Creating a better place, improving people’s lives and ...safer.sthelens.gov.uk/media/11384/sthelenscouncilplan-2012__low_res_fv.pdfA number of further Government policy areas and

St.Helens Plan 2012-15Creating a better place, improving people’s lives and delivering effectively together

Contents Title Page No.

1. Foreword 2

2. Our Vision for St.Helens 5

3. Improving People’s Lives 6

Healthy and Active 6

Skilled and Educated 9

Independent and Empowered 12

4. Creating a Better Place 15

Safer and Stronger 15

Cleaner, Greener and Accessible 18

Thriving, Vibrant and Competitive 21

5. Delivering Effectively Together 25

Principles and Values 25

How We Work 26

Managing Our Performance 27

Consultation, Engagement and Empowerment 28

St.Helens Plan 2012-15 Appendix 30

St.Helens Plan 2012-2015 1

Image courtesy of Saints RLFC

1. Foreword

Welcome to the St.Helens Plan 2012-15

The Plan is our principal strategy that sets the direction both the Council and wider partnership will take over the coming three years to deliver our shared aspirations for the future.

The Plan is driven by our desire to make a lasting difference to St.Helens and its communities, improving the social, economic and environmental wellbeing of the area for all. An extensive network of partnerships, strategies, delivery arrangements, engagement processes and statistical analyses have informed its development.

The Plan contains our shared priorities, summary details of the joint actions that we will take to deliver our vision, and a listing of the key indicators, which we will monitor to measure our progress. The appendix to the Plan summarises the financial context in which we operate, as well as listing our targets for the next 3 years.

We believe that these targets are challenging but realistic and, along with its partners, theCouncil is right to strive, where possible, for continuous improvement in the delivery of services and the wellbeing of the Borough. Inevitably, however, our ability to deliver has to be tempered by the impact of a number of external factors over which we have limited control.

The first is the wider global economic environment. The Government has already acknowledged the continuing slowdown in the economy and the lower than predicted growth rate. 2011 was a grim year for employment in the UK, with rising unemployment, particularly youth unemployment, and an increase in the average duration. With weak or even negative growth now forecast for the coming year, unemployment is likely to continue to rise. Although official labour market statistics show that St.Helens is currently holding its own against the North West average in terms of economic activity, it is uncertain how the prevailing economic climate will impact on the Borough and its inhabitants in the future, as well as the wider region.

Therefore, these are challenging times for both the Council and the wider partnership. In addition to concerns about the future local economy, for the last 18 months we have seen ourselves staring down the double barrel of severe reductions in public sector funding and significant impending new legislation, both of which could potentially have a profound impact on the delivery of services and our communities who rely on them.

In terms of expenditure reductions, all local public sector services have been affected by the cuts. However, it seems as if local government has been unfairly targeted, and St.Helens more so than many. Last year we were hit with an unprecedented £28million reduction following the toughest local government settlement in living memory and in 2012-13 we are faced with a further £8million reduction. The concern is that there will be no immediate future respite from these cuts and the prospect of further significant reductions and pressures in the coming years looms all too large.

2 St.Helens Plan 2012-2015

In terms of proposed legislation, there are a number of areas of concern where further detail is still required. Firstly, the outcome of the Local Government Finance Bill will be potentially game-changing and presents some very real risks to current service delivery.

A key element of this Bill is the large degree of uncertainty around the proposals to localise the collection and retention of Business Rates. However, there is a risk that in the medium to long-term the measure could have a significant impact on the future resources available to the Council. The Government believes that the localisation of Business Rates is a further step towards stimulation of local economic growth. Business Rates are currently set nationally, collectively pooled and redistributed according to need. Under the new proposals, there is a grave danger that relatively less prosperous areas like St.Helens will be set to lose enormous amounts of funding. Over a prolonged period, as a partnership we have actively and successfully worked to increase inward investment and business development. However, given our levels of relative deprivation, we see no fair case for linking the ability to increase the industrial and commercial rateable value base to our future ability to fund key services such as adult and children’s social care, particularly in times of economic uncertainty and austerity.

The transfer of responsibilities from central to local government for Council Tax Benefit is a further component of the Finance Bill that has the potential to greatly reduce resource availability, further placing vital services at risk and impacting on some of the least well off in our communities. The constraints of a reduced cash-limited pot for this key benefit will again have a disproportionate effect on areas of greater relative deprivation. With reduced funding available to them, councils will be asked to decide who gets financial support and to what level. Although we will work together as a partnership to protect the most vulnerable within our communities, ensuring they are not pushed further towards the poverty line, the choice we are likely to face is cutting the extent of Council Tax Benefit for certain groups, or reducing expenditure on services.

A number of further Government policy areas and measures also promise fundamental change and raise the risk profile of the Council and its partners. The Health and Social Care Bill will bring about the integration of public health functions within councils, the dismantling of PCTs, and the establishment of new commissioning arrangements. Our challenge is to manage these significant changes and associated costs whilst maintaining the quality of services at a time of increasing demand and diminishing resources.

In the realm of children’s services, the Government has assigned local authorities additional responsibilities for the provision of free nursery places for 2-year-olds from the most deprived families. Again there is the uncertainty around who will qualify and whether the finance allocated from central government is adequate to cover demand of this additional responsibility. If not, additional pressure will be added to the provision of other services. What is certain, however, is that there has been a freeze on the level of school funding per pupil through the Dedicated School Grant.


In spite of this challenging position, effective leadership and management have allowed us so far to minimise the impact on services to our communities and continue to provide vital services to the most vulnerable. We have continued to promote the principles of fair access to care services, with no change in the eligibility criteria for adult social care. Equally, there has been no reduction in the level of support we provide for vulnerable children and young people. Unlike many, we have also been able to maintain our levels of library and leisure service provision, and we have found additional resources to support the Town Centre and local businesses.

Additionally, the partnership can point to successes and continued progress across a broad range of areas. Levels of educational attainment and skills continue to improve. We have enjoyed great success in reducing the incidence of crime and disorder. The health of local people is improving, growing numbers of people are being assisted to live independently and there is strong satisfaction with the local social care provision. New house building continues to buck the national trend and we have made great strides forward in the standards and choice of housing. Economic development continues with the completion of the new Saints Stadium and additional commercial business space. Local businesses are reporting increases in exports and sales despite the wider economic conditions. Further details of our successes can be found inside St.Helens Plan, and we will continue to report progress in our Annual Report on the Council’s website and on the St.Helens Together LSP website.

This is not to say that in the future what we plan to achieve and what we have achieved to date will not be diminished by the far-reaching changes to new legislation and funding already outlined.

In the face of both austerity and adversity, together we remain strongly committed to addressing the evidenced priority needs contained within this Plan, supporting our most vulnerable people and neighbourhoods, and protecting our frontline services.

Succeeding with these plans will require a shared ongoing effort requiring greater communication, shared intelligence, smarter joint working, revised detailed business and delivery plans, sharing of resources and continual ongoing dialogue.

Please read the Plan and visit our websites to see what is happening, what we are planning to do together, the progress being made and what you can do to help. We would encourage you to get involved and have your say and look forward to continued progress over the course of the next year.

Chairperson, St.Helens Local Strategic Partnership Chief Executive,Leader of St.Helens Council St.Helens Council


2. Our Vision for St.HelensPeople are at the heart of our Vision and our overall aim is to work ‘Together’ to improve lives and create a better living and working environment for our residents and for visitors to the Borough. Since 2002, the Council, our Partners and local people have shared the same long-term vision:

“To make St.Helens a modern, distinctive, economically

prosperous and vibrant Borough”

The Plan covers the three years from 2012-2015 and this 2012 revision is themed on ‘People’ and ‘Place’, setting out our main areas of focus and our top priorities for the area that are realistic in the current era of austerity. The Plan and its priorities will continually be shaped by analysis of the very latest intelligence and needs assessment data, by widespread partnership, organisational and community engagement and by externally driven change.

Progress made so far is set out and the Plan is supported by separate detailed 3-year Council Departmental Business Plans and LSP Delivery Plans, outlining how we will progress the vision and deliver services, but tailored to an outlook of severe public spending constraints. What can be done will be done and an extensive performance reporting process continually ensures that progress is monitored, maintained and transparent to all.

What we want to achieve

Improving People’s LivesWe want people to be:• Healthy and Active• Skilled and Educated• Independent and Empowered

Creating a Better PlaceWe want St.Helens to be:• A Safer and Stronger Place• A Cleaner, Greener and Accessible Place• A Thriving, Vibrant and Competitive Place

Delivering Effectively TogetherWe want all Partners to:• Share The Same Principles and Values • Consult, Engage and Empower Our Communities• Be Open, Accessible and Transparent• Be Successful


3. Improving People’s Lives

We want people to be Healthy and Active

Our aim is for everyone to enjoy a better quality of life by staying healthier for longer. We will work to reduce health inequalities and promote healthy, active and independent lifestyles. We will improve the health and wellbeing of our children and young people so they grow up healthy, happy and able to contribute to the community in which they live.

Successes to date

• People in St.Helens are living longer. Fewer people smoke and the number of premature deaths through cardiovascular disease (CVD), cancers and respiratory diseases continue to reduce.

• Progress in health promotion and tackling health inequalities in all age groups is broad, from increased breastfeeding, schools that are SEAL (Social and Emotional Aspects of Learning) qualified, participation in physical activities, improved diets and early medical diagnosis and action to reduce teenage pregnancy, obesity levels and risk-taking behaviour.

• The Health Checks Plus campaign is successfully diagnosing and reducing the risk of major illnesses. In 2010-11, over 7,500 people were checked in St.Helens. The programme has been successful in reducing the risk of premature death by identifying long-term conditions that are subsequently treatable.

• A wide range of projects under the ‘Healthy Schools’ banner are successfully promoting the physical, emotional and social wellbeing of children in the Borough. All schools in St.Helens have now achieved the Healthy School standard. A key outcome has been the significant reductions in childhood obesity at Reception age.

• The Joint Strategic Needs Assessment (JSNA), now in its fifth year, is researched and produced by the Council and the Primary Care Trust. It identifies the health and wellbeing needs of the local population and links them to the wider determinants of health such as housing, employment, environment and health inequalities. The JSNA supports effective health commissioning and targeted service provision

• The Active St.Helens Strategy, revised in 2010, increases the focus on healthy living and supporting individuals to make positive health choices. The refurbishment of Queens Park Leisure Centre showcases how better facilities and more involvement in sports and leisure can increase participation in physical activity and help to improve health and reduce obesity.

Our priorities are:

• Improving health and reducing health inequalities so that local people live longer. • Improving the health and wellbeing of children and young people.• Increasing participation in sporting and cultural activities.


Delivering our priorities

The Government now emphasises the need for fully integrated strategies for public health, children’s services and the NHS. In the duration of this Plan, responsibility for public health services will transfer to local authorities, and GPs will have a greater role in commissioning services within a National Framework. Government policy encourages greater social responsibility including doing more to promote and maintain personal and family health, wellbeing and healthier lifestyles.

In a difficult financial climate, community and voluntary groups are expected to play an ever more important role in encouraging and supporting people to get involved in sports, the arts and culture.

Our immediate focal points for action are:

• To work effectively with all partners through the Shadow Health and Wellbeing Board to manage the significant changes in national health policy to ensure the provision of responsive health services that meet local need and improve outcomes in the long term.

• Continuing to tackle inequalities in health between neighbourhoods and reducing premature mortality rates, promoting a preventative approach to ill-health to reduce the risk factors that cause heart disease, stroke, cancers and related diseases.

• Reducing infant mortality through: increasing breastfeeding, reducing teenage conception, reducing smoking in pregnancy, increasing immunisation rates and improving access to antenatal care.

• To promote a strategic approach to mental health, ensuring the actions of all partners acknowledge the importance of protecting and improving mental health and wellbeing in our local communities.

• To ensure action around intervention and effective treatment services to reduce the impact of alcohol on people’s health and on services across the age spectrum.

• To revise and implement the weight management strategy to reduce the impact of obesity-related conditions.

• To continue to implement the new Teenage Pregnancy Plan that includes strengthening the sex and relationships curriculum and improving access to contraception.

• To increase the level of physical activity undertaken by children and adults, and to promote healthy lifestyles, a series of initiatives are planned or already underway.

• Ensure that transport and spatial planning options are developed in ways that contribute to improved health outcomes.


Our key measures of success are:

Ref. No. Description of indicatorASC-05a Mortality rate, all age, all cause (male) per 1000 populationASC-05b Mortality rate, all age, all cause (female) per 1000 populationASC-06 Number of smoking quitters per 100,000 populationCC-04 Number of visits to sports centres and attendance at activities supported by Sports DevelopmentCYP-01 Under 18 conception rateCYP-03a Percentage of infants breastfed at 6-8 weeksCYP-04 Obesity among primary school children in Reception year

Key Plans and Strategies supporting delivery:

St.Helens Council Business Plans and LSP Thematic Group Delivery Plans St.Helens Children and Young People’s PlanAmbition for HealthActive St.Helens Strategy 2010-15Arts Strategy

Visit www.sthelenstogether.org.uk for details of key Plans and Strategies


Improving People’s Lives

We want people to be Skilled and Educated

Our aim is to increase skills levels and attainment of local people, particularly families and young people. We want children and young people to enjoy their childhood, achieve their potential and succeed as adults. We want people to choose to live, work and study here and help create and attract new enterprises. We will support social and personal development, particularly for marginalised groups, to improve access to wider employment opportunities, and enable people to contribute fully to a thriving local community.

Successes to date

• Educational standards at all school levels have improved hugely in recent years. We perform well against national benchmarks and other similar authorities. At GCSE level in 2011, we achieved our best score to date, with over 82% of pupils achieving 5 GCSEs at grades A* to C.

• Our nursery and primary schools are ensuring the learning and development of young children (0-5 years old) is progressing well. More children from lower-income families are doing better than similar children in similar areas and the gap between the lowest achieving and the average continues to decrease.

• Joint working between the Council, schools and other agencies has seen St.Helens achieve the national target for improving school attendance and reducing absenteeism. At the same time we have reduced exclusions from schools, with no pupils being permanently excluded.

• Working-age population skills levels have increased and the gap between St.Helens and other NW authorities has decreased. In particular, the numbers of young people aged 19 improving their skill levels have increased. Numbers of adult learners continue to grow and the Adult and Community Team continues to work with many people who have few or no qualifications to raise literacy and numeracy skills.

• We have successfully secured over £2.2million in external funding to deliver a programme to increase employment and skills levels across the Borough. Our successful Graduate and School Leaver Programmes continue to create opportunities for young people not in education, training or employment.

• A considerable and successful focus has been placed on developing and supporting employment and training opportunities for people with learning disabilities through the social firm New Ventures.

• We have continued to invest in our libraries, ensuring more computer facilities, homework facilities for young people and more opportunities for adults to develop their skills.


Our priorities are:

• Improving the educational attainment of children and young people.• Improving the skills and learning of local people, particularly families and young

people.


The current economic climate, significant welfare reform, and cuts to funding will add to known local issues of low skill levels, high long-term unemployment and fewer job opportunities compared to some other areas. We must raise people’s skills and qualifications so they can compete for employment, business opportunities and achieve their aspirations. In education, the introduction of the Early Intervention Grant, the growth of academies, the pupil premium, national curriculum changes and reform of the Education Maintenance Allowance will all have an impact. Pupil attainment has shown year on year improvement, but we must maintain the relationship with our schools to ensure continually improving standards. In particular, continuing a focus on early years provision and narrowing the attainment gap between pupils in vulnerable groups and their peers. Maintaining the numbers of young people accessing training, further education and, or direct employment opportunities, will also prove a difficult challenge.


• Improving educational attainment for all children, but particularly for pupils in low-income families and those with special educational needs, where results at GCSE level need to improve. We will also focus on school improvement and working with our secondary schools to improve standards.

• Renewing our focus on children in their early years, working to ensure that our Children’s Centres offer high-quality and accessible services to all, but also focus on supporting those families in the greatest need. Applying the ‘Think Family’ approach will help reduce the gap in outcomes in early years through family-based support and improve educational outcomes for children from disadvantaged backgrounds.

• Providing support to marginalised groups, such as vulnerable young people, and adults with disabilities, as well as the wider population, to improve the employment, education and training opportunities available to them.

• To assist greater numbers of people into employment and training through the delivery of our employment and skills programme. Continuation of the apprentice and graduate schemes within the Council, partner organisations and local businesses will allow young people to develop new skills and improve their employment opportunities.



Ref. No. Description of indicatorCC-03 Number of LA adults and community learnersCYP-02 Percentage of 16-18 years olds who are NEETCYP-05 Achievement of at least 78 points across the Early Years Foundation stagesCYP-06 Achievement at Level 4 or above in English and Maths at KS2CYP-07 Achievement of 5 or more A*-C grades at GCSE or equivalent, including English and MathsCYP-49 Percentage of persistent absentee secondary school pupilsURH-06 Proportion of population aged 16-64 qualified to at least Level 2 or higher


St.Helens Council Business Plans and LSP Thematic Group Delivery Plans The Children and Young People’s Plan




We want people to be Independent and Empowered

Our aim is to engage more with our communities and for local people to feel independent and empowered in their daily lives, with a particular focus on those most vulnerable. We aim to provide quality personalised social care services that are accessible and fully meet the needs of the people reliant on them, promoting independence, respect and dignity. We will ensure that our children, young people and vulnerable adults are safe from harm at home, at work, at school or in the community. We will continue to work closely with families with carers to support their needs and continue to work to implement our child poverty initiatives.

Successes to date

• The results of the National Adult Social Care Survey show high numbers of people are satisfied with the services they receive, feel safe, well-supported and in control. Our performance was the second best in the North West.

• The Personalisation Agenda continues to make strong progress, delivering tailored services to vulnerable people. Successes include the ‘My Life, My Choice’ website, specialist advocacy services, more extra care places and a new system to help service users plan their care package.

• Growing numbers of vulnerable people are living independently in St.Helens through the increased availability of extra care housing offering access to 24-hour care and support, the provision of assistive technology and simple aids for daily living. Our performance in supporting elderly people to remain in their own homes after discharge from hospital is one of the best in the country.

• Services for carers in St.Helens have been recognised as best practice in part of a national evaluation. The Carers’ Centre has continued to provide much-needed advice and assistance to improve the quality of carers’ lives, from personalised breaks and respite, to health and benefits support services.

• Increased paid and voluntary employment opportunities have been successfully provided for disabled people through the New Ventures and Supported Employment Service.

• The work of the First Response Team, has been successful in reducing the number of referrals to children’s social care. Equally, the work of the Early Intervention Service and continued support arrangements for parents and families are beginning to safely reduce the numbers of looked after children. A growing number of successful parenting courses are currently being delivered.

• We successfully developed and introduced in schools the Tell, Tell, Tell model and an e-safety strategy, designed to combat and protect children and young people from bullying.

• St.Helens Youth Services have successfully increased the numbers of young people engaging with the service, along with the number of volunteering opportunities.


Our priorities are:

• Supporting vulnerable adults to improve their quality of life and to live independently through personalised, accessible and inclusive social services.

• Ensuring that children and vulnerable adults are safe from harm.• Engaging and meeting the needs of local young people.


A number of proposed Government policies will impact on the independence and empowerment of local people. The changes proposed through the Welfare Reform Bill will have a marked effect on the more vulnerable sections of the community. Future funding arrangements for adult social care are still uncertain. However, an ageing population and predicted increases in demand for services will call for close working between all agencies, particularly health and social care. The new vision for adult social care aims to promote greater personalisation and choice with a greater role for community groups. The challenge will be to work closely with commissioners and service providers to ensure the continuation of effective, value for money care provision. There is a continued focus on a range of highly sensitive services to support families and children. The concept of ‘localism’ encourages family and social responsibility and empowering people to help themselves and their local community. The Transparency Agenda will improve accessibility to information so that people have more choice and are better able to influence decisions about the services they receive.


• To ensure inclusive and accessible adult social care through the greater promotion of information, advice and advocacy services. We will continue to increase the number of people receiving self-directed support to provide individuals with greater choice and control over the services they receive.

• To develop a dementia services strategy to improve services and promote greater prevention and early detection.

• Improving the support available to the most vulnerable children and adults in the same family. We will embed the ‘Think Family’ approach, ensuring a focus on early intervention, prevention and intensive support. Our Community Budgets Programme will specifically work with those families identified as having complex needs.

• To further develop safeguarding arrangements for both children and adults in St.Helens by greater awareness-raising, the promotion of closer joint working, greater sharing of responsibility and expertise and the strengthening of accountabilities.

• Developing a user-led organisation to meet the needs of vulnerable disabled people and undertake a review of disability services for children and families.

• To implement our Child Poverty Action Plan and pilot a series of interventions to mitigate the impact of child poverty.

• Working with community groups and the voluntary sector to maximise youth provision across the Borough and ensure that the needs of young people are continually met.



Ref. No. Description of indicatorASC-02 Percentage of people receiving social care and support services satisfied with the services they receiveASC-03 Percentage of adults aged 18-69 with learning disabilities, known to ASCH, in settled accommodation at the time of their most recent assessment, formal review or other MDT planning meetingASC-04 Percentage of social care clients receiving self-directed support ASC-07 Percentage of adults (18-69) with learning disabilities in employmentASC-08 Percentage of adults in contact with secondary mental health services in employmentASC-09 Percentage of carers receiving needs assessment or review and a specific carers’ serviceASC-29 Percentage of initial strategy discussions undertaken within 4 working hours of a safeguarding alert being made to the Contact CentreASC-30 Percentage of visits to the victim undertaken within 12 working hours of the initial safety safeguarding strategy discussionCYP-09 Percentage of children looked after with 3 or more placementsCYP-10 Percentage of children becoming subject of a child protection plan for a second or subsequent time


St.Helens Council Business Plans and LSP Thematic Group Delivery Plans The Children and Young People’s PlanAccess to Services StrategyCommunity Consultation Strategy



4. Creating a Better Place

We want St.Helens to be A Safer and Stronger Place

Our aim is to reduce overall levels of crime and anti-social behaviour in line with the local Community Safety Partnership targets, and make St.Helens feel even safer. We will develop and support schemes which encourage residents to take a more active role in their neighbourhoods and help to build and strengthen relationships within communities.

Successes to date • Crime rates have steadily decreased over the past 4 years, with significant reductions

in both violent crime and acquisitive crime. • Incidents of anti-social behaviour have substantially decreased in recent years. Joint

partnership working, delivering a range of diversionary activities for young people, targeted operations and enforcement, has led to this success.

• Resident satisfaction with the Community Safety Partnership is strong and continues to improve, with surveys showing that residents are feeling safer, better informed, more confident in agencies dealing with crime and anti-social behaviour.

• The number of young people entering the youth justice system has reduced, with diversionary and restorative opportunities provided to young people at risk of offending.

• Joint working on the Offender Management Scheme has successfully reduced the number of offences committed by our most prolific offenders, with growing numbers refraining from criminal activity. The project has had a particular impact on reducing levels of burglary, robbery and drug-related crime.

• St.Helens Domestic Violence and Abuse Strategy is having a positive impact on supporting victims, raising awareness of the impact of domestic violence, working with perpetrators and successfully reducing the number of repeat incidents.

• The Stronger Communities Initiative (SCI), a project targeting crime and disorder in one of the Borough’s most deprived areas, has met with considerable success and regional acclaim. A dedicated policing team, backed by partners from the Council, Helena Partnerships and other agencies, has achieved a 50% reduction in reported anti-social behaviour in 12 months and was subsequently awarded two Merseyside policing awards.

• We are working with our partners to tackle alcohol and substance misuse and have developed a ten-point alcohol harm reduction plan. The Young People’s Substance Misuse Team targeted young people consuming alcohol in open spaces, and a programme of alcohol confiscation was introduced. Trading Standards continue to successfully target and prosecute illegal sales.

• Community cohesion is improving and Neighbourhood Action Groups successfully engage with residents to encourage people to make a positive contribution to reducing crime and disorder within their communities.


Our priorities are:

• Reducing levels of crime, disorder and anti-social behaviour.• Making places feel safer for local people.• Reducing the level of harm caused by drug and alcohol misuse. • Supporting neighbourhood development and community cohesion.


Legislative changes such as the Police Reform and Social Responsibility Bill outline ambitions to reform policing, reduce costs and to radically change how we keep our neighbourhoods safe. Police services will be more accountable to local people and an elected Police Commissioner is planned. The ‘localism’ agenda proposals are to give more decision-making powers back to local people. Residents will be encouraged to play their part in cutting crime, attending beat meetings, joining Neighbourhood Watch groups and volunteering to work with the police and criminal justice system.


• To continue to contain and reduce all aspects of crime and anti-social behaviour through targeted interventions and thematic campaigns.

• To build on the initial success of the Integrated Offender Management Programme, where the Council and its partners work together to target known offenders, reduce the re-offending rate and protect the community.

• Working through Neighbourhood Action Groups, we will use different media and communications to keep residents informed of actions we are taking to keep neighbourhoods safe, develop opportunities to empower local people to help make their own neighbourhoods safer, and deliver the Community Payback Programme.

• To continue to reduce youth crime and re-offending through delivery of the Youth Inclusion and Support Srogramme, promotion of the Active Engagement Team, and the increased use of triage and restorative justice.

• Continuing to develop a preventative approach towards drug and alcohol misuse, deliver the Drug Intervention Programme and implement a recovery orientated treatment system.

• Eliminating unlawful discrimination, promoting equality of opportunity and good relations between people within diverse communities. This includes enhancing support for victims, increasing awareness, and encouraging the reporting of hate crime.

• Continuing to implement the Neighbourhood Management Action Plans in our 3 Neighbourhood Management Areas, whilst actively monitoring progress on delivery. The Stronger Communities Initiative will be rolled out to all 3 Neighbourhood Management Areas.



Ref. No. Description of indicatorSC-01 Number of assaults with less serious injury offences per 1000 populationSC-02 Serious acquisitive crime rate per 1000 populationSC-03 Number of incidents of anti-social behaviourSC-04 Number of multiple contacts with 10-25 year oldsSC-05 Number of first-time entrants to the youth justice system per 100,000 populationSC-06 Reduction in repeat victimisation for domestic violence cases being managed by a MARAC SC-07 Number of alcohol-related admissions to hospital per 100,000 populationSC-08 Number of successful planned exits from drug/alcohol treatment


St.Helens Council Business Plans and Community Safety Partnership Delivery Plan Alcohol Harm Reduction Strategy Anti-Social Behaviour Strategy



Creating a Better Place

We want St.Helens to be A Cleaner, Greener and Accessible Place

Our aim is to continue to transform St.Helens, making it a cleaner, greener, more accessible place for ourselves and future generations. The environment around us is key to our quality of life, the wellbeing of our community, and our desire for a thriving, vibrant and competitive Borough. We recognise the impact that all our activities have on the world around us and will therefore continue to work together to create the kind of sustainable environment of which we can all be proud and which makes people want to live, work in and visit our Borough.

Successes to date

• Significant progress has been made with a redeveloped Town Centre, a redesigned rail station, the new college campus, extensive new housing development and the new Saints Stadium now complete.

• St.Helens is now a much cleaner and greener place. Derelict industrial land has been restored to create new habitats and rural public spaces, such as the Mersey Forest, which has led to more than 2 million new trees being planted in the Borough over the past 15 years. The investment in our parks and open spaces has led to the award of 11 Green Flag awards in recognition of their environmental quality.

• Recent surveys have shown an ongoing improvement in the cleanliness of the Borough and we have undertaken effective enforcement action to tackle littering, flytipping and abandoned vehicles. Two air quality management areas have been set up in the Borough and an extensive Climate Change Action Plan is in place.

• Roads have become much safer. Less people are killed or seriously injured and the national target of a 40% reduction was met.

• The Council and all Partners have progressed the green agenda through the promotion of green procurement, Environmental Management Policies, a Climate Change Action Plan, the Buy Local Campaign, and the purchasing of green energy and fuel.

• Transport successes include reduced congestion, improved accessibility and more cycling and walking routes.

Our priorities are:

• Ensuring a clean and attractive Borough. • Reducing waste and increasing recycling.• Reducing our carbon footprint and impact on the environment.• Improving the standard and safety of our transport network and infrastructure.



Progress on improving the environment will continue. We will safeguard and enhance both our urban and rural spaces, through sensitive local development. We will look to target certain aspects of climate change, particularly waste and recycling and the reduction in our carbon emissions. We must maximise the opportunities and benefits of newly emerging environmental policy and legislation, whilst encouraging a change in behaviour across communities, businesses and our own organisations to maintain an attractive environment and sustainable future.


• Promote the sustainable development of the Borough through delivery of the Local Development Framework Core Strategy, Development Plan and area action plans including full public consultation and sensitive planning systems.

• Further reduce carbon emissions through the delivery of the Climate Change Action Plan and Environmental Management Policy.

• Helping deliver the Merseyside Waste Strategy, ensuring we work closely with the public and business to increase recycling and reduce the amount of waste that we produce, focusing on the lowest performing areas of St.Helens.

• Helping deliver the Local Transport Plan for Merseyside, to bring about a safe and integrated transport network that supports economic growth and inclusion. We will reduce carbon emissions and congestion, whilst promoting increased cycling and walking with a focus on schools.

• To continue to maintain and improve the quality of our parks and open spaces, encouraging greater public usage, involvement and ownership. Successful delivery of the £3million Victoria Park restoration project is a key action.

• Delivering our Highway Maintenance Programme and continuing to reduce the number of people killed or seriously injured in road accidents.


Ref. No. Description of indicatorEP-01 Number of Green Flag awards EP-02 The reduction in greenhouse gas emissions from local authority owned estate and operationsEP-03 Percentage of household waste arisings which have been sent for recyclingEP-04 Number of people killed or seriously injured in road traffic accidents EP-05 Percentage of land and highways that is assessed as having deposits of litter at an acceptable levelEP-06 Amount of residual household waste per head of population (kg)



St.Helens Council Business Plans and LSP Thematic Group Delivery Plans Local Development Framework: St.Helens Core Strategy St.Helens Council Climate Change Action Plan Joint Municipal Waste StrategyLocal Transport Plan




We want St.Helens to be A Thriving, Vibrant and Competitive Place

Our aim is to establish St.Helens as a modern, economically diverse town with good business and employment opportunities, quality choices in homes, and a vibrant cultural life. We will continue to adopt an inclusive approach, focusing our efforts to reduce worklessness in our most deprived areas and marginalised groups, whilst promoting the area as a regional choice of location for residents, businesses and visitors.

Successes to date:

• The physical regeneration of the Borough in recent years, an improved transport infrastructure, the growth in new business units and our new Enterprise Centre have done much to promote St.Helens as a desirable business location, increasing both investment and employment.

• St.Helens City Growth Strategy and our Local Enterprise Growth Initiative have had a significant impact in creating new employment opportunities and growing and diversifying business within the Borough. In 2010-11, the programme supported over 240 new business start-ups and created over 650 new jobs, nearly a third of which were in priority areas.

• We have been applauded for our response to the recession and support provided to local people and businesses. Many Partners worked together to advise businesses and community & voluntary organisations of opportunities. Additionally, 250 local businesses employing over 8000 people were supported with the “Be Local, Buy Local” campaign.

• Four successful Regional Growth Fund Bids have been awarded to St.Helens businesses, securing over £10million funding for investment projects worth £65million.

• We have provided strong support to young people to access employment opportunities through the Council and St.Helens Chamber’s graduate placement and apprenticeships schemes. The activities of New Ventures have been successful in increasing supported employment opportunities for people with learning disabilities.

• Multi-agency neighbourhood-based initiatives have provided a focus for addressing worklessness within the more deprived areas.

• We announced a £1million package of support to St.Helens Town Centre to kick-start the local economy and support local businesses.

• The quality, choice, and availability of housing have improved greatly. Despite the difficult conditions, house building in St.Helens is going against the national trend with over 430 new houses built or under construction in 2011. Many affordable housing and supported housing schemes are being delivered.


Our priorities are:

• Strengthening the local economy, promoting business growth, retention and investment.

• Supporting increased employment and reducing numbers of people not in work.• Delivering high-quality housing in an attractive environment to meet local needs. • Supporting public events and activities to promote a distinctive Borough and

town centre.



Following the Comprehensive Spending Review and the extensive reductions in grants, much of our previous success will no longer be funded. All partners will need to work closely to exploit future opportunities such as the Local Enterprise Partnership and the Regional Growth Fund.The welfare reform programme will impact strongly on local residents and particularly on vulnerable groups. Our challenges will be to take all economic opportunities and to influence changes in welfare to work provision to reflect, where possible, the needs of local businesses and residents.


• Ensuring that we draw maximum benefit from the creation of Merseyside Local Enterprise Partnership and opportunities presented through the Regional Growth Fund and other sources of external funding sources to promote economic growth and create jobs. We will maintain a particular focus on reducing the gaps in economic prosperity within St.Helens.

• Supporting existing businesses to improve their long-term profitable growth prospects and increasing enterprise. We will encourage residents to set up their own businesses, develop their work skills and access wider employment opportunities. We will continue to fund a number of key projects such as Starting Point, Business Support, Business Start-up and Enterprise in Schools, to help encourage and support business growth in St.Helens.

• Providing a stock of high-quality sites and premises fit for modern businesses, attracting more businesses to St.Helens to strengthen and diversify the business sector.

• Promote the creation of new jobs and development of the local economy through delivery of the Local Development Framework Core Strategy.

• Improving the range, quality and choice of housing provision across all tenures, whilst maximising investment in housing as much as possible in the current economic climate.

• Supporting stronger, more inclusive communities with better opportunities for disadvantaged groups, working within neighbourhoods to develop plans.

• Enriching individual lives, strengthening communities and improving places where people live through involvement in cultural activities, including increased take-up of libraries and information services.

• Raising our profile as a modern, vibrant and exciting place through a comprehensive town centre events programme.



Ref. No. Description of indicatorCC-01 Number of visits to cultural venues supported by St.Helens CouncilCC-02 Number of library service visitsURH-01 Number of net increases of dwelling stock URH-02 Number of affordable dwellings providedURH-03 Number of households who considered themselves as homeless, who approached the local housing authority’s housing advice service(s) and for whom housing advice casework intervention resolved their situationURH-04 Rate of employment (working age)URH-05 Percentage of working-age population claiming out of work benefitsURH-07 Number of new business births per year


St.Helens Council Business Plans and LSP Thematic Group Delivery Plans St.Helens City Growth Strategy Housing Strategy Active St.Helens Strategy St.Helens Arts Strategy



5. Delivering Effectively Together

Principles and Values

Two core principles underpin our actions:Sustainable Development - is about making social, economic and environmental progress hand in hand, not in one area at the expense of others, in order to ensure a better quality of life for everyone, now and for generations to come.

Equal, Inclusive and Cohesive Communities - is about active, engaged and skilled citizens creating somewhere that people want to live and work that is cohesive, safe and supportive. We remain committed to using impact assessments to achieve our equality objectives: to eliminate discrimination, harassment and victimisation, advance equality of opportunity and promote good relations in our diverse community.

We also have a series of values which underpin our objectives and determine how we work. These are:

Community Leadership• Working with all partners and the local community to lead in developing high-quality,

evidence-based plans and strategies, in taking actions to improve services and in regular progress and performance reports to realise our ambitions.

• We will strengthen governance and performance to ensure all available funding is effectively and flexibly used to achieve the highest benefits for our communities.

Empowerment and Access • We will bring decision-making closer to people by supporting them to make choices

about their own lives, fostering trust and encouraging more widespread involvement in developing community solutions and engagement in the democratic process.

Partnership • Together, we will build positive links with individuals, community and faith groups and

organisations in all sectors, encouraging participation in shaping services, sharing knowledge, promoting learning and development, and working together to achieve mutual goals. Working ‘Together’ we will achieve more than we could separately.

Transparency• We will ensure that local people can have confidence in the decision-making and

management processes of the Council and all Partners by being open, inclusive, responsive and providing access to full, accurate, transparent and clear information.

Efficiency, integrity and excellence of service • We will make the best use of human, financial and physical resources through

effective commissioning and management to deliver value for money, high-quality and accessible services and, ultimately, better outcomes.


How We Work

The management, delivery and performance structures of the Council and the Partnership. Full details of the structures, terms of reference, meeting dates, agendas and reports can be found on both the Council and LSP websites.

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Managing Our Performance

The diagram below shows the planning and reporting cycle for the St.Helens Plan.

The actions to be outlined in the proposed accompanying Delivery Plans will show how the Council and our partners will work together to deliver the shared priorities contained within St.Helens Plan.

Regular Budget and Performance Management Reports are submitted to the Cabinet and the Local Partnership Board to monitor progress against our priorities, pinpointing strengths, under-performance and corrective actions needed.

The Local Partnership and St.Helens Council produce an Annual Report reviewing the previous financial year, mapping achievements and the way ahead. All our Performance Reports and Annual Reports are published on the St.Helens Together and the Council’s websites.

October to DecemberSt.Helens Plan reviewed and

resources allocated.Regular Budget and

Performance Reports.

July to SeptemberRegular Budget and

Performance Reports.Council and Partnership

Annual Reports.

January to MarchDelivery Plans developed for

next year.Regular Budget and

Performance Reports.St.Helens Plan and Delivery

Plans approved

April to JuneReview outturn performance.

Regular Budget and Performance Reports.

Delivery of St.Helens Plan


Consultation, Engagement and Empowerment

Effective and appropriate engagement with the community has been, and continues to be, an integral part of the approach of this Council and key local Partners to the development and implementation of our plans, strategies and services.

An evolving, multi-tiered engagement and cohesion programme is harnessing wide-ranging involvement from all Partners to individual schemes, from specific consultation and survey work to Neighbourhood Action Groups, to St.Helens’ refreshed Voluntary and Community Sector Compact and Health and Social Care’s Local Involvement Networks. The work of the Partnership is researched and consulted upon in many ways to ensure that local needs and priorities are responded to. This Plan is therefore built upon a firm foundation of past and ongoing engagement and cohesion commitments that the recent Equality, Inclusion and Cohesion Strategy will enhance across the Borough.

All members of the Local Strategic Partnership subscribe to the shared values, ideals and principles and to meeting all duties to involve local individuals, groups or organisations through tailored and proportional information, consultation or direct involvement. Community Cohesion is about relationships between and within communities, promoting good relations in a diverse, welcoming community; continuing to reduce inequalities; building on the local sense of identity; and building on our success in making people feel safe and secure living in, working or visiting St.Helens.

Strong consultation and engagement, contained in the comprehensive Consultation Toolkit, enable us to understand the views, needs and preferences of all our stakeholders, including specific target groups. At the neighbourhood level, we actively involve local people in decisions that affect them and their communities through Councillor surgeries, Neighbourhood Action Groups and the neighbourhood approach. St.Helens Compact 2009-2012 sets out the guiding principles for joint action and now includes the voluntary, community, faith and voluntary sports sectors, St.Helens Council and Halton & St.Helens NHS. Participatory Budgeting and joint management are also in place.

Voluntary and Community Action Sector (VCA) support and development work is critical to the sector being capable of responding to the opportunities for influencing decision- making through local partnership working arrangements and through the regular public surveys that feed back local residents’ and organisations’ views and concerns.

The new “localism” concept is based around cutting back on state delivery, and empowering communities to work together to deliver services themselves. This could include setting up new schools, training people for work, rehabilitating offenders, running libraries and anything that can be solved in the community setting.


What will add to this remains to be seen. A neighbourhood focus, wider engagement and volunteering opportunities, citizen empowerment, transparency and information, community organisers, more social enterprises, encouragement of charitable giving and philanthropy, employee-owned co-operatives and the national citizen service will be supported to add to what is already underway.

We will reform and simplify the planning system, adapt to changes in regional strategy making and comply with all requirements to hold referenda and to publish data widely where this is not already done.


St.Helens Plan 2012-15 Appendix

Financial Summary

OverviewSuccess in delivering the priorities identified in the St.Helens Plan will depend on both the finite resources available to the Council and wider partnership, and also the approach taken to ensuring that resources are aligned over the period to reflect these shared priorities. The Partnership recognises the need for individual member organisations to plan their services taking into account the spending plans of their key strategic partners. At present, a combination of the economic downturn, reductions in Government funding and changes in Government policy are having a significant impact on the level of resourcing available to partners. Given below is a summary of the key budgetary issues facing key partners.

The Government cuts leveled at St.Helens Council in the past 2 years have been unprecedented. In 2012-13, the Council is faced with a further £8million reduction following on from the toughest local government finance settlement in memory in 2011-12, which equated to £28million. However, the Council still faces the future prospect of further significant reductions, and there are real concerns that the impact of government legislation will create further financial pressures and uncertainty in the provision of key public services and significantly raise the risk profile.

Merseyside Police Authority is again faced with significant budget reductions in 2012-13, following the budget cut announced in April 2011, which meant the Authority finding £61.4million savings over a 4-year period. The Police Authority is responding through the Strategic Options Project and the Excellent Policing Programme, which will review activity, guided by ‘policing principles’, and minimise the impact on operational services. Despite the changes in governance proposed through the appointment of directly elected police commissioners, the force will keep its commitment to working in partnership with the Council and other agencies to support St.Helens Community Safety Partnership which continues to deliver strong reductions in crime and disorder.

In 2012-13, the Fire Service’s grant settlement was reduced by a further 3.1%, on top of the 9.5% announced in 2011-12. The Service is undergoing a significant period of change and modernisation, but will continue to invest in its world-leading community fire safety work and work with partners to safeguard the lives of people in St.Helens.

Funding cuts have hit a number of St.Helens Chamber projects aimed at boosting business growth locally. However, the Chamber has been successful in securing European funding to continue to fund the Business Advocates, who work with local firms ensuring businesses have access to the right information and advice. St.Helens Chamber and the Council are working closely to pursue new opportunities through the newly established Liverpool City Region Local Enterprise Partnership.


The Health Service is experiencing the most significant changes to its structure since its creation. By 2013, PCTs will be abolished and Local GP Consortia will be created to commission health services. Local Authorities will take on the public health function, supported by a dedicated public health ring-fenced fund. All these changes will place a great emphasis on establishing effective joint working relationships between all partners concerned in order to manage the transition and to continue to provide co-ordinated action to increase healthy life expectancy and reduce health inequalities between our communities.

St.Helens College continues to face further financial pressures as their income declines as the Government tighten the criteria for supported courses.

One of the key challenges facing Helena Partnerships is securing investment to enable the provision of decent, affordable homes in line with the national agenda and also specialist housing to meet the needs of vulnerable groups. Access to capital funding is becoming severely restricted. A further financial risk is the proposed changes to the benefit regime and the penalties imposed on families, which in turn could be passed on to the landlord. As the lead agency for neighbourhood management, Helena Partnership will continue to work with the key strategic partners to tackle issues such as anti-social behaviour and worklessness across our 3 Neighbourhood Management Areas.

St.Helens Council Financial Strategy and Medium Term PlansAs Community Leader, the Council’s Financial Strategy is critical to the delivery of the St.Helens Plan. The Financial Strategy aims to support local priorities, whilst recognising national priorities. It is imperative that financial planning underpins the corporate planning processes and identifies how scarce resources are to be allocated to corporate priorities. St.Helens Council has set out medium-term (three-year) revenue and capital spending plans to support the St.Helens Plan.

The following table summarises the forecast financial position over the next three years based on the above planning process and strategy.

2012/13

£000

2013/14

£000

2014/15

£000Children, Young People & Learning Services 32,658 32,970 33,379Adult Social Care & Health 45,594 46,179 47,079Urban Regeneration & Housing 10,890 10,887 10,905Environmental Protection 21,003 21,032 21,433Corporate Services & External Affairs 6,547 6,568 6,623Culture, Sport & Leisure 7,208 7,182 7,296Family Intervention & Safer Communities 1,795 1,872 1,962Corporate Income/Expenditure - 1,244 - 1,221 - 2,300Service Levies 25,263 25,995 26,700Restructuring Costs 1,910 0 0TOTAL SPENDING 151,624 151,464 153,077Formula Grant - 84,608 - 79,683 - 70,221Council Tax - 65,833 - 67,478 - 69,166New Homes Bonus/Local Services Support Grant - 1,183 - 1,333 - 1,663NET FINANCIAL POSITION/SAVINGS

REQUIREMENT0 2,970 12,027


Capital Spending 2012-2015The Council’s Capital Programme represents the affordable element of those schemes that support both the St.Helens Plan and the Council’s Asset Management Strategy. The following table summarises the currently identified demand for capital investment in the Council’s assets over the next three years, i.e. Capital Programme.

2012/13

£000

2013/14

£000

2014/15

£000EXPENDITURE

Children & Young People’s Services

Environmental Protection - Transport

Environmental Protection - Other

Housing

Urban Regeneration

Family Intervention & Safer Communities

Corporate Services & External Affairs

Adult Social Care & Health

Culture, Sport & Leisure

24,689

5,219

7,442

3,488

1,480

314

345

1,366

0

5,545

2,747

1,690

1,021

50

0

0

516

0

3,198

2,634

787

1,021

50

0

0

516

0Total 44,343 11,569 8,206RESOURCED BY

Unsupported Borrowing

Grants & Other Contributions

Capital Receipts

Designated Revenue Sources

934

36,457

6,762

190

735

10,611

50

173

700

7,441

50

15Total 44,343 11,569 8,206

Full details of the Council’s budget and financial plan are available on the financial pages of St.Helens Council website.

Details of the Council’s progress on delivery and performance around the St.Helens Plan is brought together in our Annual Report and monthly budget and performance monitoring reports available on St.Helens Council website performance pages.


St.Helens Plan Key Measures of Performance


The tables below set out the key measures of performance for the St.Helens Plan and our 3-year targets. It should be noted that as the outturn for 2011/12 is only projected, and not yet verified, at the time of print, future targets may be subject to change.

Full detail of the performance of St.Helens Council and the Local Strategic Partnership can be found on the Performance page of the Council’s website.

Healthy and Active

PI Ref DefinitionOutturn

2010/11

Projected Outturn 2011/12

Target

2012/13

Target

2013/14

Target

2014/15

ASC-05aMortality rate, all age, all cause

(male)727.5 728.85 685.8 665.2 645.2

ASC-05bMortality rate, all age, all cause

(female)496.5 531.30 520.7 515.5 510.4

ASC-06Number of smoking quitters

per 100,000 population1200.83 1028.79 1242.8 1278.3 1285.9

CC-04

Number of visits to sports

centres and attendance at

activities supported by Sports

Development

987186 1265452 1293111 1295613 1298116

CYP-01 Under 18 conception rate -21.6 7.7 -3 -3 -3

CYP-03a

Percentage of infants breastfed

at 6-8 weeks21.5% 23.24 26% 27% 29%

CYP-04Obesity among primary school

children in Reception year12% 10.1% 10% 9.5% 9.5%



Skilled and Educated


2010/11


Target

2012/13

Target

2013/14

Target

2014/15

CC-03Number of LA adults and

community learners2918 3266 2500 2500 2500

CYP-02Percentage of 16-18 years olds

who are NEET8.7% 8.43% 8.43% 8.43% 8.43%

CYP-05

Achievement of at least 78

points across the Early Years

Foundation stages

55.5% 59.8% 58%To be discontinued

after 2012/13

CYP-06

Achievement at Level 4 or

above in English and Maths at

KS2

78% 81% 81% 81% 82%

CYP-07

Achievement of 5 or more A*-C

grades at GCSE or equivalent,

including English and Maths

52.8% 55.7% 56% 58% 59%

CYP-49

Percentage of persistent

absentee secondary pupils

(15% threshold)

New

indicator –

no data

9.2% 9.1% 9% 8.9%

URH-06

Working-age population

qualified to at least Level 2 or

higher

63.9% 66.2% 67% 68% 69%



Independent and Empowered


2010/11


Target

2012/13

Target

2013/14

Target

2014/15

ASC-02

Percentage of people receiving

social care and support

services satisfied with the

services they receive

No data

available68.1% 71% 71% 71%

ASC-03

Percentage of adults aged

18-69 with learning disabilities,

known to ASCH, in settled

accommodation at the time of

their most recent assessment,

formal review or other MDT

planning meeting

75.4% 80% 80.5% 81% 81.5%

ASC-04

Number of social care clients

receiving self-directed support

as a percentage of clients

receiving community-based

services and carers receiving a

carers-specific services

31.5% 63% 70% 75% 80%

ASC-07

Percentage of adults (18-69)

- with learning disabilities in

employment

4.63% 5% 5% 5.2% 5.4%

ASC-08

Percentage of adults in contact

with secondary mental health

services in employment

8.63%Awaiting

data 11.5% 12%

Awaiting

data

ASC-09

Percentage of carers receiving

needs assessment or review

and a specific carers service

29.17% 32% 36% 37% 38%

ASC-29

Percentage of initial strategy

discussions undertaken

within 4 working hours of a

safeguarding alert being made

to the Contact Centre

New PI –

no data

available

90% 95% 95% 95%

ASC-30

Percentage of visits to the

victim undertaken within 12

working hours of the initial

strategy discussion

New PI –

no data

available

65% 75% 75% 75$

CYP-09

Percentage of children

looked after with 3 or more

placements

7% 6% 6% 6% 6%

CYP-10

Percentage of children

becoming subject of a child

protection plan for a second or

subsequent time

19% 18% 15% 14% 13%



A Safer and Stronger Place


2010/11


Target

2012/13

Target

2013/14

Target

2014/15

SC-01

Number of assaults with less

serious injury offences per

1000 population

3.04 3.28 3.28 3.28 3.28

SC-02 Serious acquisitive crime rate 9.40 9.53 9.53 9.53 9.53

SC-03Number of incidents of anti-

social behaviour6358 6287 6287 6287 6287

SC-04Number of multiple contacts

with 10-25 year olds15156 17500 17900 18300 18700

SC-05Number of first-time entrants to

the youth justice system395 480 480 480 480

SC-06

Reduction in repeat

victimisation for domestic

violence cases being managed

by a MARAC

12.3 10.0 9.5 9.0 8.5

SC-07

Number of alcohol-related

admissions to hospital per

100,000 population

2371 2632 2779 2963 3158

SC-08

Number of successful planned

exits from drug/alcohol

treatment

New indicator - no targets set yet, due to need to clarify

definitions and baseline data. This will be developed in

consultation with the National Treatment Agency, and the

new drug treatment provider commencing in April 2012.

Cleaner, Greener and Accessible Place


2010/11


Target

2012/13

Target

2013/14

Target

2014/15

EP-01 Number of Green Flag awards 10 11 11 11 11

EP-02% reduction in CO2 from LA

operations28.41% 28.41% 25.65% 25.5% 25.35%

EP-03

Percentage of household waste

arisings which have been sent

for recycling

32.55% 32% 36% 38% 40%

EP-04

Number of people killed or

seriously injured in road traffic

accidents

59.3% 60% 58% 56% 54%

EP-05

Percentage of land and

highways that is assessed as

having deposits of litter at an

acceptable level

93% 94% 94% 94% 95%

EP-06Amount of residual household

waste per head population (kg)627 624 620 610 600



A Thriving, Vibrant and Competitive Place


2010/11


Target

2012/13

Target

2013/14

Target

2014/15

CC-01

Number of visits to cultural

venues supported by St.Helens

Council

47794 53000 55400 55800 57000

CC-02 Number of library service visits 1,010,177 974680 1,030,000 1,040,000 1,055,000

URH-01Number of net increases of

dwelling stock157 315 300 325 350

URH-02Number of affordable dwellings

provided87 120 85 85 90

URH-03

Number of households who

considered themselves as

homeless, who approached

the local housing authority’s

housing advice service(s) and

for whom housing advice

casework intervention resolved

their situation

437 430 350 375 400

URH-04Rate of employment (working

age)69.6% 66% 66% 66.5% 67%

URH-05

Percentage of working-age

population claiming out of work

benefits

17.1% 17.1% 18.3% 17.5% 17%

URH-07Number of new business births

per year445 415 400 400 400


List of Members St.Helens CouncilNHS Halton and St.HelensSt.Helens ChamberMerseyside PoliceHalton and St.Helens VCAHelena PartnershipsSHINESt.Helens Community Empowerment NetworkSt.Helens CollegeSt.Helens Job Centre PlusMerseyside Fire & Rescue ServiceMerseytravelPilkington Group LimitedLangtree Group PLCSt.Helens and Knowsley Teaching Hospitals NHS TrustConnexions Greater MerseysideBarnardo’s5 Boroughs Partnership NHS Foundation TrustAge UKBusiness Link NorthwestStarting PointSt.Helens LINkMerseyside Probation TrustSt.Helens Magistrates Court

Contact Centre, Wesley House, Corporation StreetSt.Helens WA10 1HF

Tel: 01744 676789Minicom: 01744 671671Fax: 01744 676895Email: [email protected]➜ www.sthelens.gov.uk

Please contact us to request translation of Council informationinto Braille, audio tape or a foreign language.

For more information about the Local Strategic Partnership visit www.sthelenstogether.org.uk

Documents

Creating a better place, improving people’s lives and ...safer.sthelens.gov.uk/media/11384/sthelenscouncilplan-2012__low_res_fv.pdfA number of further Government policy areas and