Thanet District Council 2006/07
Service Plan: Maritime
Cllr Roberts
Portfolio Holder
Norman Foulkes Dominic Evans Peter Goulding
Maritime Services
Port and Harbour Head of Service Accountant
Engineer
FINAL VERSION
Dominic Evans, 2105
Safer Cleaner Greener
Page 1 of 16
th
Published: 30 June 2006
Contents
PART A Whole Council priorities
PART B Service aims
PART C Cross-cutting themes
Page 2 of 16
Part A
1. Who we are and what we do
We are a team of thirty five staff. Maritime will provide a first class port and premier marina; welcoming to existing customers and future users, providing quality
services and facilities at a fair price. We are responsible for the service functions of:
Provision of a safe harbour
Safety of commercial shipping and leisure craft using the port/marina and transiting the harbour area
Maintaining a safe and efficient access to the UK
Protecting the environment
Maintaining an attractive waterfront for the benefit of the community
Maintaining the asset base
Growing the port and marina as centre of economic activity
Maintaining an efficient business for the benefit of the local community
Maintaining the statutory duties of a CHA (competent harbour authority)
Doing the right things well
To be the best at what matters to our residents, we will use the findings from the MORI survey, the Resident’s Panel, Member contact and other information to
ensure we target our efforts in 2006-07 on creating a safer, cleaner and greener community which offers value for money.
The following sections identify the Maritime Services objectives for 2006-07 and the local performance indicators that will provide evidence of continued
improvement for key areas agreed with Cabinet and reflecting our community’s key priorities.
Purpose of Service Statement
To help the Council be the best; to deliver the best services that matter to residents. To do this we will support the development and delivery of Council services in
order to deliver service commitments described in the Corporate Plan 2003-07. These are:
Creation of fairly paid jobs
Improving the look, cleanliness, vitality and safety of the Thanet streetscene particularly in town centre and coastal area
Increasing the extent to which improving economic prosperity benefits the whole of Thanet by focusing regeneration efforts on key wards
Continuing to improve the quality of all services
Consulting and involving Thanet people in decisions that affect them
Thanet’s housing needs
Enhancing the Thanet brand
We will do this by focusing on key priorities for 2006-07 agreed by Cabinet. These will position the Council in leading the development of a safe, clean and green
community which aspires to be an excellent Council as measured by the Corporate Performance Assessment, CPA.
Page 3 of 16
1. Whole Council priorities
As part of the budget process for 2006/07 and in the light of two major pieces of public consultation, Cabinet agrees the following high-level Council-wide priorities
for 2006/07.
Priorities Lead Member Lead Officer
1.1 Deliver in-house waste, recycling and cleansing services to achieve public Cllr Latchford Mark Seed
satisfaction
1.2 Deliver the Priority One & Two actions in the Leisure and Culture Best Value Review
a) Develop draft Cultural Strategy by June 06 Cllr Latchford Mark Seed
b) Develop draft Sports Strategy by June 06 Cllr Latchford Mark Seed
st
c) Develop Action Plan by 1 Dec 06 Cllr Latchford Mark Seed
1.3 Address the lack of social facilities for young people Cllr Spencer Mark Seed
1.4 Reduce anti-social behaviour and low level crime Cllr Spencer Brendan Ryan
1.5 Achieve a ‘Good’ CPA rating in 2007 Cllr Wise Robert Rose
1.6 Achieve second quartile performance in each Service area Cllr Wise Robert Rose
1.7 Projects:
Cliftonville Renewal Area Cllr Spencer Brendan Ryan
Margate Central regeneration area Cllr Kirby Brian White
Business parks – Eurokent and Manston Cllr Kirby Brian White
1.8 Resource context:
2006/07 budget without overspend Cllr Peppiatt Sean Clark
Capital asset sales Cllr Kirby Brian White
Page 4 of 16
2. Aims and Performance Measures
MAR 1 Increase Marina growth by 2%
The Marina forms the major part of the business of the Royal Harbour operations. Growth in the Marina reflects the attractiveness of our facilities and service to our
customers who are free to take their business wherever and whenever they like. Growth creates economic activity, local jobs, and income to fund operations and
maintenance. We will therefore improve performance in these areas through the following tasks:
Task Description Help from Target dates Risk Expected outcome Lead Priority
H/M/L Officer H/M/L
1.1 Partnership working with HMRC to install new berth for customs cutters Norman H
a) Agreement of design Apr 06 M
b) Let contract Apr 06 L
c) Commencement of installation May 06 M
d) Commissioning of berth Jun 06 L Improved income stream
1.2 Partnership working to commence fishing harbour project (including improve the facilities – ice making, retail units and the creation of market and Dominic H
berthing areas)
a) Completion of study Apr 06 L Outline of possibilities
b) Obtain grant funding to implement project Jan 07 H Improvement of facilities
1.3 Increase number of visitors by making it attractive with easy access Dominic M
a) Signage directing towards marina/port and town M Improved customer focus
b) Manage powerboat event Jul 06 M Benefit to local community
c) Facilitate Ramsgate week M Potential customers
1.4 Increase number of permanent berth holders and improve facilities Dominic M
a) Pump out facility for Marina boats Mar 07 M Improved environment
b) Improved boat parking to maximise space L Improved services
c) Improved welcome facilities i.e. packs, branding Jan 07 L Improved customer service
Page 5 of 16
Key performance indicators
PI Ref. PI Description Monthly Breakdown of Targets (Cumulative) Year End
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar Target
MAR01 Total recorded vessel movements at 2613 4384 4929 6722 7347 3436 2172 1823 1398 1298 1204 1624 38950
Ramsgate Royal Harbour
MAR02 Average number of occupied 430 437 442 447 452 452 451 450 449 447 447 436 445.00
permanent berths in Ramsgate Royal
Harbour
MAR03 Average total metreage of the 4107 4173 4221 4269 4317 4317 4307 4298 4288 4269 4269 4165 4250
occupied permanent berths in
Ramsgate Royal Harbour
MAR04 Number of leisure boat visitor nights 480 1630 1600 3020 3210 930 570 90 120 90 110 250 12100
at Ramsgate Royal Harbour
MAR05 Number of boat hoist job elements at 123 105 100 113 88 62 52 63 41 42 51 80 920
Ramsgate Royal Harbour
Page 6 of 16
MAR 2 Increase Port growth by 2%
Growth in the Port reflects the attractiveness of the route, the shipping line, and of our facilities and service. These commercial businesses are ultimately free to
transfer their business elsewhere. Growth creates economic activity, local jobs, and income to fund operations, maintenance and new projects.
We will therefore improve performance in these areas through the following tasks:
Task Description Help from Target dates Risk Expected outcome Lead Priority
H/M/L Officer H/M/L
2.1 Secure Ramsgate as construction for London Array wind farm project Dominic H
a) Agreement signed Paul Jan 07 H Improved facilities at the port
2.2 Secure Ramsgate as a maintenance base for London Array wind farm project Dominic H
a) Agreement signed Paul Jan 07 M Improved income stream
2.3 Secure Ramsgate as a maintenance base for Warwick wind farm project Dominic H
a) Agreement signed Paul Jan 07 M Improved income stream
b) Agreement signed Paul Jan 07 M Potential of new employment
2.4 Renew agreement with Transeuropa by January 2007 Dominic H
a) Open negotiations John Apr 06 M
b) Conclude John Oct 06 L
2.5 Partnership working with Brett’s to complete berth extension & concrete batch plant. Norman H
a) Agreement signed Apr 06 L New berthing facility
b) Commencement of berth extension May 06 L Job Creation
c) Completion Jun 06 L Improved income stream
d) Consent for Concrete batch plant Aug 06 M Job creation
e) Commencement of concrete batch plant Nov 06 M
f) Completion of concrete batch plan Jan 07 L Improved income stream
2.6 To facilitate speed and turn around of ferries, maximise freight and look after holding land Dominic M
a) IT compile Port Management system Kevin Oct 06 M Improved communication
Wiltshire
b) Implement Port Management system Jan 07 M Improved income stream
c) Live Port Emergency exercise completed Richard Nov 06 L Improved safety
Beard-
Gould
Page 7 of 16
Key Performance Indicators
PI Ref. PI Description Monthly Breakdown of Targets (Cumulative) Year
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar End
Target
MAR06 Number of accompanied freight units 11786 11218 11644 11928 10508 12212 12638 12780 9940 10934 11928 14484 142000
through the Port
MAR07 Number of unaccompanied freight 1640 1725 1811 1874 1555 1874 2066 1938 1534 1661 1640 1982 21300
units through the Port
MAR08 Number of passenger vehicles 743 1001 1196 2193 3017 2276 2018 1829 2514 2312 1853 2478 23430
through the Port
MAR09 Number of ferry berthings at the Port 239 247 239 257 257 249 257 249 198 210 204 231 2837
MAR10 Number of aggregate vessel 3 3 3 3 3 3 3 4 3 3 4 3 38
berthings at the Port
MAR11 Tonnage of aggregate through the 3750 3750 3750 3750 3750 3750 3750 5000 3750 3750 5000 3750 47500
Port
Page 8 of 16
3. Key Risk Assessment
Risks for this Service have been assessed and are contained within the Risk Register, which is maintained by Nikki Morris, Corporate Governance Officer, ext 7625.
Risks within the Register will be reviewed in line with the timescales set in the Register.
A copy of the Risk Register can be obtained from:
Nikki Morris, Corporate Governance Officer, ext 7625
Alia Hameed, Administration Officer, ext 7149
Business Continuity Planning
This service has in place a Service Continuity Plan, which is reviewed on an annual basis or when there are any notable changes to the Service
Page 9 of 16
4. Financial resources available
Revenue Programme
2006/07 In addition, this service is also responsible for the following administrative
Proposed sections. The cost of these has already been charged out to services and is
Broadstairs included in the net cost of those services.
(11,700)
Harbour
Margate 2006/07
5,780
Harbour Proposed
Port Of Maritime 278,470
(40)
Ramsgate
Ramsgate
92,940
Harbour
Ramsgate
Harbour 2,180
Standby
Contracts/procurement forward plan
These relate to recurring contracts only and their annual value.
Contract Name Start Date End Date Value
Boat hoist contract labour 01-12-2005 31-03-2008 £25,000
Cleaning 01-06-2005 31-05-2008 £178,400
Hydraulics, Electrics, & Ventilation maintenance Annual Annual £22,349
Security 01-12-2005 01-12-2008 £747,738.18
Tug hire Annual Annual £198,000
Work boat hire 01-02-2006 30-06-2006 £2,340
Page 10 of 16
5. Related Strategies and Plans
Strategy/Plan name Date Published Lead Officer Where it can be accessed Date for Review
st
Efficiency review TBN Dominic Evans Harbour office October 31 2006
Port safety management plan 2005 Dominic Evans Harbour office 2007
Oil pollution plan 2005 Dominic Evans Harbour office 2007
Waste management plan 2005 Dominic Evans Harbour office 2007
Risk assessment 2005 Dominic Evans Harbour office 2006
Port study 2005 Dominic Evans Harbour office 2007
Corporate plan 2003 Sophie Chadwick Internet 2007
Community Strategy 2003 Sophie Chadwick Internet 2007
Mid term financial Strategy 2005 Kathryn Beldon Intranet 2007
Capital Investment Strategy 2006 Robert Ward Intranet 2007
Risk Management Strategy 2006 Nikki Morris Intranet 2006
Service continuity plan 2005 Dominic Evans Harbour office June 2006
Port security plan 2004 Terry Pryce Restricted 2007
Page 11 of 16
PART B:
6. Cross-cutting corporate objectives 2006-07
CA1 Putting our customers first
Cross-organisation champion: Donna Reed, Head of Customer Services
Compliance with corporate customer care standards will assist in increased overall customer satisfaction with the Council (BVPI 3)
Reporting and learning from our customers’ complaints
Keeping customers aware of how the council works by giving transparency to council decisions, committee reports and general information by offering
council services to be electronically enabled.
Understanding our customers’ needs through regular consultation
Key Performance Indicators
PI Ref. PI Description Monthly Breakdown of Targets (Cumulative) Year End
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar Target
CSV05 Corporate calls (DDI) – percentage of 11.5% 11% 10.5% 10.5% 10.5% 10.5% 10.5% 10.5% 10% 10% 10% 10% 10%
calls lost
BV004 Percentage of citizens making complaints 35% 35% 35% 35% 35% 35% 35% 35% 35% 35% 35% 35% 35%
satisfied with the handling of complaints
CSV01 Percentage of interactions enabled for 88.49% 88.49% 88.49% 88.49% 88.49% 88.49% 88.49% 88.49% 88.49% 92% 92% 92% 92%
electronic delivery
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
CA1.1 Mystery shopping Julie
a) Bi-annual (May 06 and Nov 06) mystery shopping carried Kent Customer Mar 07 Improvement in our customer satisfaction
out by the Kent Customer Services Group. Supplement Services Group. surveys.
with quarterly internal mystery shopping. Dominic Evans
CA1.2 Complaints Donna
a) Report on a monthly basis the number of customer Dominic Evans. Mar 07 Identify our top 20 areas of failure and
complaints recorded on the CRM system, reporting on a decide a route of action and improvement.
quarterly basis to ECMT.
CA1.3 Information and retention schedules Donna
a) Produce retention schedules showing current retention Roz Edridge Jun 06 Retention schedules for each service area
practices. highlighting record location and
retention/destruction dates.
Page 12 of 16
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
b) Ensure that each service area has completed Dominic Evans Nov 06 Retention schedules for each service area
approximately 25% per month of their retention highlighting record location and
schedules. This highlights all records that need to be retention/destruction dates.
retained have a retention period and accessibility rights
c) New schedules and implementation plan signed off by the Dominic Evans Jan 07 All schedules signed off by Heads of
appropriate Director, Head of Service and the Corporate Service.
Information Officer
CA1.4 Consultation Strategy Donna
a) Agreed plan and signed off by ECMT. Kate Aug 06 A Consultation Strategy that identifies key
areas of focus.
CA2 Implementing the Equality Standard – Achieving Level 2 by March 2007
Cross-organisation champion: Robert Rose, Head of Improvement and Performance
This Service commits to contributing towards the achievement of Level 2 of the Equality Standard by March 2007 and also to facilitating the Council’s compliance
with statutory obligations as set out in a variety of equality related legislation including the Race Relations Act and Disability Discrimination Act.
This work is a priority as the Council recognises its aims as set out in the Corporate Plan and the Community Strategy are unachievable unless the differing needs of
Thanet’s diverse community are met. This service is committed to facilitating the achievement of these corporate aims by ensuring that there is equality of access to
services provided and also that such services are delivered in line with the Comprehensive Equality Policy.
Key Performance Indicators
This aim is measured through the achievement of project milestones as listed below.
Key Service Objectives
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
CA2 Achieve Level 2 of the Equality Standard Dominic
Evans
d) Assign a lead officer to attend Corporate Equalities Assigned Apr 06 L Effective participation to ensure action is
Planning Group meetings and feed back to the Service as officer taken to achieve Level 2 of ES and
necessary information reported back to the Service
e) Carry out self assessment to review the Service’s current Service Jun 06 L Self-assessment informs equalities action
position against the Equality Standard managers/ planning/development of Corporate
Mary Barber Equality Plan (CEP)
Page 13 of 16
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
f) Draft action plan and develop equality targets for Service Service Jul 06 L Draft equality action plan identifies work
based on results of self-assessment managers/ Mary needed to achieve Level 2
Barber
g) Prioritise service functions Service Jun 06 M Results of INRA and self-assessment
managers inform development/revision of action plan
h) Carry out an Impact Needs Requirement Assessment Mary Barber Oct 06 M
(INRA)
i) Support internal and external consultation on self Service Jul-Nov 06 M Revised action plans which reflect
assessments/Comprehensive Equality Policy and CEP managers/ Mary consultation feedback.
Barber
j) Review action to ensure activity is in line with Mary Barber Dec 06 M Achieve level 2 by March 2007
achievement of Level 2 by March 2007
Page 14 of 16
CA3 Managing people effectively
Cross-organisation champion: Robert Rose, Head of Improvement and Performance
Effective appraisals are part of a bundle of good HR practices which are know to improve productivity, staff morale and staff satisfaction. Appraisals are the key to
ensuring that individual performance is linked to and driven by agreed organisational priorities. The individual objectives agreed will fuel the development and
agreement of Personal Development Plans to ensure that staff aspirations aligned to the agreed priorities are supported.
A key measure of an organisation ‘s health is employee sickness absence. A fair and robust policy linked to incentives to recognise ongoing commitment to the
organisation. This cross-cutting objective will involve close working with Staffside partners to reduce sickness absence levels to that of a high performing Council.
Key Performance Indicators
PI Ref. PI Description Monthly Breakdown of Targets (Cumulative) Year
Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar End
Target
BV012 The average number of days lost per 8.8
employee due to sickness absence
I&P13 Staff turnover 1%
I&P14 Percentage of appraisals completed 85%
Key Service Objectives
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
CA3.1 Complete appraisals and develop Personal Development Plans (PDPs) aligned to organisational objectives Dominic
Evans
a) Corporate Director and Head of Service appraisals CX, Corporate Jun 06 M Appraisals and PDPs in place
and PDPs completed Directors
b) Complete appraisal training of appraisers Tim Jul 06 M
c) Deliver appraisee training at staff development session Tim Jul 06 M
d) 3rd Tier managers’ appraisals and PDPs complete Tim Jul 06 L
e) All staff appraisals and PDPs complete Sep 06 M Appraisals and PDPs in place
f) Develop 07/08 training strategy informed by PDPs Tim Nov 06
CA3.2 Achieve sickness absence levels of 2nd quartile or better Dominic
Evans
a) Target for sickness absence agreed as maximum 8.8 CMT/Cabinet Jun 06
days average per employee
b) Revised Sickness Absence Policy agreed Staffside Jun 06
c) Launch policy at Managers Conference Tim Jun 06
d) CDs and HoS attend sickness absence training Sarah, Sonia Jul 06
e) All Service and Line Managers attend sickness training Sarah, Sonia Aug 06
Page 15 of 16
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
f) All line managers conduct return to work interviews Aug 06
g) Long term sickness absence cases have action plans to Aug 06
address
h) Review occupational health service provision Dawn Mar 07
CA4 Achieving value for money through continued efficiency gains.
Cross-organisation champion: Sean Clark, Head of Resources
The Gershon review into public sector efficiency found that there were over £20 billion efficiency gains to be made by 2007/08 across the public sector. This was
subsequently converted into an efficiency target of 2.5% per annum over the next three years across the public sector. Every local authority is expected to meet this
target of 2.5% of their 2004/05 baseline. For Thanet District Council, the target is £1.7m.
Key Performance Indicators
Efficiency targets will be set for each service, corporate procurement and non-cash areas, such as reducing sickness absence.
Key Service Objectives
Task Description Help from Target Risk Expected outcome Lead
dates H/M/L Officer
CA4.1 Achieving efficiency savings from 07/08 budget Dominic
Evans
a) All managers attend training Sep 06
b) Savings target for 2007/08 issued to Services Sean Oct 06
c) Identify efficiency savings including how they will be Jan 07
achieved
CA4.2 Improving value for money Dominic
Evans
a) Participate in Finance and Best Value Review zero-based Jul 06 Opportunities identified through scrutiny
budgeting review process for improved value for money
b) Identify key service areas for benchmarking Mar 07 Costs and quality of service are reviewed
against other local authorities
Page 16 of 16