Unit Business Plan Guide

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Business Plans focussed on making the link between ‘what are we trying to achieve’ and the resources of your group or unit, particularly the budget. The Business Plan is therefore your service’s strategy for looking ahead over the next three years, to allocate resources, focus on key areas, plan how improvements will be implemented and prepare for problems and opportunities. Business plans have a Business Groups Plan and scorecard already. However, the smaller Business Units within these groups also need a mechanism to account and plan the considerable resources they are responsible for. This template has therefore been designed to be a simplified business planning tool for Business Unit managers, and aside from the key information that has to be inputted; <> should also be amended accordingly. If you require any further assistance, either download the full business planning guidance from Elnet or contact Lindsey Dick (X7900 in Policy Development. For business plans ready to be submitted, please forward to your Head of Service and copy to Lindsey Dick. Business plans should be submitted by 30th June 2005 at the latest. Section 1: Profile To provide quick reference about the structure of your Unit, please populate your management structure using Microsoft Word /PowerPoint, Excel or Visio, and then insert it into main document. Section 2: Our Vision It’s important to identify an overall aim that encapsulates what your Unit exists to do. This should set out the standards that you aim to achieve and should be succinct (ideally one sentence). This will be the vision on which the rest of your plan is built. The activities as set out below the vision are grouped under general headings relevant to your Unit, and detail “business as usual”. Section 3: Future Planned Activities By using a SWOT Analysis, it is possible to match what future work activities; project and initiatives will have to be managed in conjunction with the resources and capacity available. Think about: Strengths: What you do well/what advantages you enjoy Weaknesses: Where do you need to improve services Opportunities: What opportunities can you exploit (resources/policy/events etc) Threats: What obstacles do you face (resource drain/competition/budgets) This is an important step in identifying the important issues you will need to plan for, and you may wish to undertake this exercise with members of your team. Section 4: Performance & Communication In order to ensure that the Council is fulfilling it’s requirements to improve and report performance, as well ensuring that best practice exists in relation to communications, Units are asked to indicate what methods they are currently using to deliver improved services. This list is by no means exhaustive, and can be added to. The information you provide will be used when preparing for the Best Value Audit for Audit Scotland. As such, it would also be beneficial if specific dates and publications could be included where known against the options chosen. NB. There are no expectations about how many methods of reporting/Unit Business Plans – Template & Guidance 2 communication that Units may use, but it may help you to identify areas for improvement in future. Section 5: Budget A key component of the Unit Business Plan is the budget. The resources you have will already have influenced your strategies and objectives. It is therefore important to explicitly state these resources in your business plan. Your service will have been given the current year budget and the two consecutive years’ budget as part of the annual strategic budget, so you will need to determine how this will be impact your Unit budget. In order to meaningfully plan your activities you will need to refer to agreed budget allocations for the forthcoming year. This information will be provided by Finance immediately after Council agree budgets annually. Please note that your planned objectives may influence budget deliberations in future years and so it is important that your plan is used to flag cost implications. You should also show other financial information about how the unit funds its work. This might include grant income sources, partnership funding, or income raised. It is also important to predict how these may change over the 3-year plan. Set out the implications of your financial projections for the unit, the Service and for the council. Use previous years’ information and trends to inform and add weight to your decisions. Be clear about the connection between the budget and the level of activity that is planned. Your nominated contact in Finance can advise you of further budget details. Section 6: Unit Objectives This is the main section within your business plan, and includes the objectives that you will be expected to report and be measured upon. By using the format provided, it should detail the following: • High-level SMART objectives with required outcome • Who the responsible officer/manager is • Link to corporate objective • Key driver (i.e. why you are doing it) • What resources, finance and timescale are required for completion • If there is budget allocated, or if this an aspirational project if additional funds could be found • Where appropriate, how you can measure this objective as a performance indicator on the Unit Scorecard (preferably in terms of percentage figures or quarterly target) Your business plan should contain an estimation of resources required to complete each objective: Timescale: START DATE AND FINISH DATE Resources: ESTIMATION OF PEOPLE /OTHER RESOURCES INVOLVED Finance: FUNDING ALLOCATED TO PROJECT (if applicable) Note: It may not be possible to accurately determine resource requirements at early stages. An estimation may therefore be appropriate. The template has been set out so that unit objectives can be clustered under each of your own group objectives, thereby ensuring that links between Unit, Group and Corporate plan are forged. 3 <> Business Plan April 2005 – March 2008 <> East Lothian Council <> 4 Profile <> Our Vision <> We do this through the following activities (add as required): 1. <> 2. <> • • 3. <> 4. <> • • Strengths, Weaknesses, Opportunities and Strengths Using a SWOT analysis, the team have identified the following issues to consider in this business plan. Strengths Weaknesses • • Opportunities Threats • • 5 Performance & Communication In alignment with the objectives detailed in the following pages, the <> will formally monitor their performance, improve their service and communicate with their stakeholders through the following methods: (Tick all those applicable, or add own if relevant) double click box to select 1. Quarterly ‘unit’ scorecard 2. Reporting to Policy & Performance Review Panel 3. Benchmarking Exercises 4. Regular business group Management Team meetings 5. Publishing relevant information to Elnet and council website 6. Regular briefing Newsletter /Public Performance reports 7. Service Review within last 4 years 8. Accurate collection of SPI’s and other statutory data 9. Annual review of business plan 10. Formal consultation with stakeholders (internal or external) 11. External inspection /audit 12. Participation in Community Planning events 13. 14. Budget EXPENDITURE 2005/06 2006/07 2007/08 Employee Costs Property Costs Supplies & Services Admin Costs Transport Costs TOTAL Unit Objectives Corporate Objectives: * Although some of the objectives appear under certain categories, they may equally apply to other sections as well. 1. Ensure we deliver quality services in a quality environment and contribute to the sustainable development of the area. 2. Strive to address and reduce deprivation, disadvantage and inequality within the local community. 3. Work with others to achieve more for the area and act as the natural focus of civic life in East Lothian, giving leadership and voice to the community’s concerns, ensuring its views influence local, national and if necessary international agencies. SMART Objective /Desired Outcome Lead Officer Corp. Obj Key Drivers Resources Required (Timescale/Resources/Finance) Budget Allocated? Performance Measure 1. <> 1. e.g. To manage the implementation and ongoing systems administration of the Initiatives database. Desired outcome here: Comprehensive, searchable database of all Council initiatives, aligned under strategic priorities AS/LD 1 Required to provide coherent data basing, tracking and updates of all council initiatives. Timescale: IT rollout by end of December 2005. Ongoing Systems Admin role. Resources: 2 officers Finance: £15k/annum Yes 100% deployment by December 2005 2. Desired outcome here: Timescale: Resources: Finance: 3. Desired outcome here: Timescale: Resources: Finance: 4. Desired outcome here: Timescale: Resources: Finance: 5. Desired outcome here: Timescale: Resources: Finance: 6. Desired outcome here: Timescale: Resources: Finance: 7 2. <> 7. Desired outcome here: Timescale: Resources: Finance: 8. Desired outcome here: Timescale: Resources: Finance: 9. Desired outcome here: Timescale: Resources: Finance: 10. Desired outcome here: Timescale: Resources: Finance: 11. Desired outcome here: Timescale: Resources: Finance: 12. Desired outcome here: Timescale: Resources: Finance: 3. <> 13. To develop benchmarking networks Desired outcome here: Timescale: Resources: Finance: 14. Desired outcome here: Timescale: Resources: Finance: 15. Desired outcome here: Timescale: Resources: Finance: 16. Desired outcome here: Timescale: Resources: Finance: 17. Desired outcome here: Timescale: Resources: Finance:

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