Structure and governance - the children's integration programme | Oxfordshire County Council

Structure and governance - the children's integration programme

How the programme is structured and how it fits into existing CEF governance arrangements

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Decision making

There are three levels of decision making within the Integration Programme.

Core Group

Meets weekly and deals with day to day management of the programme. It responds quickly to issues and ensures work is carried out. It also approves communications and details of the new service.

Programme Board

Meets monthly and has a strategic guiding role on the programme. In addition to the responsibilities of the Core Group, it also takes decisions that have a wider, more fundamental impact on the programme and the new service.

Directorate Leadership Team (DLT)

Meets weekly to cover all the responsibilities of managing the Children Education and Families (CEF) Directorate. In addition, DLT is the most senior decision-making authority with the CEF Directorate. All proposals that are made to County Council Management Team and Cabinet must first be approved by DLT.

Work groups

The programme has two major work groups within it. Each work group has multiple workstreams that feed into it.

Operations Group

Meets monthly with subgroups that come together for specific issues relating to the workstreams. The group is responsible for developing the operational details of the new service, from structure to process, as well as supporting the readiness of the Children and Family Centres.

Community Initiatives Group

Meets monthly and links into a corporate initiative (Oxfordshire Together) with the purpose of devolving county council responsibilities to district, town or parish councils, charity and community groups. The group is responsible for managing the conversation with any group interested in using current children centre buildings for the delivery of open access services in the future.

Communications Group

This group meets to develop communication strategies, tools and key messages for use across the programme. The day to day management of programme communications is usually picked up by the core group, but the Communications Group can also meet for this purpose when necessary.

The workstreams

There are six main workstreams that feed into the two work groups.

These include:

  • HR
  • Finance
  • Model and service
  • Property
  • ICT
  • Community framework

The workstreams are much more focused on details specific to their area. Meetings are scheduled as required to plan, address issues and manage work.

The number of workstreams changes to reflect the work that is planned or underway in the programme.


Other groups

Staff Advisory Group

Made up of staff from across children's social care, early intervention and administration teams, the group act as a conduit for information flow to and from staff working in the affecting teams to the programme. They also provide advice on key issues such as communications to staff and implementation timescales.

Children's Management Team

This is pre-existing group that the programme has linked into. The Operations Group is able to present options and proposals for review by the Children's Management Team. Through this the Children's Management Team acts as a 'critical friend' to the development of the new service.

Outside the programme

The Integration Programme reports to all the following boards and groups, or at least features as part of their business. A brief description has been provided for each group. This is not a comprehensive description of duties, rather an indication of why it is relevant to the programme.

Capital Assets Programme Board

Responsible for the development and delivery of infrastructure and asset strategies.

ICT Strategic Delivery Group

Responsible for the coordination and delivery of ICT strategies to support county council services.

County Council Management Team

Senior officer board responsible for the strategy and operation of county council services.

Cabinet Advisory Board

A specially formulated cross-party group of councillors that steer the development of the new integrated service.

Corporate Delivery Group

Councillors and senior officers review and monitor the progress of change programmes across the council.

Performance scrutiny

Provides a focused review of directorate an corporate performance, as well as budget performance and financial reporting.


Is responsible for, and oversees all of the county councils functions. This includes approving major strategies for the council.

Programme roles and responsibilities

Download a who's who list of roles and responsibilities (pdf format, 65Kb))

Last reviewed
01 January 2018
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