Agenda item

Consideration was given to a report presented by Dawn, Roberts, Policy and Research Manager, which was also being presented to the Corporate Management Team at its meeting today.

The report outlined the Council’s current strategic areas of activity in addressing social inclusion and the main social inclusion policy challenges facing the Council.  The report submitted also put forward strategic policy options to enable the Council to ensure social inclusion was being achieved in Rotherham and through joint working with partner agencies.

Feedback on this document was welcomed and the attached position statement provided an outline of the national, regional and local agenda on social inclusion. 

Analysis also suggested that there would be a smaller number of people affected by social exclusion, but that their exclusion would be deeper as they would experience more multiple disadvantage and a greater degree of exclusion from participating in mainstream social activities.  It was important, therefore, that resources were targeted effectively and that service delivery was responsive to the needs of those who were most excluded.

The report recognised that a large number of existing strategies and plans contributed to addressing social exclusion in the Borough and delivered key elements of it with geographical focus and strategies in relation to equalities and cohesion. There was a need for an overarching strategy (or framework) that brought together these various strategies and plans into a common vision, objectives and targets. This would lead to a more co-ordinated approach and a more robust performance management system to ensure the Council was maximising outcomes and quality of life for Rotherham’s most vulnerable people.

Members were informed that performance management had been an area of development in the Council and a review of key policies and strategies had taken place.  Social inclusion, however, was a credible part of the process development and the outcome would match impact on the social inclusion policy.  A number of clear objectives, which were measurable, would need to be set.

Members of the Council had a role in the process, through the Cabinet and to scrutinise the impact on performance.  It was recognised, however, that different parts of the Council had to take the social inclusion policy forward.

The report was subject to discussion and feedback through various channels before a report was presented to Cabinet.

Health and equalities was also high profile and Members were informed that a position statement in relation to this was being developed with partners of the Primary Care Trust.  A meeting took place on Thursday, 18^th November, 2004 to consider the process and how this would link together with social inclusion.

Resolved:-  (1)  That the report and the conclusions put forward be noted.

(2)  That the development of a Corporate Social Inclusion Framework to enable the Council to establish a common understanding and vision of social inclusion and identify clear objectives and performance measures for achieving this be agreed.

(3)  That the Social Inclusion Framework shaped by the emerging new priorities for the Council (and Local Strategic Partnership) be acknowledged.

(4)  That further work be done to strengthen the statistical baseline with additional information to ensure the strategic framework is based on all available evidence.

(5)  That a further report in February 2005 outlining progress, and presenting a draft Social Inclusion Framework be received.