Agenda Item 7 (c)
Salisbury District Council
PORTFOLIO PLANS – 2006/07 – 2008/09
1.1. Portfolio Plans form a critical part of our annual corporate planning process.
They are the vital link between our long term vision for the district and the annual
resources needed to move us towards our ambition to become nationally
• The excellent quality of our services
• Engaging the community
• Working in effective partnership
Our shared vision for Salisbury and South Wiltshire *
A place where a rich heritage, vibrant cultural life and magnificent
• is supported by a thriving economy
• where lively, caring, diverse and safe communities provide equal
opportunities for all
• where strong public agencies and voluntary bodies co-operate in
delivering practical support for those in need
* revised and agreed at South Wiltshire Strategic Alliance Board October 2005
1.2 The plans show how each of the four portfolios contribute to:
• The council’s Integrated Improvement Programme
• The South Wiltshire Strategic Alliance’s Community Strategy and
2. Integrated Improvement Programme
The council’s Integrated Improvement Programme consists of seven political priorities
and four organisational themes. Each presents its own challenges over the next three
Political priorities Key Challenges 2006 - 2009
Creating more Delivering new affordable homes through housing
affordable housing associations, using our revised supplementary planning
guidance; rural exceptions site policy and other levers
Maintaining council Securing large scale voluntary transfer, subject to our tenants’
housing to a high wishes
Reducing household Devising a waste collection and recycling strategy which
waste and improving delivers our recycling target by 2008
Making the district Experimenting with the Neighbourhood Policing initiative and
safer and reducing the evaluating its success; bedding in the new licensing regime;
fear of crime finding effective ways to tackle anti-social behaviour
Reducing traffic Implementing park and ride and other measures without
congestion and detrimental impact to the vitality and viability of the city; finding
improving public a solution to lack of transport facilities in the rural parts of the
Improving services for Re-engineering our processes and using technology to
our customers improve services; centralising in one set of offices;
collaborating with other agencies to deliver services more
Protecting and Developing a clear long term vision for the city centre;
enhancing the built securing a strong local development framework; achieving a
environment cost effective development control service which produces
high quality decisions within Government targets
Organisational Key Challenges 2006 - 2009
Meeting the financial Financing our ambitious Integrated Improvement Programme
challenge whilst securing £1.4 million in recurring revenue savings or
Improving the Securing and maintaining upper quartile performance whilst
performance of the council tax levels remain in the lowest quartile nationally;
council securing 2.5% efficiency savings year on year
Partnership working Contributing and benefiting from the Wiltshire Local Area
and community Agreement; strengthening the county wide waste
engagement management partnership; delivering the contents of the six
community plans agreed in 2005 through the South Wiltshire
Building the capacity of Resourcing over thirty corporate projects including major ones
the organisation like large scale voluntary transfer and the office project whilst
maintaining high performance in day to day services
3. South Wiltshire Strategic Alliance Community Strategy
3.1. We work with a Strategic Alliance of 19 partners from the statutory and voluntary
sectors e.g. Wiltshire County Council and the Council for Voluntary Services.
The Alliance co-ordinates its services to the public of South Wiltshire to give
“joined up” services of high quality, effectiveness and efficiency. It concentrates
on those areas where partnership working adds value.
3.2. The Alliance partnership has identified four joint priorities for the next 4 years.
• Crime and antisocial behaviour.
• Affordable housing.
• Access to services.
• Employers leading by example.
Details are set out in the Alliance’s Community Strategy accessed on
4. Community Planning
4.1. The Alliance consults through a process known as community planning. There
are 6 Community Planning areas:
• Salisbury City
• Mere and surrounding area
• Nadder Valley (Tisbury and surrounding area)
• Stonehenge (Amesbury and surrounding area)
• Four Rivers (Wilton and surrounding area)
4.2. Each area has its own plan agreed in 2005 setting out each community’s
aspirations for public service. The plans are monitored and reviewed at the
Alliance and through the council’s area committees. Details can be accessed on
5. Portfolio Plans – Background
5.1. The Council is organised around a Cabinet system. The Cabinet has 10
members (Leader and Deputy) and 4 Portfolio Holders and Deputies. Portfolio
Holders take democratic responsibility and are publicly accountable for a range
of services. The Portfolios are currently organised as follows:
• Community and Housing
(Portfolio Holder Cllr John Cole-Morgan, Deputy Cllr Richard Britton)
• Environment and Transport
(Portfolio Holder Cllr Dennis Brown, Deputy Cllr Sara Willan)
• Planning and Economic Development
(Portfolio Holder Cllr Margaret Peach, Deputy Cllr Penny Brown)
(Portfolio Holder Cllr Don Culver, Deputy Cllr Fred Westmoreland
5.2. The purpose of the plans is to demonstrate how each portfolio contributes to the
vision and our Integrated Improvement Programme. The plans review our
progress over the past 12 months (2005/06) and project forward our intentions
for the next 3 years (2006/07 – 2008/09).
5.3. Contents of Plan.
Each plan contains the following information:
An explanation of the remit of the portfolio and the resources deployed.
Objectives - a list of the most important objectives for the portfolio.
1.2. Strategic Objectives for the Portfolio
1.3. Service Priorities
1.3.1. The Cabinet recognises that it cannot maintain investment in all
services. Three years ago it graded its services to indicate their relative
importance. Four categories described the relative importance of the
service in question:
• Very Important
1.3.2. The 2005/06 Medium Term Financial Strategy identified Important and
Desirable services for a freeze in investment for 5 years, to free
investment to maintain and in some cases improve those services
classed as Very Important or Essential.
1.3.3. The Cabinet has reviewed the prioritisation system. The categories are
This service is a key part of our priorities, and we would be willing to
invest to improve it.
This service is an important part of our priorities, we would want to
maintain standards, but we are willing to garner efficiency savings.
This service is necessary and of importance to our priorities, but we
would like to explore all options for reducing costs or securing its
delivery by other means.
Category 1 Services
• Customer Contact Centre
• Community Safety *
• Development Control and Enforcement ***
• Forward Planning (including the new Local Development Framework) ***
• Future development of Salisbury city centre
• Housing Enabling **
• Partnership (Community Development)
• Recycling *
• Waste Collection **
Category 2 Services
• Accountancy and Audit **
• Building Control **
• Car Parking
• Community Grants
• Corporate Management *
• Democracy (Elections) ***
• Democracy (Member Support)
• Democracy (Area and Scrutiny support) *
• Economic Development and Tourism
• Environmental Health (Enforcement / Licensing ) **
• Housing / Council Tax Benefits ***
• Housing Management **
• IT Services *
• Legal Services *
• Marketing / PR / Corporate Communications
• Partnership (Social Exclusion) *
• Procurement *
• Recruitment and Retention *
• Services to Elderly and Vulnerable *
• Street Scene *
• Training (Staff)
Category 3 Services
• Arts and SWAG grants
• Council Tax and NNDR collection ***
• Environmental Health (Protection) ***
• Exchequer Services **
• Property Management *
• Sports Centres
• Sustainability (Community) *
• Training (Members)
Asterisks indicate the level of statutory obligation attached to the service:
*** = substantial element
** = some element
* = minor elements
- = no element
1.4. Partnership Contribution
An indication of how the activities of the portfolio support the objectives of the
local strategic partnerships for Wiltshire and Salisbury and South Wiltshire.
1.4.1. The priorities for the South Wiltshire Strategic Alliance are:
• Affordable housing.
• Access to services (including rural transport, shared services and
better information for young people).
• Crime and anti social behaviour.
• Alliance employers as exemplars of good practice.
1.4.2. Each of the six community areas renewed its plans in 2005/06. The
Portfolio Plan indicates how it contributes to meeting the aspirations set
out in those plans.
2. PROGRESS AGAINST EXISTING PLANS
This section reports on the council’s achievements in 2005/06, with particular emphasis
on comparing the delivery of services with commitments made in the 2005/06 plans.
2.1. Integrated Improvement Programme
Reviews achievements against the programme, relevant to each portfolio.
2.2. External Validation
As part of the process of continuous improvement we encourage external
assessment of our services to check that outside examiners think we are up to
scratch. Details of any accreditation or validation relevant to the portfolio are
given in this section.
2.3. Best Value, Inspections and Scrutiny Reviews
Details of reviews relevant to the portfolio are outlined.
3. LOOKING FORWARD 2006/07 – 2008/09
This section looks forward to the priorities and aims of the portfolio over the next 3
years. It sets out the ambitions and pressures for each portfolio and the resources and
finance needed to deliver its aims.
This section sets out the pressures affecting each portfolio under the headings:
• Changing Legislation.
• National Factors.
• Local Factors.
• Growth or Change to Customer Base.
• Best Value Review Programme 2006/07.
• Scrutiny Review Programme 2006/07.
• Workforce Planning Issues.
• Major Procurement.
3.2. Summary of Key Drivers for Change.
3.3. Integrated Improvement Programme
This section describes the steps to be taken to deliver the objectives of the
Integrated Improvement Programme.
3.4. Partnership Contribution and Community Plan Aspirations
Steps taken to deliver the objectives of the programme.
A description of how the portfolio’s resources will change to reflect the council’s
priorities, described in four parts:
3.5.1. Unavoidable Costs
Any growth needed to maintain or improve existing services.
The part played by the portfolio in achieving the financial strategy
outlined in the Medium Term Financial Strategy.
3.5.3. Growth items
Efficiency improvements contributing to the nationally set target of 2.5%.
4. CONTINUOUS IMPROVEMENT
This section describes the actions taken to support continuous improvement and to
secure the objectives set out in the plan.
4.1. Performance Monitoring
Sets out the targets for improvement using national and local performance
4.2. Marketing of Services
Describes the marketing activity planned to promote council services and
Describes the consultation to be undertaken to inform council services and
4.4. Risk Assessment
Describes the risks relating to the major initiatives and objectives of the service.
The council reviewed its policies and procedures relating to equal treatment for all
citizens. Although much good practice was identified, achievement of good
practice was not consistent. The council has, therefore, set each unit the task of
examining the impact of its services on diverse groups within the service
community and identifying activities which need further attention.
The portfolio plans meet their aim of linking the long term vision for the district to the council’s
internal processes designed to deliver continuous improvement and value for money. They
are sufficiently detailed to reassure members, officers and interested stakeholders that we
have a robust Integrated Improvement Programme which will deliver the council’s priorities in
line with our core values.
Our Core Values
A thriving local economy.
Fairness and equal opportunity for all.
Communicating, especially listening and responding.
Being open and honest, continually trying to improve and learn.
Meeting local needs especially those of disadvantaged groups and
Working together with other public, private and voluntary sector
organisations to develop a better, more sustainable district.
Achieving practical results and giving excellent value for money through well
motivated employees who enjoy working for a progressive employer.