current thoughts

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on this are:

The school recognises that it has a responsibility, shared with all other schools in its locality, for the young people and families in the area. We would seek to work with other schools and agencies in the following ways:

The trustees who propose to enter into the academy arrangements will be:

The Governing Body of the proposed academy will be made up of: Headteacher ex- officio….plus

The consultation process will run from…………..date to………………date.

If you have any comments on these proposals please provide them in writing and send them to:

The Governing Body plans to consider the outcomes of this consultation at its meeting on……..date.

Signed………………………………………. Chair of Governors

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Appendix C Unit Costs

Note: The list below is an example of potential costs associated with academy conversion. Schools are strongly advised to contact specific service area leads to establish which costs may be incurred on conversion to academy status.

EXAMPLE ONLY Services and costs funded from the local Estimated cost of purchasing authority’s Schools Budget  Special educational needs (SEN) support services (see next section)  Behaviour support services  14-16 practical learning options  Schools meals and milk  Assessment of free school meals eligibility  Repair and maintenance of kitchens  Museum and library services  Licences and subscriptions  Central staff costs (maternity, long term sickness and trade union duties)  Costs of certain employment terminations

Services and costs funded from other local authority sources  Costs of a local authority’s statutory/regulatory duties  Asset management costs  School improvement services  Monitoring national curriculum assessment  Education welfare service  Pupils support (e.g. clothing grants)  Music services  Visual and performing arts services  Outdoor education services  Certain redundancy and early retirement costs  Admissions appeals  Independent exclusion appeals  Accountants and Auditors

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Appendix D THE PROCESS FROM RESOLUTION TO CONVERSION

Governing Body has Seek formal agreement from Note: considered and Trustees/Foundation and the Red = full governing body formally resolved body responsible for appointing Purple = suggest delegate to individual or special intention to pursue foundation governors (all committee Green = Academy trust Academy status schools EXCEPT COMMUNITY) SCHOOLS)

Submit on-line application to Start TUPE (Transfer of Undertakings Protection of Employment) consultation convert (to academy) form and negotiation

If SoS approves application and makes Academy Order

Completion of registration form to register the Academy as an

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Establish Academy Trust – Memorandum and Articles of Association

Register the Academy Trust and officers with Companies House

Set up bank account for the newly – formed Academy Trust

Agree land and building leasing Agree asset and

arrangements with the property transfer

Foundation/Trust/LA arrangements

Ensure all required consultation actioned Complete TUPE process omplundertaken

Academy Trust signs 7 year Funding40 Agreement

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POLICY ADOPTION AND REVISION DETAILS

LEAD ADVISER Andy Collinge NEXT REVIEW DUE

SIGNED OFF January 2016 L.A Summer 2016 BY L.A. DATE

41 Agenda Item 10

Report to OVERVIEW AND SCRUTINY BOARD

Working Towards a Co-operative Borough: Corporate Plan 2015-2020

Portfolio Holder: Councillor Jean Stretton, Leader of the Council

Officer Contact: Jackie Wilson, Head of Strategy, Partnerships and Policy

Report Author: Jennifer Barker, Strategy, Partnerships and Policy Manager

Ext. 1373

th 13 June 2016

Purpose of the Report

The Corporate Plan was refreshed in 2015 for the period 2015 – 2020. The Board is asked to note the Corporate Plan and the Corporate Plan Outcomes Framework. The Board is asked to consider their role in the monitoring of progress against the plan.

Recommendations

It is recommended that the Overview and Scrutiny Board note the Corporate Plan and Outcomes Framework when considering reports which are brought forward for consideration and the monitoring of progress against the plan.

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Oldham Plan (2015-2018)

1. Current Position

1.1 The Oldham Plan is the overarching strategy for Oldham as a place, developed and agreed by the Oldham Partnership. It sets out the high level ambitions and priorities for Oldham based on a strong evidence base. The Oldham Plan does not detail everything that should be happening in the borough but rather the areas where the most value can be added from working in partnership.

1.2 The Plan’s Vision is ‘to be a place of ambition where people and communities flourish’. This is underpinned by three priority outcomes:  Investment, skills and good quality jobs  Resilient and co-operative people and communities who flourish and cope well with change  Healthy, happy and confident people and communities.

Corporate Plan (2015-2020)

2 Current Position

2.1 The Council’s corporate ambition and objectives were reviewed in 2015 both in light of the new Oldham Plan and the organisational priorities.

The corporate ambition is: ‘To deliver a co-operative future where everyone does their bit’ was found to still be fit for purpose. In particular it complements the stated intention in the Oldham Plan to ‘build on our co-operative approach’ and ‘create a borough where everyone does their bit and everyone benefits’.

2.2 The corporate objectives underpin the Council’s ambition:

 A productive place where business and enterprise thrive  Confident communities where everyone does their bit  A co-operative council delivering good value services to support a co-operative borough

Creating an Outcomes Framework

3.3 One of the main pieces of work undertaken in the process of developing the Corporate Plan 2015-2020 was the creation of an Outcomes Framework (at appendix 1).

3.4 The Corporate Plan outcomes are accompanied by a short descriptor, and are as follows:

A productive place where business and enterprise thrive  Open for business: We’ll make Oldham a place to invest and do business  A regenerated borough: We’ll bring forward key regeneration projects to grow the business base, create jobs and transform Oldham into a vibrant borough  A working borough: We’ll work with partners to create job opportunities for local people ranging from training opportunities and apprenticeships to quality jobs that pay a decent wage. Through the Education and Skills Commission we will work with partners to improve educations and skills outcomes for all our young people, giving them the best possible preparation for adulthood and the world of work.

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Confident communities where everyone does their bit  Confident and involved communities: We’ll work with residents and partners to create a co-operative borough where everyone does their bit and understand the issues affecting people in Oldham and campaign to get a fairer deal for residents.  Healthy communities: We’ll work proactively with residents and partners to promote healthy, independent lifestyles.  Safe, strong and sustainable communities: We’ll work with residents and partners to create cohesive communities which are well cared for, safe and which have decent homes.

A co-operative council delivering good services to create a co-operative borough  Getting the basics right: We’ll deliver the services we are responsible for efficiently and ethically and listen to resident feedback to ensure their satisfaction with services  Responsible with resources: We have a capable, motivated and healthy workforce and use all our resources responsibly to deliver services in-house or, when needed commission services which have public service, quality outcomes and value for money at their heart.  Reforming and empowering public services: We’ll work with communities, partners and Districts across the borough and Greater Manchester to reform public services and encourage innovation, leading to even better outcomes and service delivery.

3.5 Under each outcome high-level supporting activity has been identified. These programmes and activities should not change significantly over the period of the Plan. For example, we will always be looking to secure inward investment to support regeneration, but how we do that may differ from year to year depending on what opportunities are available.

Measuring the Corporate Plan

3.6 The Outcomes Framework also charts the measures that will indicate progress against our outcomes and the majority of these will be reported through the Corporate Performance report.

3.7 Some measures will also be tracked through other performance reporting channels such as the Oldham Plan dashboard, the Impact of Welfare Reform report, and the Statement of Accounts.

3.9 Other measures will be tracked through the strategies and policies that support delivery of the main activity and programmes within the Outcomes Framework.

Publishing the Corporate Plan

3.10 The Council’s website hosts the Corporate Plan. These pages bring together key data and information about the borough and the Council, as well as presenting information about our values and behaviours and corporate objectives.

3.11 A compact brochure was also produced as a ready-reminder for Elected Members and employees of our corporate ambition, objectives, outcomes, values and behaviours.

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4 Key Issues for Overview and Scrutiny to Discuss

4.1 What role do Members feel that Overview and Scrutiny need to play in regard to the Corporate Plan?

5 Key Questions for Overview and Scrutiny to Consider

5.1 Potential Roles for the Overview and Scrutiny Board include:

 Scrutiny of new and/or refreshed corporate strategies to ensure that the outcomes and activity in those strategies are in line with the outcomes in the Corporate Plan  Overview of future corporate plan refreshes/reviews  Potential for overview and scrutiny of particular areas of interest

6. Links to Corporate Outcomes

6.1 The Oldham Plan 2015-18 outlines the Oldham Partnership’s co-operative ambition and outlines the next three years including specific outcomes a about working towards a co- operative borough. 6.2 The Corporate Plan is the strategy which will help the Council to achieve our co-operative ambition over the next five years.

7. Appendices

7.1 Appendix 1: Corporate Plan Outcomes Framework

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Corporate Plan Outcomes Framework

A Productive Place where business and enterprise thrive

Outcomes High level programme activity – what we will do? (Non-negotiable delivery must- Measures / Indicators Supporting strategies and policies haves) Open for business: We’ll Invest in Oldham Corporate Performance Report:  Oldham’s Place Marketing make Oldham a place to invest  Support local businesses to stay, thrive and grow, strengthening the  Business rates (number of properties Strategy and do business borough’s economy and creating local jobs. For example, work with and rateable value)  Economic Framework partners across all sectors and within GM to further develop and provide high  Number of residents starting a  Local Development Plan (formally quality and easy access to business advice and support; invest in improving business via BSUS + NEA Unitary Development Plan) access to and take-up of digital connectivity; support the creation of local supply  The percentage of businesses in  Oldham on the Map chains for Council contracts and large developments. Oldham which are very satisfied or  OBLG: Together for Growth  Work with local and regional partners to encourage enterprise and satisfied with the local area to do Strategy entrepreneurship through support of a number of targeted initiatives and business (NEW)  Tourism Strategy (in place by programmes. For example, allocate funding through the Enterprise Trust;  The number of enquiries for Inward 2015/16)

Page 131 Page facilitate new flexible spaces for businesses to setup, trade and network; Investment in Oldham (NEW)  Business Plans maximise use of the New Enterprise Allowance as a route to self-employment  Number of vacant properties in town  Greater Manchester Stronger for unemployed people. centre Together Strategy 2013-2020  Support existing and attract new retail investment in our town and district  % Cat1 pothole defects repaired/made  Greater Manchester Growth and centres. For example, encourage development of small independent safe within 24 hrs Reform Plan businesses through investment such as in the Independent Quarter, Shaw,  % of service requests along key  Greater Manchester's European Lees and A62 Failsworth; attract major retailers to the town centre; invest in the corridors responded to within 24 hours Structural and Investment Funds public realm, cultural and leisure offer to make the Town Centre a place to visit (NEW) Investment Plan (ESIF) 2014-2020 and enjoy.  Number of visitors to Gallery Oldham  Secure significant inward investment and partnerships to sustain  Number of library visits per 1000 regeneration activity across the borough and strengthen the local population to library service points - not economy. For example, promote local, national and global support available to including web visits Oldham businesses as part of the Greater Manchester family; attract major retailers to the town to secure additional investment and build confidence whilst Other performance reporting channels: also supporting development of the visitor offer.  Resident satisfaction  Maintain and continue to invest in our highways and transport  Business start-up, survival and death infrastructure to enable the movement of people and goods, in, around, rates and out of the borough. For example, secure additional funding for highways  Market vacancy rates maintenance and development; delivery of the 24-hour repair pledge on agreed  Value of visitor economy in Oldham routes; develop a car parking strategy to ensure adequate parking provision is  Hotel room occupancy and rates available; promote use of Metrolink and other forms of public transport.  Car Park usage  Contribute to the delivery of GM programmes and achievement of GM level outcomes such as in the GM Growth and Reform Plan. For example,  Metrolink usage support delivery of the Key Route Network improvements and associated  Basket of economic GM performance funding bids. measures, benchmarking and milestones to track Oldham’s Visit Oldham contribution and performance against  Develop the visitor offer to grow Oldham’s visitor economy. For example, GM priorities and targets (TBC, but to develop a Tourism Strategy for Oldham maximising Oldham’s share of include the Local Economic Manchester’s visitor economy and working with Visit Manchester to provide Assessment) visitor economy support; articulate our role in the Pennines and our relationship with West Yorkshire. Additionally, develop a strategy for markets; support existing events and encourage new events which attract visitors into the borough and develop the offer in a number of areas including entertainment, shopping and eating out.  Promote Oldham’s visitor offer. For example, develop place marketing and visitor information including branding of council and partner assets to enhance the visitor experience and supporting professional sport including football and rugby which enhance the borough and attract day visitors; consider the role of

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Outcomes High level programme activity – what we will do? (Non-negotiable delivery must- Measures / Indicators Supporting strategies and policies haves) businesses in promoting and growing the visitor economy.  Work with partners to ensure that the borough’s assets and attractions are managed and co-ordinated. For example, partners who manage our natural assets including Rochdale Canal Trust, Royal Society for the Protection of Birds, and United Utilities; implementing the Arts and Heritage Strategic Plan.

A regenerated borough: We’ll Invest in Oldham Corporate Performance report:  Oldham’s Place Marketing bring forward key regeneration Completion of key projects in the Town Centre, including:  Total number of new homes built (NOT Strategy projects to grow the business including conversions) (NEW)  Business Plans base, create jobs and transform  Old Town Hall Cinema  Lord Street (former leisure  Number of vacant properties in town  Housing Strategy Oldham into a vibrant borough  Shopping Centre Redesign centre site) centre  Oldham on the Map  Theatre and Heritage Centre  Hotel Future & Conferencing  Total number of homes built (inc  Tourism Strategy (in place by  Prince’s Gate Phase 1 & 2  Town Centre Leisure Centre affordable and those built in Council 2015/16)  Prince’s Gate Transport  Campus Oldham Tax band C-G  Social Value Framework Interchange and Park & Ride  Independent Quarter  Business rates (number of properties  Economic Framework  Public Realm Improvements and rateable value)

Completion of key projects across the borough, including; Other performance reporting channels:  Added GVA from projects  Chadderton Foxdenton Phase 1  Shaw High Street Fund  Resident Satisfaction & 2  Shaw Market  Council Tax base (value and growth)  Hollinwood Junction Phase 1  Shaw Park and Ride  Resident awareness of projects  Failsworth A62 High Street Fund  Lees High Street Fund  Basket of housing GM performance  Royton District Centre, Town Hall  Gateway improvements measures, benchmarking and and Leisure Centre milestones to track Oldham’s contribution and performance against Completion of a number of key projects to improve the Schools estate ensuring GM priorities and targets (TBC) the creation of sufficient quality school places and effective, inspiring learning environments including:

 New three form entry primary  Rebuilding of Saddleworth school in Coldhurst School Page 132 Page  Hollinwood Academy – 140  Rebuilding of Royton and place school for children with Crompton school Autistic Spectrum Disorder (ASD)

Build more quality homes in the Borough. For example, homes are already being built across Oldham including at Partington Street in Failsworth; in Derker and in Fitton Hill. We will bring forward a number of the former school sites such as Counthill and Breezehill as well as other council land in Saddleworth, Limeside and Derker. A significant number of new high quality homes for sale are in the pipeline at Foxdenton and at the former Lancaster Club site. We are also working with housing association partners to redevelop vacant land at Sholver and on other estates to ensure that local people have a choice to buy as well as a choice to rent.

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Outcomes High level programme activity – what we will do? (Non-negotiable delivery must- Measures / Indicators Supporting strategies and policies haves) A working borough: We’ll Education, skills and employability Corporate Performance Report:  Education and Skills Commission work with partners to create job  Strengthen the pathways and progression through education, ensuring  16 to 18 year olds who are not in findings opportunities for local people that the provision takes account of the future job market across Greater education training or employment  Economic Framework 2013 ranging from training Manchester and nationally. For example, implement the recommendations of (NEET)  Business Plans opportunities and Oldham’s Education and Skills Commission; focus on ensuring that local  % of those on a GOW opportunity  Interim Education Strategy 2014 apprenticeships to quality jobs provision meets skill shortages in key sectors that report skill gaps and moving into a job or FE/HE (NEW)  Social Value Framework that pay a decent wage. shortages, such as those that require maths and science, or higher skills in  Percentage Achieving 5+ A* to C inc  Fair Employment Charter Through the Education and advanced manufacturing and engineering (STEM subjects); increase attainment English and Maths  Co-operative Charter 2011 Skills Commission we will work in STEM subjects at school particularly maths and science; expand the Primary  Percentage of Oldham pupils in  GM Devolution Programme with partners to improve Engineer and Junior University schemes; and promote the work of the Regional good/outstanding schools  Greater Manchester Stronger educations and skills outcomes Science Centre.  Gap between KS2 disadvantaged Together Strategy 2013-2020 for all our young people, giving  Ensure the education offer enables young people to secure good pupils and other in combined Reading, them the best possible qualifications that enable access to meaningful employment and/or Writing and Maths preparation for adulthood and progression into Higher Education. For example, implement the  Gap between KS4 disadvantaged the world of work. recommendations of Oldham’s Education and Skills Commission in regard to pupils and other for achieving 5+ A* to Page 133 Page transforming learning outcomes through increasing educational attainment, C including English and Maths particularly at early years and secondary stage; close the gap in educational  Gap between KS4 Looked After attainment for those in care and other disadvantaged groups; introduce the Children pupils and other for achieving Youth Guarantee for 18 year-olds and introduce the Oldham Scholarship to 5+ A* to C including English and Maths help those who want to go on to University.  Pupils making the expected progress  Increase the level of the working age population with higher level skills. between KS2 and KS4 in English For example, increase the number of higher level apprenticeships being  Pupils making the expected progress offered; introduce the Oldham Scholarship to help those who want to go on to between KS2 and KS4 in Maths University; promote graduate recruitment and work experience.  Percentage of Oldham pupils in good  Increase employability through development of a number of targeted or outstanding primary schools employability and skills programmes for those furthest from the labour  Percentage of Oldham pupils in good market. For example, encourage local delivery of and access to new European or outstanding secondary schools Social Fund (ESF) provision; develop and deliver an employability programme  Number of lifelong learning enrolments for those with a Special Educational Need or disability; invest in upskilling  Weekly median wage (full-time workers programmes such as Warehouse to Wheels; improve digital skills through living in Oldham) extending current digital inclusion initiatives in libraries; improve life skills and basic levels of literacy and numeracy through the Lifelong Service and the  Number of work related opportunities Library Service. created by Get Oldham Working  Encourage schools to foster enterprise and develop entrepreneurial skills.  Young offenders engagement in For example, promote the Enterprise Hubs in every Oldham secondary school; suitable education employment or support other enterprise related activities in our schools such as the primary training school business and careers work hub; provide enterprise spaces for young  % of JSA claimants and Universal people to continue to develop their own career options thorough self- Credit claimants that are unemployed employment.  Work with partners and local businesses to support and enable the Other performance reporting channels: creation of local jobs, apprenticeships and work experience placements  Companies signed up to Fair across the borough through a series of sustained and targeted initiatives. Employment Charter For example, work in partnership to add value to the mainstream employment  Number of funding allocations made support being offered to sustain the success of the Get Oldham Working through the Enterprise Trust programme and increase the job outcomes delivered locally; encourage more  Basket of employment, skills and businesses to work with our schools and colleges; invest in innovative and education related GM performance flexible approaches to meet employer’s workforce needs; continue to promote measures, benchmarking and the public sector to offer job and work experience opportunities and ensure full milestones to track Oldham’s social value is built into local public procurement of all major contracts and contribution and performance against developments. GM priorities and targets (TBC)

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Confident Communities where everyone does their bit

Outcomes Programme activity – what we will do? (Non-negotiable delivery must-haves) We will measure Supporting strategies and policies Confident and involved Strong Local Democracy Corporate Performance report:  Co-op Housing Offer communities: We’ll work with  Ensure delivery of strong democratic structures to engage and involve  Average time taken to process local  Co-operative Charter 2011 residents and partners to create residents in decision making at all levels (local, borough and GM level). welfare assistance crisis claims  Safe and Strong Communities a co-operative borough where For example, review of current district arrangements; increased scrutiny of  Number of people lifted out of fuel  Co-operative Charter 2011 everyone does their bit and issues relating to the budget and health and social care; continued provision of poverty  Community Cohesion Framework understand the issues affecting governance training for senior leaders.  Fair Employment Charter people in Oldham and  Ensure that local resources are targeted at local needs and priorities. For Other performance reporting channels: Affordable Warmth Strategy 2014- campaign to get a fairer deal for example, develop plans for the districts to ensure that local needs and  Measures of community resilience (in 16 residents. priorities are reflected in the services delivered at a local level; invest in Local development)  GM Poverty Pledges

Leaders with devolved budgets to ensure that funding is targeted to local need  Number of people who feel that people  Armed Forces Community

and local solutions can be developed. from different communities get on well Covenant

 Support residents of all ages to get involved in civic life. For example,  Participation dashboard (covering GO,  District Plans

elected members engaging with schools and residents to increase their GOG and LWYL)  Business Plans understanding and awareness of local democracy; further opening up  Increase in number of residents who democratic processes through better use of technology; expand the ways in feel that they can influence decisions which the public can engage with the Council, particularly younger residents  Number of Oldham residents who e.g. social media public questions to districts; continue to invest in Youth volunteer Council facilities and support.  Amount of additional Benefit secured by welfare rights team (£) Developing a Co-operative Contract  Develop co-operative deals that build capacity and motivation within communities to be proactive and do more for themselves encouraging ‘something for something’ principles that reward positive behaviours. For example, give housing priority to those who are in work, volunteering or caring; introduce a Green Dividend to promote community growing initiatives.  Support residents of all ages to get involved in their community and create opportunities for social action and enterprise and a strong understanding of what it means to live in a co-operative borough. For example, encourage people (particularly parents) to become school governors and get involved with initiatives such as Love Where You Live, Get Oldham Growing, B Green and the Limehurst Agreement; secure sustainable leases

Page 134 Page for communities, where appropriate, to take on buildings and land and the management of community buildings; support the Community Energy sector, enabling communities to maximise the benefit from their assets and reduce energy bills.

Working for a Fairer Oldham  Campaign for a fair deal for Oldham residents. For example, through key campaigns and work areas such as Fair Employment, Fares Fair and Fair Energy; open a high street shop to take on expensive weekly payment stores; introduce the national living wage for all council workers; encourage other employers in Oldham to sign up to the Fair Employment Charter tackling low pay and zero hours contracts.  Maximise household income across the borough. For example, through the provision of Welfare Rights advice and working with partners to successfully deliver programmes such as Warm Homes Oldham. Healthy communities: We’ll Early Intervention and prevention Corporate Performance Report:  Oldham Plan work proactively with residents  Refocus our resources to promote early intervention and prevention of ill  Percentage of households supported  Prevention strategy and partners to promote health or complex needs. For example, increase the Early Help offer, replacing by early help with successful outcomes  Business Plans healthy, independent lifestyles. multiple overlapping services currently in place, giving individuals with complex (NEW)  All age Early Help Offer needs the skills to problem solve and enabling them to manage their own lives;  Number of troubled families worked  Health and Well-Being strategy support children on the edge of care through the Adolescent Support Unit that will with/ attached  Public Health Charter

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Outcomes Programme activity – what we will do? (Non-negotiable delivery must-haves) We will measure Supporting strategies and policies work with families to support children aged between12-17 to remain at home.  % of children who have reached a  Affordable Warmth Strategy  Work with stakeholders and across sectors to develop sustainable Good Level of Development (GLD) at  Oldham Local Safeguarding alternatives to traditional social care and support that focus on prevention the end of the Early Years Foundation Children’s Board Business Plan and early intervention to give people more choice over their care. For Stage 11-14 example, reduce reliance on high cost solutions such as emergency hospital  Percentage of eligible people (40-74)  Oldham Safeguarding Adults and admissions and residential care and help people retain the highest levels of that have been offered a NHS Health Multi-agency Safeguarding adults independence for as long as they can; lead the Well Oldham programme to Check in the year Policy identify and implement opportunities for reform at a community level to improve  Percentage of individuals aged  Active Oldham Strategy 13-18 health outcomes, especially relating to wider determinants of health. between six months and 65 years who  Adult Services Transformation  Contribute to the delivery of specific GM programmes and achievement of are in a clinical at risk group programme GM level outcomes. For example, deliver the national Troubled Families Phase (vaccinated between 1st September  GM Troubled Families Framework 2 programme for Oldham and liaise with GM to influence the development of the and 31st January) of the financial year  Better Care Fund troubled families and complex dependency work. (NEW)  Early Years Foundation Stage  Proportion of older people (65 and Improvement Strategy Getting the best start in life over) who were still at home 91 days  Support families to give their children the best start in life. For example, work after discharge from hospital into Page 135 Page with Public Health and partners to oversee the transfer of health visitors to the reablement / rehabilitation services authority and the new school nursing contract. The transfer of health visitors to  Delayed transfers of care (delayed the local authority presents an opportunity for joint working on school readiness days) from hospital per 100,000 and improved early years outcomes. The new school nurse contract will address (Average per Month) health issues which present barriers to achievement and will therefore lead to  Non-elective admissions all-age per better outcomes for children and young people throughout school life. 100,000 pop  Improve outcomes for children in the early years phase. We will ensure that  Number of permanent residential care there is co-ordinated multi-agency working to improve early years outcomes, e.g. placements (65+) expanding the opportunities for 2,3 and 4 year-olds to access high quality early  % of referrals which are repeat referrals years provision and work with the Public Health Team to give all Oldham children  Estimated Diagnosis Rate for people the best start in life. This will lead to a closing of the gap on the over-arching with dementia Early Years Foundation Stage measure of a Good Level of Development.  % of all infants due a 6-8 week check that are totally or partially breastfed Public Health  % of children aged 4-5 classified as  Run effective public health campaigns that encourage people to take more overweight or obese control over their own health. For example, increase physical activity across all ages, encourage healthy eating and improve oral health, particularly in children Other performance reporting channels: under 5.  Reduce number of children living in  Raise awareness of specific illnesses and conditions to help people get relative poverty early diagnosis and treatment. For example, dementia and diabetes  Basket of measures within the Public awareness, including support for those caring for people with the conditions and Health Annual Report to show key raising awareness in the community of ways that carers and those living with health indicators e.g. oral health in these conditions can be best supported. under-5’s, smoking and alcohol  Work with partners to introduce a radically new system for health and social consumption care services in Oldham. For example, targeted integration of services with the  Number of adults aged 19-64 who are NHS; combine improvements in people’s experiences, better health and social physically active (1x30mins; 3x 30mins; outcomes, and more efficient use of available resources across the health and 5x30mins) social care economy including the Better Care Fund.  Basket of health and health system

related GM performance measures TBC, benchmarking and milestones to track Oldham’s contribution and performance against GM priorities and targets

Safe, strong and sustainable Community Safety and cohesion Corporate Performance Report:  Co-op Housing Offer communities: We’ll work with  Work with our partners to develop communities in which people feel safe  Satisfaction with the neighbourhood as  Oldham Council Housing Strategy residents and partners to create and secure. For example, tackle criminal and anti-social behaviour which a place to live in  Business Plans cohesive communities which impacts upon people's lives, and reduce involvement in offending; implement the  Percentage of Household waste sent  Affordable Warmth Strategy

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Outcomes Programme activity – what we will do? (Non-negotiable delivery must-haves) We will measure Supporting strategies and policies are well cared for, safe and Community Safety aspects of the Community Safety and Cohesion Plan. for Reuse, Recycling or Composting  Oldham Residential Framework which have decent homes.  Encourage mutual respect and understanding. For example, create  % satisfied with street cleanliness  Early Help Offer opportunities for people from different backgrounds and cultures to mix and get to  Housing Advice Service: Preventing  Community Cohesion Framework know each other, and challenging myths and prejudice. Homelessness  Greater Manchester Stronger  Foster a shared feeling of belonging and connection to Oldham  Numbers of homelessness Together Strategy 2013-2020 Borough with people in all communities as part of building wider acceptances confidence and pride in their identity. For example, implement the Community  Total number of homes built (inc Cohesion aspects of the Community Safety and Cohesion Plan; support affordable and those built in Council community events and activities. Tax band c-g)  Number of Motor Vehicle Crimes Housing  Number of Violent Crimes with Injury  Improve the quantity, quality and access to housing for current and future Incidents residents. For example, implement Oldham’s Housing Strategy; implement  Number of Residential Burglaries Selective Licensing of Private Landlords; invest in new ‘extra care housing’ for  Youth Offending Rate (%) (NEW) older people to live independently; invest in new home adaptations for those with limited mobility. Other performance reporting channels:  % satisfied with neighbourhood as Stronger neighbourhood working place to live  Develop strong management plans for specific neighbourhoods which take  Increase in people from different in all aspects of neighbourhood management including environment, communities getting on well housing and infrastructure. For example, where we are trying to improve the  Number of prosecutions under the neighbourhood through schemes such as the Selective Licensing of Private Selective Licensing of private Landlords Landlords. Scheme  Work together with all partners (e.g. police, schools, and registered housing  Basket of waste, environmental and providers) to improve neighbourhoods and make the most of existing housing GM performance measures, neighbourhood investment. For example, invest in new neighbourhood patrol benchmarking and milestones to track vehicles with the police and fire services and bringing them together locally with Oldham’s contribution and performance council services; develop locality working between schools and members to against GM priorities and targets (TBC) tackle barriers to access and attainment; create community hubs within schools and libraries, placing them at the heart of the community; work alongside MAHDLO in developing the local Youth Offer in each district

Improve the physical environment  Encourage positive behaviours amongst residents that improve Page 136 Page neighbourhoods for themselves and others. For example, continue to roll out the Changing Behaviours programme aimed at reducing the amount of rubbish and waste being illegally disposed of across the borough; increase household recycling levels, develop an asset-based programme for local communities to identify strengths in a community.  Take enforcement action where needed to improve the standards or safety of our neighbourhoods. For example, prosecute those who continue to illegally dump rubbish and drop litter, those landlords who do not meet safe and decent standards of housing provision, and those who trade in illegal goods and services.  Effectively manage public open space to meet local need, supporting a sense of shared belonging and promoting health benefits. For example, through the introduction of land management standards to effectively manage open space and reduce costs.  Contribute to the delivery of GM programmes and achievement of GM level outcomes in relation to the Waste Disposal Authority (GMWDA). For example, delivery of shared projects with the GMWDA to increase recycling levels to meet the GM recycling target of 50%.

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A Co-operative Council delivering good value services to support a co-operative borough

Outcomes Programmes Measures/Indicators Supporting strategies and policies Getting the basics right: We’ll Supporting local leaders Corporate Performance Report:  Ethical Framework deliver the services we are  Ensure that Elected Members are equipped with the skills, knowledge and  Percentage satisfaction with the council  Oldham co-operative values and responsible for efficiently and understanding that they will need to develop and be effective in their role as  Customer Satisfaction (Contact Centre) behaviours ethically and listen to resident local leaders. For example, review the support offer and delivery of the skills and  Number of Enforcement Breaches Not  Fairness Statement feedback to ensure their development programme; provide training on developing co-operative resolved (Planning) (NEW)  Environmental Management System satisfaction with services communities and how local leaders can help facilitate this.  Percentage of complaints responded to  Environmental Policy  Ensure that a positive and healthy ‘think Member first’ culture exists and within timescales (NEW)  Climate Change Strategy that there is strong and agreed support in place to ensure that Elected  Child Protection Plans lasting 2 or more

Page 137 Page  Business Plans Members are supported to carry out and develop their role as a local leader. years  Co-operative Customer Service Strategy For example, engage with Members to understand their needs; provide members  % Children looked after who had three  Oldham Local Safeguarding Children’s with timely updates of progress on queries and service requests; provision of or more placement changes in the year Board Business Plan 11-14 support from corporate teams to teams at district level to ensure that issues are  Average time between a child entering  Oldham Safeguarding Adults and Multi- dealt with promptly and smoothly. care and moving in with its adoptive agency Safeguarding Adults Policy

parents Delivery of core services and responsibilities

 Develop and maintain a strong strategic framework to help the Council to Other performance reporting channels: achieve its ambitions, provide clear direction in times of great change and  Inspection ratings e.g. Ofsted, CQC uncertainty and contribute effectively to the ambitions of the borough. For  Number of Looked After Children example, implement the Co-operative Transformation Strategy, Adult Social Care  Resident satisfaction with the Council Strategy, ICT Strategy, and Education and Skills Strategy.  Develop a robust strategic development framework to provide a coherent approach to regeneration of the borough and its districts. For example, develop a Strategic Development Framework that links to district plans and neighbourhood plans to show how economic, social and environmental regeneration can be achieved.  Ensure services are delivered ethically and inclusively. For example, ensure that the Council meets its equality and environmental duties and responsibilities; increase the digital inclusion levels of residents.  Deliver our statutory duties and services to a good standard and ensure they are value for money. For example, delivery of the household waste collections, the elections process, and the school admissions system.  Contribute to the delivery of GM programmes and achievement of GM level outcomes in relation to strategic planning. For example, work with other GM authorities to develop the GM Strategic Framework.

Customers  Improve resident and customer satisfaction with the Council and its services. For example, transform how we think about and support residents; continual improvement and development of our people, processes and technology to be the most effective they can be; improve our customer complaint process to ensure we learn first time and effectively resolve complaints.  Enable well-evidenced, continuous improvement of services through listening to residents, elected members and partners and responding to feedback to ensure that services continue to be fit for purpose and deliver better outcomes. For example, get changes right first time through increased engagement with stakeholders, effective research and analysis of performance,

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and through looking at best practice from elsewhere.  Ensure strong performance monitoring and management across all services. For example, establish strong baselines from which we can continue to manage and compare performance, improve mechanisms that monitor and report performance to ensure they are the most effective; further strengthen performance management systems to ensure improvement where needed.

Safeguarding  Safeguard vulnerable people of all ages and greater community support and protection of vulnerable residents making safeguarding everyone’s business. For example, develop the Multi Agency Safeguarding Hub (MASH) to be the first point of contact for anyone with a concern about a vulnerable child or adult; ensure that effective processes are in place so that we listen to concerns of adults, children, their families and carers; identify risks to individuals and act on our concerns and the concerns of others.  Work with partners to deliver effective services and arrangements for vulnerable adults and children who need help and protection. For example, only use services and arrangements rated as ‘good or ‘outstanding’ from Ofsted; the provision of safe, good quality, long-term care provided by qualified and committed staff such as through the Council’s Ethical Care agreement; reward high quality care homes and tackle poorly performing care homes.

Responsible with resources: Strong Financial Management Corporate Performance Report:  Medium Term Financial Strategy We have a capable, motivated  Develop strong arrangements to ensure that the Council’s revenue and  Council Sickness Absence  Social Value Framework and healthy workforce and use capital budgets and financial management processes are working  Percentage Council spend in Oldham  Business plans all our resources responsibly to effectively to ensure that the Council activity is within affordable limits. For  Business rates (number of properties  Housing Strategy deliver services in-house or, example, ensure that the transformational programmes are in place and on track and rateable value)  People Strategy and People policies when needed commission to deliver the savings targets to support a balanced budget and using the Schools  % PPF completions  Greater Manchester Stronger Together services, which have public Forum to determine the School Funding Formula and how the Dedicated Schools Strategy 2013-2020 service, quality outcomes and Grant is allocated. Other performance reporting channels: value for money at their heart.  Get the best return on spend and investment. For example, considering how  Balanced budget we invest to get the most value and how we can use our investment to achieve  % of contracts with social value our priorities. For example, continue to implement the Social Value Framework stipulation across all contracts and identify ways to build social value into our commissioning  Council Tax value, growth and processes.

Page 138 Page collection  Review existing ways of working to reduce costs, streamline systems and processes and introduce new and improved ways of working. For example, identify how we can save money through improving the use of technology (i.e. reducing print budgets and advertising costs)  Grow the council tax and business rate bases. For example support the building of new houses on our identified sites and the new build, reuse and extensions to existing business premises and optimising revenue from those sources.

Corporate Landlord and Asset Management  Ensure that the Council’s corporate estate is aligned to meet its objectives, is safe and functional and that we use our assets and resources effectively and efficiently. For example, identifying opportunities to streamline, reduce duplication and pool with partners.  Contribute to the delivery of GM programmes and achievement of GM level outcomes in relation to assets. For example, develop the One Public Estate programme to streamline assets across the public sector in GM.

Effective commissioning and procurement  Ensure that all programmes being commissioned are evidenced, monitored

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and evaluated effectively and robustly and can evidence better outcomes and value for money. For example, develop an integrated approach to data management and ICT.  Maximise the opportunities within every contract and realise the most value from every contract across costs, social value and return.  Ensure effective and timely contract management across all commissioned activity to ensure value for money and achievement of outcomes. For example, create a corporate contract register; share best practice nationally; allocate SROs to projects according to level of risk, expenditure and length.

Co-operative workforce  Provide the organisation’s leaders with the knowledge skills and understanding to develop, manage and motivate their teams to deliver high performance in challenging times. For example, set high performance objectives for the team and individuals and manage performance of the same; build capability within the team and drive continuous improvements to the service.  Improve the capacity of the organisation by developing a highly capable

Page 139 Page workforce with the future skills required for effective working in public services such as partnership working, influencing and negotiating, commercial awareness, working with a resident focus and supporting local leaders.  Make the Council an Employer of choice and role model of the co-operative values within the borough. For example, improve people practices and processes that engage the workforce with our co-operative ambitions (such as team development and employee wellbeing strategies) that will lead to improved employee satisfaction, a raised understanding of our co-operative values and behaviours and the creation of the right organisational culture for co-operative working to flourish.

Reforming and empowering Delivering differently Corporate Performance Report:  Greater Manchester Stronger Together public services: We’ll work  Develop different ways of working and alternative service delivery models  Percentage of Oldham pupils in good or Strategy 2013-2020 with communities, partners and to encourage social growth and stronger communities. For example, outstanding primary schools  Greater Manchester Growth and Reform Districts across the borough continued delivery and development of Oldham Care and Support and Oldham  Percentage of Oldham pupils in good or Plan and Greater Manchester to Care and Support at Home. outstanding secondary schools  GM Devolution Programme reform public services and  Change the way we commission and deliver services. For example, more  Oldham Plan encourage innovation, leading partnership-based commissioning and delivery, particularly with our public and Other performance measures:  District Plans to even better outcomes and third sector partners, including other GM authorities; work with a resident focus  Basket of measures TBC from the  Business Plans service delivery. through implementation of the Community Services reform and change Oldham Plan to show progress of the programme. clusters  Identify and develop new income streams for services. For example, those  Delivery of Partnership Investment where there is a consultancy edge such as procurement, legal services, and Agreements and basket of measures finance. TBC to show their impact  Encourage independence and reduce demand for services. For example,  Basket of GM performance measures provide the most effective range of ways for people to access services with a TBC, benchmarking and milestones to focus on enabling more services to move online; expand the range of self-serve track Oldham’s contribution and options open to residents. performance against GM priorities and  Develop the systems leadership role of the Council across a number of key targets areas including education and health. For example, to continue to facilitate the development of school to school support, leadership programmes and a self- evaluative system informed routinely by student voice. This will ultimately embed a school-led self improving education system in the borough. Current programmes include school-to-school Peer Review; subject leader networks; primary school work hubs.

Commissioning Clusters

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 Work closely with our partners across all sectors to create a co-operative culture and establish Oldham as a co-operative borough. For example, establish strong working relationships between officers, elected members and partners through the Oldham Leadership Board and development of the clusters; maximise social value and promote fair employment practices across the organisation and with partners.  Develop investable propositions (Partnership Investment Agreements) across the commissioning clusters to tackle long term challenges and deliver better outcomes. For example along the lines of the Warm Homes investment agreement between partners in Oldham to lift people out of fuel poverty.

GM Devolution and City Region Working  Influence and maximise the benefits to Oldham from the GM Devolution Agreement by playing an active role in both the governance and programme development/delivery through GM Strategy/Growth and Reform Plan.  Work to further understand and articulate what the Oldham ‘ask and offer’ is of GM. For example, given the distinctive issues and opportunities that Oldham has, being clear about what we need from GM to secure the best outcomes for Oldham from the City Region and ensure Oldham plays a full and active role in GM.  Development of the GM Health and Social Care arrangements arising from the devolution of budgets and governance to GM level. For example, align our health and social care integration plans to those of GM and contribute to the development of the processes.

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Agenda Item 11

Report to Overview & Scrutiny Board

Multi-Agency Safeguarding Hub

Portfolio Holder: Cllr Jenny Harrison Cabinet Member Social Care and Safeguarding

Officer Contact: Maggie Kufeldt Executive Director Health and Well-Being

Report Author: Bruce Penhale Head of Service MASH, Stronger Communities and Oldham District Team

Ext. 4196

16 June 2015

Purpose of the report

This report provides an update on development of the Multi-Agency Safeguarding Hub (MASH), and invites the views of the Overview and Scrutiny Board on progress to date and planned changes.

Recommendations

The Board are recommended to consider the developments in the MASH to date, the plans for future development and any other potential opportunities for service improvement.

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1. Purpose of this report

1.1 This report provides an update on development of the Multi-Agency Safeguarding Hub (MASH), and invites the views of the Overview and Scrutiny Board on progress to date and planned changes.

2. Background

2.1 The Overview and Scrutiny Board received a report about the MASH in June 2015. This set out the background to the establishment of the MASH in November 2013, and described how it operates. Reports about Early Help and Adult Safeguarding were presented in January 2016.

2.2 The MASH was formally established by co-locating a range of professional and administrative staff from agencies onto Level 9 of the Civic Centre. The services brought together had responsibility for safeguarding children and vulnerable adults, and what was then the Family Common Assessment Framework (CAF) team supporting early intervention for families, together with other services where there were clear links to broader safeguarding. Bringing together this range of services enables the MASH to cover the whole spectrum from early intervention right through to protection of adults and children.

2.3 Since April 2015 CAF has been replaced by the Early Help Assessment, which is used to determine the most appropriate support. There is a tiered offer spanning: community based support; low intensity support; medium term engagement work; and intensive support over a longer period. Individuals and families can also be referred to specialist services e.g. around mental health or drugs and alcohol where required.

2.4 The inclusion of Early Help in the MASH supports wider public service reform by helping to reduce demand on high cost specialist services and providing support at the earliest opportunity. The aim is to enable individuals and families to develop the skills and confidence to become independent, self-reliant and able to care for themselves and their families. It supports the “Early Help” recommendations from the Munro Review of Child Protection (May 2011) to provide support at the earliest opportunity to prevent escalation of issues to the point of crisis.

2.5 Co-location of the social care safeguarding services for children and adults with police and NHS staff improves the timeliness and effectiveness of information sharing, supporting faster and better informed decision making.

3. MASHs in other areas

3.1 In order to develop benchmarking against other services, we are currently gathering information about MASHs in other areas. While all authorities must have arrangements in place for safeguarding children and vulnerable adults, not all of these deliver this through a co-located multi-agency team.

3.2 Across the North West there are 23 local authorities responsible for social services (which include metropolitan districts, county councils and unitary authorities). The current position of these in relation to MASH development is summarised below:

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Current arrangements No. of districts Information not yet available 6 Do not have a MASH 3 Children’s safeguarding only 7 Children’s safeguarding plus early help 2 Children’s safeguarding plus early help plus adult 1 safeguarding relating to domestic abuse only Children and adults safeguarding 1 Children and adults safeguarding plus early help 3

3.3 The table above includes arrangements which operate like a MASH, even if the authorities use a different name for the arrangement. Of the 17 for which information is currently available, all but three have some kind of MASH in operation. However in most of these the service only deals with children’s safeguarding. A number of these are in the process of developing an adult offer.

3.4 Oldham, Stockport and Knowsley are the only three districts in which the current offer includes safeguarding of both children and adults, together with early help services. Officers are following up with relevant districts to find out about how their systems work, and share learning about our experiences.

4. Developments in the MASH

4.1 The vision for the MASH is for it to be a high performing, multi-agency team which provides Oldham’s single point of access for:  Safeguarding referrals to protect children, young people or adults from abuse or neglect; and  Care and support services which enable individuals or families to meet their long-term needs, prevent or delay needs becoming more serious, lead independent lives and reduce dependence on public services.

4.2 Partner organisations in the MASH share information effectively to support good and timely decision making about safeguarding, and the prevention and detection of crime.

4.3 The MASH has a particular role in ensuring that individuals or families with complex needs, which require the involvement of more than one agency, access the most appropriate support or intervention.

The staff currently located on Level 9 are:  MASH Co-ordinator;  Children’s safeguarding team (includes a permanent MASH team and staff from the Children’s Assessment Team located in the MASH on a rota basis);  Adult Social Care Contact team (ACT);  Early Help process and development team, including Independent Domestic Violence Advisers;

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 Bridgewater Trust Children’s Safeguarding team;  Pennine Care Adult safeguarding nurse;  Greater Manchester Police Public Protection Investigation Unit officer;  Greater Manchester Police Strive team (pilot project offering an enhanced service for “standard risk” domestic violence cases);  Community Safety Services, including Criminal Justice Co-ordinator and Alcohol Delivery Plan Co-ordinator;  Partnership Analyst and Researcher.

4.4 There have been a range of changes to the MASH since the last report to the Board in June 2015.

a) Children’s safeguarding

In relation to Children’s safeguarding the number of safeguarding referrals increased during the last few months of 2015. In order to better manage the pressure on the team, staff from the Children’s Assessment Team started to be located in the MASH on a rotating basis. Safeguarding concerns are triaged by the duty team in the MASH, and where a full social care assessment is required, this is undertaken by the Children’s Assessment Team. Having members of this team in the MASH enables them to pick up referrals more quickly, and also to be involved in strategy meetings with partners in the MASH ensuring greater continuity of social worker involvement.

b) Adult social care

The Adult Contact Team (ACT) moved into the MASH from Southlink in early May. This means that all new adult social care referrals are now routed through the MASH. This links to wider changes within adult social care. Previously safeguarding concerns were managed by a separate adult safeguarding team, rather than being part of the role of all social workers. A small team of adult safeguarding staff were based in the MASH, and undertook triage of safeguarding referrals. They also provided a lot of safeguarding advice to social workers, and dealt with a range of other issues. This involved close liaison with ACT because referrers often contacted the MASH safeguarding team with concerns which were not actually safeguarding (for example because they were worried about a person’s well-being, even though the person was not experiencing, or at risk of, abuse or neglect).

As part of the Council’s response to the Care Act 2014, new policies and procedures have been introduced for Safeguarding Adults from Abuse and Neglect. Linked to this, services have been restructured, and social workers are now responsible for investigating safeguarding concerns about their clients, rather than this being undertaken by a separate safeguarding team. Where referrals relate to individuals who are not already open to social care, local authority led safeguarding investigations are undertaken by members of the ACT team within the MASH.

A second key area of change is that co-locating ACT in the MASH makes it easier to refer individuals with support needs to Early Help rather than needing to engage with adult social services. This is enhancing the preventative support offer for adults. An

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example of this would be older people experiencing social isolation. While they might not be eligible for support from adult social care, providing some time limited assistance through Early Help to increase their social contacts and access to community based support can both address their social isolation, and potentially prevent or delay them needing to access more costly health and social care services.

c) Changes to the health safeguarding team

The Council has recommissioned health visiting and school nursing services, as a result of which Bridgewater NHS Trust replaced Pennine Care NHS Trust as the provider of these services. Pennine Care had previously located their whole safeguarding team within the MASH, and there was a concern that the recommissioning could impact upon these arrangements. However there has been effective collaboration between organisations in managing the change and TUPE transferring staff, which has ensured continuity of health safeguarding personnel in the MASH with the team now involving staff from the two different providers.

d) Transfer of Independent Domestic Violence Advisers (IDVAs) into Early Help

There has been an internal transfer of the IDVA service from Community Safety Services into Early Help. This is important because it has facilitated use of this specialist team in upskilling other Early Help staff to improve their understanding of how to support victims of domestic violence. It has also enabled the integration of IDVA support for people seeking to leave an abusive relationship with other practical support for the individual/family.

5. Next stages in the development of the MASH

5.1 A number of developments are planned for the MASH during the coming year which will offer a range of potential benefits as follows:

Benefits for individuals and families Benefits for organisations 1. Provide a clear pathway for partners and the 1. Support a shift towards public to enable individuals and families to prevention, helping to reduce access appropriate care and support. demand on more costly higher 2. Deliver a better informed, and better co- level services. ordinated, triage process which enables 2. Reduce staff time involved in individuals and families to access the right processing referrals. services faster, with less re-referral between 3. Provide potential economies services at a later stage. of scale from integrating triage 3. Increase referral into early help so that problems processes. are prevented from getting worse. 4. Provide information which 4. Enable the MASH to have a better informs service improvement. understanding of the range of individuals and families needing support, so that services can be better tailored to need. 5. Improve the response for individuals and families with more complex needs, which require the involvement of more than one agency.

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a) Mental health services for children and young people

From 18 July 2016, the MASH will become the single point of access for Healthy Young Minds Oldham (HYMO) (formerly Child and Adolescent Mental Health Services – CAMHS). From that date referrals relating to the mental health of children and young people e.g. from GPs will come into the MASH and be jointly triaged there, with HYMO staff attending the MASH each morning to support this. HYMO estimate that around half of their current referrals do not meet the criteria for accessing this specialist service. Undertaking the triage in the MASH enables those not eligible for HYMO to be offered a referral for lower level mental health support through Early Help services instead (subject to the child and their parent/carer consenting to this). Currently the referring service would be notified that the child or young person was not eligible for support, and the referring professional would then need to consider alternative options.

A recent national report by the Children's Commissioner estimated that more than a quarter of children referred to mental health services in England in 2015 did not receive any help - mostly on the grounds that their illness was not serious enough. This development in the MASH will help to address this concern within Oldham.

Further discussions are planned in relation to adult mental health. b) Expand partner engagement in the MASH

Although both the National Probation Service and the Greater Manchester and Cheshire Community Rehabilitation Company are already part of information sharing arrangements within the MASH, there are discussions about strengthening their involvement further. Discussions are also planned with GM Fire and Rescue Service, and there is ongoing work to develop the existing linkage with One Recovery who provide support for people in recovering from addiction. c) Establish a single point of entry with integrated triage arrangements

There are currently multiple points of entry into the MASH and, while teams within the MASH work closely together, there is potential for them to operate in a much more integrated and effective way. For example, some referrals to the children’s social care team do not require a safeguarding response and support might most appropriately be provided through Early Help instead. However a more integrated triage process would enable these decisions to be taken more quickly, reducing the response time and the work required by staff to achieve the most appropriate outcome.

It is therefore planned to establish a single point of entry to the MASH with integrated triage arrangements. This is linked to the idea that referrals are made to the MASH (rather than to e.g. adult social care or Healthy Young Minds Oldham) and that these are triaged within the MASH so that they are routed to the most appropriate service.

This will involve:  Streamlining entry routes into the MASH with a single phone number (probably 0161 770 7777 which will replace 0161 770 3790 for children’s services and 0161

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770 1122 for adults); e-mail address, fax number and web-based referral form. This is linked to the idea that referrals are made to the MASH;  Re-engineering business processes within the MASH so that there is a co-ordinated approach to managing incoming contacts, and jointly triaging these. An important consideration in this is ensuring oversight by social workers to ensure that all potential safeguarding concerns are identified and investigated.  Introducing a single contact recording process so that key information about all incoming contacts is recorded in a single system, enabling performance of the MASH as a whole to be managed effectively and the subsequent outcomes of referrals to be tracked. Currently contacts are recorded across a range of systems, making it difficult to oversee MASH performance as a whole.

5.2 It is planned to introduce these changes in two phases to enable change to be introduced in a managed way which does not impact on service performance. The first phase of integration is planned to go live on 18 July, and will involve the integration of triage processes around services working with adults and services working with children/families with children.

5.3 In phase 2 processes will be brought together across people of all ages. A date has not yet been agreed for this, because further work is required on specifying and commissioning work on IT systems.

5.4 Currently referrals come in separately to different MASH teams and, while they liaise with each other, triage is undertaken separately. At Stage 1 there will be two clusters of services for triage purposes:  Children / families with children – comprising Children’s Social Care, Healthy Young Minds Oldham and Early Help; and  Adults – comprising Adult social care and Early Help.

5.5 Other services within the MASH – such as the police and health safeguarding staff – will continue to contribute to information sharing and triage across both clusters. Telephone callers to the MASH will be asked to press different numbers for referral to the relevant team.

5.6 There will be a programme of communication during the month leading up to the launch of the integrated service in order to ensure that services are aware of the change to the MASH contact arrangements. This will include, for example, all schools and doctors surgeries, other partner organisations, council services and councillors. As part of this, the publicly accessible web based information about the MASH and the constituent teams is also being updated. Systems will be set up so that when people call the old number they will receive a message informing them of the new number.

5.7 The preparation will also involve staff training about the new business processes, and information recording systems.

5.8 The stages of development are summarised schematically in Appendix 1

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6. Plans for measuring MASH performance

6.1 The figure below shows the volume of contacts to the MASH during May 2016. In total there were over 1,000 contacts to MASH services during the month.

6.2 The introduction of the new arrangements from July will improve the ability to measure performance in the MASH since all contacts will be recorded in the same system. The total number of contacts will be recorded, and then the triage decision of these in relation to the “referral” to a service (e.g. Early Help).

6.3 The system will record a range of information about contacts, including:  Contact method (e.g. phone, e-mail, on-line referral)  Contact source (e.g. school, police, health visitor, self referral)  Who the contact concerns (adult or child)  Presenting issues (e.g. abuse, neglect, mental health, relationships or Care Act outcomes such as being able to maintain personal hygiene etc)  Time to make triage decision (based on the difference between the date and time the contact was made and the date/time when a triage decision is recorded on the system)  Triage outcome (e.g. Early Help, Adult Services, Children’s social care, Healthy Young Minds)

6.4 While there are performance management arrangements around individual services such as children’s safeguarding and Early Help, an overall performance outcome will be whether concerns are repeatedly raised with the MASH in relation to the same individuals or families. Analysis of representation rates will inform assessment of the outcome of support from services.

6.5 There are some complexities within this in distinguishing between those which are genuine recontacts, and those where the recontact with the MASH is a “step down” of services. For example, concerns raised about a family could lead to the involvement of social services. At the point at which the social care involvement ceased it might be agreed that further work should be undertaken by Early Help referral to address some specific needs (e.g. around the family’s finances or in managing a child’s routines and behaviour). This “step down” to Early Help would not be a new MASH contact, but a continuation of the support to the family.

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MASH service contacts - May 2016

Early Help, 243

Adult social care, 411 IDVA, 56

Children’s social care, 352

7. Key Issues for Overview and Scrutiny to Discuss

7.1 The Board are recommended to consider the developments in the MASH to date, the plans for future development and any other potential opportunities for service improvement.

8. Links to Corporate Outcomes

8.1 The MASH particularly supports Corporate outcomes 2 and 3 – Confident communities where everyone does their bit, and a co-operative Council delivering good value services.

8.2 Prevention is integral to the ethos of the MASH, together with the delivery of services which enable people to take control of their own lives. The Multi-Agency approach also focuses upon making the best use of the collective resources of partners in order to achieve the best outcomes as efficiently as possible.

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APPENDIX 1 – MASH DEVELOPMENT

Page 150 9 Agenda Item 12

Report to OVERVIEW AND SCRUTINY BOARD

ULTRASONIC MOSQUITO DEVICE POLICY

Portfolio Holder: Councillor Brownridge, Cabinet Member for Neighbourhoods and Cooperatives

Executive Director: Maggie Kufeldt, Health and Wellbeing Directorate

Report Author: Lorraine Kenny, Community Safety Manager Ext. 1582

13th June 2016

Purpose of the Report

To present the updated Mosquito Device Policy following Task and Finish Group meetings and meetings held with the Youth Council.

Executive Summary

In September 2015, the Youth Council presented a Motion to Council regarding the use of Mosquito Devices. The motion was referred to Overview and Scrutiny.

Recommendations

The Board is requested to note and endorse the updated Mosquito Policy for approval.

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Overview and Scrutiny Board [Date]

Ultrasonic ‘Mosquito’ Devices

1 Background

1.1 The Youth Council presented a motion to Full Council in September 2015 related to Mosquito Devices. The Full Motion was:

“Inhumane, discriminatory and ineffective… The „Mosquito Device‟ is an alarm that emits a high-frequency sound that can only be heard by people under the age of 25. We believe that the mosquito device should not be used against young people and believe that its use should be prohibited. Mosquito alarms are strategically placed outside of buildings where anti-social gatherings are known to take place. The purpose of its presence is to disperse groups of young people and to prevent loitering around buildings. It has come to our attention that there is a mosquito device in operation in the Shaw and Crompton ward. Its presence has been highlighted to the Youth Council directly from young people and has been an issue that has been raised on social media. We believe these devices are unjust as they specifically target young people regardless of their behaviour. It therefore threatens the fundamental human rights of young people and in our opinion, alongside that of the Council of Europe, we believe the use of the device also breaches the UN Convention on the Rights of a Child „Article 37‟ (Inhumane Treatment and Detention)1 The device is incapable of differentiating between those who are anti-social and those who are not, causing a breach of „Article 15‟ of the UN Convention on the Rights of a Child (Freedom of Association)2. The right entitles children and young people to assemble freely and without restriction if doing so peacefully, which the mosquito alarm prohibits without inflicting “torture”3. We understand that anti-social behaviour is an issue that should always be challenged; we also know that young people are not the only demographic who are involved in anti-social behaviour. Using these devices is not a proportionate response to loitering as groups causing a nuisance can simply move somewhere else. The use of the device doesn‟t effectively tackle the issue, it simply moves it elsewhere. We propose that Oldham Metropolitan Borough Council officially support the ban and prohibition of the installation and use of the Mosquito Device throughout Oldham. We ask that you vote in favour of our motion to prevent further ill treatment and discrimination of young people by the means of this device.”

2 Current Position

2.1 A series of workshops took place with representatives of the Overview and Scrutiny Board, Ward Councillors, Community Safety and the Youth Council. It was agreed that the policy should be updated and consultation take place with the Youth Council. This was undertaken in May 2016.

3 Key Issues for Overview and Scrutiny to Discuss

3.1 Does the Overview and Scrutiny Board consider the policy document „fit for purpose‟?

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4 Key Questions for Overview and Scrutiny to Consider

4.1 Does the draft policy need to be circulated to all Elected Members for comment prior to final approval be sought?

4.2 Does the Overview and Scrutiny Board wish to consider a review of the policy in 2 years time?

4.3 Does the Board wish to receive any updates on the use and impact of the policy?

5 Appendix

5.1 Ultrasonic „Mosquito‟ Devices Policy Document June 2016

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Ultrasonic ‘Mosquito’ Devices

Policy Document

June 2016

Page 155

1. Contents

Introduction 3

Background 3-4

Proportionate Response 4-5

Consultation 5

Decision 6

Review 6

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Page 2 of 6 Ultrasonic ‘Mosquito’ Device Policy June 2016 2. Introduction

2.1 Tackling anti-social behaviour (ASB) in our communities and protecting vulnerable persons from harm from others is a priority for Oldham Council and the wider Community Safety and Cohesion Partnership.

2.2 The Council is committed to early intervention and prevention work to protect communities from ASB and we will use all tools and powers available in a proportionate and reasonable manner. The Council will also use formal enforcement measures if these are required to control the behaviours of individuals and groups.

2.2. The use of an ultrasonic ‘mosquito’ device to deter individuals and groups who are engaging in ASB will be available as a tool for the Council to use in its efforts to tackle anti-social behaviour.

2.3 This Policy will set out the circumstances in which an ultrasonic ‘mosquito’ device may be used. The Policy will detail steps to be taken before such a device is considered, the consultation process which will be carried out and the review process for any installed devices.

2.4 This Policy does not relate to private installations of ultrasonic ‘mosquito’ devices by individuals or private businesses.

3. Background

3.1 The Crime and Disorder Act 1998 introduced a statutory duty to ensure local authorities consider crime and disorder in all aspects of service delivery.

3.2 The Anti-Social Behaviour, Crime and Policing Act 2014 introduced a new mechanism for individuals and communities to trigger a statutory process where there is a belief that there has been a failure to respond appropriately to reports of anti-social behaviour. The Council is subject to this mechanism, which is called the ASB Case Review (also referred to as the ‘community trigger’)

3.3 The introduction of the ASB Case Review effectively places a statutory duty to respond to complaints of anti-social behaviour. The process can be commenced in circumstances where there have been 3 reports of anti-social behaviour in relation to the same issue over a six month period.

3.4 It is therefore essential that the Council is able to consider the use of all available tools and powers.

3.5 The use of the ultrasonic ‘mosquito’ device has been controversial and there have been calls to ban their use.

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Page 3 of 6 Ultrasonic ‘Mosquito’ Device Policy June 2016 3.6 In 2010 following the issue of guidance by the Council of Europe on the use of the devices, the government advised that they “believe that it is for local agencies dealing with anti-social behaviour, to decide whether or not to use the devices, and to use them according to the manufacturer's instructions.”

3.7 There has been no definitive evidence of long term health implications for persons exposed to the device.

3.8 Whilst developing this policy, there has been full consideration of the Equality Act 2010 and the potential impact on persons with protected characteristics under the Act.

3.9 Should any future installations be considered then an Equality Impact Assessment will be undertaken before any final decision is made. In order to determine proportionality of response, the exercise will include an assessment of the likely level of harm which may be caused should the anti-social behaviour continue.

4. Proportionate Response

4.1 The Council will not take any action against persons who simply gather together in a geographical location, unless there is evidence that anti-social behaviour is occurring.

4.2 The Council works with partners within the Community Safety and Cohesion Partnership to tackle anti-social behaviour and uses a variety of options to address complaints of anti-social behaviour.

4.3 The identification of persons involved in anti-social behaviour is key to enabling the Council to achieve behaviour change through informal and formal measures.

4.4 Informal measures which the Council, working with partners, use include;

 1st and 2nd warning letters which signpost individuals to more positive activities  Warning Interviews  Acceptable Behaviour Contracts  Tenancy Warnings

4.5 Formal measures which the Council, working with partners, use include;

 Community Protection Warnings and Notices  Civil Injunctions  Criminal Behaviour Orders  Public Spaces Protection Orders  Dispersal Orders  Closure Orders  Tenancy Enforcement Page 158

Page 4 of 6 Ultrasonic ‘Mosquito’ Device Policy June 2016 4.6 All reasonable attempts will be made to identify persons responsible for anti- social behaviour. The Council will work closely with communities, the District Teams, the Neighbourhood Policing Teams, the Detached Youth Team and Youth Groups, Elected Members, Schools, Colleges and any other organisations or groups deemed appropriate, who may be able to confirm the identities of those responsible. Such measures may include overt and covert surveillance.

4.7 The use of the ultrasonic ‘mosquito’ device will only normally be considered in extreme circumstances where there is sustained anti-social behaviour and the persons responsible cannot be identified or where the level of harm being caused to individuals or communities is significant and serious enough to justify the installation.

4.8 The installation of any ultrasonic ‘mosquito’ device is a temporary measure and should not be installed for a longer period than is necessary. If such an installation fails to control the behaviours in a locality, then a long term environmental or situational crime prevention solution should be pursued.

5. Consultation

5.1 Prior to the installation of any device, the Council will consult with;

 The community, residential and business, in the immediate locality of where the installation of a device is being proposed*;  The two closest schools/colleges to the location of where the installation of a device is being proposed**;  The District Team relevant to the area;  Elected Members who represent the ward where the installation of a device is being proposed;

* Parents and Guardians will be encouraged to discuss the potential installations with any young people within their household to ensure they have the opportunity to respond to the consultation.

** The closest faith school(s) will also be consulted if they are do not fall within the category of being one of the two closest to the location of where the installation of a device is being proposed.

In the event that consultation starts during the school summer break, then there will be consultation with locally identified youth groups.

5.2 The consultation period will be determined by the seriousness of the situation but will be for a minimum of 7 days and for a maximum of 17 days.

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Page 5 of 6 Ultrasonic ‘Mosquito’ Device Policy June 2016 6. Decision

6.1 The final decision on the installation of any ultrasonic ‘mosquito’ device will only be taken after full consideration of the consultation responses and the Equality Impact Assessment.

6.2 The final decision will be taken by a panel which will include;  The relevant District Co-ordinator; and  Elected Members for the relevant ward

6.3 The panel will also include one representative from  Oldham Youth Council;  Oldham Council - Community Safety Services;  Oldham Council - Environmental Health; and  Greater Manchester Police

6.4 Any decision in favour of the installation must include details of the timings that the device will be active.

7. Review

7.1 If the panel agrees that it is necessary and proportionate to install an ultrasonic ‘mosquito’ device, then details of the time periods that the device will be active must be determined and recorded by the panel.

7.2 The installation will be reviewed by the panel on a monthly basis to determine:- a) its effectiveness; and b) whether or not the device needs to remain in place

7.3 Monthly reviews will then continue to be undertaken for the remainder of any period that the device remains in place.

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Page 6 of 6 Ultrasonic ‘Mosquito’ Device Policy June 2016 Agenda Item 13

Report to OVERVIEW AND SCRUTINY BOARD

Overview and Scrutiny Annual Report for 2015/16

Portfolio Holder: Councillor Colin McLaren, Chair of the Overview and Scrutiny Board

Officer Contact: Dami Awobajo, Head of Business Intelligence

Report Author: Lori Hughes, Constitutional Services Officer Ext. 4716

th 13 June 2016

Purpose of the Report

For the Overview and Scrutiny Board to review the Overview and Scrutiny Annual Report for the 2015/16 Municipal Year.

Executive Summary

The report outlines the purpose of Overview and Scrutiny, the roles and responsibilities of the Overview and Scrutiny Board and Performance and Value for Money Select Committee. The report is a summary of the work undertaken by Overview and Scrutiny during the 2015/16 Municipal Year.

Recommendations

For the Overview and Scrutiny Board to commend the Overview and Scrutiny Annual Report to Full Council.

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Report to Council

Overview and Scrutiny Annual Report 2015/16

Report of: Cllr Colin McLaren, Chair of Overview & Scrutiny

Officer Contact:

Report Author: Lori Hughes Ext. 4716

13th July 2016

Reason for Decision

To provide Council with an overview of the contribution made by Overview and Scrutiny during 2015 / 16 as required in line with the Council’s Constitution.

Executive Summary

The report outlines the purpose of overview and scrutiny, the roles and responsibilities of the Overview and Scrutiny Management Board and Performance and Value for Money Select Committee, a summary of the work undertaken by overview and scrutiny during 2015/16 and an outline of how individuals can get involved in overview and scrutiny in Oldham.

Recommendations

That the report be approved.

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Council [date]

1. What is Overview and Scrutiny?

1.1 All local authorities with an executive model have an Overview and Scrutiny (O&S) function, which was introduced by the Local Government Act 2000.

1.2 Overview and Scrutiny bodies are made up of Elected Members (Councillors) who are not members of the Cabinet but who hold those decision makers who are members of the Cabinet to account. The Overview and Scrutiny process is not political – it is driven by the interests of the residents of Oldham.

1.3 O&S bodies cannot make decisions, but instead examine policies, decisions, areas of work and make recommendations to the Cabinet. It acts as a “critical friend” to the Council and its partners around the decision-making process and uses informed debate and evidence to make its recommendations.

1.4 Scrutiny works to drive forward improvements to the Council’s policies, procedures and delivery.

2 Policy Development

2.1 The key focus of overview and scrutiny work is to influence and develop policy. O&S can do this through the following ways:

2.2 Decision-Making Scrutiny - Holding the Executive to account is a key part of the O&S role. This is done through receiving reports at Committee, Call-in and questioning of Cabinet Members at scrutiny meetings.

2.3 Pre-Decision Input - Input on draft policies and strategies before they have been agreed by Cabinet or Council helps to ensure they are more robust and that a check and balance process is in place. It also provides an opportunity for cross party consensus to be development on issues such as the Corporate Plan, Education Strategy and Council Tax Reduction. O&S can act as a consultee in respect of such policies and potential new legislation.

2.4 Monitor and Track Implementation of Recommendations - Ensuring that the views and contributions of Overview and Scrutiny have been considered when work is undertaken to improve services – an essential part of the scrutiny process.

3 Roles and Responsibilities

3.1 Overview and Scrutiny Management Board

3.1.2 Membership  Councillor McLaren (Chair)  Councillor Ball  Councillor Dean  Councillor Garry  Councillor Judge

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 Councillor Klonowski  Councillor Williams  Councillor Williamson

3.1.3 The Overview and Scrutiny Management Board leads the development of the Overview and Scrutiny process in Oldham. The Board chooses issues and topics to look at during the year, be it reviewing a proposed policy in advance of decision or considering the impact of a key decision made by the Council.

3.1.4 The Board is also responsible for:  Publicly holding the Executive to account for delivering the Council’s priorities and for the decisions they make.  Examining any matters of wider public interest (not just Council services) which affect the wellbeing of the Borough and its people.  Having a statutory role scrutinising substantial developments or changes to National Health Services and Crime and Disorder issues.

3.1.5 During the last year, the Chair also continued to meet with the senior managers in each of the Council’s Directorates. At these meetings, the Chair and officers considered issues Overview and Scrutiny could potentially add value to regarding the development of Council services, policies and the decision making process.

3.1.6 Health Scrutiny Sub-Committee

The Sub-Committee was established to discharge the responsibilities of the Council for health scrutiny functions, receive and respond to referrals from Healthwatch Oldham and also scrutinise the Health and Wellbeing Board and its appropriate policies and strategies to include the Joint Strategic Needs Assessment.

3.2 Performance and Value for Money Select Committee

3.2.1 Membership  Councillor Wrigglesworth (Chair)  Councillor Briggs  Councillor M. Bashforth  Councillor Malik  Councillor McCann  Councillor Murphy  Councillor Mushtaq  Councillor Roberts  Councillor Sheldon

3.2.2 The Performance and Value for Money Select Committee considers how the Council and its partners are performing and whether value for money is being provided for the people of Oldham. It also monitors the implementation of recommendations which Overview and Scrutiny has had accepted by the Council’s Cabinet.

3.2.3 One of the most important aspects of the Select Committee’s role is to examine the Council’s budget proposals each year. This involves considering various stages of both the administration’s budget and any alternative budget proposals put forward by the opposition. During 2015/16 this included three tranches of budget proposals.

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3.2.4 The Select Committee also examines the Council’s corporate performance report on a quarterly basis and considers the performance and value for money of the Council’s work undertaken with partners.

4 Where has O&S contributed in 2015/16?

4.1 O&S Management Board: Key Plans and Strategies

4.1.1 Oldham Education and Skills Commission – the Board were provided with an update on the Commission report and the 19 key recommendations which had emerged from the Commission’s research. The partnership with independent partners was explained along with the implementation board which would be led by a practitioner. Targets had been established with education providers. The themes were transforming outcomes, cooperative contribution and alignment of the education system with the economy. Consultation, governance arrangements and the next steps were outlined to the board. The Board commented on the importance of communicating with school governing bodies, the needs and aspirations of young people and questioned funding for those pupils who were less able and those who were not pushed to their full potential. Members also queried the expenditure per pupil at primary and secondary level. The Training of governors was also raised to include questions to ask to challenge headteachers. Members also raised the role of ward councillors which could be developed. Members also raised the need to develop a closer relationship with primary and nursery schools. The Board would continue to review this area in its 2016/17 work programme.

4.1.2 Pupil Place Planning and Education Capital Strategy – The Board were provided information related to the prediction in demand for schools which was critical to the planning of the correct amount of school places in the correct geographic location to satisfy demand. Members were informed of the methodology used and the long term strategy and funding criteria. The Board were informed that this would need further review with regard to the Government’s announcement related to Academies. Members expressed concerns related to Free Schools and provision which could not be maintained. Members sought clarification on basic needs allocation, if there was input from Planning on building new homes, provision for pupils with learning needs and the scope for the Council to develop its own academy chain.

4.1.3 Affordable Warmth Strategy – The Board were provided with an update on the scheme which was being delivered by a number of partners who offered help to tackle fuel poverty. The project had been recognised nationally. Funding had been secured for 2016/17 and discussions were ongoing for a delivery model across the sub-region. Members were informed that referrals were encouraged through front line staff. A steering group met quarterly. Members expressed their thanks to the team for the work which had been done.

4.1.4 Homelessness Strategy – The Board were presented with the process of the development of a new five-year Homelessness Strategy. The strategy set out how it would work with partners to address homelessness issues in the Borough. The Board were advised of pressures which included the impact of welfare reform on not only the Council but other housing providers. The Board noted the number of achievements which included letting social-rented homes through a Common Allocations Framework, modernised approach to temporary accommodation; increased access to the private sector; and pre-tenancy training where there was a high risk of new tenants not maintaining their tenancy. Key challenges outlined included housing supply to meet demand; impact of Welfare Reform; unrealistic expectations; public sector funding cuts; current economic situation and the impact on benefits and barriers to access accommodation. The Board questioned the prevention and early intervention when working with young people and were informed about provision in those situations. Members received clarification on the number of

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homeless and support available. Clarification was provided on the classification of homelessness. The Board expressed concern around unfit accommodation.

4.1.5 Generation Oldham – the Board noted progress on the programme which included a network of community energy collaborators being in place, increased resident awareness of community energy options and opportunities, bespoke package of support and development opportunity and secured external resources which supported schemes and built community capacity. Members were advised of the delivery by a new Community Benefit Society which set up to deliver installation of photovoltaic panels. The Oldham Community Power Limited company was highlighted to the Board. The Board queried the use of biomass and it was explained that this was not in Phase 1. The Board also queried the use of former coal mines and it was explained that the Coal Authority were being consulted and a feasibility study being investigated. Members also questioned the role of the planning process in new build programmes and if the Council had influence in persuading developers to include sustainable energy. Members noted that primary schools had been included and secondary schools had not and were informed that these would be included in Phase 2.

4.1.6 Public Services Reform – the Board were presented with an update on the Early Help Offer which had been formally established in April 2015. The model was made up of internal Council services which provided intensive support the infrastructure which supported the delivery, the externally commissioned part of the service provided lower level support and engagement. The Board noted the excellent progress to date and the relatively high number of referrals to Early Help. There were high numbers of people being supported by the engagement casework and positive outcomes for those people supported by the service which included work and skills; crime and anti-social behaviour; school attendance and behaviour; housing; mental well-being; and drugs and alcohol. The Board enquired as to how referrals were made; asked about the work of the GPs and the Clinical commissioning Group (CCG) and financial risks.

4.1.7 Highway Asset Management Policy, Framework and Strategy – The Board considered the document which was a requirement of the Department for Transport. The document detailed the strategy for the whole of Highway Infrastructure Assets and the individual processes for the maintenance of all major highway assets. The processes had been developed for best value for money. The Board recommended the information related to the testing of reinstatements completed by utility and other companies and made reference to fines where such was found to be substandard, qualification of operators and reference was made to Highways England. The Board endorsed the report.

4.1.8 Two Year Plan for Delivering the Offer to Two Year Olds (Early Years) and Extended Offer to all Three and Four Year Olds – The Board reviewed information related to the entitlement of free early education for disadvantaged two year olds. Success was dependent upon all parties – parents, early education providers, health professionals, children’s centres and the wider council. A challenge had been to secure sufficient places in good quality early education settings and over the course of the project, there had been a 164% growth in the number of places funded across the borough. The Board were informed of the impact of the Child Care Bill (2015) and the extension of the entitlement to three and four year olds but the impact could not yet be assessed.

4.2 O&S Management Board: internal and external consultations

4.2.1 Review of Gambling Policy – the Board were presented with the changes to the Gambling Policy which was reviewed every three years. The changes included revision of the Operator’s Licence Conditions and Codes of Practice by the Gambling Commission. The Board commended the report to Full Council.

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4.2.3 Greater Manchester Spatial Framework – The Board were presented with the framework consultation and call for sites. The Framework identified land needed to meet housing and business needs and the management of future supply of land across Greater Manchester. The key issues for Oldham were housing, employment and transport and the lack of opportunities in north and east Manchester. Members sought clarification on the impact on education and health facilities which the Local Plan would need to address. Transport links had improved and a development corridor created along the tramline with employment opportunities.

4.3 O&S Management Board: Services monitored

4.3.1 Multi-Agency Safeguarding Hub - The Board received information on the work of the agencies in the hub as well as progression in the development in the next phase. The MASH had been designed to streamline the routes for referrals and notifications to the local authority was a safe environment where safeguarding partners shared information in a dynamic way which identified and assessed risks. The Board requested that a presentation be made to each District Executive on the role of the MASH unit and the link to District Teams. Members of the Board were also invited to a tour of the MASH unit.

4.3.2 Get Oldham Working – The Board were provided with an update and in-depth case study for the Programme. Members received clarification on support to residents, the work programme, employer engagement and experiences by a participant on the programme and their experience with other agencies. Provision focused on those of working age, but there were increased pressures on funding. Greater Manchester Combined Authority would be commissioning the European Social Fund and seek to co-commission the next Work Programme. There would be an opportunity for Get Oldham Working to become part of the Welfare to Work Framework.

4.3.3 Local Safeguarding Children Board (LSCB) Business Plan 2014/15 and 2015/18 – The Board received the Business Plan which enabled board members to gain an understanding of the issues that the LSCB would be working towards related to safeguarding children in 2015-16. The Board were informed of the three strategic aims and priorities had been identified through consultation. The Overview and Scrutiny Board members raised issues related to serious case reviews and asked that outcomes and implications be reviewed by the Board and shared in training. They also requested that training be expanded into a stepped approach. Members raised the issue of support to young people.

4.3.4 Safeguarding Adults Improvement Plan – A review of adult safeguarding had been developed to ensure that the Council continued to meet the framework as set out in the Care Act 2014 and a person centred approach for keeping people safe as part of the making safeguarding personal initiative had also been developed. Making Safeguarding Personal had been launched in August 2015. There was a focus on quality assurance and roles for safeguarding and the Mental Capacity Act. Quality monitoring capacity was being enhanced which supported a more pro-active and robust scrutiny of provision of care in care homes, domiciliary care and supported living. The Board were informed of changes to the Frameworki operating system. Investment in skills and competencies required for the development of the service had been made. The Board raised concerns on reporting problems and it was clarified that the care homes were legally bound under the Act to report any issues. Members also sought and received clarification on the role of community groups and volunteers as well as financial implications.

4.3.5 Investment in Clean Streets – the Board were provided with an update on the enforcement programme which support the Changing Behaviours Programme, Landlord Licensing Scheme and service redesign. The zero tolerance approach to flytipping and targeted households was outlined as well as changes in environmental legislation. The

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service redesign with additional street cleaners was explained as well as the modern technology being put in place which enabled a quicker response as well as improvements being delivered in the context of efficiencies. Staff were building relationships with the communities they service and taking on a wider role which included public health training to offer a supportive role and information to residents.

4.4 Motions Referred to Overview and Scrutiny

The following motions were referred to Overview and Scrutiny for investigation:

 Community Shop – this item was referred to Board related to a social enterprise which has a network of social supermarkets which provided a means for reatilsers, brand and manufacturers to redistribute their surplus stock. The Overview and Scrutiny Board initial considered the report on 14th July and recommended a workshop for all elected members and a visit to another community shop. The further report was considered by the Board on 13th September 2015 which recommended that risk assessment and cost benefit analysis be carried out on combined model for Community Shop and Fare Share models. Work is still ongoing.

 Community Bank – investigations were made in the concept of a Community Bank for Oldham. The purpose of which would be to offer a competitive community- based bank alternative to the traditional high street offer. The Board were informed of the capital funding requirement and asked of any authorities were exploring the issue. The Board were informed that a community bank which had been established by another authority had failed after one year with capital implications for that authority. It was agreed that a community bank offer would not be explored further.

 Support for Jobseekers and Employees with Dyslexia – a motion had been referred to the Board regarding support to residents with dyslexia. The motion had been positively received. The Board were provided with review of progress and work undertaken which include meeting with the Dyslexia Foundation, the review of the online application process and recruitment training of staff, meetings with Job Centre Staff and funding made available for a pilot programme to be supported.

 Loyalty Card Scheme – a motion was referred to Board for the examination of the practicalities of the introduction of a shop local loyalty scheme in Oldham and its district centres. The Board were informed about the “Oldham Offers” scheme which had been introduced which enabled the promotion of offers/discounts offered by businesses in Oldham. Phase Two of the schemes was being considered which included the development of an app and push notification whereby shoppers were notified of current offers/discounts in real time. The Board agreed that the Oldham Offer schemed be delivered.

 Mosquito Device – this was a Youth Council motion referred to the Board by Council related to the installation of mosquito devices and their impact on young people. Representatives of the Board met with representatives from the Youth Council, District representatives and Community Safety officers as part of a working group. It was agreed that the Council Policy would need to be reviewed and Community Safety representatives would meet with the Youth Council. A report is due back in 2016/17.

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 Irresponsible Dog Ownership – a motion was referred to the Board to ensure that the Council was following best practice, taking account of recent research, current practice and the powers granted in recent legislation. The Board has been receiving regular updates including the examination of new powers under the Anti- Social Behaviour, Crime and Policing Act 2014 which consolidated dog control orders and given the Council flexibility to tackle local issues in public spaces. The Board were apprised of the complaints regarding dog fouling, DNA sequencing and signage. The detailed consultation required for the consolidation of the previous four orders in to a Public Spaces Protection Order would commence in May 2016. A further update would be report to a future Board meeting.

 Street Charter – a motion was referred to the Board related to the “Who Put That There” campaign of the Royal National Institute for the Blind which endorsed that local authorities engage with blind and partially sighted people to develop a Street Charter for the removal of obstacles and hazards from the public realm. Work was ongoing with several agencies and representative groups for the development of a Charter.

4.5 PVFM Select Committee: Finance Scrutiny

4.5.1 Scrutiny of Budget Proposals – The Council’s overall budget proposals were considered by the Committee at various stages during the 2015/16 Municipal Year. Initial outline proposals were presented to the Committee during September 2015 and they continued to be considered at various intervals up until approval at full Council in February 2016.

4.5.2 Community Care Budget – The Committee were provided with an updated on mainstream funding and the complexity of demand for adult social services which had increased. Integrated ways of working with organisation such as Royal Oldham Hospital and Oldham Clinical Commissioning Group were pivotal in addressing residents social care needs.

4.6 PVFM Select Committee: Performance Scrutiny

4.6.1 Quarterly Council Performance Report and Challenge – Reports were presented to the Committee in terms of how the Council was performing against its key local and statutory priorities. The Committee undertook more detailed scrutiny of a number of topics through examining the performance report. These included 16 – 18 year olds who were not in education, training or employment (NEET) to be included alongside the work placement, Social Trading Arm, Council Sickness Absence and changes in School OFSTED Outcomes.

4.6.2 Unity Partnership – The Committee examined the performance of the Unity Partnership against the contract and its key performance indicators and had an overview of the changes in the Strategic Services Partnership Agreement, revised Key Performance Indicators and the savings target for 2015/16.

4.6.3 First Choice Homes Oldham (FCHO) – FCHO provided an update on services and performance. Following the Stock Transfer agreement, the Offer Document had been completed 12 months earlier than assured. Members received clarification on adaptations, allocation policy, criteria used to identify and support housing needs, tenancy eligibility and members inquiries.

4.6.4 Greater Manchester Police – GMP provided an update on their budget for 2016/17. The relationship between GMP and the Council was praised for the outstanding work on domestic violence and mental health. Members were informed Greater Manchester had

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been identified as the most challenging area in England and Wales for policing. A new operating model had been designed which enabled GMP to be equipped and trained to manage the challenge faced by communities. There would be investment in technology to facilitate mobile working and investment in body-worn video technology.

4.6.5 Oldham Community Leisure (OCL) – the summary quarterly report was presented on key performance indicators. Year one of the contract had now been completed. The overall performance had been good and the relationship with the client remained very good, in particular, the joint effort on the new Leisure builds which had been positive and productive.

4.7 Health Scrutiny Sub Committee

4.7.1 The Health Scrutiny Sub-Committee has met six times since April 2014. The Committee has received a number of reports from across the Health and Care Sector in Oldham, but has shown a particular interest in the work being conducted by the Integrated Commissioning Partnership, particularly the re-shaping of carer services, how the hospital discharge process is being improved and how the development of the two new leisure centres in Oldham and Royton will improve the health and wellbeing of Oldham’s residents.

4.7.2 The focus of the Sub-Committee in the near future will be on the impact of plans for the devolution of health and social care responsibilities to Greater Manchester. Additionally, the implementation of the Healthier Together reforms of the provision of acute services across Greater Manchester which will impact on the service offer available at the Royal Oldham Hospital and across North-East of Greater Manchester, for Oldham residents.

5 Ways to get involved with O&S?

5.1 Overview and Scrutiny has a rolling work programme. The current version, for 2016/7, can be found on the Council’s website at:

5.2 If you are interested in attending a meeting of either the Board or Select Committee, meeting dates can be found on the website at: http://decisionrecording.oldham.gov.uk/ieDocHome.aspx?Categories=-13236&bcr=1

5.3 Contact and speak to your local Councillor about issues you feel have an impact on your local community in Oldham. Overview and Scrutiny will consider issues raised by Councillors.

5.4 You can contact Lori Hughes on 0161 770 4716 to ask Overview and Scrutiny to consider an issue which has an impact on Oldham and local people. This could be a problem, Council service or an issue which you think the Council should take in lead in improving.

6 Legal Services Comments

6.1 n/a

7. Co-operative Agenda

7.1 The Annual report contains examples of work aligned to the Council’s co-operative approach in relation to issues that have an impact of local communities.

8 Environmental and Health & Safety Implications

8.1 None

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9 Equality, community cohesion and crime implications

9.1 None

10 Equality Impact Assessment Completed?

10.1 No

11 Key Decision

11.1 No

12 Key Decision Reference

12.1 N/A

13 Background Papers

13.1 None

14 Appendices

14.1 None

Page 173 11 This page is intentionally left blank Agenda Item 14

OVERVIEW AND SCRUTINY BOARD – 13th June 2016

GENERAL EXCEPTION AND SPECIAL URGENCY DECISIONS

Background

The Chair (or their nominee) is given powers in the Council’s Constitution to give authorisation for key decisions to be made under the following rules:

Rule 16 – General Exception

Where the decision has not been placed on the Forward Plan, but it is possible to give 5 clear days notice of the decision to be made, Rule 16 allows that the decision may be made where the relevant Executive Director has obtained agreement in writing from the Chair of the Overview and Scrutiny Board (or his/her nominee) of the matter about which the decision is to be made. Notice of this setting out the reasons why compliance with the 28 day notice period was impracticable will be made available at the offices of the local Authority and be published on the Council’s website. Any decision made in this way is still subject to a potential call-in.

Rule 17 – Special Urgency:

In certain circumstances it may be impracticable both to:

1. Place the decision on the Forward Plan, and 2. Give 5 clear days notice prior to the decision being made

Rule 17 allows that in these circumstances the decision may still be made where the decision maker has obtained agreement from the Chair of the Overview and Scrutiny Board (or his/her nominee) or if not available the Mayor or in their absence the Deputy Mayor. As soon as it is reasonably practicable after the decision maker has received agreement from the Chair of Overview and Scrutiny that the decision is urgent and cannot be reasonably deferred, a notice will be made available at the offices of the local Authority setting out the reasons why compliance with the 28 days was impracticable and this will be published on the Council’s website. Where Rule 17 applies the decision is exempt from call-in.

For the Municipal Year 2016/ 2017 the Chair of the Overview and Scrutiny Board is Councillor McLaren (Substitute Councillor Dean)

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Subject Matter Officer Rule Date of Decision By Reason(s) for the decision Applied and Date of authorisation Outcome of Brokerage Hayley Ashall 16 Decision: 18th Councillor GENERAL EXCEPTION Services April 2016 McLaren (Encompassing Payroll) DECISION AUTHORISED: Tender Authorisation: 5th April 2016 RESOLVED that the approved Brokerage (encompassing Payroll) Service list as outline in the report be approved. This would enable a move towards a choice based model within an approved provider list. This would ultimately ensure safeguarding of clients and best practice

Page 176 Page across the brokerage services. Clients currently utilising the services of brokers not on the approved list would select a broker form from the approved list at the point of annual review or reassessment using the choice based model.

MOSAIC Hosting Basit Habib, 16 Decision: 16 May Councillor DECISION AUTHORISED Solutin Programme 2016 McLaren Manager RESOLVED that Servelec-Corelogic be chosen Authorisation: 28 to host the MOSAIC system as they have all the April 2016 expertise and experience with respect to their software and the hosting of it. This would also provide the Council with contractual assurances with respect to regular upgrades, maintenance and resiliency of this business critical system.

OVERVIEW AND SCRUTINY BOARD WORK PROGRAMME 2016/17 AND PERFORMANCE MONITORING PLAN

PART A – MEETING PROGRAMME

MEETING AGENDA ITEM SUMMARY OF ISSUE OFFICERS / RESOLUTION / Comments DATE & (DIRECTORATE) RECOMMENDATION VENUE

Monday 13th Multi-Agency Update and Summary of Bruce Penhale Update requested June 2016 Safeguarding Hub changes to the Hub and (Economy, Skills and by Board in June 6.00 p.m. performance of the unit Neighbourhoods) 2015

Deadline for reports: 2 June 2016 Corporate Plan Policy and Page 177 Page Governance Education Provision Caroline Sutton Pupil Places Strategy & Pupil (Economy, Skills and discussed in March Place Planning Neighbourhoods) 2016

Mosquito Devices Update to the policy Lorraine Kenny Workshop following the Youth Council (Health and Motion referral to O&S Wellbeing) Board and a series of

workshops being held Agenda Item 15

Tuesday, 12th Get Oldham Working Update to the Board Economy, Skills and Update for the July 2016 (Employment Neighbourhoods Board 6.00 p.m. Support including Works and Skills Deadline for Strategy) reports: 30 June 2016 Local Children Update on Children’s Health and Wellbeing Update requested

[O&S WP at 01/06/16 – 16/17 V1] Page 1 of 5 Safeguarding Boards Safeguarding Board Action by Board in July Plan under the Three Year 2015 Plan

Locality Plan Health and Wellbeing Implementation Review of the Corporate and July or September Council’s Outcomes Commercial / Policy Framework & Governance Five Year Review of Corporate and the Cooperative Commercial / Policy Agenda & Governance

Tuesday, 6th Two Year Plan for Update to the Board on the Economy, Skills and Update requested the Delivering the offer Neighbourhoods by Board in

September 178 Page 2016, 6.00 p.m. Offer to 2 Year Olds September 2015 (Early Years) and 3 Deadline for and 4 year olds reports: 24 August 2016 Oldham Education Update to the Board on the Economy, Skills and Agreed at Board on and Skills recommendations of the Neighbourhoods 23 February 2016 Commission Commission Social Values / Working with the local Corporate and Link Meeting Procurement business supply chain. Commercial Services

Tuesday, 11th Public Services Update on the programme Economy, Skills and Update for the October 2016 Reform in Early Help Neighbourhoods Board 6.00 p.m. and Prevention Strategy Deadline for Reports: 29 September Landlord Licensing Update on the progress of Economy, Skills and Update on progress [O&S WP at 01/06/16 – 16/17 V1] Page 2 of 5 Scheme the Selective Licensing Neighbourhoods on implementation Scheme of the scheme Climate Change and Corporate and Local Economy Commercial / Policy and Governance

Tuesday, 29th Regeneration Progress on major Economy, Skills and November 2016 Update regeneration projects in the Neighbourhoods 6.00 p.m. Borough

Deadline for Reports: 17th November 2016 Generation Oldham Update on the scheme Corporate and Commercial Services

Tuesday, 17th Homelessness Update on the action plan Economy, Skills and Requested by Page 179 Page January 2017 Strategy agreed at Cabinet on 21 Neighbourhoods Board in January 6.00 p.m. March 2016 2016

Deadline for Reports: 5th January 2017

Town Centre Parking Update on the progress of Economy, Skills and Requested by O&S Strategy the Strategy Neighbourhoods Board in January 2016 Adult Safeguarding Update to the Board on the Health and Wellbeing Requested by duties as outlined in the Board in January Care Act. 2016

Tuesday, 14th March 2017 6.00 p.m.

Deadline for Reports: [O&S WP at 01/06/16 – 16/17 V1] Page 3 of 5 2nd March 2017

1.

PART B – ONE OFF MEETINGS AND WORKSHOPS

Date Title Summary of issue Officers Timescales Notes Outcome TBD (Jan Oldham Update on the 2017) Education and workstreams (agreed Skills at O&S Board on 23 Commission Feb 2016)

PART 180 Page C – OUTSTANDING ISSUES – DATES TO BE DETERMINED

When Title Summary of issue Directorate Timescales Notes Outcome Discussed Jul 15, Oct Community Shop Update Policy and TBC A risk assessment and cost benefit 15, Governance analysis be carried out on a “combined model” and opportunities for joint investment from partners and findings be reported back to O&S Board in January 2016.

GM Review of Annual Report Health and Children’s Wellbeing Services Review of Health and Hospital Services Wellbeing March 2016 Street Charter Update Policy and Initially reported to Board on 22 March Governance 2016. March 2016 Irresponsible Dog Update Neighbourhoods Update provided to Board on 22 March Ownership and 2016. Cooperatives Link Meeting Improving Corporate and

[O&S WP at 01/06/16 – 16/17 V1] Page 4 of 5 Individual Commercial Electoral Services Registration Link Meeting Compulsory Economy, Skills April 2016 Academisation and Neighbourhoods Link Meeting Greater Economy, Skills April 2016 Manchester and Spatial Neighbourhoods Framework Link Meeting Community Economy, Skills April 2016 Cohesion and Neighbourhoods

PART D – ACTIONS FROM PREVIOUS MEETINGS

Date of Meeting Title of Report Author Action(s) Date Completed and Outcome

181 Page

[O&S WP at 01/06/16 – 16/17 V1] Page 5 of 5 This page is intentionally left blank KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference

Economy and Enterprise Cabinet Portfolio

RCR-09- Eastern Gateway Town Centre Land and Director of Economic August 2016 Cabinet 14 Property Acquisitions Development

Description:

Page 183 Page Document(s) to be considered in public or private: Private for financial and commercial reasons RCR-10- Western Gateway Town Centre Land and Director of Economic August 2016 Cabinet 14 Property Acquisitions Development

Description: To acquire strategic land and properties across the Western Gateway of the Town Centre Document(s) to be considered in public or private: Private for financial and commercial reasons ECEN-10- Demolition and subsequent acquisition of the Director of Economic August 2016 Cabinet 15 site of the redundant gas holder at Albert Street, Development Hollinwood, Oldham. Agenda Item 16 Description: Acquisition of Land for Regeneration Purposes Document(s) to be considered in public or private: Private: Yes, Paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 and it is not in the public interest to disclose the information because it relates to the financial or business affairs of the Council

1

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference ECEN-17- THORNHAM ST JAMES C.E. (Voluntary Executive Director - June 2016 Cabinet 15 Controlled) SCHOOL Economy and Skills Member - Economy & Enterprise (Leader - Councillor Jean Stretton)

Page 184 Page Description: Gas distribution & mains / heating replacement. Document(s) to be considered in public or private: Phase 1 Backlog Maintenance report submitted to CIPB on 26th January 2015. ECEN-24- Prince's Gate Options for Boroughwide Co- Executive Director - July 2016 Cabinet 15 Investment Vehicle Economy and Skills

Description: To update Cabinet on the latest proposals relating to a residential led Joint Venture vehicle. Document(s) to be considered in public or private: Part A and Part B report ECEN-04- Award of a Contractor for sewer diversion works Executive Director - June 2016 Cabinet 16 at Prince's Gate Economy and Skills Member - Economy & Enterprise (Leader - Councillor Jean Stretton) Description: To appoint a contractor to undertake sewer diversion works in relation to the Prince's Gate scheme. Document(s) to be considered in public or private: Delegated report - private by virtue of Paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 and it is not in the public interest to disclose the information because it relates to the financial or business affairs of the Council.

2

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference ECEN-06- Proposed land swap - Land at Mortimer Street Director of Economic June 2016 Cabinet 16 and Shaw Road, Higginshaw Village [St.Mary's] Development Member - New! Economy & Enterprise (Leader - Councillor Jean Stretton) Description: Proposed land swap with The Guinness Partnership to facilitate the development of 13 affordable homes. Document(s) to be considered in public or private: Report. Not to be published by virtue of Paragraph 3 of Part 1 of Schedule 12a of the Page 185 Page Local Government Act 1972. ECEN-07- Allocation of capital for refurbishment of town Executive Director - July 2016 Cabinet 16 centre properties Economy, Skills and New! Neighbourhoods Description: Allocation of capital to accelerate the council’s regeneration objectives for town centre properties. Document(s) to be considered in public or private: Report - Allocation of capital for refurbishment of town centre properties. Private - NOT FOR PUBLICATION by virtue of Paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972 and it is not in the public interest to disclose the information because it relates to the financial and business affairs of the Council

Education and Early Years Cabinet Portfolio

EDS-05-15 Oldham Education Provision Strategy 2016 - Executive Director - July 2016 Cabinet 2020 Economy and Skills Description: The report sets out the need for capital investment to meet the demand for additional school places and building conditions. It outlines a process for identifying viable projects to deliver this. Document(s) to be considered in public or private: Report to Cabinet: March 2014 - Provision of primary school places

3

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference EDS-14-15 Kingfisher School - Hydrotherapy Pool Executive Director - July 2016 Cabinet Economy and Skills Description: To determine funding and project structure for construction of replacement hydrotherapy pool at Kingfisher School. Document(s) to be considered in public or private: Private - financial information relevant to a competitive tender process EEY-01-16 Home to School Transport Tender Executive Director - July 2016 Cabinet New! Economy, Skills and Neighbourhoods Page 186 Page Description: Agreement on the allocation of contracts for the provision of the Home to School Transport Service from September 2016, following the completion of the procurement process. Document(s) to be considered in public or private: Home to School Transport Tender 2016

Report to be considered in Private: Yes, relates to the financial and business affairs of the Council (If Private) Reasons why: The report will contain market sensitive information concerning the bids submitted for each individual route, on a contract by contract basis. Knowledge of the contract price would prejudice the market for future procurement processes. EEY-02-16 Home to School/College Transport Policy Executive Director - July 2016 Cabinet New! Reveiw Economy, Skills and Neighbourhoods Description: Agreement to the revised Home to School Transport Policy following development of a new document in partnership with Bury and Rochdale Council and consultation with parents/carers and young people. Document(s) to be considered in public or private: Report - Home to School/College Transport Policy Review. Home to School and College Travel Assistance Policy for Children and Young People with Special Educational Needs and Disabilities - September 2016. Mainstream Home to School Transport and College Transport Policy -1st September 2016.

Public

4

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference EEY-03-16 Academy Conversion Policy and Guidance Executive Director - July 2016 Cabinet New! Economy, Skills and Neighbourhoods Description: Policy and guidance for schools converting to academy status. Document(s) to be considered in public or private: Proposed Report Title: LA Policy on Academy Conversion and Guidance for Schools.

Background Documents: Draft LA Policy on Academy Conversion

Report to be considered in Public Page 187 Page Employment and Skills Cabinet Portfolio - None

Social Care and Safeguarding Cabinet Portfolio

SCS-11-15 Award of Day Care Services Contract for Older Executive Director - June 2016 Cabinet People Health and Wellbeing Description: Day Care services for older people, currently commissioned from Age Uk Oldham amd Oldham Care and Support are being tendered in September 2015. A new service will be implemented in April 2016. Document(s) to be considered in public or private: Cabinet report: Contract with Age Uk Oldham 2015-2017 30th March 2015 SCS-01-16 Supported Living Contract Awards 2016 Executive Director - June 2016 Cabinet Health and Wellbeing Description: Supported Living Contract Awards following tender exercise Document(s) to be considered in public or private:

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KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference SCS-04-16 Request approval to extend a contract with Executive Director - June 2016 Cabinet KeyRing Living Support Networks Ltd. Health and Wellbeing Member - Health & Wellbeing (Cllr Eddie Moores) Description: Request to extend a contract for a further year from 01.09.16 to 31.08.17 Document(s) to be considered in public or private: Report

Page 188 Page Health and Wellbeing Cabinet Portfolio - None.

Neighbourhoods and Cooperatives Cabinet Portfolio

NEICO-02- Award of contract for bin delivery services Executive Director - June 2016 Cabinet 16 Economy, Skills and Member - Neighbourhoods Neighourhoods and Cooperatives (Cllr Barbara Brownridge) Description: The Waste Management service are currently tendering for a supplier to provide bin delivery, removal and exchange services from 1st July 2016 to 30th June 2017. The contract value may exceed £250K dependant on demand for the service and as such, this will be a delegated decision about which supplier to award the contract to. Document(s) to be considered in public or private: None at this point. A report for the delegated decision will be available once the tendering and evaluation processes is completed.

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KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference NEICO-04- Options report on waste collections in Oldham Executive Director - June 2016 Cabinet 16 Economy, Skills and New! Neighbourhoods Description: Options are currently being explored around potential changes to waste collections in the borough to avoid the increasing cost of waste disposal given the current financial pressures the Council is operating under. This will be a Cabinet decision which considers a report that presents various cost mitigation options. Document(s) to be considered in public or private: Cabinet report HPT-06-15 Local Development Scheme Executive Director - June 2016 Cabinet

Page 189 Page Economy, Skills and Neighbourhoods Description: The purpose is to review the existing Local Development Scheme (effective from 20th December 2013).

The Local Development Scheme will: - Set out what planning policy documents exist and those to be prepared (this will include the Greater Manchester Spatial Framework); - Set out the timescales for preparing these documents and indicate when stakeholders and the public can get involved; - Enable work programmes to be set for the preparation of the borough's local planning policies; and - Show how the Local Plan will establish and reflect the council's priorities and to assist the programming of other council strategies and plans. Document(s) to be considered in public or private: Local Development Scheme HPT-05-16 Oldham Council Housing PV Programme Executive Director - June 2016 Cabinet Economy, Skills and Neighbourhoods

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KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: To seek approval to instruct Oldham Retirement Housing Partnership (ORHP) to undertake Phase 2 of the programme to install Photo Voltaic (PV) installations across the Private Finance Initiative Round 2 (PFI2) sheltered housing stock. Document(s) to be considered in public or private: Proposed Report Title: Programme of Photo Voltaic systems across the PFI2 sheltered housing stock Report will be considered in private as it relates to the financial and business affairs of the Council NEICO-05- Procurement of an Empty Homes and Social Executive Director - July 2016 Cabinet 16 Letting Agent Health and Wellbeing Member -

Page 190 Page New! Neighourhoods and Cooperatives (Cllr Barbara Brownridge) Description: The Council is seeking a capable provider as an Empty Homes and Social Letting Agent across the.The Agent is required to carry out 3 key functions

i. As the council’s preferred partner to develop and manage a portfolio of private properties by working with property owners. The Empty Homes and Social Letting Agency will support residents in accessing high quality homes for rent. This would incorporate a ‘bond scheme’ to support individuals into the private rented sector. ii. To undertake the Managing Agent role for privately owned properties that form part of a ‘voluntary leasing scheme’. iii. To undertake the Managing Agent role for privately owned properties that are subject to Management Orders Document(s) to be considered in public or private:

Environmental Services Cabinet Portfolio

8

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference HPT-01-16 Campus Oldham - Highway improvements, Executive Director - June 2016 Cabinet tender acceptance Economy, Skills and Neighbourhoods Description: To seek approval for the award of a tender exceeding £400K through Oldham Council's competitive tender procurement process for a package of civil engineering work along the King Street corridor funded by DfT / TfGM's Cycle City Ambition Grant Phase 2. Document(s) to be considered in public or private: The tender acceptance is to be considered in private due to the financial details and commercial sensitivity of Contractors submissions post tender.

Page 191 Page HPT-03-16 Union Street West Footbridge Refurbishment – Executive Director - June 2016 Cabinet Phase 2 Tender Acceptance Economy, Skills and Neighbourhoods Description: Decision requested is to accept the tender for Union Street West Footbridge Refurbishment - Phase 2. The project includes removing temporary fencing panels, installing new parapets, painting all existing steelwork and improving the existing footbridge drainage system Document(s) to be considered in public or private: Yes, decision will be private due to Commercial Confidentiality ENVS-01- Yorkshire Street Improvements Executive Director - June 2016 Cabinet 16 Economy, Skills and Member - New! Neighbourhoods Environmental Services (Cllr Fida Hussain)

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KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: Seeking approval for the delivery of the highway improvements in partnership with Oldham Council's DSO.

The scheme is estimated to exceed the £250,000 threshold.

Works are anticipated to start in June/July 2016.

Document(s) to be considered in public or private: Report to be considered in Public? N/a Or partly or wholly in Private?: Yes – delegated to Executive Director and Cabinet Member Page 192 Page (If Private) Reasons why: Financial information included.

Finance & HR Cabinet Portfolio

CFHR-03- Local Government Pension Scheme Admitted Executive Director - July 2016 Cabinet 16 Bodies Corporate and New! Commercial Description: The purpose of this report is to update the process for engaging with external bodies that are applying to join the Local Government Pension Scheme as an Admitted Body backed by a Council guarantee. Document(s) to be considered in public or private: Cabinet Report: Local Government Pension Scheme Admitted Bodies CFHR-04- Report of the Director of Finance – 2015/16 Executive Director - July 2016 Cabinet 16 Statement of Accounts Corporate and New! Commercial

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KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: The report recommends that Cabinet note the final accounts, the audit reports and other items in the report and refers them on to Council. Document(s) to be considered in public or private: Proposed Report Title: Report of the Director of Finance – 2015/16 Statement of Accounts

Background Documents: Appendix 1 (2015/16 Statement of Accounts), Appendix 2 (Changes to the Draft Statement of Accounts), Appendix 3 (Audit Findings Report)

Report to be considered in Public

Page 193 Page CFHR-05- Report of the Director of Finance – Revenue Executive Director - August 2016 Cabinet 16 and Capital Monitor 2016/17 Quarter 1 Corporate and New! Commercial Description: The report provides an update on the Authority’s 2016/17 budget position forecast to the year end, as at the period ending 30 June 2016 (Quarter 1) Document(s) to be considered in public or private: Report of the Director of Finance – Revenue and Capital Monitor 2016/17 Quarter 1

Background Documents: Appendices – Various

Report to be considered in Public

CFHR-06- Report of the Director of Finance – Revenue Executive Director - November 2016 Cabinet 16 and Capital Monitor 2016/17 Quarter 2 Corporate and New! Commercial

11

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: The report provides an update on the Authority’s 2016/17 budget position forecast to the year end, as at the period ending 30 September 2016 (Quarter 2) Document(s) to be considered in public or private: Report of the Director of Finance – Revenue and Capital Monitor 2016/17 Quarter 2

Background Documents: Appendices – Various

Report to be considered in Public

Page 194 Page CFHR-07- Report of the Director of Finance – Revenue Executive Director - March 2017 Cabinet 16 and Capital Monitor 2016/17 Quarter 3 Corporate and New! Commercial Description: The report provides an update on the Authority’s 2016/17 budget position forecast to the year end, as at the period ending 31 December 2016 (Quarter 3) Document(s) to be considered in public or private: Report of the Director of Finance – Revenue and Capital Monitor 2016/17 Quarter 3

Background Documents: Appendices – Various

Report to be considered in Public

CFHR-08- Report of the Director of Finance – Revenue Executive Director - February 2017 Cabinet 16 and Capital Monitor 2016/17 Month 8 Corporate and New! (November) Commercial

12

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: The report provides an update on the Authority’s 2016/17 budget position forecast to the year end, as at the period ending 30 November 2016 (Month 8) Document(s) to be considered in public or private: Report of the Director of Finance – Revenue and Capital Monitor 2016/17 Month 8

Background Documents: Appendices – Various

Report to be considered in Public

CFHR-09- Report of the Director of Finance - Oldham Executive Director - August 2016 Cabinet Page 195 Page 16 Council Efficiency Plan for the Financial Years Corporate and New! 2016/17 to 2019/20 Commercial Description: The presentation of the Efficiency Plan for the Council 2016/17 to 2019/20 Document(s) to be considered in public or private: Report of the Director of Finance - Oldham Council Efficiency Plan for the Financial Years 2016/17 to 2019/20

Background Documents: Appendices

Report to be considered in public CFHR-10- Report of the Director of Finance - Budget Executive Director - January 2017 Cabinet 16 2017/18 - Determination of the Tax Bases for Corporate and New! Council Tax setting and for Business Rates Commercial Income purposes

13

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: The determination of the Tax Bases for Council Tax setting and for Business Rates Income for use in 2017/18 budget deliberations Document(s) to be considered in public or private: Report of the Director of Finance - Budget 2017/18 - Determination of the Tax Bases for Council Tax setting and for Business Rates Income purposes

Background Documents: Appendices (Various)

Report to be considered in public Page 196 Page CFHR-11- Report of the Director of Finance - Treasury Executive Director - December 2016 Cabinet 16 Management Strategy Mid-Year Review Corporate and New! 2016/17 Commercial Description: Review of the performance for the first half of the financial year in relation to the Treasury Management Strategy for 2016/17 Document(s) to be considered in public or private: Report of the Director of Finance - Treasury Management Strategy Mid-Year Review 2016/17

Background Documents: Appendices

Report to be considered in public CFHR-12- Report of the Director of Finance - Council Executive Director - February 2017 Cabinet 16 Budget for 2017/18 Corporate and New! Commercial Description: To consider the Administration's detailed revenue budget for 2017/18 Document(s) to be considered in public or private: Report of the Director of Finance - Council Budget for 2017/18

Background Documents: Appendices - Detailed budget reduction proposals & EIAs and supporting papers.

Report to be considered in public.

14

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference CFHR-13- Report of the Director of Finance - Medium Executive Director - February 2017 Cabinet 16 Term Financial Strategy for the Financial Years Corporate and New! 2017/18 to 2021/22 Commercial Description: The presentation of the Medium Term Financial Strategy for the Council 2017/18 to 2020/21 Document(s) to be considered in public or private: Report of the Director of Finance - Medium Term Financial Strategy for the Financial Years 2017/18 to 2021/22

Background Documents: Appendices

Page 197 Page Report to be considered in public CFHR-14- Report of the Director of Finance - Capital Executive Director - February 2017 Cabinet 16 Programme & Capital Strategy for 2017/18 to Corporate and New! 2021/22 Commercial Description: To consider the Council's capital programme and capital strategy. Document(s) to be considered in public or private: Report of the Director of Finance - Capital Programme & Capital Strategy for 2017/18 to 2021/22

Background Documents: Appendices

Report to be considered in public CFHR-15- Report of the Director of Finance - Statement of Executive Director - February 2017 Cabinet 16 the Robustness of Estimates and adequacy of Corporate and New! the reserves in the 2017/18 budget setting Commercial process

15

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: To consider the statement of the robustness of estimates and adequacy of the reserves in the 2017/18 budget setting process. Document(s) to be considered in public or private: Report of the Director of Finance - Statement of the Robustness of Estimates and adequacy of the reserves in the 2017/18 budget setting process

Background Documents: Appendices

Report to be considered in public Page 198 Page CFHR-16- Report of the Director of Finance - Treasury Executive Director - February 2017 Cabinet 16 Management Strategy Statement 2017/18, Corporate and New! including Minimum Revenue Provision Policy Commercial Statement, Annual Investment Strategy and Prudential Indicators Description: To consider the Council's Treasury Management Strategy for 2017/18 Document(s) to be considered in public or private: Report of the Director of Finance - Treasury Management Strategy Statement 2017/18, including Minimum Revenue Provision Policy Statement, Annual Investment Strategy and Prudential Indicators.

Background Documents: Appendices

Report to be considered in public CFHR-17- Report of the Director of Finance - Budget Executive Director - December 2016 Cabinet 16 Reduction Proposals for 2017/18 and 2018/19 Corporate and New! Commercial

16

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference Description: To consider the Administration's detailed budget reduction proposals for 2017/18 and intial proposals for 2018/19 Document(s) to be considered in public or private: Report of the Director of Finance - Budget Reduction Proposals for 2017/18 and 2018/19

Background Documents: Appendices - Detailed Budget Reduction Proposals & EIAs and supporting papers

Report to be considered in public CFHR-18- Joint Report of the Director of Finance and the Executive Director - February 2017 Cabinet 16 Executive Director Health & Wellbeing - Corporate and Page 199 Page New! Strategic Housing Revenue Account Estimates Commercial, for 2016/17 to 2020/21 Executive Director - Health and Wellbeing Description: The Housing Revenue Account (HRA) Estimates for 2016/17, the Strategic HRA Estimates for 2017/18 to 2020/21 and approval of rent for 2017/18. Document(s) to be considered in public or private: Joint Report of the Director of Finance and the Executive Director Health & Wellbeing - Strategic Housing Revenue Account Estimates for 2016/17 to 2020/21

Background Documents: Appendices

Report to be considered in public

Key:

17

KEY DECISION DOCUMENT – COVERING DECISIONS TO BE TAKEN FROM 3 JUNE 2016

Key Subject Area For Decision Led By Decision Date Decision Decision Taker Reference New! - indicates an item that has been added this month

Notes: 1. The procedure for requesting details of documents listed to be submitted to decision takers for consideration is to contact the Contact Officer contained within the Key Decision Sheet for that item. The contact address for documents is Oldham Council, Civic Centre, West Street, Oldham, OL1 1UH. Other documents relevant to those matters may be submitted to the decision maker. 2. Where on a Key Decision Sheet the Decision Taker is Cabinet, the list of its Members are as follows: Councillors Jean Stretton, Shoab Akhtar, Barbara Brownridge, Abdul Jabbar, Jenny Harrison, Eddie Moores, Fida Hussain and Amanda Chadderton.

Page 200 Page 3. Full Key Decision details (including documents to be submitted to the decision maker for consideration, specific contact officer details and notification on if a report if likely to be considered in private) can be found via the online published plan at: http://committees.oldham.gov.uk/mgListPlans.aspx?RPId=144&RD=0

18

Agenda Item 17 6

GREATER MANCHESTER COMBINED AUTHORITY

Date: 27 May 2016

Subject: Forward Plan of Strategic Decisions for the GMCA

Report of: Julie Connor, Head of Greater Manchester Integrated Support Team

1. INTRODUCTION

1.1 At their meeting on 24 June 2011, the GMCA agreed procedures for developing a Forward Plan of Strategic Decisions for the Authority, in line with the requirements of the GMCA’s constitution. The latest such plan is attached as the Appendix to this report.

2. RECOMMENDATIONS

2.1 GMCA members are invited to note, comment and suggest any changes they would wish to make on the latest Forward Plan of Strategic Decisions for the GMCA; attached to this report.

3. FORWARD PLAN: CONSTITUTIONAL REQUIREMENTS

3.1 In summary the Secretary of the GMCA is required to:-

• prepare a plan covering 4 months, starting on the first day of the month

• to refresh this plan monthly

• to publish the plan fourteen days before it would come in to effect

• state in the plan

(i) the issue on which a major strategic decision is to be made; (ii) the date on which, or the period within which, the major strategic decision will be taken;

Page 201 (iii) how anyone can make representations on the matter and the date by which any such representations must be made; and (iv) a list of the documents to be submitted when the matter is considered

The constitution is also quite specific about the matters which would need to be included within the Forward Plan:-

• any matter likely to result in the GMCA incurring significant expenditure (over £1 million), or the making of significant savings; or

• any matter likely to be significant in terms of its effects on communities living or working in the area of the Combined Authority.

plus the following more specific requirements:-

1. a sustainable community strategy;

2. a local transport plan;

3. approval of the capital programme of the GMCA and TfGM and approving new transport schemes to be funded by the Greater Manchester Transport Fund;

4. other plans and strategies that the GMCA may wish to develop;

5. the preparation of a local economic assessment

6. the development or revision of a multi-area agreement,

7. the approval of the budget of the GMCA;

8. the approval of borrowing limits, the treasury management strategy and the investment strategy;

9. the setting of a transport levy;

10. arrangements to delegate the functions or budgets of any person to the GMCA;

11. the amendment of the Rules of Procedure of the GMCA;

12. any proposals in relation to road user charging

3.3 All the matters at 1-12 above require 7 members of the GMCA to vote in favour, except those on road user charging, which require a unanimous vote in favour

Page 2022

3.4 The attached plan therefore includes all those items currently proposed to be submitted to the GMCA over the next 4 months which fit in with these criteria. GMCA members should be aware that:-

• Only those items considered to fit in with the above criteria are included. It is not a complete list of all items which will be included on GMCA agendas

• Items listed may move dependent on the amount of preparatory work recorded and external factors such as where maters are dependent on Government decisions; and

• In some cases matters are joint decisions of the GMCA & AGMA Executive Board.

CONTACT OFFICER:

Julie Connor 0161 234 3124 [email protected] Sylvia Welsh 0161 234 3383 [email protected]

Page3 203

GREATER MANCHESTER COMBINED AUTHORITY

FORWARD PLAN OF STRATEGIC DECISIONS 1 June 2016 – 30 September 2016

The Plan contains details of Key Decisions currently planned to be taken by the Greater Manchester Combined Authority; or Chief Officers (as defined in the constitution of the GMCA) in the period between 1 June 2016 and 30 September2016.

Please note: Dates shown are the earliest anticipated and decisions may be later if circumstances change.

If you wish to make representations in connection with any decisions please contact the contact officer shown; or the offices of the Greater Manchester Integrated Support Team (at Manchester City Council, P.O. Box 532, Town Hall, Manchester, M60 2LA, 0161-234 3124; [email protected] ) before the date of the decision.

Subject Contact Officer Description Anticipated Date of Decision

27 May 2016 Metrolink Portfolio Lead: Phase 3 Evaluation 27 May 2016 Tony Lloyd

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Area Based Review Portfolio Lead: Development of GM 27 May 2016 Councillor Sean Model Anstee

Portfolio Lead Officer: Theresa Grant

Contact Officer: Simon Nokes 30 June 2016

Page 2044 Subject Contact Officer Description Anticipated Date of Decision

GMCA Portfolios – Portfolio Lead: Confirmation of 30 June 2016 Deputy Lead Tony Lloyd Appointments and Members appointment of Portfolio Lead Health & Well Being Deputy to the Health Officer: Julie Connor & Social Care Strategic Partnership Board Executive Revenue and Capital Portfolio Lead Year end update 30 June 2016 Outturn Councillor Kieran Quinn

Portfolio Lead Officer: Richard Paver

Contact Officer: Janice Gotts

Internationalisation Portfolio Lead: Progress Update 30 June 2016 Strategy Councillor Richard Farnell

Portfolio Lead Officer: Jim Taylor

Contact Officer: John Steward Intermediary Body Portfolio Lead: Update on progress 30 June 2016 Status Councillor Kieran of discussions with Quinn Government

Portfolio Lead Officer: Simon Nokes

Contact Officer: Alison Gordon

Page5 205 Subject Contact Officer Description Anticipated Date of Decision

GM Growth Deal Portfolio Lead: Quarterly Update 30 June 2016 Transport Update Councillor Richard Leese

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Defra 25 Year Plan - Portfolio Lead: Steve Funding proposal 30 June 2016 Greater Manchester Rumbelow Urban Pathfinder Proposal Contact Officer: Mark Atherton

Highways Shared Portfolio Lead: 30 June 2016 Services – Full Tony Lloyd Business Case Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

2040 Transport Portfolio Lead: Completion of 30 June 2016 Strategy and Delivery Tony Lloyd consultation – update Plan of outcomes and Portfolio Lead implications Officer: Jon Lamonte

Contact Officer: Simon Warburton

29 July 2016

Page 2066 Subject Contact Officer Description Anticipated Date of Decision

Revenue and Capital Portfolio Lead: Quarterly Update 29 July 2016 Update Councillor Kieran Quinn

Portfolio Lead Officer: Richard Paver

Contact Officer: Janice Gotts

GMRAPS Portfolio Lead: Year 3 Update 29 July 2016 Tony Lloyd

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Low Emissions Portfolio Lead: Action Plan 29 July 2016 Strategy and Air Tony Lloyd Quality Action Plan Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

26 August 2016 Metrolink Trafford Portfolio Lead: Outcome of the 26 August 2016 Park Line Tony Lloyd Procurement of the Works Contract Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Page7 207 Subject Contact Officer Description Anticipated Date of Decision

Metrolink – Results Portfolio Lead: Results of the Public 26 August 2016 of the Public Enquiry Tony Lloyd Enquiry on Trafford on Trafford Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

30 September 2016 GM Growth Deal Portfolio Lead: Quarterly Update 30 September Transport Update Councillor Richard 2016 Leese

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Northern Portfolio Lead: Infrastructure 30 September Powerhouse Rail – Councillor Richard Options for corridors 2016 Infrastructure Leese across Manchester Options for corridors and City Centre across Manchester Portfolio Lead Station Options and City Centre Officer: Jon Lamonte Stations Options Contact Officer: Steve Warrener

Rail Portfolio Lead: Franchise Update 30 September Councillor Richard 2016 Leese

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Page 2088 Subject Contact Officer Description Anticipated Date of Decision

Stations Investment Portfolio Lead: Programme and To be confirmed Councillor Richard Asset Management – Leese Proposal for Transfer

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Rolling Stock Portfolio Lead: Overview of projects 30 September Provision/ cascade Councillor Richard required across the 2016 as a result of new Leese region franchise and electrification Portfolio Lead programmes Officer: Jon Lamonte

Contact Officer: Steve Warrener

28 October 2016 Revenue and Capital Portfolio Lead: Quarterly Update 28 October Update Councillor Kieran 2016 Quinn

Portfolio Lead Officer: Richard Paver

Contact Officer: Janice Gotts

GM Transport Portfolio Lead: Outcomes of 28 October Strategy 2040 Tony Lloyd Consultation and 2016 Implications for the Portfolio Lead Strategy Officer: Jon Lamonte

Contact Officer: Jon Lamonte

16 December 2016

Page9 209 Subject Contact Officer Description Anticipated Date of Decision

GM Growth Deal Portfolio Lead: Quarterly Update 16 Dec 2016 Transport Update Councillor Richard Leese

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Steve Warrener

Stations Devolution Portfolio Lead: Outline Business 16 December Tony Lloyd Case 2016

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Jon Lamonte

To be confirmed Highways Reform Portfolio Lead: Asset Management To be confirmed Tony Lloyd

Portfolio Lead Officer: Jon Lamonte

Contact Officer: Jon Lamonte

Greater Manchester Portfolio Lead: Preferred Model for To be confirmed Energy Company Councillor Sue Greater Manchester Derbyshire

Portfolio Lead Officer: Steve Rumbelow

Contact Officer: Julian Packer

Page 10210 Subject Contact Officer Description Anticipated Date of Decision

Greater Manchester Portfolio Lead: Proposed Strategy To be confirmed City Deal : Homes for Councillor Sue for equity investment Communities Agency Derbyshire Receipts Portfolio Lead Officer: Eamonn Boylan

Contact Officer: Bill Enevoldson

Page11 211

Page 12212 Agenda Item 18 6 JOINT GMCA & AGMA EXECUTIVE BOARD MEETING

Date: 27 May 2016

Subject: Forward Plan of Strategic Decisions of the AGMA Executive Board

Report of: Julie Connor, Head of Greater Manchester Integrated Support Team

1. INTRODUCTION

1.1 At their meeting on 24 June 2011, the GMCA agreed procedures for developing a Forward Plan of Strategic Decisions for the Authority, in line with the requirements of the GMCA’s constitution. The latest such plan is attached as the Appendix to this report.

2. RECOMMENDATIONS

2.1 GMCA and AGMA Executive Board members are invited to note, comment and suggest any changes they would wish to make on the latest Forward Plan of Strategic Decisions for the Joint GMCA and AGMA Executive Board; attached to this report.

3 FORWARD PLAN: CONSTITUTIONAL REQUIREMENTS

3.1 In summary the Secretary of the Joint GMCA and AGMA Executive Board meeting is required to:-

• prepare a plan covering 4 months, starting on the first day of the month

• to refresh this plan monthly

• to publish the plan fourteen days before it would come in to effect

• state in the plan

(i) the issue on which a major strategic decision is to be made; (ii) the date on which, or the period within which, the major strategic decision will be taken; (iii) how anyone can make representations on the matter and the date by which any such representations must be made; and (iv) a list of the documents to be submitted when the matter is considered

3.2 Key decisions are defined as being those which are likely:-

a. to result in the local authority incurring expenditure which is, or the making of savings which are, significant having regard to the local authority’s budget for the service or function to which the decision relates; or

Page1 213

b. to be significant in terms of its effects on communities living or working in an area comprising two or more wards or electoral divisions in the area of the local authority.

In further guidance issued by the Secretary of State local authorities are required to

"agree as a full council limits above which items are significant. The agreed limits should be published."

3.3 The constitution is also quite specific about the matters which would need to be included within the Forward Plan:-

• any matter likely to result in the GMCA and AGMA Executive Board incurring significant expenditure (over £1 million), or the making of significant savings; or

• any matter likely to be significant in terms of its effects on communities living or working in the area of the Combined Authority.

plus the following more specific requirements:-

1. a sustainable community strategy;

2. a local transport plan;

3. approval of the capital programme of the GMCA and TfGM and approving new transport schemes to be funded by the Greater Manchester Transport Fund;

4. other plans and strategies that the GMCA may wish to develop;

5. the preparation of a local economic assessment

6. the development or revision of a multi-area agreement,

7. the approval of the budget of the GMCA;

8. the approval of borrowing limits, the treasury management strategy and the investment strategy;

9. the setting of a transport levy;

10. arrangements to delegate the functions or budgets of any person to the GMCA;

11. the amendment of the Rules of Procedure of the GMCA;

12. any proposals in relation to road user charging

3.4 All the matters at 1-12 above require 7 members of the Joint GMCA and AGMA Executive Board to vote in favour, except those on road user charging, which require a unanimous vote in favour

3.5 The attached plan therefore includes all those items currently proposed to be submitted to the Joint GMCA and AGMA Executive Board over the next 4 months which fit in with these criteria. Members should be aware that:- Page 2142

• Only those items considered to fit in with the above criteria are included. It is not a complete list of all items which will be included on the Joint GMCA and AGMA Executive Board agendas

• Items listed may move dependent on the amount of preparatory work recorded and external factors such as where maters are dependent on Government decisions; and

CONTACT OFFICER:

Julie Connor 0161 234 3124 [email protected] Sylvia Welsh 0161 234 3383 [email protected]

Page3 215

JOINT GREATER MANCHESTER COMBINED AUTHORITY & AGMA EXECUTIVE BOARD AND AGMA EXECUTIVE BOARD

FORWARD PLAN OF STRATEGIC DECISIONS 1 June 2016 – 30 September 2016

The Plan contains details of Key Decisions currently planned to be taken by the Joint Meeting of the Greater Manchester Combined Authority and AGMA Executive Board; or Chief Officers (as defined in the GMCA and AGMA constitution) in the period between 1 June 2016 and 30 September 2016.

Please note: Dates shown are the earliest anticipated and decisions may be later if circumstances change.

If you wish to make representations in connection with any decisions please contact the contact officer shown; or the offices of the Greater Manchester Integrated Support Team (at Manchester City Council, P.O. Box 532, Town Hall, Manchester, M60 2LA, 0161-234 3124; [email protected] ) before the date of the decision.

JOINT GMCA AND AGMA EXECUTIVE BOARD

Subject Contact Officer Description Anticipated Date of Decision

27 May 2015 GM Spatial Response to 27 May 2016 Framework Portfolio Lead consultation and Officer: Growth Options Eamonn Boylan

To be confirmed Business Rates Portfolio Lead: Contribution to To be confirmed Retention Councillor Kieran Support the Quinn Promotion of Greater Manchester’s Growth

Portfolio Lead and Reform Officer: Richard Strategies Paver

Contact Officer: Janice Gotts

Page 2164

Subject Contact Officer Description Anticipated Date of Decision

GMCA & AGMA Portfolio Lead: Update on To be confirmed Scrutiny Pool Review Tony Lloyd Implementation of Portfolio Lead the Scrutiny Pool Officer: Liz Treacy Review

Contact Officer: Susan Ford

AGMA EXECUTIVE BOARD

Subject Contact Officer Description Anticipated Date of Decision 30 June 2016 AGMA Revenue Portfolio Lead: Outturn Report 30 June 2016 Outturn Councillor Kieran Quinn

Portfolio Lead Officer: Richard Paver

Contact Officer: Janice Gotts

29 July 2016 AGMA Revenue Portfolio Lead: Quarterly Update 29 July 2016 Update Councillor Kieran Quinn

Portfolio Lead Officer: Richard Paver

Contact Officer: Janice Gotts

29 October 2016 AGMA Revenue Portfolio Lead: Quarterly Update 29 October Update Councillor Kieran 2016 Quinn

Portfolio Lead Officer: Richard Paver Page5 217

Contact Officer: Janice Gotts

To be confirmed To be Greater Manchester Portfolio Lead: Response to the Councillor Sue Confirmed Residential Growth Spending Review to Derbyshire Strategy support the City Region’s aspiration Portfolio Lead for growth Officer: Eamonn Boylan

Contact Officer: Steve Fyfe

Page 2186