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					AIMING     FOR            EXCELLENCE




   CORPORATE ACTION PLAN 2003 - 2008
              www.easthants.gov.uk
CONTENTS                                                              page


AIMING FOR EXCELLENCE / Introduction                                   2

ABOUT US                                                               3

   How we see things                                                   4
   Our roles                                                           5
   Our values and principles                                           6
   Our standards                                                       7

MOVING FORWARD                                                         8

   East Hampshire Community Partnership priorities for our District    9
   An organisation fit for purpose                                     10

WHAT WE’LL BE DOING, 2003-2008                                         11

   People and places – the service perspective                         12
   The big issues for our organisation and business processes          14
      1 Continuous performance improvement                             14
      2 Shaping up – visioning for the future                          18
      3 East Hampshire Community Partnership                           19
      4 Our democratic structures and processes                        20

NEXT STOPS – FURTHER READING                                           22




                                                                             1
AIMING FOR EXCELLENCE



Aiming for Excellence presents a challenge.
The messages are about self-awareness, having clear priorities, a sharp focus on what
we are doing and where we are going, and setting realistic but testing targets.
The aim is performance and service excellence.
The challenge, then, is to deliver…to achieve excellence.


Last year’s corporate action plan, future simple-future perfect, reflected a change of
approach in our forward planning. Cross-cutting and corporate actions overlaid the
service business plans which contributed to them and the overall framework was aligned
with the community strategy, Our Communities, Our Future. The Council subscribed
to a vision for the future of East Hampshire which was shared with other members of the
East Hampshire Community Partnership, our local strategic partnership. This enabled us
to concentrate on our core business activities and on our contributions to agreed actions
in the community strategy and to ensure that we had effective capacity to do both.

Aiming for Excellence builds on that process and moves us on a stage. It sets out our
values and principles, and our vision for the District. It explains our priorities and the
key corporate and service issues we will face during 2003-2008. And it outlines
timescales for actions to be taken, further details of which can be found in the
appropriate service business plans which this document drives.




                                                                                             2
ABOUT US

As a modern council, we have developed ambitions and complementary roles to support the district in
meeting current and future needs. We have a democratic structure with a Leader and Cabinet and we have
realigned organisational management, disbanding formal departments and focussing instead on a corporate management
team and a single tier of service teams.

Our ambitions look inside and outside the organisation.

                   To be an effective community leader in touch with what really matters to
                    our local communities

                   To be a high performing council, achieving service excellence through
                    continuous improvement

                   To act corporately and collaboratively, and to listen, learn, and remain self-
                    aware

                   To stay focussed on our priorities

To achieve these ambitions, we must share and subscribe to a common vision of what East Hampshire
District Council is all about – what we value and cherish, where we are going, and what is driving us. We
must work in a clear, open and transparent way. We must ensure that our policies and strategies reflect a
measured balance between the priorities and expectations of our district’s communities and our ability to
bring about effective actions by using and accessing resources imaginatively and creatively. We must
recognise when the needs of individuals and groups conflict with the wider interests of the district. And
we must apply the test of adding value through direct service delivery and through influence when
enabling and working in partnership.




                                                                                                                3
How we see things


To explain, we must reflect on the local democratic process - that as councillors, as officers, as an
organisation, we exist to serve and to represent our district, to deliver local government in East
Hampshire. This role is our raison d’être and carries real responsibility and real accountability. The
community expects us to deliver our commitments and to achieve the best outcomes. Therefore, as
central-local government relationships become increasingly rooted in a performance and reward culture,
we must drive up our performance for the benefit of the district.

However, underpinning all of this is the fundamental need to stay in touch with reality. Yes, we want to
be seen as being a council that is relevant to contemporary East Hampshire and to be that we must take
the community with us. We will need to innovate and work flexibly outside the conventional box to find
new solutions to increasingly complex challenges. But we must also recognise the extent and limitations
of our resources in setting achievable goals and workloads. We must be absolutely clear about our
capacity - what we can and will do and what we can’t and won’t do.

Most things we do connect in one way or another but we have three broad themes to help us organise and
focus.


           PEOPLE                              PLACES                          ORGANISATION



    Personal and economic            Environmental wellbeing and             Running the Council –
     wellbeing, active and             sustainable development           governance, taking care of our
   sustainable communities                                                  business and aiming for
                                                                            performance excellence




                                                                                                      4
Our roles
Community leader

Community leadership sits at the heart of our local democratic framework. As the representative of communities of
place and interest, the Council acts as the voice of the district in the local, regional and national arenas.

We recognise our role in stimulating interest in civic life and democratic processes, and take every opportunity to
promote community involvement in decision making and to engage people through consultation.

Community enabler

We help to make things happen without always doing them ourselves. Increasingly, we act as co-ordinator or
facilitator in partnership with others, using our influence to bring about the best outcomes. We may contribute
finance and professional expertise and act in an advisory capacity without being responsible for the end product
even though we may retain an interest in it.

In this capacity, we are applying our responsibilities as community leader to work with others to support the East
Hampshire Community Partnership in delivering the Community Strategy and achieving our collective vision for the
district.

Service provider

We provide a range of services to residents, businesses and organisations in East Hampshire. Some of these are
available to all whilst others are based upon needs. Some are delivered on behalf of the Council by private
contractors who have tendered for the work. In all cases, we measure performance, quality and cost to check that
we are meeting our service standards and providing best value.

Guardian of public interest

We act to protect the district, its citizens, and our environment from abuses of power and from breaches of
individual and corporate responsibilities.




                                                                                                                 5
Our values
We have developed a set of values which together reflect the qualities and the characteristics of the
Council. They guide us in undertaking the functions of local government, in delivering services and in
engaging the community.

Community focus – an organisation looking                 Continuous improvement
outside                                                   We will set high standards and drive continuous
We will be proactive, positive, responsive and            improvement to deliver services which offer best value
innovative. We will support high standards of             in quality and cost effectiveness and which meet our
customer service and will be open, democratic,            performance targets.
accessible and accountable. We will promote the
social, environmental and economic wellbeing of our       Partnership
district and ensure that our actions contribute to its    We will work in partnership to add value for the
long-term sustainability and encourage self-reliance      benefit of the district.
and responsibility.
                                                          Sustainability
                                                          We will mainstream sustainability through policy
                                                          formulation, strategy implementation and service
Sound governance – our focus on business                  delivery.
We will manage the Council to ensure probity,
resilience, and a balanced exposure to risk. We will      Stimulating democracy
build capacity in staff and councillors and continue to   We will help and encourage people of all ages to
develop and streamline our performance management         become active in their local communities and we will
framework.                                                create opportunities for them to participate in and
                                                          influence decisions affecting their quality of life.

                                                          Equality and diversity
Valuing staff                                             In employment and service provision, we will respect
We will value our staff as our most important             all people and treat them fairly and equally. We will
resource. We will nurture and develop them, canvass       find ways to support those groups who are
and respect their views and involve them in decision-     disadvantaged or excluded and we will develop policies
making, within a supportive organisational culture.       which promote inclusivity and celebrate diversity.



                                                                                                                 6
Our standards

The Council endorses the nationally agreed principles of public life. These are standards and pledges
against which our personal and collective performance, behaviour and attitudes can be measured. We
believe that they reflect a code of conduct which is appropriate to contemporary local government and
through which residents, partners and others we work with can have confidence in our integrity, in our
impartiality and in our desire to act in good faith and in the public good.

The Council has established a Standards Committee and has produced a new code of conduct which will
guide councillors in their actions and helps them to avoid conflicts of interest. Our behavioural code of
conduct for officers and our customer care charter provide our customers with a comprehensive
description of the corporate standard of service they can expect from the Council, regardless of the nature
of their business with us or the specific subject of their enquiry.

Selflessness                                                    Accountability
We will only take decisions which are in the public interest.   We are accountable for our decisions to the citizens of East
We will not take decisions to benefit ourselves, our families   Hampshire District who can scrutinise and question our
or our friends.                                                 actions and expect explanations and answers.

Integrity
We will not place ourselves under any obligations to other      Openness
individuals or organisations, to avoid being compromised in     We will be as open as possible about the actions and
our official duties.                                            decisions we take. We will always justify our decisions and
                                                                will only restrict information when it is clearly not in the
Objectivity                                                     wider public interest.
We will always make choices fairly and on merit, and
according to our business and financial guidelines. These
are public documents which are available for scrutiny.          Honesty
                                                                We will declare any private interests which may affect our
Leadership                                                      public duties and will resolve personal conflicts to protect
We will promote and support these principles through            the public interest.
leadership and by example.




                                                                                                                               7
MOVING FORWARD

Over the next five years, we will continue to            As a lead player in the Community Partnership,
improve our performance and strengthen our               we have to be clear about our own organisational
democratic processes for the benefit of the              priorities and which services and projects we will
district.  Our overriding aim will be to work            deliver working alone and those we will deliver in
towards achieving the vision for East Hampshire          partnership. We must also agree those things
District which we share with fellow members of           which we do not plan to carry out or to be
the Community Partnership.                               involved with.

Our collective vision of the future reflects those       We must not rely upon best value service reviews
things which local people have told us are               as the only opportunity to challenge what we are
important to their families and to their                 doing and why we are doing it. Our performance
communities.                                             management processes and the internal scrutiny
                                                         of our business must drive ongoing challenge,
Our vision for East Hampshire
                                                         review and improvement. Forward planning must
We all…                                                  reflect our corporate ambitions and ensure that
Hope to enjoy a high quality of life…                    cross-cutting    and      community      projects
                                                         complement our core service activities.
Want East Hampshire to be healthy and safe, vibrant
and thriving…
                                                         Where relevant, we must also align our corporate
Cherish the environment…                                 and service planning with the strategic goals and
Expect accessible, good value services and facilities…
                                                         action plans of the Community Partnership. We
                                                         subscribe to the twelve priorities for the District
Recognise the importance of meeting the needs of         adopted by the Community Partnership, and
young and older people and those who are                 everything we do, acting alone and working with
vulnerable…
                                                         partners, will contribute in some way towards
And we all want East Hampshire to be a sustainable       those priorities and to realising our vision.
place in which to live and work




                                                                                                           8
East Hampshire Community Partnership priorities for our District

 Business and economy
   We will support the needs of business and work         Housing
   towards a vibrant, sustainable and prosperous local     We will work together to achieve a range of
   economy                                                 housing to enable everyone to have a decent home

 Community development
                                                          Leisure and culture
  We will encourage a sense of belonging in every
                                                           We will improve health and wellbeing through the
  locality and support involvement by all members of
                                                           better promotion of a broad range of accessible
  the community
                                                           recreational and cultural activities
 Community safety
   We will work with the local community to reduce        Partnership working
   crime and disorder, combat the fear of crime and        We will strengthen and develop the East
   promote positive social inclusion                       Hampshire Community Partnership through joint
                                                           working
 Education, training and learning
   We will support and stimulate lifelong learning to     Poverty and deprivation
   enable everyone to achieve their potential              We will strive to alleviate and prevent poverty and
                                                           deprivation
 Environment and countryside
   We will protect and enhance the environment and        Transport
   countryside and encourage the more sustainable          We will strive to bring about a range of transport
   use of resources                                        solutions to match the needs of people in the
                                                           District
 Health
   We will improve the health and wellbeing of the
                                                          Young people
   people of East Hampshire
                                                           We will enable young people to develop their
                                                           aspirations as active members in their communities




                                                                                                                 9
An organisation fit for purpose

To achieve our programmes of activities planned                We must apply project management techniques more
for 2003-2008 we must accept three key                         extensively to all appropriate activities including
requirements:                                                  improvement reviews, to ensure the effective use and
                                                               allocation of resources, to manage internal capacity
All councillors and staff of the Council must have a           and to deliver outcomes within target timescales. This
clear understanding of our corporate aims, our                 will be achieved through:
priorities and our five-year action plan. This will be
achieved through:                                               Our performance management system, particularly
                                                                 focussing on the roles of Corporate Management Team
                                                                 and the Heads of Service
 An annual corporate action planning programme                 Additional project management training linked to
  incorporating input from the Council and the Community         personal development
  Partnership, and involving all councillors, staff and key     The Improvement Board, overseeing the design,
  partners. This programme will inform the Corporate             implementation and delivery of the improvement
  Action Plan and will shape our contribution to the             programme
  Community Strategy.
 Circulation of the Corporate Action Plan and the             Councillors and staff must own the programme and
  Community Strategy to all councillors, staff and a wide      commit to its delivery.
  range of partner organisations and agencies.
 Clarifying individual staff contributions to our corporate   Our plan is sufficiently flexible to allow
  goals through personal performance appraisal targets
                                                               adjustments to be made to its direction, content
  and through the ongoing development of personal
  competencies                                                 and priorities to reflect changing community
 Involvement of all staff in the service business planning    needs and the impact of new legislation and
  process                                                      regulations.     Annual action planning and the
 Regular briefings for councillors and staff                  ongoing monitoring and review process will
 Ongoing performance monitoring and end of year
                                                               include reality checks to test the continuing
  outcome reporting – a ‘state of the District Council’
  report to annual Council                                     validity of the forward programme against local
                                                               priorities, public perception and the aims of the
                                                               Community Strategy.




                                                                                                                   10
WHAT WE’LL BE DOING, 2003-2008

Over the next five years we will continue to face significant
challenges.

The completion of our management and organisational review has
provided us with inherent stability based upon the Corporate
Management Team and the single tier of Service Teams. Likewise,
within the democratic framework, we have a set of solid building
blocks, namely the Council, the Cabinet, the Policy Advisory Panels,
the Area Community Committees and the Scrutiny Committee.

The management and the democratic arms of the organisation
dovetail effectively.    A culture of partnership exists between
councillors and officers which exploits the benefits of joint working
and at the same time promotes the critical monitoring and review of
performance and policy formulation.

We have made real progress in modernising how we work and in
embedding the principles of performance improvement in our service
culture. We have a dynamic and positive style, and councillors and
staff with high ability.  However, we cannot afford to become
complacent and both the management and democratic structures
must continue to evolve and develop to reflect our changing needs
and those changes imposed upon us.




                                                                        11
People and places – the service perspective


From a service and community perspective, we will encounter a wide range of opportunities and
challenges over the next five years – recommendations for improvements stemming from best value
reviews and from CPA, revised priorities emanating from changing community needs, and the impact of
new legislation, regulations and performance targets set on the regional, national and European stages.

Details of our core service provision, service priorities for 2003/04 and proposals for the development and
improvement of service delivery over the next 5 years can be found in the service business plans which
accompany this corporate plan (Please refer to appendix 1). This section then briefly summarises those
issues which are perceived to be the most critical to, or which present the greatest challenge to, our
ability to deliver effective and improving services which reflect the needs of our local communities.

 Housing and community infrastructure
  The rules governing the funding of affordable housing will change in 2003/04. Direct grant funding by the
  Council will no longer be cash-backed by the Housing Corporation and consequently any grants paid by the
  Council would result in a net reduction in our investment portfolio and investment income. The major challenges
  for us will be to maintain our future programme to deliver new housing for rent and low-cost purchase for
  families and key workers, and to tackle homelessness without placing people in temporary accommodation
  outside the area.

  We will also be introducing a replacement IT system during 2004 to support housing and council tax benefits and
  council tax collection. Key aims will include enhanced customer service and the quicker processing of benefits.

 Planning control
  The task ahead is all about performance. Significant performance improvements have been made since 2001
  resulting in a planning delivery grant from Government of £273,000 to invest in service enhancement. We will
  aim to maximise the planning and corporate benefits from this grant concentrating on raising both service
  quality and efficiency.




                                                                                                              12
 Planning policy
  The issues for 2003/04 are the Local Plan Inquiry, preparations for the new planning framework and our ongoing
  work to ensure that East Hampshire gets the best solution for planning services for the local community when
  the South Downs National Park is established in around 2007.

 Waste management, reduction and recycling
  We have made tremendous progress during 2002 with the introduction of alternate weekly collection across the
  District. Recycling has risen to over 24% from directly collected household waste, already well ahead of our
  2005 target, and to over 30% when community recycling facilities are included. We believe we can move
  performance up to 40% and our linked challenge will be to achieve a parallel increase in the number of
  households participating in the green-waste collection service and to make a real reduction in the overall cost of
  running the service.

 ICT
  Within the front office customer service context, the development path for ICT will be driven by our intention to
  establish a corporate contact centre on a phased basis during 2004-06. We will be concentrating on the use of
  new technologies to transform how we meet the needs of our customers in ways ranging from web-based
  transactions in 2003 to integrated enquiry handling by 2005. We have an ambitious programme which will draw
  on skills and expertise from within the Council but which will also rely on external support to increase resource
  capacity.

 Customer and resident opinion survey updates
  Work will be carried out in 2003/04 in conjunction with the Community Partnership to refresh existing data on
  community needs and aspirations, to inform our future decision making about the allocation of resources to
  service priorities.

 Delivering actions within the Community Strategy
  As lead agency for a variety of activities in the Community Strategy, we must ensure that we continue to create
  the necessary capacity to deliver and that we have effective monitoring in place to measure the value of what
  we contribute. Our new Community Team will have an increasing role within the Community Partnership
  particularly in applying community development techniques to local community projects and in introducing a
  clearer focus on location to the work of the Partnership




                                                                                                                 13
The big issues for our organisation and business processes



 1   CONTINUOUS PERFORMANCE IMPROVEMENT



 Strengthening performance management     Campaign to promote better understanding of the
  to enhance service performance across     performance management framework
  the Council
                                           Reinforcing the connections between the role of
                                            each individual member of staff and corporate
                                            performance

                                           Re-branding of personal performance management
                                            to personal appraisal to avoid confusion

                                           Introduction of new performance data sets in April
                                            2003 for all services and for key peer review and
                                            corporate targets

                                           Redesigned reporting of performance to Scrutiny
                                            Committee and Cabinet from May 2003

                                           Best Value Board to be reformed as Improvement
                                            Board with wider improvement management brief
                                            linked to the Scrutiny monitoring role




                                                                                            14
 Making more use of local performance         Will develop throughout this 5-year plan
  indicators to measure community
  outcomes                                     Will be introduced as part of the new performance
                                                data sets in April 2003

                                               Will enable the Council to better understand its
                                                community impact and help gauge progress towards
                                                the Community Partnership’s vision for the future of
                                                the district



 Sharpening our focus on priorities and       Will remain an integral part of the annual corporate
  what we don’t do                              and service planning process to ensure we focus
                                                resources on our priorities and maximise the
                                                effective use of our capacity

                                               Next review for Cabinet, Management Team and
                                                Heads of Service Group – June 2003




 Completing the organisational capacity       This is a priority from the peer review action plan
  audit to make more effective use of staff
  and financial resources and to inform the    Completion will identify/confirm capacity imbalances
  roll out of the next phase of business        within the organisation and will assist in targeting
  process re-engineering                        the most effective application of business process
                                                re-engineering – June 2003

                                               The exercise will also act as a reality check for
                                                allocating resources to priorities




                                                                                                      15
 Advancing the use of ICT for business     Further development of back-office technologies to
  efficiency as part of our Implementing     generate efficiencies and enable improved customer
  Electronic Government (IEG) strategy       services

                                            Focus is on delivering IEG strategy targets 2003-
                                             2005, but advancement will be an ongoing feature
                                             of this plan through to 2008 and beyond



 Finalising and implementing our new       Better value, better consistency in the acquisition of
  procurement strategy                       goods and services and greater standardisation
                                             across the Council

                                            Opportunity to test against corporate sustainability
                                             principles

                                            Implementation April 2003



 Continuing to improve internal            Staff survey to inform organisational climate –
  communications                             Spring 2003

                                            Develop staff     facilitators’   group   for   effective
                                             feedback

                                            Complete workplace briefings/discussions – March
                                             and September 2003

                                            Strengthen and review effectiveness of core brief,
                                             team brief and Cabinet/CMT update briefings




                                                                                                    16
 Preparing for Comprehensive Performance    Project plan completed - February 2003
  Assessment [CPA] September/October
  2003                                       Highlights:




                                                 2002 Peer review action plan targets to be
                                                  completed on time – ongoing
                                                 Project teams established for each cross-
                                                  cutting theme to be inspected – February
                                                  2003
                                                 Gap analysis will ensure all elements in
                                                  each theme are joined together effectively
                                                 Staff trial self assessments based on key
                                                  lines of enquiry – February 2003
                                                 Councillor trial self-assessment – April
                                                  2003
                                                 Internal communications strategy
                                                 Ongoing assessment of issues raised
                                                 IDeA peer review – June 2003
                                                 Formal self assessment – July 2003
                                                 Inspection starts, 29 September 2003




                                             All of the issues raised in this and the
                                              following sections will be relevant to CPA




                                                                                               17
 2     SHAPING UP – visioning for the future


We have embarked on an ambitious project to establish a contact centre which will handle up to 80% of
all incoming telephone, email and written enquiries and which will pave the way for a further review of
organisational configuration. We aim to phase in the contact centre between 2004 and 2006 and to
achieve that target, the co-ordinating group comprising members of the Corporate Management Team and
the IS/IT Steering Group are structuring the project around the following building blocks.

 ICT capability to support the rapid interrogation of integrated property and people data. This will include
  electronic records management [ERM], being implemented from May 2003.
 Other ICT enhancements such as a redesigned web site and the introduction of on-line transactional capacity for
  payments, planning applications, etc. [2003 onwards]
 The framework for access to council services and our physical presence in the community, to include the
  evaluation of existing information points, shared arrangements with other agencies and the future occupancy of
  the current HQ building at Penns Place.
 The design and shape of the contact centre – location, the actual/virtual split, the scope for joint agency
  working, opportunities for flexible working, etc.
 Organisational culture shift and change management – further opportunities for business process re-engineering
  and a review of organisational and management structures.
 Capacity assessments – delivering the project and staffing the contact centre.
 The need to acquire external resources and expertise.

This project is about achieving greater operational efficiencies and providing higher levels of customer
service. It is not aimed at cutting jobs but rather will create opportunities to use our resources more
effectively. However, we do not underestimate the potential impact it will have on how we organise and
how we do things, and achieving ownership of the concept and principle of the contact centre across the
Council will be critical for success. The project is therefore being designed to ensure the involvement of as
many staff as possible at each stage of planning and implementation.




                                                                                                              18
 3     EAST HAMPSHIRE COMMUNITY PARTNERSHIP and updating the Community Strategy,
       Our Communities, Our Future

We adopted the lead role in forming the East Hampshire Community Partnership, our local strategic
partnership, in 2001 and, although the Community Strategy has been shaped, driven and is being
delivered by the wider Partnership, we continue to be at the heart of the process and have the statutory
responsibility for producing the Community Strategy. However, we should expect our role within the
Partnership to change as the framework and infrastructure become established and as arrangements for
partnership working to meet community strategy objectives are reviewed and revised. We must ensure
that the Partnership develops and retains an inclusive culture and that no one organisation is seen to be
dominant through inappropriate or disproportionate influence.

Our service business plans for 2003/04 and our corporate planning processes have allowed for existing
and anticipated commitments by the Council to meeting Community Strategy objectives, particularly
where we are the lead responsible agency. The key objectives of the Partnership with which we will be
involved during 2003-2004 are summarised below:

 Strengthening partnership working, the theme adopted by the Partnership Steering Group

 The auditing of existing partnership and joint working arrangements as a prelude to rationalisation to
  generate efficiencies, better combined use of resources and greater added value

 Establishing a lead forum for each key theme to oversee its development, review its relevance and
  coordinate the delivery of those agreed annual actions for which the Partnership is accountable

 Introducing a greater focus on places in forward action planning




                                                                                                      19
 Developing a communications strategy for the Community Partnership to create better understanding
  of its role in the community

 Moving towards meeting the Neighbourhood Renewal Area local strategic partnership accreditation
  criteria

 Ensuring alignment of our own business planning and resource allocation with the priorities supported
  in the Community Strategy

In the longer term, the agenda will be about consolidating the partnership, agencies working together to
review and update information derived from public perception surveys and retesting the continuing validity
of the key themes around which the Community Strategy is shaped. The Partnership will also develop a
set of impact criteria to enable the measurement of added benefit attributable to its work.




 4    OUR DEMOCRATIC STRUCTURES AND PROCESSES

Our democratic arrangements will continue to evolve as we review structures and update the Council
Constitution. The general opinion about the working of East Hampshire’s leader and cabinet model is
positive. Its smooth implementation reflected effective preparation and much of its success stems from
having adapted the basic framework to include the area community committees and to create as many
opportunities as possible for all councillors to be involved in policy formulation, decision making and
performance monitoring. The introduction of Portfolio Reports and question time at Council meetings has
ensured that councillors are well informed about all spheres of the Council’s activities.

East Hampshire’s solution is unique and has the potential to offer still more both to councillors and to the
community.




                                                                                                         20
 We will complete the first review of our Constitution and update the scheme of delegation to council
  officers. We want to make the documentation more user friendly and for it to be seen as a convenient
  and familiar reference source especially to help new councillors better understand the overall
  democratic framework – April 2003 for use in 2003/04 onwards.

 We will continue to promote the area community committees to our partners - particularly the Police,
  the Primary Care Trusts and the County Council - as forums at which they are able to consult and
  debate issues with the public. This will widen the scope of meetings and encourage more people to
  attend and participate – ongoing.

 We will extend delegation to the area committees through revised grant giving arrangements to build
  closer relationships with local communities.

 We will complete the review of the role and effectiveness of our policy advisory panels, and assess the
  scope for extending and modifying their remit either solely within the Council’s democratic framework
  or linked to the delivery of the Community Strategy.

 We will further strengthen the role of the Scrutiny Committee through greater involvement in
  performance management and monitoring the implementation of service improvement plans.


East Hampshire will have all out elections in May 2003. Newly elected councillors will experience a very
steep learning curve in their first few months as they engage in an IDeA peer review of the Council and a
corporate self-assessment in preparation for CPA in September/October. Therefore, not only must we
run an efficient election but also offer an imaginative and participative induction programme. An exciting
agenda lies ahead and we will take every opportunity to reinforce and further embed our culture of joint
working and training between councillors and officers to ensure a fuller mutual understanding of the
things that really matter to the Council.




                                                                                                       21
NEXT STOPS – FURTHER READING

This document provides an overview and some insight into East Hampshire District Council – how we see
ourselves, what we believe to be important and what we are currently doing and planning to do in the
future. To explore further and to get a real feel for our organisation and the services we provide to our
community, the following publications are available electronically at www.easthants.gov.uk or in hard
copy from our Penns Place offices in Petersfield, telephone 01730 234002. Councillors and staff can
access all documents listed direct via the EHDC intranet.


 Service business plans 2003/04 and summaries

 East Hampshire DC Best Value Performance Plan

 Key service strategies
     Housing
     Economic development
     Implementing electronic government

 Partnership strategies
     Community Strategy for East Hampshire, Our Communities, Our Future
     Community Safety Strategy 2002-2005
     Social inclusion strategy

 EHDC Peer review and action plan 2002




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