South Tyneside Council Strategy 2017-2020
South Tyneside Council Strategy 2017-2020
...an outstanding place to live, invest and bring up families
Hello Tomorrow Change is Happening Message from the Leader of the Council and Chief Executive
Despite unprecedented challenges for local government, South Tyneside Council continues to shape its own future. Evidence from the Institute of Fiscal Studies shows that we are the third hardest hit council in terms of reduction in central government funding. Yet, we’ve maintained our focus on making South Tyneside an outstanding place to live, invest and bring up families. Since the launch of our ‘Shaping our Future’ vision, agreed in 2010 and formally endorsed in 2011, we have achieved much to help secure the future prosperity and wellbeing of our residents. While managing a government funding reduction of 45% - reducing our net base budget by 25%, staff numbers by 30% and becoming over £126m more efficient – we have made real and visible progress to regenerate the borough, provide world class schools, new and better housing, more job opportunities and family focused services. Resident satisfaction has increased and complaints have reduced by more than a third. There is unprecedented pressure on Adult Social Care due to the government’s austerity agenda and increased demand with an ageing population. This is a national issue and is having a major impact in our borough. In South Tyneside we are disproportionately affected because of the scale of our budget reductions, a low council tax base which minimises the benefit of the Adult Social Care 02 precept, our demographics and the low proportion of ‘self-funders’. 03 Contents We are working with our partners on a whole system change programme to minimise the impact for our residents and continue to prioritise services for our most vulnerable residents. How to read this strategy 4 At the same time we continue to move forward with our ambitious The South Tyneside Vision 5 plans to create new economic growth in South Tyneside. The • About South Tyneside 6 International Advanced Manufacturing Park and the Holborn scheme • Policy & Financial Landscape 7 have the potential to generate thousands of new jobs in sectors that will be key to UK economic development. These projects will create • Recent Achievements 8 space for advanced manufacturing, offshore and subsea, digital and • Shaping Our Future - Our Approach 10 business services sectors, closely aligned to the Strategic Regional The Next Phase 2017-20: Delivering our 3-Year Priorities 14 Plan for the North East. Councillor Iain Malcolm • Work with Communities to Reduce Poverty 16 Running parallel to our redesign and efficiency programme we are Leader of the Council • Early Help for Children and Families 18 midway through a £1billion local investment scheme in schools, • Improve Health and Wellbeing 20 housing, state-of-the-art libraries, and leisure and community • Further Integrate Health and Social Care 22 facilities. We will continue to invest for the long term, ensuring South Tyneside residents benefit from our local, regional, national • Improve Education and Skills 24 and international strategy. • Inward Investment, Jobs and Growth 26 • Further Regenerate Town Centres and Neighbourhoods 28 Our long-term vision and outcomes remain the same. To deliver the • Housing Integration and Growth 30 next phase of our vision, we have refocussed our priority activities for the next three years. • Improve Transport and Infrastructure 32 • Maximise Value from Assets 34 This strategy is our manifesto for the future of South Tyneside. It sets Martin Swales out our ambitions and the steps we will continue take to make South Key Strategies and Delivery Plans 36 Chief Executive Tyneside an outstanding place to live, invest and bring up families… Change is happening. The South Tyneside Vision, launched in 2010 and formally endorsed in 2011, sets out the South Tyneside Partnership’s How to read this strategy long-term ambition for the borough:
The first section of this strategy - The South Tyneside Vision - South Tyneside will be an sets out our 20 year vision and illustrates the local, political and financial context in which we operate. It also highlights some of the outstanding place to live, invest achievements and improvements in South Tyneside since 2010. and bring up families The second section - Shaping Our Future - describes the practical ways in which the Council is shaped to achieve our vision. Here, on pages 10-13, you can read about our approach to delivering improved outcomes for our communities and some of the innovative methods we use to redefine the way public service operates in South Tyneside.
The final section - The Next Phase 2017-20 on page 14 articulates the way in which our three year Delivery Priorities are linked to the 20 year strategic outcomes. Each Delivery Priority contributes toward achieving more than one outcome and is cross-cutting in its nature.
There is more detail around each Delivery Priority on pages 16- 35. Each section sets out the context, explains how we will know if we’ve succeeded in meeting our strategic outcomes, which are listed to the left, and outlines what we will do to make this happen. You will also find a list of plans and strategies we have put in place to help us do this on the left.
04 The South Tyneside Vision 05
The South Tyneside Partnership collectively agreed ten long term outcomes under the themes ‘People’ piece, including health, education, economy and ‘Place’, which we will achieve over 20 years from 2010: and high levels of resident satisfaction with safety in neighbourhoods. PEOPLE PLACE We have realised many physical milestones A regenerated South across the borough, including new housing, Better education and skills Tyneside with increased schools, leisure and community facilities, business and jobs business premises, town centres and foreshore improvements.
Fewer people in poverty Better transport These many new buildings are daily reminders that change is already happening due to our early planning and shaping of our destiny. Protect vulnerable Better housing & As we enter the next phase of delivery of our 20 children and adults neighbourhoods Since we embarked on our Shaping our Future year vision, we have a good insight into what vision in 2010, we have achieved well against tomorrow looks like. Strong and A clean and green the significant ambitions we set for ourselves. This refresh of the strategy reflects our current Independent families environment Our investment in regeneration, housing, position and we have rebranded the next phase, transport and infrastructure is supporting “Hello Tomorrow, Change is Happening”. Less crime and safer improved performance outcomes across the Healthier people communities About South Tyneside
With a rich cultural heritage, spectacular scenery and a strong community spirit, we’ve got a lot going for us.
South Tyneside sits The Policy and Financial Landscape within the Tyne and Wear conurbation – A key responsibility for the Council is continuing The borough has a population of 148,900 natural boundaries to be at the forefront of excellent public service Capital living in 67,200 households, and projections include the River Tyne to delivery within a context of significant change in Creating and Improving Assets the North and the North public policy. We have a thorough understanding show population could rise to • Long-term economic benefit 153,900 by 2021 Sea to the East of emerging policy and legislation from central government and continually reassess our strategies • Examples: land purchase, new equipment, modern buildings, The average life expectancy South Tyneside covers and plans accordingly. Some of the most significant in South Tyneside is 81.6 for legislation informing our priorities includes: • 2016/17 - over £76m planned investment women and 77.1 for men 64 sq. km • Welfare Reform and Work Act 2016 • 2016-20 - almost £400m (compared to the national and includes the towns of • Housing and Planning Act 2016 average of 83.2 and 79.5 • Limited scope on what capital funding South Shields, Hebburn and Jarrow respectively) • Education and Adoption Act 2016 is used for and the villages of Boldon, Cleadon and continues and Whitburn • Enterprise Act 2016 to increase VS Most of • Children & Families Act 2014 our coastline • Cities and Local Government Devolution Act 2016 is protected by Revenue 81.6 77.1 international and European • Care Act 2014 Running Costs environmental designations • Economic benefit of one year or less • Examples: day-to-day running of of our residents have access to of students gained five Shaping our financial future essential services, upkeep of community 06 91% superfast broadband, set to rise to 91.9% A*-C passes or equivalent facilities, salaries 07 over 99% by 2018 at GCSE level in 2015 As our population changes and grows older, the demand for council services, particularly around • 2016/17 - over £130m health and social care, continues to rise. Currently the council’s biggest area of spend in protecting Our Corporate Innovation and Efficiency Group We are the regional vulnerable children and adults. As our population provides strategic oversight of our efficiency lead authority for We have a population of changes and grows older, experiencing more age- programme, ensuring we deliver required savings. EU Engagement associated illnesses like dementia, the demand for Elected members consider and agree options that and Newcastle 27,300 children council services continues to rise, particularly around are both service specific and cross-cutting. Robust International Airport under 15 health and social care. As a result, our costs are monitoring arrangements are in place to ensure growing, as our resources continue to reduce. we deliver our savings programme and continue to (17% compared to UK 19%) manage our finances well. We need to continue our Since 2010, we have managed a government successful approach, as the funding we estimate to £8bn and funding reduction of 45% - reducing our net 29,000 older receive from Government other income over the next base budget by 25%, staff numbers by 30% and three years is not sufficient to meet the current level people over 65 becoming over £126m more efficient. We continue of spending and new budget pressures. South Tyneside Council (19% compared to face financial challenges and were required to administers the Tyne save £22m from the Council’s budget in 2015/16 Our Invest South Tyneside programme is our strategy and Wear Pension Fund, to UK 18.5%) with a further £64m savings over the next three to attract private sector investment in South Tyneside, Our transport links 6th largest LGPS Fund years. further supporting long-term economic growth. in UK with a value of are excellent with the A19 around £8bn and over providing an important strategic Despite these reductions in funding, we have not 103,000 members employment corridor altered our vision – we have accelerated it. More detail on how we plan to use our budget is set out in ‘Shaping our Financial Future’ our 5-year medium term financial plan. We have secured two Enterprise Zones - Holborn Riverside and the International Advanced Manufacturing Park Recent Currently building at the rate of 490 homes per year, with nearly Achievements £260million investment in 1600 new homes New Tyne Crossing and £120million planned built in the at Testo’s for 2017/18 2015 saw borough the highest rate since 2010 of employment since 2010, with 8500 more people in employment
40% reduction in homelessness over the last 5 years £405million Council properties benefited from IAMP (international advanced of Council spend spent with manufacturing park) - will local suppliers (2010-15) new kitchens and 11,359 secure 5200 new jobs 12,986 new bathrooms as and £295million private sector part of a 2015 saw the highest number of new £243million investment investment in the Decent Homes homes built for over a decade project since 2010 £14m in community State-of-the-art investment in supported living flood defences for older people which made the ‘Best Housing Initiative’ shortlist at the 2016 Local Government £18m 9m Chronicle Awards in roads and visitors in 2015
£604m footpaths adding £275million capital investment since to local economy 2010 and £350m more 08 £126million of efficiencies delivered since 2010, yet… planned by 2022 09
10 year, £32m 12,430 partnership contract with new apprenticeships Over £200million NHS to support dementia 2715 since 2010 and new pathways to vulnerable residents investment in schools patients and carers employment for young people £9m supported to live at since 2010 with 93% of home through assistive primary school children take up for technology and 89% of secondary school children are learning 91% aged 2 years Capital investment for schools rated in good funded education offer – an Integrated Care or outstanding England’s best performing Services Hub
Pooled budget with health partners to Best ever Boldon Outdoor in learning A-level and Adoption invest £22m Nursery School disability services GCSE results services 2200+ taxi drivers, recognised nationally in 2015 amongst best in security staff, social landlords, as School of the Year the country hotel and fast food staff in TES School trained in recognising Child Pioneer in Health & Social care integration [NHS and Council staff work awards 2016 Exploitation, leading to a 53% together in community teams] DoH-recognised Pioneer, one of 14 increase in potential CSE reports Shaping Our Future - Our Approach
Effective Leadership Our new cabinet portfolio for Voluntary Sector, Partnerships and Co-operatives reflects the At a time of unprecedented change for the public importance in continuing to strengthen partnerships sector, our Council continues to show strong and develop new models of service delivery, while leadership ensuring that we work towards making our remodelled portfolio of Independence and South Tyneside an outstanding place to live, invest Wellbeing demonstrates our commitment to and bring up families. working in an integrated way across Health and Social Care to support our vulnerable adults.
Strategic Governance Elected members play a crucial role in their position Our Strategic Lead Member Board – comprising as ‘community champions’. Through Community Leader, Cabinet, Chief Executive and Corporate Area Forums (CAFs) and first-hand resident feedback Directors – convenes regularly to drive the within communities, we will utilise this ‘customer organisation to deliver the South Tyneside vision insight’ to shape and deliver our services. Integration and ensure sustainable options when redesigning Alongside our regular Overview and Scrutiny services for our residents. Committee and Select Committees, our new Strategic Partnerships Governance structure includes highly effective Elected Members As demand for our services increases we recognise performance panels, which evaluate our Contracts, the importance of redesigning our services to better All elected members have a central role to play in Housing needs and Safeguarding & Education. These meet the needs of our residents. With less public ensuring we deliver our vision. We have a Leader give our members greater understanding of issues money available we need to work even more closely and Cabinet model and our governance structures surrounding our services, allowing them to effectively with our partners to share and pool local public have strengthened the role of members in strategic scrutinise service performance, ultimately delivering resources to maximise use of the South Tyneside planning. Our Cabinet portfolios have recently been improved outcomes and better value for money. Pound. We have a commitment to doing things realigned to further reflect our corporate priorities once and together, which will mean new integrated 10 and the addition of ‘performance panels’ has models of working with joint priorities focusing on 11 strengthened the role of a wide range of members those with greatest need. We can only achieve our Improving Communities Board in challenging the performance of internal and Our Workforce aims through strong partnership working. commissioned services. We have a highly skilled and flexible workforce, Our four partnership Boards provide oversight and The Cabinet portfolios are as follows: which is the driving force behind our successes. We decision making on a partnership level, while the Health and Wellbeing Board have made investments to ensure our staff have Chief Executives’ groups develop strategic planning Leader of the Council: Councillor Iain Malcolm access to the tools and support required of a high- which informs the Boards. Deputy Leader of the Council: Councillor Alan Kerr quality workforce, which adapts to the challenges Local Leadership of Health Chief faced by the public sector. Executives’ Group Resources and Innovation: Councillor Ed Malcolm South Tyneside Partnership We have reduced the amount of office space from Shaping our Future Board Regeneration & Economy: Councillor John Anglin Multi-Agency Children’s Services eleven to four buildings and improved opportunities Chief Executives’ Group Housing & Transport: Councillor Alan West for collaboration among our staff through open Area Management & Community Safety: plan offices. We have worked to relocate the Alongside this, we are developing innovative Councillor Moira Smith majority of staff to a single building in South Shields new models of service delivery within children, Children and Families Board adults and health services - with a clear focus on Children, Young People & Families: Town Hall, reducing the number of Council offices increasing efficiency and improving outcomes. We Councillor Joan Atkinson from twelve to three. We have also provided staff are a pioneer in Health and Wellbeing and have a with new equipment, including a refreshed digital Independence and Wellbeing: multi-agency approach to first class services in our estate to facilitate agile working. Economic Regeneration Board Councillor Tracey Dixon communities - from new and improved community Voluntary Sector, Partnerships and Co-operatives: We promote a culture of innovation our workplace and health facilities to joined-up community safety Councillor Nancy Maxwell and our staff were recognised by SOLACE (Society of and enforcement activity. Local Authority Chief Executives) for developing new In March 2016 we became the first local authority models of service delivery. area in the country to go through the new Joint Targeted Area Inspection, during which OFSTED highlighted areas of excellence and endorsed our partnership approach and plans for the future. Digital by Design We put social justice at the heart of our Partnership approach, ensuring that we develop and grow Digital technologies are enablers of change and a South Tyneside in a way that supports everyone, key ingredient for better public service outcomes, whilst protecting and supporting the most as well as the realisation of potentially significant vulnerable. One single action or agency cannot savings. We are at the forefront of innovative tackle poverty, homelessness and poor health, but technological solutions and applying these to our it can be done through concerted and co-ordinated critical services. efforts which can transform people’s lives. As a Council, we will continue to provide core services Providing residents opportunities to access digital that people need and we will continue to work technology, and providing support to use it, is towards ensuring fair outcomes for all residents. one of our priorities. Changing how we offer our services is key to ensuring we improve resident access. The Council’s Digital by Design programme will transform our services so they work for the Community Resilience customer. Putting the needs of the customer at the heart of service design, we will develop modern Communities have an essential contribution to digital services that make it quicker and easier to make to improve their own wellbeing and our access Council services. community led approaches complement and improve local services. We have already invested over £1m in ICT to support our front line workers, including laptops for Our aim is for individuals and families to be resilient agile working and since 2013/14 invested £3.2m and able to look after themselves with support in a new client recording system to aid information from the Council where necessary. We have some sharing and decision making. We have also fantastic assets in our borough that are seen as improved access for our residents through facilities part of the solution to addressing our challenges in community buildings, such as Hebburn Central in a positive way. Our residents and voluntary and The Word, National Centre for the Written sector groups have the skills, abilities and energy to Word, that are available for public use. contribute to local community activity, extending the reach of statutory services. 12 In the rapidly changing technological landscape, 13 there is an opportunity to empower residents We have and will continue to build on our strong and communities, and to significantly change the relationships with the voluntary and community relationship between local government and its sectors, helping to build the capacity and potential customers. Social and digital inclusion will shift for mixed provision of services in the future The South Tyneside Partnership is complemented by a number of strategic and management delivery ownership and use of information and technology partnerships that are critical to the delivery of our vision: towards the service user. Through this, we can • South Tyneside Homes, our arm’s length • The North East Combined Authority (NECA), manage demand, put services in the hands of our management organisation (ALMO), which a new legal body that brings together the seven residents and reduce the requirement for costly Equality matters to us manages, maintains and improves its 18,000 councils which serve County Durham, Gateshead, interventions at a later date. Equality is embedded throughout all of our services. council homes and estates. Newcastle, North Tyneside, Northumberland, South It is not an extra piece of work, but part of our day- Tyneside and Sunderland, which works to drive • Our Strategic Partnership with BT South to-day life, each and every day and in everything we economic growth, job creation, skills development Tyneside which delivers a range of essential do. Whenever we develop a new a service, we carry and improved transport links in the region, in Fair Outcomes for all services on behalf of the Council, whilst out an equality check to ensure that the changes support of the Strategic Economic Plan (SEP). maximising efficiencies through a shared We want our borough to be an outstanding we make do not discriminate against individuals procurement programme. • The North East Local Enterprise Partnership place to live, invest and bring up families. At the or groups. Equality checks help to identify any (NELEP) which brings local business and council potential discrimination and develop actions to • The South of Tyne and Wear Waste heart of our approach is fair treatment and equal leaders together to support the local economy, address areas which may have an adverse impact on Management Partnership, which includes SITA, opportunity for our residents to live a fulfilling life. drive growth and job creation in the region existing or new service users. Sunderland and Gateshead Councils, is committed We recognise that South Tyneside is a diverse place through the delivery of the (SEP) to reducing the amount of waste sent to landfill and we promote this by valuing the uniqueness of sites every year and increasing recycling through a each individual. joint strategy for the management of waste over the next 20 years The Next Phase 2017-20 Work with Communities to Reduce Poverty Delivering our 3-Year Priorities
The South Tyneside Partnership agreed The South Tyneside Vision in 2010. The aim pg16-17 was to shape South Tyneside’s destiny through clear priorities and an inclusive delivery framework that brought together elected members, staff and a range of multi-agency partners from the public, private and voluntary sector. We continue to be committed to Early Help for Children and Families our unshakeable vision for the borough. In 2013 the council proposed its own priorities that would contribute to achieving the vision. These were our three year delivery priorities for 2013-16: pg18-19 • Economic Growth & New Jobs • Investment in Neighbourhoods • New Services for Children and Adults • Community & Civic Buildings Improve Health and Wellbeing • Housing Integration and Growth • Regeneration of Town Centres and Villages Since then we have made substantial progress in delivering these priorities. Yet, much has pg20-21 changed since 2013. As the population of South Tyneside grows, the need for affordable and high quality homes continues to grow, while transport and infrastructure will increasingly Further INTEGRATE Health require more investment to drive economic growth and bring more jobs into the area. and Social Care With high rates of obesity, smoking during pregnancy and acute health conditions, such as dementia, we have seen a renewed focus on health and wellbeing in recent years. We also continue to prioritise support to an increasing population of vulnerable older people. pg22-23 We recognise the outstanding progress that we have made so far, understand the continually changing financial, policy and demographic landscape, and continue to focus on Improve Education and Skills the things that will make the biggest difference in delivering our strategic outcomes, which underpin our vision for South Tyneside. pg24-25 DELIVERY PRIORITIES Inward Investment, Jobs and Growth 14 These are the Council’s revised 3-year delivery priorities, 15 which will help achieve our strategic outcomes:
pg26-27 This refreshed strategy represents a renewed focus on priorities that will quickly accelerate delivery of this vision and our 20 year strategic outcomes. Further Regenerate Town Centres We have identified key priority areas that require our focus and investment over the and Neighbourhoods next 3 years. These priorities will make a significant impact on the delivery of individual 20 year strategic outcomes for People and Place, but are also cross-cutting and will drive improvements across all areas, supporting the overall vision for the borough, as pg28-29 demonstrated by the structure on page 15. Housing Integration and Growth PEOPLE PLACE
A regenerated South Better education and skills Tyneside with increased business and jobs pg30-31
Fewer people in poverty Better transport Maximise Value from Assets
Protect vulnerable Better housing & children and adults neighbourhoods pg32-33
Strong and A clean and green Independent families environment Improve Transport and Infrastructure
Less crime and safer Healthier people communities pg34-35 What outcomes will this meet?
Fewer people in poverty
Protect vulnerable children and adults
Strong and Independent families
Healthier people
A regenerated South Tyneside with increased business and jobs
Key Strategies and Plans
• Children and Families Plan and Child Poverty Strategy • Health and Wellbeing Strategy 2016-21 • Homelessness Strategy 2013-18 • South Tyneside Fuel Poverty Strategy
16 Work with Communities to Reduce Poverty 17
The economic circumstances of an individual define economic regeneration and growth plans, creating How will we know that What we will do to make their life chances. We know that people who live in of jobs, developing good and affordable housing, poverty are less likely to be healthy, more likely to and excellent education. we’re successful? this happen? be the victims of crime and disorder, and less likely to be successful in life. Ensuring that every child, Focussing just on the most disadvantaged does • Reduced levels of child poverty • Ensure excellent universal education is available to family, adult and older person has a solid economic not reduce inequalities on its own – action must • Reduced number of young people not in the most vulnerable children base will support people to be happy, healthy and be universal, but with a scale and intensity that education, employment or training • Develop and support healthy and sustainable is proportionate to the level of disadvantage. independent, and reduce the need for support from • A reduction in the long-term unemployment rate, communities and places external services and agencies. With this, we acknowledge that one specific Partnership or task force cannot tackle poverty and particularly in people with learning disabilities, • Increase effective pathways to employment for our However it is not just absolute poverty that disadvantage on its own, so doing this must be a people with mental health problems, and people residents to access jobs causes problems in society, its inequality. We focus across all of our activities and reduced poverty with long-term health conditions • Improve career opportunities and routes into know that more equal societies have better must be a principle we embed in everything, from • A reduction in domestic violence and substance sustainable employment for young people outcomes in education, health, community our housing policy to our health agenda and misuse • Increase the supply of affordable housing in cohesion and wellbeing. regeneration plans. • Improved access to housing and reduced levels the Borough In South Tyneside we face challenges regarding of homelessness poverty and deprivation. For example, we have • Reduced levels of fuel poverty and number of over 6,500 children living under the age of 16 Excess Winter Deaths living in families in receipt of out of work benefit or tax credits and a very low income. We continue to tackle the root cause of poverty through our What outcomes will this meet?
Strong and Independent families
Protect vulnerable children and adults
Better education and skills
Key Strategies and Plans
• Children and Families Plan and Child Poverty Strategy • South Tyneside Safeguarding Children Board Business Plan 2014-17 • Early Help Strategy • Edge of Care Project Plan
18 Early Help for Children and Families 19
Services for children and families have a key role to our whole-family Early Help offer which will How will we know that What we will do to make play in securing the safety, prosperity and wellbeing be delivered in the community from our of all our residents. Children’s Centres. we’re successful? this happen?
We want South Tyneside’s children and families to It is clear from the evidence available that action • Children and young people at risk are protected • Continue to promote the strategic smoking in have the best start in life and aspire to a brighter to improve health and wellbeing and tackle • Improved physical and emotional health of pregnancy steering group to maintain focus on future. To ensure everyone reaches their full inequalities must start before birth and continue children and young people providing the “best start in life” potential, we will work closely with our partners throughout childhood into adult life to break • Monitor applications for new hot food takeaway • High quality childcare, early years settings and using an integrated and joined up approach to the links between early disadvantage and poor outlets to help tackle obesity provide the best possible learning opportunities, outcomes. We recognise the need to invest in early help and support for families • Expand the scope of the Change4Life programme with targeted protection, care and support for activities to prevent or delay factors that have a • Resilient families needing fewer interventions with residents of all ages those in greatest need. negative impact on people’s lives. • Safely reduced number of looked after children • Engage more families with early help services to South Tyneside is a really safe place to grow A number of new and redesigned services will reduce referrals to social care and promote more up, but we want to ensure that every child and help us to safeguard and improve vital services for stable and independent families young person feels safe in their home, school and our communities. With resources reducing and • Encourage partners to deliver and support the community, and where they do require additional demand increasing, a new approach to demand early help offer via a training programme on the support that their needs are met within the management will help to ensure efficient delivery tiers of need, benefits of early help and thresholds borough. Our safeguarding arrangements will be of specialist children’s and social care service. We for referral into specialist services strengthened, offering intensive and joined-up will be proactive in providing a more effective support to the most vulnerable through leadership integrated front door and an early help offer that • Reduce the number of children meeting the in children’s social care, improved ICT systems and meets the needs of our people. threshold for a Single Assessment through the delivery of effective and integrated early help by the universal and targeted services What outcomes will this meet?
Healthier people
Strong and Independent families
Protect vulnerable children and adults
Fewer people in poverty
Key Strategies and Plans
• Director of Public Health Annual Report • Joint Strategic Needs and Assets Assessment • Health and Wellbeing Strategy 2016-21
20 Improve Health and Wellbeing 21
The South Tyneside Health and Wellbeing Board We are working to achieve these outcomes by How will we know that What we will do to make developed and published a strategy in 2013 called embedding health and wellbeing in every policy, Our Better Health and Wellbeing Strategy. South plan and strategy in the borough. Our approach we’re successful? this happen? Tyneside was a forerunner on Health and Wellbeing aims to ensure we’re building a South Tyneside Board development, as one of the first local of the future that has good health at its heart • Reduced levels of childhood obesity and healthier, • Embed health and wellbeing in the South Tyneside authorities in the country to establish a Shadow by ensuring that we use our existing community more active children Partnership priorities Board. Commitment to the South Tyneside Health assets, have good housing, excellent education, • People of South Tyneside will be able to make • Further alliances and joint commissioning and Wellbeing Board has remained strong since and employment opportunities for all. At the same healthy choices resulting in an increased healthy arrangements across health and care its inception with strong senior buy-in by all key time we are working to ensure that we have world life expectancy • Ensure that health and care commissioning in organisations – including South Tyneside Clinical class health and care services that are based on • Our households will have better emotional South Tyneside is focussed on need, prevention of Commissioning, South Tyneside Foundation Trust local needs and give the best value for money. We wellbeing and resilience ill health, and is based on evidence and South Tyneside Healthwatch. also have a statutory role to protect the health of the population from infectious diseases and • Reduced levels of smoking in pregnancy • Continue to implement our Cancer Strategy and a Our strategy uses a “life-course” approach to health environmental hazards. • Reduced early deaths from cancer, respiratory preventative approach to address the key causes and wellbeing, recognising that health risks are diseases and cardiovascular diseases (the key of early death and ill health in South Tyneside: cumulative over a person’s lifetime. By taking this causes of health inequalities) smoking, obesity, harmful alcohol use, and lack of approach we acknowledge that prevention should physical activity be prioritised over and above cure. We are currently • Work with the Children and Families Board refreshing our strategy to include an update on to define a clear partnership offer to give every outcomes and actions we want to achieve by 2021. child the best start in life, making best use of our current services for children, young people and families What outcomes will this meet?
Healthier people
Strong and Independent families
Protect vulnerable children and adults
Fewer people in poverty
Better housing & neighbourhoods
Key Strategies and Plans
• Whole System Change in Adult Social Care • Adult Social Care Local Account and Market Position Statement • Strategic Business Plan for Safeguarding Adults
22 Integrate Health and Social Care 23
Demand for health and social care services is We will build on this exciting development and How will we know that What we will do to make increasing, whilst funding and resources from central commission new and innovative models of care, government are reducing. As a result, we have in partnership with the CCG, to maximise use of we’re successful? this happen? developed a demand management strategy which the ‘South Tyneside Pound’ and support more will support us in leading the ‘whole system change’ adults to live within the community. We have • Reduced preventable admissions to residential, • Implementation of Haven Court – our integrated for health and social care. This will be focused on recently agreed to pool our funding for adults with nursing care and hospitals care services hub enabling all partners in the health and social care learning disabilities with the CCG and to develop an • Increased support provided within the home or • Expansion of Integrated Teams Model economy to support adults to live as independently integrated commissioning function to support this. community settings as possible, maximising their health and wellbeing. This will bring significant opportunities to put the • Introduce New Joint Commissioning Strategy partnership’s collective resource for these vulnerable • More adults looking after their own health and and Operating Model We have taken significant strides to integrate local adults to greater use. in control of the care they receive • Implementation of new Integrated Learning health and social care services to deliver improved • Fewer adults socially isolated Disabilities Model outcomes. Our new integrated community team The Care Act placed the local authority’s model has been rolled out borough-wide, following responsibilities for adult safeguarding on a statutory • Development of a Multi-Agency Safeguarding success in Jarrow and Hebburn. The next stage of footing for the first time. We have a strong and Hub model our improvement will involve redesigning these effective Safeguarding Adults Board, with every teams to integrate care planning processes. partner taking their responsibilities seriously. We have recently developed a ‘single point of contact’ Our new integrated care services hub, Haven Court, in adult safeguarding, ensuring that all alerts receive opened in summer 2016 and is the first of its kind prompt, consistent and appropriate advice and nationally. It provides essential support to adults signposting. We are now working with partners to with dementia, from information and advice develop a Multi-Agency Safeguarding Hub, which through to residential and nursing care. It also will bring all key partners together, streamline provides intermediate care, easing pressures on current processes and approaches, so that the hospital discharges and reducing demand for safeguarding adults partnership can respond residential services. efficiently and effectively to concerns. What outcomes will this meet?
Better education and skills
A regenerated South Tyneside with increased business and jobs
Protect vulnerable children and adults
Key Strategies and Plans
• Schools Organisation Plan • Children and Families Plan and Child Poverty Strategy • Early Help Strategy
24 Improve Education and Skills 25
The Council has a key role in promoting high reviews of schools and other settings. More How will we know that What we will do to make educational standards, improving educational intensive monitoring and support are provided for provision and securing pathways to further/higher schools and settings where standards are a concern. we’re successful? this happen? education and to employment. This is true of local The Council also brokers and facilitates partnership authority funded provision, the newer “academy” working between providers, such as the Behaviour • All childcare, education and training providers • All childcare, education and training providers schools and independent providers such as child and Attendance Partnership and school- to-school graded good or outstanding graded good or outstanding by 2018 minders and training providers. Our aim is to support where this is helpful. • Above average achievement at all stages • Foundation Stage, Key Stages 1 and 2, GCSE, ensure there is a choice of high quality early years • Closing of attainment gaps, wherever these exist A level and Level 3 performance above average settings, schools and post 16 providers within Our inclusion services provide a whole range of by 2018 South Tyneside. support for children with special educational needs, • All young people finding rewarding pathways to from highly detailed assessments for Education, employment • Reduce 16-18 year olds not in education, employment or training to 5.3% by 2018 There has been continuing improvement in our Health and Care Plans to specialist support for • Removing barriers to learning and employment for schools and other educational settings with close particular needs such as hearing impairment. our most vulnerable groups • Increase participation in science, technology, to 95% of these rated Good or Outstanding by engineering and mathematics (STEM subjects) for Ofsted, among the best in the country. No settings • Develop a skilled workforce to meet the existing 16-18 year olds to 33% by 2018. and future needs of employers are currently inadequate. There is a sense of high • Increase effective pathways to employment for all expectation and ambition for our children and our young people young people. We want them to have the best possible life chances. The Council has a very well • Target and support vulnerable groups to raise established school improvement strategy which aspirations and attainment levels provides effective support and challenge through • Increase levels of digital inclusion What outcomes will this meet?
A regenerated South Tyneside with increased business and jobs
Better housing & neighbourhoods
Less crime and safer communities
A clean and green environment
Better transport
Key Strategies and Plans
• Post-16 Local Commissioning Statement 2016-17 • Invest South Tyneside Delivery Plan • South Tyneside Economic Vision • South Tyneside and Local Enterprise Partnership 2015 • IAMP Area Action Plan
26 Inward Investment, Jobs and Growth 27
The Council has a key role to play in stimulating We have identified the potential to create a high How will we know that • Bring forward the International Advanced jobs and growth in the local economy. Working in quality office development on the outskirts of South Manufacturing Park on land north of Nissan partnership with other local councils through the Shields Town Centre on the Holborn Riverside site we’re successful? • Establish a fast track system for planning consents North East Combined Authority, South Tyneside that will create 1,400 jobs, providing move-on and other regulatory permissions is geared towards economic growth and is well office space for existing companies to expand or • Increased jobs and growth in the local economy placed to be at the economic heart of the region. new investors to locate within the borough. • Increased number of Inward Investment projects • Work in partnership with our existing businesses to unlock new investment to increase productivity Attracting new investment into the borough from • An environment to attract new businesses and around the world is central to our aspirations for South Tyneside has a strong heritage in and job creation manufacturing and engineering, with a skilled allow existing businesses to grow economic growth and job creation. • Develop a quality commercial office proposition workforce of 11.8% of residents working in • Strengthened reputation of South Tyneside as a on the Holborn development on South Shields The cornerstone of our proposition to businesses manufacturing against a national rate of 8.7%. location of choice in key sectors Riverside focuses on a competitive cost base for commercial The borough is further developing the skills and • A skilled workforce that can meet the existing and • Work with business and education to ensure property and our reputation for skilled people expertise around advanced manufacturing and future economic needs along with the accessibility the area affords for engineering, as well as business services and digital that young people are aware of the career inbound and outbound logistics to domestic and creative skills. opportunities and routes into sustainable international destinations. There is an opportunity What we will do to make employment However, the skills gap between the North East and for South Tyneside to capitalise our planned • Increase effective pathways to employment for our other occupational areas remains high and there is this happen? growth with investment along the A19 corridor. residents to compete for jobs Recognising the huge benefits arising from both a need to increase the volume of skills at a higher • Promote South Tyneside as a world class location • Further develop the key sectors of advanced the automotive sector and the Port of Tyne, the level and to put in place programmes which better for international investment manufacturing, business services, and ICT/digital emerging International Advanced Manufacturing reflect and address employer needs, particularly • Create competitive and business friendly to maximise on the growth and employment Park (IAMP) will create opportunities for significant those of Small to Medium Sized Enterprises (SMEs). commercial offers that meet the requirements of opportunities global investment in advanced manufacturing that inward investors will lead to the creation of 5,200 jobs. What outcomes will this meet?
Better housing & neighbourhoods
A clean and green environment
A regenerated South Tyneside with increased business and jobs
Less crime and safer communities
Key Strategies and Plans
• South Shields 365 Vision • South Tyneside Riverside Vision (South Shields Riverside Regeneration Strategic Development Framework) • ‘Making Communities Safer’ 2016-19 – Community Safety Partnership Plan • South Tyneside Council and Local Enterprise Partnership 2015
28 Regenerate Town Centres 29 and Neighbourhoods
Our ambitious plans to regenerate our towns, Hebburn has seen significant public investment How will we know that What we will do to make homes and communities will help us to create jobs, in the town centre with the creation of Hebburn improve health and create greater opportunity Central and public realm improvements, we’re successful? this happen? in the Borough for years to come. We are busy demonstrating public service leadership which has • Strong local economies, providing access to jobs • Complete Phase 1 of South Shields 365 vision implementing our ‘game changing’ plans for South given the private sector confidence to invest. Aldi and support for business in autumn 2016 with opening of the National Shields and Hebburn Town Centres and we are is to develop a new supermarket in the centre and Centre for the Written Word and completion of a • People have access to quality public space and developing further regeneration plans for Jarrow. plans include new housing to meet a wide range redeveloped Market Place Our focus remains on working with the private of needs. appropriate greenspace • Progress plans for a new transport interchange sector to secure investment to improve South • Communities and people are protected and Crime and anti-social behaviour has continued to Tyneside’s retail, cultural and leisure offer. feel safe • Begin retail and leisure phases for South fall in South Tyneside, despite the economic climate. Shields 365 Our ‘South Shields 365’ vision will connect the We will continue to join up our community safety • A borough that is ‘open for business’ to residents, • Work with the private sector to improve the retail Riverside, Foreshore and Town Centre with new services, including working with our Police & visitors and the private sector as a place to invest and housing offer in Hebburn Town Centre retail and leisure facilities, improved public spaces, a Crime Commissioner, to ensure this continues and and generate wealth and opportunity remodelled market place, as well as a new transport confidence from the public rises. • Improved quality of life for residents of • Continue to secure investment in South Shields Riverside which will bring forward environmental interchange and a new cultural institution, The our borough improvements and commercial opportunities Word, the National Centre for the Written Word, The South Tyneside Festival 2015 was the most • Increased visitor numbers to the whole borough creating new high quality jobs which opened in autumn 2016. Other projects successful to date, and our enhanced events on the Riverside will focus on creating high quality programme will continue to promote our tourism • Identify opportunities to bring additional public employment opportunities to help drive the local offer, showcasing the transformation of our and private sector investment into Jarrow town town centres, state-of-the-art leisure facilities and economy and sustain our town centre regeneration, • Develop plans for our villages – Boldon, Whitburn while developments on the Foreshore will be stunning natural assets. • Deliver community safety plan objectives through pursued to appeal to new communities and attract joined up work with partner services tourism visitors. What outcomes will this meet?
A regenerated South Tyneside with increased business and jobs
Better transport
Better housing & neighbourhoods
Less crime and safer communities
A clean and green environment
Key Strategies and Plans
• South Tyneside Local Plan • Integrated Housing Strategy • Homelessness Strategy 2013-18
30 Housing Integration and Growth 31
Housing is a key priority for residents and the We will How will we know that • Build 100 more affordable homes and homes for Council and it plays a significant role in everyone’s demonstrate older people each year with our partners including life. The location, the type, and quality of homes real leadership we’re successful? South Tyneside Housing Ventures Trust in which we live has a major impact on the rest of by building • Complete the Decent Homes programme for our lives: including how our children perform at new homes • More residents satisfied with their home and Council homes by December 2016 and ensure we school, the jobs we can access and how long we for sale and neighbourhood have a viable 30 year business plan by April 2017 live. At the extreme people without a home face rent that will • More high value homes to support the prospect of poor health and low life expectancy. support our economic growth • Work with Private Sector Landlords and Registered economic growth and regeneration ambitions and Providers to improve housing and neighbourhoods Our Housing Investment helps to grow the local • More purpose built homes for older people provide a return on investment. Ultimately this will • Deliver high quality cross tenure housing services economy and provide jobs for local people. Every • More vulnerable households supported to live provide more homes and jobs for local people. through South Tyneside Homes – with a focus on £1 invested in construction output, be that new independently sustaining tenancies and supporting communities build or refurbishment, generates £2.84 in total We will work with partners across all sectors economic activity. to provide greater access to housing and specialist • Commission 30 accessible specialist homes a year support services for our vulnerable residents. This What we will do to make with associated support services to meet the needs At times housing has been looked at in isolation will provide better, community-based services and of our most vulnerable residents but we have made Housing Integration and Growth this happen? provision for our residents. It should also reduce • Refresh and implement the current a priority. We know that getting our housing the need for more expensive critical health and • Develop a new Local Plan to allocate the land Homelessness Strategy interventions right also helps us to address priorities social care. required to build the new homes that we need to in social care, education and economic growth. meet housing demand over the next 20 years • Develop a housing investment plan to remove barriers to the delivery of new homes What outcomes will this meet?
Better transport
A regenerated South Tyneside with increased business and jobs
A clean and green environment
Better housing & neighbourhoods
Key Strategies and Plans
• Asset Management Service Delivery Plan • Corporate Property Strategy • Energy Management Plan • Joint Municipal Waste Management Strategy
32 Maximised Value from Assets 33
We want South Tyneside to look and feel like a We continue to review all assets within our great place to live, invest and bring up families. community against local need, access, suitability How will we know that What we will do to make and being ‘fit for purpose’. Buildings under review we’re successful? this happen? The further development of the Council’s plans are libraries, community association and daycentres. for community hubs and local access points will Those identified as not meeting the above criteria • Well planned neighbourhoods and local areas, • Full review of further front line service needs to continue. This will offer every resident access to will be considered for disposal and funds released with accessible facilities and amenities identify location and building requirements within advice, information, ICT facilities, community space, invested in those buildings to be retained. This will • Better community buildings and facilities and a our communities childcare, day care and health care services within allow us to provide high quality buildings from better working environment for our staff • Reduce the number of corporate buildings walking distance of their home. which to deliver front line services. • Increased capital returns on property and land to release funds for investment within our The development of community facilities is integral investment with reduced revenue expenditure in communities to our regeneration plans, and enables more flexible fewer buildings • Consolidate our many community facilities working arrangements by positioning staff to be • Reduced carbon footprint to become a bringing together library, recreation, meeting and close to their customer base. We have demolished greener organisation community based facilities under one roof. or sold 35 buildings and reduced the number of • New models of delivery for waste and corporate buildings we occupy from eleven to four, • Reduced waste going to landfill and increased recycling services saving over £14m over ten years. We will continue levels of recycling in the borough this initiative, focusing on having the majority of • Deliver energy efficiencies through investment the Council’s staff based in South Shields Town Hall in renewable technology but with accommodation to facilitate close working • Expand and market council services to with residents in the community hubs and local organisations public and private sector partners access points. • Identify additional income streams through the use of corporate assets What outcomes will this meet?
Better housing & neighbourhoods
A regenerated South Tyneside with increased business and jobs
Less crime and safer communities
Key Strategies and Plans
• South Tyneside Local Plan • Infrastructure Delivery Strategy • NECA Local Transport Plan • South Shields 365 Masterplan • Highways Asset Management Plan 2016-19
34 Improved Transport and Infrastructure 35
Our residents want to be able to get to and from We will continue to invest in our principal road work without long delays and frustration; for their network, delivering efficiencies through Highway How will we know that What we will do to make children to get to school safely; to be able to get Asset Management principles, giving us better value we’re successful? this happen? to where they need to be whether by car, public through alternative treatments. The provision of transport or cycling and walking. South Tyneside affordable, safe, reliable public transport is essential • South Tyneside’s transport infrastructure will drive • Testo’s / Downhill Lane Major Scheme is ambitious about its future, with high levels of to our local residents in accessing jobs, services, and sustain a buoyant and resilient local and improvements from 2019 onwards housing and employment planned, both of which and education. Therefore, the sustained investment regional economy • Strategic Western Gateway Improvements Phases will mean more traffic on our transport network and in the Metro Network and local bus services • Our residents will be fully connected to jobs, local 1-2 (Lindisfarne Corridor and Arches junction without a dramatically different vision for transport throughout South Tyneside is required. As part of services, training, our town and village centres and improvements through 2017-18) we risk seeing more congestion, more pollution and our South Shields 365 Vision we will be developing each other • A reliable and punctual public transport network poorer health outcomes. a new Transport Interchange which will provide a • South Tyneside’s businesses will be fully connected to act as an alternative to the car with support new, striking point of arrival into South Shields for to employees, customers, trade routes, supply from the new Transport Interchange The future jobs and homes provided in the borough both residents and visitors to the town, as well as chains and each other will need to be supported by improved, and enhancing connectivity to the various key areas of • Increasing the use of sustainable transport more resilient, infrastructure – this will formally South Tyneside. methods within the borough be set out in our Infrastructure Delivery Strategy • Reducing carbon emissions through the which accompanies our Local Plan. It will include South Tyneside Council also aims to create an investment in electrical vehicle infrastructure improvements to the A19 corridor which is the environment where walking and cycling are major ‘economic artery’ that links South Tyneside everyday modes of transport for functional and with the rest of the country. Improvement recreational purposes. We will ensure that these schemes will therefore support businesses and key options are actively supported by the provision of employment initiatives including the International high quality infrastructure and an environment, Advanced Manufacturing Park. which contributes to a better future for South Tyneside’s people. Level Strategy/Plan
Regional/ Tyne and Wear Local Northumberland, Tyne & North East Local Enterprise NECA/North Transport Plan Wear NHS Sustainability and Partnership Strategic East LEP Transformation Plan Economic Plan
Key Strategies and Partnership South Tyneside ‘Making Strategic Health and Children and Safeguarding Communities Business Plan for Wellbeing Families Plan Delivery Plans Children Board Safer’ 2016-19 Safeguarding Strategy and Child Business Plan - Community Adults [in 2016-2021 [in Poverty Strategy 2014/17 Safety development] development] 2016 Partnership Plan Shaping our Future sets out our vision STC South Tyneside ‘Shaping our ICT and Digital Whole System Adult Social and priorities for making South Tyneside Local Plan Financial Future’ Strategy 2016- Change in Adult Care Local ‘an outstanding place to live, invest - Medium Term 21 Social Care Account and and bring up families.’ Financial Plan Market Position 2015-20 Statement Our vision will be achieved through the following key strategies and delivery plans: Early Help South Shields Housing Procurement Strategy 365 Vision Strategy Strategy 16-19 This list is not exhaustive, but demonstrates 2013-18 how we work on different levels to achieve our Service Delivery Plans strategic outcomes. The shared vision we have agreed with our partners is outlined in The South Tyneside Vision 2011-31 and Delivery Plan 2013-18
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