Agenda Item c Salisbury District Council PORTFOLIO PLANS Introduction

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Agenda Item c Salisbury District Council PORTFOLIO PLANS Introduction Powered By Docstoc
					                                                                                 Agenda Item 7 (c)

                                  Salisbury District Council

                          PORTFOLIO PLANS – 2006/07 – 2008/09

1.   Introduction

     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
             recognised for
                   • 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
                     Community Plans

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
     transport                  district
     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
                                raised income
     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
                                Strategic Alliance
     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.
            These are:

            •   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)
            •   Southern
            •   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)
            • Resources
              (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:



     1.1.   Introduction

            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:

                •   Essential
                •   Very Important
                •   Important
                •   Desirable

       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

                Category 1
                This service is a key part of our priorities, and we would be willing to
                invest to improve it.

                Category 2
                This service is an important part of our priorities, we would want to
                maintain standards, but we are willing to garner efficiency savings.

                Category 3
                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 *
                • Transport
                • 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
                 • CCTV
                 • Council Tax and NNDR collection ***
                 • Environmental Health (Protection) ***
                 • Exchequer Services **
                 • Property Management *
                 • Payroll
                 • 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.



     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.

     3.1.   Pressures
            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.

     3.5.   Resources
            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.

            3.5.2.   Savings/Income
                     The part played by the portfolio in achieving the financial strategy
                     outlined in the Medium Term Financial Strategy.

            3.5.3.   Growth items

            3.5.4.   Efficiency
                     Efficiency improvements contributing to the nationally set target of 2.5%.



     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

     4.3.   Consultation
            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.

     4.5.   Diversity
            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

Excellent service.
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.