Finance and Resources - West Sussex County Council

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					                           FINANCE AND RESOURCES PORTFOLIO

                                       SERVICE PLAN 2004-05


     The Services

1.   The Finance and Resources portfolio (incorporating External Affairs) develops and co-ordinates
     the corporate framework within which the County Council operates and provides essential
     professional support to front line services.

2.   The portfolio services include:

     •   The Chief Executive’s Group – covering policy development, communications, and
     •   The County Secretary’s Group –including legal and administration, scrutiny and review,
         Registration of Births Deaths and Marriages, County Council elections, land charges, HM
         Coroner and a number of smaller support services.
     •   The Resources Group – covering finance, personnel, property, corporate support services
         and part of business development.
     •   Organisational Development – developing managers and other staff.
     •   Families and Schools Support Unit – a joint unit providing co-ordinated support for
         children and families.

     The Cost (2003-04 and 2004-05)

3.   The portfolio revenue budget for 2003-04 is £17.466m net of government grants, with funding
     for 737.5 employees and capital spending form all funding sources of £8.197m.

4.   The main features of the 2004-05 budget include:

     •   Net revenue spending of £19.406m, an increase of £1.940m or 11.1% more than in 2003-04.
     •   Funding is currently identified for 777.0 employees, an increase of 39.5 on 2003-04.
     •   Capital Spending from all funding sources of £11.519m.


5.   The portfolio provides the framework for the development of the County Strategy and leadership
     in the delivery of the Strategy. By offering a full range of high quality professional support, the
     portfolio plays a leading role in helping services to manage change and to modernise and deliver
     in innovative and more cost-effective ways. Major challenges for the year ahead include:

     •   Continuing the process of developing managers and other staff within the County Council so
         that they are better equipped to support the delivery of improved services and new initiatives.

     •   Establishing a new HR Unit, supported by substantial investment in new systems, and
         involving restructuring and developing new job roles and processes to improve service

     •   Implementing proposals resulting from the budget review exercise and supporting the
         delivery of other budget review proposals including those that contribute to savings on

     •   Continuing to support organisational change through the delivery of major projects and
         procurements, including the restructuring of schools in Crawley, the transfer of care Homes,
         new waste management contracts and the establishment of the Families and Schools support

     •   Maintaining and where possible Increasing the focus and attention on key corporate priorities
         in a difficult financial climate and whilst achieving an acceptable balance between Council
         Tax level and spending on services

     •   Continuing to review and develop the Cabinet and Scrutiny system, including Health
         Scrutiny, and including the merger of the Secretariat Unit with the Scrutiny Unit.

     •   Responding to the requirements of new legislation and other Government initiatives in a way
         that is responsive to local needs and circumstance, including:-
              The Green Paper “Every Child Matters”.
              The Comprehensive Spending Review 2004.
              The new Prudential Code.
              The South Downs Public Enquiry.
              The Structure Plan.

     •   Increasing public trust in the County Council and promoting strong local authorities,
         especially counties, as a tier of democratically elected and accountable government.

     •   Supporting all members, including the County Chairman, new Leader and Cabinet and
         ensuring a smooth transition to a new Chief Executive.

     •   Maintaining and maximising the benefits of the County Council’s Comprehensive
         Performance Assessment categorisation as “excellent”, including delivering planned and
         continuous improvement and participating in the national Innovations Forum.

     •   Improving the effectiveness and accountability of partnerships with other public and
         voluntary sector service providers, notably borough and district councils, health services and
         the police, in order to improve public services and improve quality of life.

     •   Influencing, responding to and preparing for major changes in European so that West Sussex
         continues to take full advantage of the opportunities open to it, including:
             The impact of the enlargement of the EU in terms of partnerships, projects and lobbying
             forging new relations with the newly elected MEPs for the South East

     Cabinet Level Targets 2004-05

6.   The County Council has set a number of targets for 2001-2005 in the County Strategy that reflect
     the overall priorities of the Council. The relevant target and the progress made to date for
     Resources is shown below:

     Target:     The number of types of interactions that are enabled for electronic delivery as a
                 percentage of the types of interactions that are legally permissible for electronic
                 delivery (target 2003-04 - 52%, target 2004-05 - 80%, 2005-06 - 100%).

     Progress: As the end of September 2003, we achieved 48%.

     Chief Executive’s Group

     Objectives and Achievements

7.   Performance against targets over the previous 12 months include:

     •   Completing the mid-term review of the County Strategy, which was approved by County
         Council in November.
     •   Drawing up CPA Improvement Plan, identifying key milestones, and establishing Corporate
         Improvement Board to promote performance management and monitor progress.

     •   Participating in Innovations Forum with other “excellent” authorities and government, and
         being involved in projects on community safety, care of older people, and governance.

     •   Establishing accountability for project management of PSA targets and co-ordinating
         outstanding negotiations with Government.

     •   Delivering Youth Cabinet work programme, including participation in highly successful
         Local Democracy Day on 17th October.

     •   Drafting new complaints literature and guidance to staff in fulfilment of Standards Committee
         decisions on review of complaints procedure. Promoting the seven “areas of focus” and
         moving towards making them happen.

     •   Completing budget review and consultation, producing 1,500 postal survey responses, over
         4,600 responses to “Connections” questionnaire, 400 responses from staff, and participation
         by 40 stakeholder organisations.

     •   Producing a “Building Better Partnerships Resource Kit”.

     How we compare

8.   A key success in the past year included:

     •   Maintaining “excellent” categorisation in Comprehensive Performance Assessment.

     • Being shortlisted for “Council of the Year” in LGC Awards.

     • Securing £1.5m European Social Fund (ESF) funding to assist the disadvantaged return to

     • Securing ESPACE Interreg 3B funding for Climate Change £250,000 over 4 years.

     Looking Ahead

9.   The key actions over the coming plan year are set out below:

     •   Achieving an acceptable balance between spending and taxation in the Council’s Budget and
         increase value for money.

     •   Preparing for a new County Strategy 2005-2009 after the County Council elections in May

     •   Helping project manage “Achieving a Focus…and Making it Happen”, with particular
         responsibility for “Positioning the County”.

     •   Making progress towards achieving our Public Service Agreement targets and to prepare for
         the next one.

     •   Maintaining the County Council’s categorisation as “excellent” in Comprehensive
         Performance assessments, to take full advantage of the benefits to the Council of this status,
         to promote delivery of the Improvement Plan, to achieve further freedoms and flexibilities
         through participation at national level in the work of the Innovations Forum, and to monitor
         and influence national developments.
   •       Ensuring effective functioning of the West Sussex Strategic Partnership and the launch of a
           county-wide Community Strategy.

   •       Improving partnership working, community engagement and consultation.

   •       Supporting and widening the engagement of members of the County Council in the
           formulation of policy and the improvement of performance.

   •       Supporting the effective functioning of the Chief Executive’s Board and ensuring the smooth
           transition to a new Chief Executive.

   •       Developing and implementing a revised corporate complaints procedure in fulfilment of the
           decision of the Standards Committee.

   •       Improving and strengthening the work of the Youth Cabinet in encouraging and widening
           participation by young people in community affairs and democratic decision making.

   •       Delivering Accord projects with Upper Normandy on sustainable tourism and automotive
           design conference.

   •       Progressing effective link between West Sussex and Tolna County, Hungary.

   •       Contributing to AER working groups on sustainable agriculture and tourism and Services of
           General Interest.

   The Cost

10. The budget for the Chief Executive's Group for 2003-04 is £1.801m, and 2004-05 will be

   Performance Targets

11. Retaining Excellent categorisation in the Comprehensive Performance Assessment.

   County Secretary’s Group

   Objectives and Achievements

12. Performance against targets over the previous 12 months include:

       •     Working with Health partners and Borough and District colleagues to meet the added
             Health Scrutiny requirements, including the ability to respond effectively to the Health
             Scrutiny Select Committee's consultation.

       •     Progressing the development of the group as a whole, with vision and ‘common purpose’
             work expected to be completed by the year end.

       •     Responding to the Government’s White Paper on Births, deaths and marriages.

       •     Introducing the Legal Services’ integrated case management system including reviewing
             and re-engineering professional work processes.

       •     Developing an effective training and seminar programme for Members that also meets the
             requirements of the CPA Action Plan.

       •     Enhancing Scrutiny and Review arrangements in response to the Leach-Abley report.
        •    Addressing the significant increase in demand for Procurement Law advice and supporting
             major procurement projects through enhanced in-house resources.

    How we compare

13. Some key successes and achievements in the past year have included:

    •       During the period of the last two years the robust approach of the County Council to the
            challenges of democratic renewal have been acknowledged in the CPA assessment of the
            Council as excellent as well as by Government.

    •       The external review of Scrutiny recognised that the process in West Sussex was strong and it
            is hoped by the vigorous response to the recommendations made under that Review that the
            process has now been further improved.

    •       The Strategic Health Authority recognised that the relationship with the County Council and
            the Health community is one of the most positive in the region.

    •       Members' question time in County Council has aroused wide interest amongst other
            authorities as an example of good practice.

    •       Within Legal services its comprehensive approach to the introduction of its new case
            management system has been recognised as being particularly far sighted.

    Looking Ahead

14. The key actions over the coming plan year are set out below:

    •       Undertaking an overall Governance review incorporating an ethical audit to complement the
            reviews of Cabinet working arrangements, the operation of County Council meetings and the
            scrutiny review undertaken over the last three years.

    •       Reinvigorating member training and development to meet CPA targets, including the
            development of members’ role in scrutiny as part of a comprehensive corporate review
            process for the County Council.

    •       Supporting the Cabinet in its revised form in its drive for excellence and openness for the

    •       Continuing to support the Corporate Performance Management work and within this
            Corporate Risk Management and Improvement Delivery projects.

    •       Realising the benefits available from the Legal Case Management technology including
            dealing with re-skilling and re-engineering requirements.

    •       Working on the development of the LSU Standard and within this to define the level of
            service that can be expected of the unit.

    •       Reviewing the Risk Financing arrangements of the authority in light of the changing external
            insurance market and internal needs.

    •       Continuing to respond to the emerging White Paper requirements for the Registration service
            as well as to the e-business opportunities that are available in respect to the Land Charges

    •       Looking at the Business Services Unit in light of the on-going group development work
            including addressing the perceived need for increased commercial management expertise.
    The Cost

15. The budget for the County Secretary's Group for 2003-04 is £3.665m, and 2004-05 will be

    Performance Targets

16. Due to the nature of many of the services provided by the group quantitative measures of
    performance are not available. However the group is seeking to establish processes to manage
    performance based upon the establishment of service delivery, service development, resources
    and people targets. Increased use of external benchmarking (data and process) is also proposed
    over the ensuing years.

    Resources Group

    Objectives and Achievements

17. Performance against targets over the previous 12 months include:

    •   Supporting major organisational change including, changes in portfolio responsibilities, the
        education service restructuring, Waste PFI, the restructuring of schools in Crawley, the Care
        Homes project and setting up integrated Community Equipment Service with the Health

    •   Establishing a new major projects team to support the above and provide more effective
        support for large or complex projects leading to better service outcomes.

    •   Leading the negotiating team on the Crawley Schools PFI and successfully concluding the
        project agreement.

    •   Playing a key role in the budget review exercise and supporting other portfolios during the

    •   Developing and introducing new policies for redeployment and secondment.

    •   Implementing Employment Act 2002 provisions – fixed term, maternity, paternity, adoption
        leave, flexible working.

    •   Managing the implementation of the new Criminal Records Bureau checks.

    •   Developing a 4 year implementation plan for the People Strategy and re-prioritising
        objectives in consultation with clients and implementing Year 1 of The Strategy objectives,
        including focussing on recruitment, retention and flexible targeting of resources, plus
        working with Organisational Development Unit on performance management.

    •   Developing a recruitment strategy, on-line recruitment processes and work on corporate

    •   Developing WS-People processes and changes to payroll processes including the movement
        of all staff moved to BACS payments and monthly pay.

    •   Implementing new equalities regulations and developing an action plan for achieving
        employment aspects of Equalities standard level 2.

    •   Developing a new risk management strategy, which is now being rolled out across the
        organisation, embraced by managers and being embedded in all our work practices.
    •   Delivering all service capital projects within an enlarged approved programme and
        delivering significant capital receipts from surplus land disposals to support and enhance the
        investment programme.

    •   Delivering premises development plans to 300 schools, providing a strategic investment
        framework for each school to improve buildings to deliver the curriculum.

    How we compare

18. Some key successes and achievements in the past year have included:

    •   Continued low costs in benchmarking comparison for key services, aided by the marketing
        of services to new customers in the public sector.

    •   Development of an enhanced quarterly performance monitoring pack covering all portfolios,
        for use by the executive and discussion at select committees.

    •   Improved CPA scores for the Groups services contributing towards the County Council’s
        retention of its excellent status.

    Looking Ahead

19. The key actions over the coming plan year are set out below:

    •   Working with support services to develop new commissioning and cost recharge
        arrangements that provide more transparency of costs and responsiveness in balancing
        demands, priorities and resources.

    •   Development of new HR Unit and maximising the benefits from WS-People, including
        managing the organisational and cultural change of moving staff to new structures and roles.

    •   Developing the role of the major projects team and enhancing the support given to the
        delivery of major projects in the north-east of the county and along the coastal strip.
        Supporting complex cross-cutting projects as appropriate.

    •   Implementing policies on borrowing and ensuring that the new arrangements comply with
        the new Prudential Code.

    •   Implementation of People Strategy – year 2 objectives.

    •   Development of recruitment processes to improve speed of processes and attract wider
        applicant response to vacancies.

    •   Achieve employment and service requirements for Equalities standard Level 2.

    •   Develop pay and workforce strategy in line with ODPM requirements.

    •   Analyse and respond to the Government’s biennial review of its spending plans – the
        Comprehensive Spending Review 2004.

    •   Develop an improved service level to schools to assist in the delivery of Asset Management
        and ensure schools receive cost effective property management advice.

    •   Improve the engineering maintenance response time for all establishments, including
    •   Deliver an approved programme of projects to achieve Disability Discrimination Act (DDA)
        compliance, and set up a programme of asbestos surveys to achieve compliance with the new
        asbestos legislation.

    •   Complete and commission the Bognor Regis new administration hub at Durban House.

    The Cost

20. The budget for the Resources Group for 2003-04 is £3.321m, and 2004-05 will be £3.578m.

    Performance Targets

    •   The key performance targets for the Resources Group are monitored quarterly and targets are
        reviewed on an annual basis. A key target for 2004-05 is to develop more comprehensive
        service agreements with service departments that set out clearly the service and performance
        standards that services can expect to receive from each of the service units within the Group.

    Other Services

    Objectives and Achievements

21. Performance against targets over the previous 12 months include:

   •    Supporting the County Council's leadership development programme, "Journey into the
        Future" which has supported more than 200 senior managers in embedding agreed leadership

   •    Continuing to support the implementation of the People Development strategy. The numbers
        of places on the Introduction to Local Government programme has been doubled and a large
        number of managers have successfully achieved learning to support the recruitment and
        selection of staff.

   •    Developing new strategic approaches to deliver effective performance management with
        pilots delivered in new appraisal training, supported by on line assessment.

   •    Agreeing a new County Council Health and Safety Policy with roles and responsibilities
        further clarified at all levels. An intranet site has been established to supplement guidance
        prepared and issued in CD Rom or paper format.

   •    A particular feature of the new health and safety policy is to commit to supporting staff and
        enabling them to manage their own health and wellbeing more effectively. In 2003 the Move
        for Health project has provided guidance, information, training and assessments to staff. A
        specific pilot has been run with staff in the Resources group.

   •    Establishing the Families and Schools Support service to improve integrated working across
        the 3 statutory agencies, with the Integrated Services Project being piloted in 2 areas.

   •    Establishing the Children's Trust which covers all services for vulnerable children

   How we compare.

22. Key successes in the past year include.

    •   Achieving a fully accredited management development pathway available to the County
        Council. The award in Local government programme, offering certificate and degree level
        qualifications in Local Government Management supplements the existing Advanced
        Management Development programme which has now enabled more than 100 managers to
        take the Post Graduate Diploma in Strategic Management.

    •   A key target for the County Council is to reduce the number of accidents reported. The
        annual report on health and Safety has been approved by the Chief Executive. The report
        shows a trend in a reduction in the number of accidents reported to the Health and Safety

    Looking Ahead

23. The key actions over the coming plan year are set out below:

    •   Improving organisation effectiveness by building capacity and capability.

    •   Maintaining good standards in health safety and wellbeing, striving to achieve reductions in
        accidents, work related ill health, consequent lost time and business costs.

    •   Extending the school-based Integrated Services Project to a further 7 areas by September
        2004 providing better co-ordinated support to children and young people.

    •   Identification of cross cutting workstreams based on the needs of children and young people,
        to enable the agencies to refocus their work and be more collaborative.

    The Cost

24. The budget for the Other Services for 2003-04 is £0.829m, and 2004-05 will be £1.185m.

    Performance Targets

25. The key performance targets for Organisational Development and Change include:

    •   To deliver a further 100 places on the Journey into the Future programme.

    •   The unit will link the learning needs of individuals to inform review and learning across the
        organisation. Six projects supporting an individual's learning with cross cutting benefit will be
        presented to and/or published by the Board by March 2004.

    •   To implement a new 5 Year Plan to support targets in reduction of accidents, work-related ill
        health and lost time.

26. Other performance targets include:

    •   By 2006, outcomes for 11 year olds who are looked after to at least 60% as good as their
        peers, with no more than 10% of looked after children leaving education without having sat a
        GSCE or equivalent and at least 15% of young people in care must get A*-C GCSEs.

    •   The Integrated Services Project to cover the whole county by September 2006.

    Seven Key Areas of Focus

27. Seven Key Areas of Focus have been identified corporately as critical to achieving the objectives
    of the County Strategy. All parts of the organisation have a contribution to make and the
    Appendix sets out how the Resources and External Affairs Portfolios will be helping to achieve
    that focus.
   Contact Details

28. For more information about the Resources portfolio please contact:

    Chief Executive's Group:
    Philip Coleman, Head of Policy, on 01243 777203

    County Secretary's Group:
    Neil Kirkland, Head of Resources, on 01243 777914

    Resources Group:
    Julian Harris, Head of Corporate Support Services, on 01243 777854

    Organisational Development and Change:
    David Robinson, People Development Manager, on 01243 756782

    Families and Schools Support Unit:
    Sue Berelowitz, Head of Families and Schools, on 01243 752129

Contribution to the Seven Key Areas of Focus

                                                      By whom              By when

 Regenerating the coastal economy - with jobs
 and skills to match the best in the region

 Keeping abreast of the operation of the Area
 Investment Framework (AIF) to ensure the County Chief Executive           Continuous
 Council plays a full part, and taking a personal
 interest in major projects.

 Aiming to secure European Structural funding for Chief Executive's        2006
 the Coastal Strip of West Sussex                 Group

 Promoting Arc Manche lobbying for the Chief Executive's                   2006
 recognition of maritime borders in EU funding Group

 Impact of recruitment strategy                       Personnel Services   Continuous

 Building capacity and capability in the Organisational
 organisation, eg to optimise economic and social Development and          Continuous
 impact of direct county provision in these areas Change

 Developing facilities for co-ordinated local Property Services            July 2004
 administration and accommodation for additional

 Extending the Integrated Services Project to the Families and Schools     2004/05
 coastal strip

 Supporting the first phase of the ‘Building Schools Various               Ongoing
 for the Future’ project.

 Social Inclusion – so that no-one is isolated from
 their community

 Chairing Children’s trust                            Chief Executive      Continuous

 Introducing equalities monitoring into complaints    Chief Executive's    Sept 2004
 handling                                             Office

 Deliver the programme of disabled access work        Property Services    2006/07

 A new vision for the NE of the County –
 providing a community for the 21st century not the

 Ensuring the County Council plays a full part, and   Chief Executive      Continuous
 taking a personal interest in major projects.

 Participating in joint ARC/AER study on the          Chief Executive's    2005
 impact of low cost carriers (link to GEAR)           Office
Involved with GATCOM and Gravetye                   County Secretary's     Continuous

Impact of recruitment strategy                      Personnel Services     Continuous

Building capacity and capability in the             Organisational
organisation, eg to optimise economic and social    Development and        Continuous
impact of direct county provision in these areas    Change

Working closely with Crawley Borough Council
on the town centre regeneration and the             Property Services      2005
development of the County Council Admin
Building site.

Involvement in the Crawley PFI schools projects     Various                2004

Integrated Services Project is being piloted in
Crawley, with improved multi-agency working and     Families and Schools   2004
better service delivery

Improving neighbourhood quality – so that
everyone is satisfied with their immediate

Engaging and responding to members of the Chief Executive's                Continuous
County Council, parish councils and responding to Office

Signed up to the county and district council joint Property Services       Continuous
protocol for rapid graffiti removal

Supporting individuals in need – so everyone
finds the support they need

Chairing Children’s trust                           Chief Executive        Continuous

Considering quarterly reports on the strengths and
weaknesses of “front door” services to children Chief Executive            Continuous
and families, as required by the Department of
Health following the Laming report on the findings
of the Victoria Climbi inquiry

Exchange of best practice with Upper Normandy Chief Executive's            2005
on recruitment and retention of social workers Office

Support to services ensuring financial resources are Financial Services    Continuous
aligned with service priorities

Provision of welfare benefits advice to Social and Financial Services      Continuous
Caring Services clients

Adapting buildings to improve access for all        Property Services      Continuous

Refocusing provision to raise the educational Families and Schools         Continuous
attainment of looked after children and young

Development of a shared database for referred       Families and Schools   2004

Improving organisational effectiveness – so the
way we do things supports delivery in all ways

Promulgating    revised   corporate   complaints Chief Executive’s     October 2004
procedure                                        Office

Piloting introduction of Electronic Document and Chief Executive’s     October 2004
Records Management System                        Office

Establishing new corporate external funding Team   Chief Executive’s   2004
Contributing  to   corporate   training and
development activities, including induction Chief Executive’s          Continuous
training, CMDP and seminars on key policy Office

Contributing to the development of the Corporate County Secretary's    Continuous
Performance Management, Corporate Risk Group
Management and Improvement Delivery projects

Development of modern financial support realising Resources Group      Continuous
the benefits of SAP

Continued support of corporate and service Financial Services          Continuous

Working with Organisational Development Unit
on performance management; performance Personnel Services              2004/05
review/appraisals, implementation of proposed
new capability procedure, developing competency

WS-People – improved management information, Personnel Services        Continuous
greater efficiency in administration of payroll and
personnel processes

New Resourcing Centre to be established to Personnel Services          2004/05
improve speed and quality of recruitment processes

New Business Partner function to work in Personnel Services            2004/05
partnership with services on HR implications of
service planning

Leadership development programmes supporting a Organisational          2004/05
management      development       pathway     (with Development and
accredited options) to enable better leadership and Change
management and to support succession planning.

Key competencies for all staff are being developed Organisational      Continuous
and learning opportunities provided to enable an Development and
effective workforce and organisation.              Change

Leadership and support is provided to enable West Organisational       Continuous
Sussex to become a “learning organisation”.       Development and
Human Resource management development Organisational                         Continuous
programmes including Recruitment and Selection, Development and
Induction, Managing Absence, Health Promotion Change
including well-being and Work Life Balance and a
wide range of health and safety courses.

Leadership of process development and learning Organisational                Continuous
support to Performance Management including Development and
Business Planning, Performance Development Change
Appraisal and Supervision, Measuring, Monitoring
and Learning.

Managers and staff are supported by an effective Organisational              Continuous
Health and Safety at Work Policy.                Development and

Programme of consolidation of multiple offices to Property Services          2010
single sites in the 5 main towns in the county.

Participate in the corporate cross-cutting Property Services                 2004
initiatives, including new ways of working and the
review of county image and branding.

Positioning the County – and seen as a
community leader and a force beyond

Developing a marketing strategy                      Chief Executive’s       Oct 2004

Lobbying for recognition of West Sussex interests Chief Executive’s          Continuous
in regional and EU decision making                Office

Developing recruitment strategy and processes, Personnel Services            2004/05
work on "branding", County Council as employer
of choice

Ensuring high quality design of new and Property Services                    Continuous
refurbished buildings to sustain and improve the
built environment.

National trailblazer for Identification, Referral and Families and Schools   2004
Tracking system and a national pathfinder
Children's Trust

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