regeneration and leisure...
TRANSCRIPT
Details of these key PIs is provided in Table 5aFurther supporting Indicators can also be found in Table 5a
Divisional Management Standards
There are no appropriate PI’s - greater emphasis on critical success factors
To ensure the provision of an up to date research and
information services
Objective 5
Key PIs
REGENERATION AND LEISURE DIRECTORATE
*Feeling Fine
Gross Budget 2008/09
£569,000
To deliver the Community Plan and Corporate Strategy priorities of:
* Being a Better Council
Head of Service - Keith Cobain
Policy and Core : Divisional – Business Plan & Scorecard 2008/11
Objective 1 Objective 2 Objective 3
Key PIs
To ensure the continued
sustainability of Regeneration & Leisure Services
Key PIs Key PIsThere are no appropriate PI’s - greater emphasis on critical success factors
There are no appropriate PI’s - greater emphasis on critical success factors
Key PIs
There are no appropriate PI’s - greater emphasis on critical success
factors
There are no appropriate PI’s - greater emphasis on critical success
factors
The objectives below will be pursued:
* A Better Place
*Investment and Innovation
*Making Better Use of Resources
Objective 4
To monitor,manage and review Divisional
and Departmental performance against
targets
To implement recreational and envirponmental
projects that regenerate local communities and
improve the public realm
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Cover1 23/06/2008
Contents Re use Pre populated
Hyper linkUpdate
Cover The Divisional Objectives on a Scorecard
Contents
Values
Part 11a Service Facts - Profile of Service
1b How the Service Fits in with the Community Plan (USE Table 1c To Help)
1c The Council priorities that the Service supports
Part 2
2a Risk Assessment
2b How we are doing on this year’s (2007/08) objectives
2c1 Consultation
2c2 Partnership
2d (i) All Wales Statutory and Core Performance Indicator Comparative Information Chart2d (ii) Commentary Page on the All Wales Statutory and Core Performance Indicator Comparative
Information Chart
Part 3
3a For each Service Objective over three years – · Identify the Actions that you are taking to achieve measurable improvement.· Try to identify quarterly mile stones over three years · Remember to address the financial, workforce, accessibility and system needs
in part
3b Divisional Management Standards
Part 4
4a Enter your Service Budget and projections over three years. Explain variation
4b Identify savings and efficiencies
4c Capital ?
Part 5 Results and Target Data5a 2007- 08 results and targets for 2008/09 - Main and secondary indicators in detail - Explain
significant variations from year to year, between target to projected result for the year and explain any major change in future targets
5b Divisional Management Standards5c Measurement Summary - The Balance5d List of the Core Measures that the Service reports on - but will not be using in this business
plan.
The Service in context
Where are we now and where do we want to be ? (How the Division is performing)
How do we get there? (Service Improvement Planned 2008-11) - Basis of Business Unit Plans.
Use of Resources
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Contents2 23/06/2008
We will ensure that the needs of our customers are at the heart of everything we do. We will treat people with respect at all times.
These values permeate everything that we do whilst ensuring that we make better use of resources wherever possible.
We will strive to continuously improve our services; we are an innovative organisation which constantly seeks new and better ways to deliver our services.
Openness, Trust, honesty, integrity
Putting Customers First
Listening - and delivering on promises
Working in partnership
Valuing our staff
Ensuring Equality of Opportunity
Treating the Environment with Respect
Improving our Services
We believe in partnership - thinking together and acting together. We will strive to avoid duplication and waste of effort through working closely with our partner organisations, the voluntary sector, trade unions and the local community.
We can deliver nothing without the efforts of our staff - they are the reason we succeed. We will support, praise and invest in our workforce to achieve higher standards of service delivery.
We value diversity and recognise the unique contribution of all members of our community. We will serve all of our customers and the community equally, and strive to ensure that everyone has the same rights of access to all of our services.
We aim to be a leader in the field of sustainability - improving the quality of life for local people while conserving the earth’s resources andprotecting the environment.
In building a better Carmarthenshire it is important that our actions are built upon a foundation of key values and principles that act as a guide for our initiative and enterprise.
Our core Values
We believe in openness and honesty in all our dealings with the public; we will provide comprehensive information to the public about ourservices so that they can judge how well we are performing.
We are a listening organisation which consults before reaching major decisions and, having reached a decision, delivers on our promises. We believe in clear leadership, informed decision making, robust scrutiny and honouring commitments.
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Values3 23/06/2008
Division Policy and Core E-Mail: [email protected]
Division Head Keith Cobain For further information please go to www.carmarthenshire.gov.uk/performance or Telephone:01267 242363
Executive Board MemberScrutiny Chair
1. To co-ordinate the development of the Department's strategic plans in accordance with Council strategy.
3. To ensure that performance and financial management within the Department accords with the Council's aims and objectives.
2. To ensure that performance and financial management within the Department accords with the Council's aims and objectives.
4. To strategically manage derelict land and environmental enhancement programmes.
Part 1 - The Service in context
More specifically the services provided are:
* To co-ordinate the production of the annual business plans to include the Departmental objectives and summary of performance and achievements in accordance with corporate guidelines
5. To ensure that the Department and the County Council are responsive to the changing business environment, by providing a corporate research, data and intelligence role for the Council.
Service Profile
Poicy and Core Division – Business Plan 2008-2011
Table 1a Service Facts
Cllr Clive ScourfieldCllr Anthony Jones
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1a4 23/06/2008
* To maintain a strategic overview of the Department's revenue and capital budgets, reflecting corporate/service priorities and co-ordinating the Departmental bidding process, and ensuring the effective monitoring of schemes underway.* To establish and maintain a robust performance management framework for the Department, including a suite of PI's, and to ensure that Heads of Service and Business Managers produce regular and timely reports on performance in accordance with corporate guidelines.
*To lead on Departmental Working Groups and represent the Department on corporate working groups.
* To contribute to the development and management of strategic partnerships inside and outside the Authority,to ensure the effective co-ordinated management and delivery of services..
* To provide a corporate research,data and intelligence service for the Department and for the County Council.
* To initiate and manage projects that conserve and enhance the environment and provide opportunities for improving environmental,social and economic wellbeing.
*To provide effective service links with the Executive Board Member and Scrutiny Committee Chair for Regeneration and Leisure
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1a5 23/06/2008
(i) Co-ordinates policy,performance management and service support functions for the Department
(ii)Monitors and evaluates financial performance (capital & revenue),business planning & performance monitoring.
(iii) Undertakes activities that seek to improve the quality and enjoyment of the local environment
The Division links to the Community Plan and Coprorate Strategy by planning resourcessetting targets,monitoring performance and delivering key environmental projects. It has links with 5 Themes in the Community Plan:Theme:Being a Better CouncilSub Theme: Working in partnership with communities.Theme:A Better PlaceSub Theme: Conserve, Enhance and Protect the EnvironmentTheme:Investment and InnovationSub Theme: Area RegenerationTheme:Feeling FineSub Theme: Promoting LeisureTheme:Making Better Use of ResourcesSub Theme: Improving the management of finances and procurement
Key Service Strategies & PlansMaking the Connections;Beecham Review: Beyond BoundariesWales Spatial Plan;Wales Environment Strategy;Wales a Vibrant Economy
Sustainable Development Strategy;Climate Change StrategyEqualities Strategy and the various elements including Disability Equality Scheme etc;Welsh Language Plan
(iv) Provides a data,research and intelligence capacity to monitor changes and assist service delivery.
(iv) Provides a data,research and intelligence capacity to monitor changes and assist service delivery.
Part 1(Continued) - Table 1bHow we fit in
1) How the Service links to and supports the delivery of the Community & Improvement Plan/Corporate Strategy :
Community Plan;Corporate Strategy 2007-2012;Improvement Plan 2007-2008
Carmarthenshire Unitary Development Plan;Carmarthenshire Connexions 2005-2015Leisure Vision
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1b6 23/06/2008
Council Priorities
Get
ting
Abou
t
Con
serv
e+en
hanc
e+ p
rote
ct E
nv.
Impr
ovin
g pu
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Man
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aste
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r use
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and
Build
ing
a le
arni
ng S
ocie
ty
Rig
hts
and
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bilit
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onf L
earn
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Mai
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and
Impr
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Dev
elop
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lead
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kills
Effe
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esou
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g H
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Prov
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Affo
rdab
le H
ousi
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Prov
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g So
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Car
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dult)
Prov
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hild
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Prom
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g Le
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Supp
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Ret
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isus
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usio
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and
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ICT
Priority References - for use in Tables 3a (Column 12) and 5a (Column Q )
AG
A
AC
EE
AIP
P
AM
W
AB
UL
OB
LS
OR
RL
OM
IS
OD
LS
OED
R
FIH
FPQ
AH
FPSA
FPSC
FPL
ISA
R
IMEF
ICJI
P
IRA
YF
SRC
STA
SB
STSM
SIR
S
SDSS
BPE
O
BES
D
BPW
L
BPF
SI
BW
P
BPC
F
BO
TI
MSO
S
MM
FP
MM
P
MIC
T
This Service has the lead responsibilty for delivering this Corporate Priority = 1
This Service has a major contributory role and key objectives and actions in delivering this priority = 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2This plan contains some supporting actions = 3 3 3 3 3
General Support = 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
Building a Better Council Blocks
Part 1 - Table 1c - Identifying the Council priorities that the Service supports/sustainsMaking Better
Use of Resources
Community Planning Themes
A Better Place Opening Doors Feeling FineInvestment and
Innovation Feeling Secure
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1c7 23/06/2008
Department Head of Service Division Business Unit Risk Area Risk/Areas for Improvement ReferenceRegeneration and Leisure
Keith Cobain Policy and Core All Match funding arrangements
Looking to minimise CCC contribution in support of Making the Connections and the efficiency savings agenda & maximising resources from WAG & other bodies and agencies. Current uncertainties as to where internal resources are being acquired as match funds. Public perception on delivery could be affected due to resource constraints.
KC1
Regeneration and Leisure
Keith Cobain Policy and Core All Grant compliance High Risk - Difficulties of management of grants applications within other services, reflects on LA corporate responsibilities due to business case/bids.With guidance terms not being adhered there are potential claw back & risk of fraudulent activity implications.
KC2
Regeneration and Leisure
Keith Cobain Policy and Core All Workforce plan The need to look at succession planning as the Team is lean. There is a risk of sustainability of service if staff are ill or depart. Specialisms cause difficulties in cover.
KC3
Regeneration and Leisure
Keith Cobain Policy and Core All Equalities Monitoring & awareness of equalities framework impact is important to all service areas. Public perception is affected if framework is not adhered to with legal implications if compliance not met.
KC4
Regeneration and Leisure
Keith Cobain Policy and Core All CDM regs The new CDM Regs mean that the "Client" has substantial influence and contractual control, and their decisions and approach to the project determines the health and safety standards for the project. Staff or the County Council could be interpreted as the "Client" and will require training and awareness regarding responsibilities. There will be financial implication i.e hiring of consultant to raise awareness.
KC5
Regeneration and Leisure
Keith Cobain Policy and Core All Wales Spatial Plan In terms of the risk the link between the Spatial Plan and Convergence Programme, together with sub regional partnership working on strategic collaborative projects has helped to provide strategic direction, but until we have clarity on the available resourcing from the Convergence Programme the risk impact would still exist. It is hoped that this might become more apparent towards the end of the calendar year.
KC6
Risk Assessment for 2008+ - Table 2aNOTE: - All Council Risks are on this spreadsheet - Please filter the data for appropirate Division and Business Unit - Significant and High Risks are in BOLD and are shaded. These Risks must be addressed in the Divisional Plan with actions in Table 3's. (Please use the Risk Reference from this page in the Table 3's column 14). These must also be linked in the Improvement Plan (08/09) - The Medium and Low Risks can be addressed in Business Unit Plans or in the Divisional Plan
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2a Risks8 23/06/2008
Table 2b How are we doing against the current years business plan actions ?Q4 End of Year Extract from - Performance & Improvement Monitoring System (PIMS)
This page is prepopulated for the Division prior to release
Objectives in Divisional Business Plan
Total No. of actions agreed
Total No. of actions completed / overall deemed on target
Total No. of actions not due to start
until after this qtr
Total No. of actions
overall deemed off target
Total No. of actions
not reported
% overall on target
Progress?
To ensure the continued sustainability and efficiency of Regeneration and Leisure Services 7 7 0 0 0 100%To implement environmental improvement and recreational projects that regenerate local communities and improve the public realm. 11 11 0 0 0 100%To monitor, manage and review Divisional and Departmental performances against targets. 6 6 0 0 0 100%To ensure the provision of an up to date research and information service 5 5 0 0 0 100%
Overall performance 29 29 0 0 0 100%To visit the up to date monitoring page for the 2007/08 Business Plan actions progress visit -
http://intranet/CCC_APPS/eng/PIMS/actions/reports/BusinessPlanReport.asp?DocumentID=53
note doc id last two digits concealed in hidden rows above (between rows 21 and 54)
Any key issues that need to be taken forward to 2008+ are addressed in table 3aAny remedial action on off target issues can be examined on PIMS
Summary of Progress
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2b9 23/06/2008
What consultation have you undertaken in the past year ? Any actions in this years plan ?
Division involved with Tywi Afon Yr Oesoedd consultation. Subject to successful HLF bid.
Consultation on Connect 2 bid to BLF Cycle route between the town and Johnstown, by conecting the main railway station with a safe cycle route across the Tywi to Johnstown schools and the Leisure Centre.
Liaising on Carmarthen Qay and Riverside Working Group Design Work to be undertaken on project by Economic Development.
Consultation on Cross Hands Study In conjunction with Economic Development begin implementation of proposals.
Table 2c1 - Customer Consultation
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2c1Consultation10 23/06/2008
Filter by service Partnership Working Table 2C2
Environment-Regeration
Phil Snaith Strategic Development Officer 01267 242366 [email protected]
Working together to deliver integrated environmental improvements
Llanelli & District Green Network
Policy
Phil Snaith Strategic Development Officer 01267 242366 [email protected]
Working together to deliver mountain bike facilities in Brechfa
Forest Enterprise
Policy
Eleri Davies Landscape Partnership Manager [email protected] 01267 224805
Co-operating on the submission of Tywi Afon Yr Oesoedd bid to HLF
National Trust/CCW/Coleg Sir Gar/Menter Bro Dinefwr
Policy
Keith Cobain Policy Co-ordination and Research Manager 01267 224363 [email protected]
Working in partnership to deliver the 2007 Census Test ONS,Hays Consulting
Subject Area Activity Lead Officer Contact Details
Reason for Joint Working Participating Organisations
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2c2 Partners11 23/06/2008
3 4 5 6 7 8 9 10 11 12 13 14 15
Balance F,P,A,Q,SO
Key Action
Publish half yearly Service Activity Reports to inform all Members of progress on key projects
Sub Action :
1st Half Yearly ReportKC X X X April October BOTI A,SO NO
KC X X X October May BOTI A,SO NO
Key Action
Monitor and manage the Divisional budget (revenue and capital) on a rmonthly basis, and co-ordinate Departmental budget reporting to Management Team.
KC/LP X X X 04/08 03/11 MMFP F NO
Co-ordinate the preparation and monitoring of the Department's Capital Programme ensuring resources (internal and external) are managed effectively and that financial variance and risks are reported to Management Team
KC/DR X X X 04/08 03/11 MMFP F,SO NO KC6
Key Action
As part of the annual Priority Based Budgeting process, seek to make efficiency and productivity gains across the Department in line with the Making
KC X X X 04/08 03/11 MMFP F,SO,Q,A,P NO
Key Action
Part 3 - Service Improvement Planned in 2008/11
Table 3a What we want to achieve in 2008/09-11
Objective 1 To ensure the continued sustainability and efficiency of Regeneration and Leisure Services
Main PI(s) & Target: There are no appropriate PI’s - greater emphasis on critical success factors
RisksKey Action
Supporting Sub-Action Tasks
(How are we going to achieve it?)
Owner /Resp. Officer
20
08
/0
9
Leave blank
Sub Action
Target End Date
PI Link(if appl)
See 2 above
Corp priority
ref
For IP?2008/09
20
09
/1
0
20
10
/1
1
Target Start Date
2nd Half Yearly Report
Leave blank
Leave blank
Leave blank
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(1)12 23/06/2008
Respond to changes arising out of any Divisional realignment KC X X X 04/08 03/11 MSOS F,SO,Q,A,P NO
Key Action
Implement recommendations arising of the Audit Office in Wales Follow Up Study on Regeneration across the Department
KC X X X 04/08 03/11 BPCF SO,Q,A NO
Leave blank
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(1)13 23/06/2008
3 4 5 6 7 8 9 10 11 12 13 14 15
Balance F,P,A,Q,SO
Key Action
Work with the Welsh Assembly Government to agree an annual programme of environmental enhancement in the County and develop a
PS/DR X X X 04/08 03/11 BWP SO,Q NO KC1
Key Action
Engage with partners to develop and implement key projects arisIng out of the Valleys Regional Park Study. PS X X X 04/08 03/11 BWP SO,Q NO
Key Action
Working with partners assist with the implementation of proposals arising from the Cross Hands Village Study
PS X X 04/08 03/11 BWP SO,Q NO
Key Action
In conjunction with Llanelli and District Green Network assist with community enhancements at Genwen Quarry Llanelli
DR X X 04/08 03/10 BWP SO,Q NO
Key Action
Part 3 - Service Improvement Planned in 2008/11
Table 3a What we want to achieve in 2008/09-11
Objective 2 To implement environmental improvement and recreational projects that regenerate local communities and improve the public realm.
Main PI(s) & Target:
20
10
/1
1
Target Start DateKey Action
20
08
/0
9
20
09
/1
0
For IP?2008/09
Owner /Resp. Officer
There are no appropriate PI’s - greater emphasis on critical success factors
Supporting Sub-Action Tasks
(How are we going to achieve it?)
PI Link(if appl)
See 2 above
Leave blank
Corp priority
ref
Target End Date
Risks
Leave blank
Leave blank
Leave blank
Leave blank
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(2)14 23/06/2008
Subject to successful approval of the Landscape Partnership Scheme application to HLF, continue to advise the Discover the Tywi Programme and represent the Council on the Tywi Afon Yr
PS/KC X X X 04/08 03/11 BWP SO,Q NO
Key Action
Subject to successful approval of the SUSTRANS Connect 2 application develop and implement the cycle route between Carmarthen Town and Johnstown linking in with the Quay and Riverside project
PS X X X 04/08 03/11 BWP SO,Q NO
Key Action
Implement key gateway proposals for Bynea, North Dock, Burry Port, Ammanford and North Carmarthenshire M k t T
PS X X X 04/08 03/11 BWP SO,Q NO
Key Action
Engage with partners to assist with the implementation of environmental enhancements at Pendine .
PS/DR X X X 04/08 03/11 BWP SO,Q NO
Key Action
Work in partnership with the Riverside Improvements Working Group to facilitate the implementation of proposals arising from the Carmarthen Quay and Riverside Study.
DR X X X 04/08 03/11 BWP SO,Q NO
Leave blank
Leave blank
Leave blank
Leave blank
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(2)15 23/06/2008
3 4 5 6 7 8 9 10 11 12 13 14 15
Balance F,P,A,Q,SO
Key Action
Report on Quarterly Performance to Regeneration and Leisure Scrutiny Committee.
KC X X X 04/08 03/11 BOTI Q,S0 NO
Key Action
Evaluate PI measures and related performance across the Department and where necessary recommend actions to i f
KC X X X 04/08 03/11 BOTI Q,SO NO
Key Action
Report on a regular basis to the Departmental Management Team on both revenue and capital budgets.
KC X X X 04/08 03/11 BOTI F NO
Key Action
Review internal processes and systems on an ongoing basis, in order to improve the efficiency,effectiveness and sustainability of the Regeneration and Leisure Service.
KC X X X 04/08 03/11 MMFP F,P,A,Q,SO NO
Ensure compliance with grants procedures and the Council's Management Capital document by utilising the services of the shared Grants Support Officer
KC X X X 04/08 03/11 MMFP F NO KC2
Key Action
Encourage service areas to implement improvements to customer care, and promote better understanding of equalities,social inclusion, Welsh
KC X X X 04/08 03/11 MMFP A,Q,S0 NO
Part 3 - Service Improvement Planned in 2008/11
Table 3a What we want to achieve in 2008/09-11
Objective 3 To monitor, manage and review Divisional and Departmental performances against targets.
Main PI(s) & Target: PI's appear in other Divisional Business Plans..
Key Action
Supporting Sub-Action Tasks
(How are we going to achieve it?)
Owner /Resp. Officer
20
08
/0
9
20
09
/1
0
20
10
/1
1
Target Start Date
Risks
Leave blank
Leave blank
Target End Date
PI Link(if appl)
See 2 above
Corp priority
ref
For IP?2008/09
Leave blank
Leave blank
Leave blank
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(3) etc...16 23/06/2008
1b . Desired Outcome.
3 5 6 7 8 9 10 11 12 13 14 15
Balance F,P,A,Q,SO
Key Action Leave blank
Agree a management framework with ONS for Local Authority Liaison on the 2011 Census.
AR X X X 04/08 03/11 BWP A,SO NO
Key Action Leave blank
Develop and agree a 2011 Census Plan for Carmarthenshire
AR X X X 04/08 03/11 MMFP A,SO NO
Key Action Leave blank
Update the Council’s statistics website (COPS) to take advantage of new opportunities and maintain the County's evidence base to assist with the forward
AR X X X 04/08 03/11 BOTI A,SO NO
Key Action Leave blankPrepare weekly research bulletins for CMT and key officers within the Council, outlining new intelligence and good practice to assist with service improvement and delivery.
AR X X X 04/08 03/11 MMFP A,SO NO
RisksTarget
End Date
PI Link(if appl)
See 2 above
Corp priority
ref
For IP?2008/09
Main PI(s) & Target:
Key Action
Supporting Sub-Action Tasks
(How are we going to achieve it?)
Owner /Resp. Officer
20
08
/0
9
20
09
/1
0
20
10
/1
1
Target Start Date
Part 3 - Service Improvement Planned in 2008/11
Table 3a What we want to achieve in 2008/09-11
Objective To ensure the provision of an up to date research and information service
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(4)17 23/06/2008
3 4 5 6 7 8 9 10 11 12 13 14 15
Ensuring staff receive a 'Helping People to Perform' meeting with their line manager
KC X X X1.3.2.11
bMSOS
P
Provide staff with the appropriate support, learning and development to allow them to undertake their responsibilities as efficiently and effectively as possible, in line with the Divisional Learning and Development Plan as an integral part of IiP.
KC X X X1.3.2.11
bMSOS
P
KC5
Ensure telephones are answered quickly
KC X X X 2.2.2.9 BPCFA
Cross refer to table 2c
See Table 4b
Contribute towards the preparation of the bimonthly Departmental Team Brief and Newsletter
KC X X X
04/08 03/11A,Q,SO
Table 3bWhat we want to achieve in 2008/09-11
Key Divisional Objective 5: Divisional Management StandardsKey PI(s) & Target:
Key Action Supporting Sub-Action Tasks (How are we going to achieve it?)
Owner /Resp. Officer
20
08
/0
9
20
09
/1
0
20
10
/1
1
Target Start Date
Target End Date
Risk
a. Helping Staff to Perform - all staff to have an opportunity to discuss their performance and how they can be helped to improve.
PI Link(if appl)
See 2 above
Corp priority
ref
Balance F,P,A,Q,SO
For IP?2008/09
b. Communications - to enure effective internal communication. Including staff conferences, team meetings and newsletters.Unavailable from corporate centre
c. Collaboration Partnership Working (Working within Making the Connections Framework) to engage other Councils and local agencies to consider working together to maximise resources, reduce duplication and generate savings
d. Priority Based Budgeting - Working to identify more efficient ways of providing services/reducing costs
e. Marketing the Council - working proactively to enure a flow of stories and initiatives.
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3(5)18 23/06/2008
Co-ordinate the Department's contribution to " What's Happening in My Ward" KC X X X
04/08 03/11A,Q,SO
Promote the development and upgrading of the Service's web pages, and encourage publicity on project achievements.
KC X X X
04/08 03/11A,Q,SO
Set up regular meetings with Communications to agree a series of briefings on publicity in Regeneration and Leisure.
KC X X X
04/08 03/11A,Q,SO
Implement and monitor the Customer Focus Action Plan for the Department.
X X X
04/08 03/11A,Q,SO KC4
Report and resolve complaints within 10 working days, and follow up as necessary where weaknesses are identified.
KC X X X
04/08 03/11A,Q,SO
Respond to FOIA requests on a timely basis and in accordance with Council policy. KC X X X
04/08 03/11
A,Q,SO
See Tables 3 and 5
Managing Sickness Absence CHR2 MSOS
P
1.3.2.16
P KC3
Encourage staff to plan business journeys more efficiently, and promote car sharing and the use of public transport.
KC
X X X
04/08 03/11
P,SO
Encourage staff to take ownership for energy saving in buildings.
KCX X X
04/08 03/11P,SO
f. Customer Focus - working to identify and ensure poor customer care is addressed and improved.
g. Performance -continued improvement of service PI's overall - action taken to address falling or failing performance.
h. Human Resources - Workforce Planning - Managing Sickness. Workforce plans to be developed.Undertake Return to Work interviews and assist staff with any difficulties, problems by encouraging contact with the Council's Occupational Health Unit.
Support PMP in undertaking and implementing workforce plans for the future delivery of Regeneration and Leisure services
i. Energy - Proposals to reduce energy(and water) consumption in buildings, vehicles and in policies etc.
XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3(5)19 23/06/2008
Encourage staff to promote more sustainable forms of energy in connection with project activities.
KC
X X X
04/08 03/11
P,SO
Not Applicable
a - i = Corporate Objectives for all Services
Column 13Balance:F = Financial; P = People & Capability;A = Accessibility; Q = Quality of Service& Operational effectivenessSO = Service Outcomes
j. Asset Management Plan
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Table 4a
Expend' Income Net Expend' Income Net Expend' Income Net Expend' Income Net£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000
525 -26 499 Regen Core & Policy Performance Both 546 -30 516 558 -30 528 571 -30 5410 0 0 Matchfunding Earmarked for future schemes - Core & Policy NS 23 -19 4 24 -20 4 24 -20 4
12 -9 3 Brechfa Mountain Bike Initative NS 0 0 0 0 0 0 0 0 0537 -35 502 Total Core and Policy 569 -49 520 582 -50 532 595 -50 545
2010-2011
3 YEAR REVENUE BUDGETS
BUDGET DETAIL
2007-2008
Stat
utor
y S/
NS/
Bot
h
2008-2009 2009-2010
2008-09 to 2010-11
PART 4 - Use of Resources
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£Salaries -5,500Supplies and Service -1,450National Stats Income 2007/08 -3,050
-10,000
Table 4b - Savings & Efficiencies2008-2009
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Environmental Enhancements 350 280 70 350 280 70 TBC TBC TBC
Table 4c - CapitalWhat do we spend on Capital ?
completed for the Service Head (Divisional) Plan only.
2007/08 2008/09 2009/10 2010/11Internal Resources Required
Gross Cost
Scheme Gross Cost
Potential External Funding
Internal Resources Required
Internal Resources Required
Explanation of significant variationExplain any potential external funding
Additional revenue consequences (costs or savings) could be outlinedThe funding for environmental enhancements seeks to minimise the County Council's contribution, as the potential leverage from the Welsh Assembly Government's Environment Programme is
Potential External Funding
Internal Resources Required
Gross Cost
Potential External Funding
Gross Cost
Potential External Funding
the Convergence Programme and Rural Development Plan offer further opportunities to add further value to budgets.Projects are developed in such a way as to minimise any revenue costs of The gross estimate for 2008/09 is based on leverage of 70-80% from WAG's Environment Programme.
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a b c d e f g h i j k l m n o p
09/10 10/11
Our Result
Welsh Best Quartile
Welsh Median
How we compare to
Wales* to ****
TargetProjected
Result
Target Met or
Did we improve
or
Target Set
Target Set to
improve against result
(h) or
Target Set
Target Set
Improvement Plan?
Key or Supporting
Corp Priority
ref
Table 5a – Policy and Core Divisional Business PlanOur Key Measures of success - 2006/07 results, 2007/08 projected results and targets for 2008/11
How well have we done? How well are we doing? Improvement
Comparative Info. See explanation of performance See explanation of targets
PI REF
Definition(If abbreviated see full definition on footnote
below)
2006/07 2007/08 2008/09
There are no appropriate PI’s - greater emphasis on critical success factors
Secondary Indicator(s) Remember a balance suite
Objectives 1-4 : (What we need to improve?) Main Indicator(s)
Explantion is required where necessary
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q
BalanceSO,F,P,Q
,A
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a b c d e f g k l m n
2006/07 09/10 10/11
Our Result
TargetActual Result
Target Met or
Did we improve
or
Target Set
Target Set to
improve against result
(e) or
Target Set
Target Set
1.3.2.11(b) % of third tier managers appraisals carried out during the year 100 100 100 Yes No 100 No 100 100
1.3.2.11(a) % Appraisals carried out during the year 100 100 100 Yes No 100 No 100 100
2.2.2.9 % calls answered within 14 second target n/aNOT AVAILABLE
CHR 2 The number of working days/shifts per Full Time Equivalent lost due to sickness absence. 4 10.7 No No 4 Yes 4 4
1.3.2.16 % of Return to Work Interviews conducted 100 100 100* Yes No 100 No 100 100
n/a
* To Feb 2008
Table 5b – Policy and Core Divisional Business PlanPerformance Measurement Results 2006/07+ and Targets 2008/09-11
How well have we done?
How well are we doing? Improvement
See explanation of performance See explanation of targets
PI REF
Definition(If abbreviated see full definition on footnote
below)
2007/08 2008/09
d. Service Asset Mangement Plans
Divisional Standard Measures (Link to Table 3b)a. Helping Staff to Perform
b. Internal Communications
c. Human Resources
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Balanced Suite of Measures ?
Customer /Service
Outcomes perspective
Quality of Service and Operational
effectiveness
Accessibility Perspective
Financial Perspective
People and Capability
Perspective
No. of measures used
No. of measures used
No. of measures used
No. of measures used
No. of measures used
6 3 5 4 29 94 4 2 3 14 410 8 7
33 16 19 7 10
Based on Actions
Total
Objective 1Objective 2
Objective 4Objective 5
Objective 3
Table 5c - Measurement Summary
Use or Resources Perspective
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Balanced Suite of Measures ?
Customer /Service
Outcomes perspective
Quality of Service and Operational
effectiveness perspective
Accessibility Perspective
Financial Perspective
People and Capability
Perspective
No. of measures used
No. of measures used
No. of measures used
No. of measures used
No. of measures used
1 4
1 4
Based on PI's
Objective 5Total
Objective 1Objective 2Objective 3Objective 4
Use or Resources Perspective
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New Ref. No.
DomainA - Access to ServceQ - QualityR - ResourcesSO - Service Outcome
Description Dept. Division Business Unit
Owner (HoS) Reason for Non-use
WAG recognise this 'discounting' process.
NOT APPLICABLE
Mandatory Core Measures not being used by the Service in their Business Plan.
Members need to satisfy themselves that a Balance Suite of Measures are being used by the service to monitor it's objectives
The Welsh Assembly Government expect all of the above Core Measures to be reported, but this does not mean that they have to be included in the Business Plans.
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