introduction

BRIDGEND COUNTY BOROUGH COUNCIL

BUSINESS PLAN

CORPORATE DEVELOPMENT & PARTNERSHIPS

2008-11

“To promote performance improvement good governance partnership working and high quality communication with all our

stakeholders”



Introduction

This Plan serves a number of important functions – namely:

To show how the services within Corporate Development & Partnerships contribute to the Authority’s Corporate Plan, the Corporate Improvement Plan for 2008-11 and the Bridgend County Borough’s Community Strategy for 2005-16.

To show how the service contributes to the fundamental themes of equality and sustainability.

To note some key achievements of the past year and the challenges currently facing the service.

To identify priorities for future service development during the next three years.

To note key indicators by which the performance of services will be judged over the next three years, together with targets set for the indicators.

To allocate responsibility to managers for the attainment of priorities

To outline the revenue and capital budgets available for 2008-09 and how they will be targeted across different service areas.

Councillor David SageCabinet Member

David MacGregor Asst Chief Executive

July 2008

Contents

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Introduction................................................................................................................................................2Contents....................................................................................................................................................3Section 1 : Serving Our County Borough..................................................................................................4

Overall Aim & Services Provided...........................................................................................................4Corporate Objectives.............................................................................................................................5Corporate Themes.................................................................................................................................5Cross-cutting issues...............................................................................................................................6

Section 2 : Some Recent Key Achievements…........................................................................................9Key Achievements over the past year…................................................................................................9

Section 3 : Risks facing the Service........................................................................................................104a : Service Objectives........................................................................................................................114b : Action Plans..................................................................................................................................13Section 5a : Headline Performance Indicators......................................................................................22Section 6 : Revenue and capital budgets 2008/09..................................................................................23

Revenue Budget..................................................................................................................................23Section 7 : Contact Points.......................................................................................................................24

Contact Points for Each Service Area.................................................................................................24

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Section 1 : Serving Our County Borough

Overall Aim & Services Provided

Our overall aim is:

“To promote performance improvement, good governance, partnership working and high quality communication with all our stakeholders”

Corporate Development and Partnerships is made up of a group of service functions that form part of the Council’s “corporate centre”. Although relatively small, the functions embrace strategic and operational responsibilities and their potential impact is considerable. The functions are:

Service Area No. of Staff Policy & Performance Management 6 Overview & Scrutiny 5 Communications & Marketing 9 ACE & Admin 2

_______________Total 22

_______________ (as at 31 Mar 2008)

Further information on these services is available by contacting the Policy & Performance Management Unit on 01656 643213 or by e-mail to [email protected]. Contact points are also given later in Section 7.

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mailto:[email protected]



Corporate Objectives

The aims of the Community Strategy have been adopted as the Authority’s Corporate Objectives, and are;

1. Improve quality of life for all2. Protect and enhance our environment3. Increase prosperity4. Have safer communities5. Achieve a healthier County Borough6. Have a more inclusive County Borough

Corporate Themes

To provide more focus to these objectives the following Corporate Themes have been developed;

Creating Learning CommunitiesChildren Today, Adults TomorrowCaring for Our FutureRealising the Potential of Our Major TownsValuing Our ValleysDiverse and Sustainable EconomyOpportunities for our Disadvantaged Communities

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Cross-cutting issues

The Council is committed to improving our performance on the fundamental themes of equality and sustainability. WAG Guidance for Local Authorities on the Wales Programme for Improvement (circular 28/2005) includes a requirement that the Council measures progress towards equality and sustainability objectives.

Equality The Corporate Development & Partnerships service grouping will provide leadership and commitment on ‘Equality’ by setting out the council's policy and strategic direction on equality and social inclusion and by developing a Single Corporate Equality Scheme that will seek to mainstream equality into the Council’s strategic policy making, business planning and performance management processes. It will also support the Council’s governance structures for equality policy development and strategic management. A key objective for the service is to promote compliance with equalities legislation within the Council’s operational services.

SustainabilityCorporate Development & Partnerships works closely with the sustainable development officers in the Communities directorate to promote sustainable development in the wider context. This is evidenced by the number of actions being taken forward under the umbrella of the Corporate Plan that will reduce the Council’s carbon footprint, help deal with the impact of climate change and promote the concept of sustainable communities.

Customer CareCorporate Development & Partnerships supports the Customer Care Programme which includes a series of key, high level, customer care focused projects:

A single contact telephone number for the Council, Provision of 'outward facing' customer services from the Civic Offices Staff development on customer care issues New first contact arrangements Development of a transactional website, and Improved records management.

These projects are aimed at positively transforming Bridgend County Borough Council's relationship with all of its customers.

Corporate Development and Partnerships will be responsible for providing strategic guidance and support on the corporate communications, consultation and equalities aspects of the customer care agenda.

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Working in partnership with other agencies is an important part of our approach to service delivery and major partnerships include:

The Bridgend Local Service Board and its sub-structures (e.g. The Delivery Board)

The local strategic partnerships:

- Children and Young People Partnership- Community Safety Partnership (Safer Bridgend)- Never Too Old Action Team- Health, Social Care and Wellbeing Partnership - Learning and Skills Network- Regeneration and Environment Partnership

The Welsh Local Government Association (e.g. Improvement Network, Scrutiny Champions Network)

The Local Government Data Unit (e.g. Ffynnon, Performance Indicators)

Relevant Major Policies and Partnerships to this business area include:

The Community Strategy The Corporate Plan The Corporate Improvement Plan Local Service Board Statutory equality schemes on race, disability and gender Statutory Welsh Language Scheme Bridgend Multi-Agency Equalities Forum Performance Management Framework Connecting South East Wales Partnership Board

Our services seek to support the Corporate Objectives and Themes – either directly or indirectly.

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Corporate Theme Directorate Priority

Description: Description:

Creating Learning Communities

Corporate Development & Partnerships provides support to

all other Directorates as they work towards meeting the Corporate Priority themes.

Specific priorities for the service grouping (see section 4a) are

aimed at ensuring that the support provided is of a high

standard.

Children Today, Adults Tomorrow

Caring for Our Future

Realising the Potential of Our Major Towns

Valuing Our Valleys

Diverse and Sustainable Economy

Opportunities for our Disadvantaged Communities

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Section 2 : Some Recent Key Achievements…

Key Achievements over the past year…

Policy and Performance Management

Introduction and co-ordination of Quarterly Business Reviews Development of Corporate Equality Policies and Plans including a Disability

Equality Scheme, Race Equality Scheme and Welsh Language Scheme Implementation of Performance Management Framework Development of Performance Measurement reporting tools Delivery of a Corporate Improvement Plan which is compliant with statutory

requirements Consultation Strategy

Communications & Marketing

Production of the community newspaper, the County Borough Bulletin Production of the internal staff newsletter, Bridgenders Production of various specalist publications in support of council projects Ongoing development of the corporate website, www.bridgend.gov.uk Development of the Bridgenders.net staff intranet site Creation of publicity campaigns for various council initiatives

.

Overview & Scrutiny

Completion of Committee Work Programmes prior to local government elections

Publication of comprehensive reports on specific issues, e.g. Night Time Economy

Formulation of proposals for the futher development of the Overview and Scrutiny function

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Section 3 : Risks facing the Service

The latest Risk Assessment identified the following challenges facing the Service:

Failure to develop a performance culture across the organisation

The Authority needs to ensure that all services have clear objectives and that arrangements are in place to monitor the actions needed to achieve these.

Failure by BCBC to comply with equalities legislation

The Authority must ensure that it is in compliance with public sector equalities duties on race, disability and gender.

Failure to develop Communications and Marketing

The Authority needs to promote consistency in the presentation of Bridgend County Borough Council’s corporate identity and improve the image of the Authority in the local community and with other stakeholders.

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4a : Service Objectives

The Service Grouping has identified its key priorities for the next 3 years – which have been informed by Corporate Objectives, Corporate Themes and the outcome of the annual Risk Assessment process.

This table shows how Corporate Development & Partnerships aims to deliver its priorities by allocating objectives to its constituent Services. The Action Plan (4b) has been prepared to show how these objectives will be met by developing actions, allocating responsibility, targets and a method of measurement to each.

PRIORITY AREA SERVICE OBJECTIVE MANAGER

Policy and Performance Management

Promote the development of a Performance Culture across the organisation

DM

Promote compliance with Equalities legislation DM/LS

Develop consultation and participation mechanisms DM/RO

Co-ordinate / Support Partnership working and the Community Strategy process

DM/HH/SK

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Strengthen media relations MB

Develop internal and external communications MB/LR/FM

Transform the appearance and functionality of the website AP

Promotion of Corporate Identity DM/MB


Overview & Scrutiny Promote performance improvement and good governance through effective Overview and Scrutiny

DM/RK

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4b : Action Plans

This section demonstrates how the key Service Objectives allocated in the preceding table (4a) will be achieved by identifying actions required and allocating responsibility for those actions to individuals. The table will be used throughout the period of the plan to monitor the achievement of those objectives.

Priority Area – Policy and Performance Management (from table 4a, above)

SERVICE OBJECTIVE

PLANNED ACTION DESIRED OUTCOME TIMESCALELEAD

OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS

Promote the Development

of a Performance

Culture

Revise Performance Management Framework

More efficient processes and arrangements to deliver organisational objectives and monitor

performanceOctober 2008

Jemma Trivett

Report to Corporate

Management BoardStaff time

Coordinate development of 2008

Corporate Plan

A Corporate Plan that sets out the Council's priorities and provides a framework within which

Directorate Business Plans are developed to ensure that these expected outcomes are

achieved.

July 2008Dave

MacGregor

Report to Cabinet/Council

Publication of the Plan

Staff time

Commission Management

Development and Leadership

programmes

Higher standards of management and more consistent and improved performance across

the organisationAugust 2008

Dave MacGregor

Quarterly Business Reviews (QBRs)

£50K approx2008/09

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SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS


of a Performance

Culture - continued

Introduce 360 appraisals based on the

new management standards or

competency framework.

Managers use the structured feedback on their assessment to help plan their personal

development needsJuly 2008

Dave MacGregor

Feedback Reports

Part of Management Development Programme

Budget

Coordinate development of 2008

Joint Risk Assessment

A Joint Risk Assessment agreed by the Council and the regulators that accurately reflects the key strategic risks facing the authority and the

action being taken to mitigate these. Implementation of planned actions.

September 2008

Dave MacGregor

Agreed Joint Risk Assessment

Staff time

Manage the development of the new

Improvement Agreement

An Improvement Agreement with WAG that is consistent with BCBC's requirements

December 2008

Dave MacGregor

Sign off of Improvement Agreement

Staff time

Coordinate Quarterly Business Reviews

Structured arrangements in place to monitor progress against organisational objectives and for senior managers to account for performance

of their services.

On goingDave

MacGregorQBRs Staff time

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SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS


of a Performance

Culture - continued

Quality Assure 2008-2011 Business Plans

Business Plans that are consistent with Corporate Plan and that provide a clear

framework for objectives and priorities to be set for operational managers/teams/units and

support the appraisal process.

August 2008

Dave MacGregor & Jemma

Trivett

Work undertaken Staff time

Develop 2008-2011 Corporate Improvement

Plan

A CIP that is built around the Corporate Plan and that assists secure improved performance

across the organisation.October 2008

Dave MacGregor

CIP audit Staff time

Work at securing improvement in 20% of

our Performance Indicators for 2008/09

35% of our PIs for 2008/09 in the upper quartile within Wales.

April 2009Dave

MacGregor

Data tables published by

WLGA

Coordinate implementation plan for

Ffynnon v.5

Ffynnon in use within BCBC as the corporate performance management system

Pilot by March 2009

Jemma Trivett

Ffynnon modules in use and working

Staff time

Develop a staff awards scheme

A staff awards scheme that enables us to celebrate successes within all parts of the

Council’s operations.

December 2008

Michelle Bower

Volume of nominations received and awards made

Staff time

Costs of awards / ceremony

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SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENT

RESOURCE IMPLICATION

S

Promote Compliance

with Equalities Legislation

Develop Single Equalities Scheme

Schemes in place that comply with legislation and with the requirements of the schemes

being worked to consistently across the organisation

April 2009

Linda Smith

Schemes published

Staff timeRevise BCBC’s

Disability Equality Scheme

June 2008

Develop Race Equality Scheme June 2008

Undertake independent review of equality and diversity policy and practice

Identification of risk areas and priorities for follow up action

September 2008

Dave MacGregor

Consideration by CEMG

Actions to be financed from

current budgets

Commission Corporate Equality & Diversity

training for managers and staff

Improved levels of compliance with requirements. Increased awareness and

understanding of the obligations of managers and staff

March 2009Linda Smith

Targeted staff groups engaged in

training

Numbers not yet known – costs to be contained

within budgets available

Revise Welsh Language scheme and implement action plan

BCBC in compliance with statutory requirements

September 2008

Stewart Kelly

Cabinet Committee to evaluate progress

Costs to be met within

current budgets

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SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS

Develop Consultation

and Participation Mechanisms

Revise BCBC’s Consultation Strategy & Best Practice Guide

All Directorates compliant with corporate standards

March 2009Rachel Owen

Publication of revised strategy

Staff time

Undertake Staff Consultation (climate

survey)

Better information on the workforce attitude towards the improvement agenda and the work

related issues that are important to themMarch 2009

Rachel Owen

( supporting TG)

Response rate Staff time

Explore potential for extending range of

options for engaging with citizens

Robust arrangements in place to ensure the Council has meaningful and appropriate

engagement with specific stakeholders and the local community


Options appraisal

Develop a Consultation Database

Improved coordination and monitoring of consultation activity


Corporate Register of consultation activity in place

Staff time

Manage and deliver the Pilot KAFKA project

Better understanding of the processes service users face that require action to improve the

customer experience.

December 2009

Stewart Kelly

KAFKA review meeting

Staff time

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SERVICE OBJECTIVE

PLAMNED ACTION/DESIRED OUTCOME TIMESCALE

LEAD OFFICER

METHOD OF MEASUREMENT


S

Co-ordinate / Support

Partnership Working and

the Community

Strategy Process

Revise the Bridgend Community Strategy

A new Community Strategy owned by the LSB that has real meaning and sets the scene for future interagency service development and

delivery.April 2009

Helen Hammond

Adoption by the LSB

Staff time

Support the development of the new Bridgend Local

Service Board.Bridgend LSB functioning effectively and seen

as a good model of partnership working

On-goingHelen

HammondNew Community

StrategyStaff time

Programme Management Support for LSB and Delivery

BoardOn-going

Stewart Kelly

Extent to which Local Service

Board priorities are delivered

Staff time

Develop local forums on a phased basis until

September 2011

Forums in place across the whole of BCBC that provide quality engagement with communities on identification of needs and mechanisms for

addressing these.

On-going to September

2011

Dave MacGregor

& Helen Hammond

Numbers of forums established and

workingStaff time

Begin to develop data observatory

Observatory in place that holds an up to date range of statistical and other data to support service planning, bids etc. This will save a

number of staff time researching this data as and when needed.

On-goingStewart

Kelly

Via the range of data held within the

observatoryStaff time

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Service Area – Communications and Marketing (from table 4a, above)

SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENT


S

Strengthen Media Relations

Increase range and quality of press

releases; develop relationship with

editors and proactively promote the Authority and its achievements

Improved perception of the Council by the local community and other stakeholders

December 2008

Liam Ronan / Michelle Bower

Volume of media releases issued

Staff time

Development of Internal and

External Communication

s

Revise format/design and improve quality of content of the Bulletin

Maximise the PR potential of this publication delivered to every household within the County

Borough.

December 2008

Liam Ronan / Michelle Bower /

Allan Powell

Feedback survey Staff time

Revise format/design and improve quality of

content of the Bridgenders

Improved arrangements for communicating with staff

December 2008

Michelle Bower /

Fay Morley / Alan Powell

Staff feedback Staff time

Develop Corporate Communications Plan

Clear vision and direction for the Council's Public relations function

March 2009Michelle Bower /

Fay Morley

Plan agreedStaff time

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Service Area – Communications and Marketing (from table 4a, above)

SERVICE OBJECTIVE

PLANNED ACTION DESIRED OUTCOMETIMESCAL

ELEAD

OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS

Transform the Appearance and Functionality of

the BCBC Website

Develop design concepts, consult main stakeholders, develop

plan and key milestones for new bilingual website.

New bilingual website with interactive and transactional functionality

March 2009Alan

Powell/Carol Griffiths

Extent of functionality

changed/improved

Staff time and translation

costs

Promotion of Corporate

Identity

Establish the corporate marketing team and

develop marketing plan

Improved coordination of marketing activity and use of resources

March 2009Michelle Bower

Marketing Plan agreed with

servicesStaff time

Develop brand guidelines and monitor/support

Corporate adherence

Greater consistency in the presentation of the BCBC corporate identity in all the

Council's publications, marketing activity and signage

June 2009 and on-going

Alan Powell Compliance audits Staff time

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Priority Area – Overview and Scrutiny (from table 4a, above)

SERVICE OBJECTIVE


OFFICERMETHOD OF

MEASUREMENTRESOURCE

IMPLICATIONS

Promote Performance Improvement

and Good Governance

through Effective

Overview and Scrutiny

Revise structure and roles and

responsibilities of Scrutiny Committees

New committees established with stronger terms of reference

October 2008

Rebecca David-Knight

Council decision Staff time

Develop outcome focussed Scrutiny Committee Work

Programmes

New work programmes agreed for Committees and Review Panels

December 2008

Number of recommendations

adopted by CabinetStaff time

Ensure Members are provided with Training

and Development Opportunities to assist them discharge their

'Scrutiny' role

Training programme developed based on a sound analysis of needs

On-goingFeedback from

members re quality of training provided

Staff time

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Section 5a : Headline Performance Indicators

The following have been identified as key indicators for evaluating performance in each service area:

Link To Corp

ThemeService Ref No.

Indicator Type Indicator Description

2006/07 Performance

2007/08 Performance

2007/08 Welsh Avge.

2008/09 Target

Supports all

Applicable to all

CLPI-01Corporate

Local

The percentage of staff appraisals completed within the

year.90%

Supports all

CHR-002 Core

The number of working days/shifts per full time

equivalent (FTE) employee lost due to sickness absence.

11.6 7

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Section 6 : Revenue and capital budgets 2008/09Revenue Budget

2008/09

SERVICE AREAEmployees Pay

& Related Costs

Non PayGross

ExpenditureIncome

NetExpenditure

£000 £000 £000 £000 £000

Policy and Performance Management 294 119 413 - 413

Communications and Marketing * 373 237 610 (256) 354

Scrutiny 171 7 178 - 178

Senior Management and Business Support

181 102 283 - 283

Total 1,019 465 1,484 (256) 1,228

* NB. Figures to be adjusted when costs and recharges of design unit are agreed / finalised.

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Section 7 : Contact Points

Contact Points for Each Service Area

If you require further information about the services – please contact:

Policy & Performance Management

Assistant Chief Executive: David MacGregor, [email protected] 1656 643 307


Communications & Marketing Manager: Michelle Bower, [email protected] 01656 643648

Overview & Scrutiny

Scrutiny Manager: Rebecca David-Knight, [email protected] 01656 643613

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introduction

Documents

inclusive county borough

future service development

service objectives

performance of services

corporate improvement

authoritys corporate

group of service functions

healthier county borough6