Report Asset Management Committee 7

21 December 2004

CORPORATE SERVICES DRAFT STRATEGIC PLAN 2005-2008

I. Reason for Report Members are asked to approve the draft Corporate Services Outline Strategic Plan 2005-08.

2. Background 2.1 The Council’s Strategic Management Framework requires Directorates to prepare Strategic Plans which set out the overall strategic direction for each Council Directorate. These Strategic Plans should be based on the Council’s Corporate Plan 2003-07 and the revised Dumfries and Galloway Community Plan agreed in March 2004. The Strategic Plans also provide a vital link between these wider strategies, and the Operational Plans which translate these higher-level objectives into day-to- day service delivery arrangements.

2.2 accordance with revised services planning guidance produced by Corporate Services earlier this year.

The latest Strategic and Operational Plans have been developed in

2.3 objectives and key priorities for our services. All objectives should indicate their links to the Corporate Plan.

The Strategic Plan for Corporate Services is intended to describe the overall

2.4 Council objectives, and should contain a risk assessment of the Directorate’s planned activity. This assessment should be crucial to decisions on budget priorities.

The Strategic Plan should also indicate budget impacts, address corporate

3. 3.1 the Council. Our strategic objectives have their roots in key national and local policies. Our work is mainly concerned with delivering the policy framework and providing the support for all directorates to work within.

Corporate Services Outline Strategic Objectives 2005-08 The work of services within Corporate Services is central to the business of

3.2 Plan will assist work to be completed on the development of Operational Plans for each of the services within Corporate Services as follows:-

Agreement on the strategic objectives within the Corporate Services Strategic

Assessor Committee and Member Services Communications Courts and Licensing Human Resources Information Services Legal Services Policy and Performance Property Services

Report Asset Management Committee 21 December 2004

3.3 influenced by a number of key issues. These include the continuing process of modernisation and service improvement within the Council, our central involvement in the Council’s response to Best Value and Community Planning, and our role in ensuring the Council meets the highest standards of corporate governance.

The development of the Corporate Services Strategic Plan this year has been

3.4 Scottish Executive’s Efficient Government Initiative, and this is likely to have major implications for our services during the period of the Strategic Plan.

Corporate Services is also at the forefront of the Council’s response to the

3.5 effectively to all of these challenges.

Our identification of strategic objectives is intended to ensure we respond

3.6 in the attached plan and are summarised as follows: i. Ensuring, better and integrated business management processes are in operation through ;

The strategic objectives identified for Corporate Services are set out in detail

1 the Strategic Management Framework I the Performance Management Framework 1

1 effective risk management

ii. Ensuring the Council delivers value for money services that meet it’s customers’ needs by;

1 developing a programme of Best Value reviews 1 implementing the Customer Services Strategy 1 consulting our stakeholders 1 embracing issues of equality and diversity . where possible, decentralising staff, budgets, decision making and service activities

iii. Ensuring the business of the Council is conducted within the law and proper standards are upheld by;

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I . iv. Ensuring strong partnership working and efficient government by;

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integrated resource management for People, Property and ICT

applying the Code of Corporate Governance participating in the review of electoral systems complying with Acts on DDA, Freedom of Information, Data Protection and Health and Safety

ensuring links with local, national and European partners to deliver the Corporate and Community plans initiating, facilitating and maintaining the Community Plan in Dumfries and Galloway

4. Budget Impacts 4.1 The budget impacts are outlined in Appendix A of the attached Plan. At this stage, the figures are approximate after taking best advice. There are four budget impacts that cannot able be estimated at this time. Further information on these will be presented to Members when this is available. A summary of the budget impact issues is as follows:

0 Following the national review of liquor licensing, the Council is required to implement the findings of the Nicholson report.

0 The Freedom of Information Act is to be implemented in January 2005. The post of Freedom of Information Officer is critical to the Council’s

Report 7 Asset Management Committee 21 December 2004

implementation of its duties under this Act and Corporate Policy Committee of 5 October 2004 approved the funding for this post.

0 The Council’s external funding strategy requires the post of External Funding Officer. Corporate Policy Committee of 5 October 2004 approved the funding for this post.

0 The review of Information Communication Technology is required to identify options to achieve the most efficient and effective ICT procurement, management and operational arrangements that will deliver current and future ICT services for Dumfries and Galloway Council. A failure to undertake this review and examine its findings could result in the collapse of all information sys tems.

As part of the asset management of the Council’s information technology, there is a requirement to ensure that the proper licenses are in place for the relevant Microsoft software. Failure to do so would result in litigation.

0 Building Safety has already been identified as a critical issue in managing the Council’s assets. The Corporate Policy Committee examined this at its meeting of 5 October and approved revenue funding accordingly.

0 Implementing Single Status for Council employees is a legal requirement that the Council is committed to implement. f2,000,000 is included in the Council’s uprated budget. This is estimated as the minimum budget impact single status will have. If there is a change in this figure further reports will be presented to Members.

0 The development and implementation of 2Ist Century Government, which incorporates the Scottish Executives Modernising Government Fund 3, has been allocated funding from Policy headroom.

4.2 The remaining budget impacts arise from the Human Resource Strategy, the reviews of Legal Services and Committee and Members Services and the Property Asset Management Planning in respect of property rationalisation and maintenance cannot be estimated until the current reviews are complete. These areas of work are essential to meeting the changing demands on the Council and its services and further reports will be presented to Members.

5. Risk Management Corporate Services has conducted a risk assessment of all its strategic objectives. The result of this can be seen in Appendix 4 of the attached plan.

6. Consultation All services in Corporate Services have been involved in the development of the Strategic and Operational Plans for 2005-08.

Report Asset Management Committee 21 December 2004

7. Recommendations Members are asked to agree:

7.1

7.2 for each of its services;

7.3 Strategic Plan and Operational Plans at its next meeting in February 2005.

the Corporate Services Strategic Plan 2005-2008;

that Corporate Services now develop and manage operational objectives

that Members agree to receive a report on the Corporate Services

Madge Wood Leslie Jardine Development Coordinator Corporate Services Directorate Support

Direct Dial : (01387) 260045

Date of Report: 10 December 2004

Corporate Director of Corporate Services Council Offices English Street Dumfries DGI 2DD

APPENDIX /

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CONTENTS

INTRODUCTION

Page No.

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DIRECTORATE OVERVIEW 4

KEY ISSUES

STRATEGIC OBJECTIVES

APPENDICES

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9

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INTRODUCTION Dumfries and Galloway Council has undergone a period of change. The management of the Council has been extensively re-structured and Elected Members and the wider community now expect to see these changes result in improvements to services. There are also demanding requirements on Councils arising from the Local Government in Scotland Act 2003, including duties relating to Community Planning and Best Value.

Corporate Services has a critical role in driving forward the Council’s corporate Management of Change programme. We have, for example, lead responsibility for progressing Community Planning, for introducing a new approach to reviewing and improving services, and for a 21st Century Government programme to bring the Council closer to its customers. We have responsibility for ‘championing’ corporate initiatives such as the Strategic Management Framework, Risk management and the Customer Services Strategy. To meet these and other demands we must ensure we develop these management initiatives within our own services as well.

Within the Corporate Services Management Team we have an impressive range of skills, knowledge and experience. We need to build on these strengths at the heart of the Council and take this opportunity to modernise, improve and integrate our services. At all times we should be working closely with other Council services, building links that remove the ‘them ‘ and ‘US’ culture.

Our services should be at the forefront of innovation within the Council and we should be ready to adopt new ways of working and a new culture of continuous improvement aimed at meeting the needs of our internal and external customers.

This Plan is intended to guide Corporate Services through its strategic work. Although it covers a three year period, it will be formally updated each financial year.

The purpose of this Strategic Plan for Corporate Services is: . To outline our current service delivery arrangements. To explain our policy context. . To present our overarching aims for the directorate. . To identify our strategic agenda. . To provide a basis for developing a performance framework. To provide a strategic plan from which to develop operational plans for our individual services.

Leslie Jardine Corporate Director of Corporate Services November 2004

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Section I - DIRECTORATE OVERVIEW

I. Strategic Aims I .I The overarching strategic aims of Corporate Services are:

To have consistent, better and integrated business management processes in operation across the Council by implementing:

= the Strategic Management Framework the Performance Management Framework integrated resource management for People, Property and ICT . effective risk management

That the Council delivers value for money services that meet it’s customers needs by:

developing a programme of Best Value reviews

of Council services implementing the Customer Services Strategy consulting our stakeholders . embracing issues of equality and diversity . where possible, decentralising staK budgets, decision making and service activities

That the business of the Council is conducted within the law and proper standards are upheld by: . applying the Code of Corporate Governance

= participating in the review of electoral systems complying with Acts on DDA, Freedom of Information, Data Protection and Health and Safety

To have in operation, strong partnership working and efficient government by: . ensuring links with local, national and Eumpean partners

to deliver the Corporate and Community plans . initiating, facilitating and maintaining the Community Plan in Dumfries and Galloway

1.2 In pursuing our overarching aims; we will strive:

To be at the forefront of innovation To develop effective partnerships To employ continuous improvement

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2. Service Delivery 2.1 Organisational Structure Corporate Services is organised in three service groups:

0 Policy and Improvement 0 Human Resources 0 Corporate Support and Governance

The Corporate Services Management Team consists of the Corporate Director, Group Managers, the managers of the individual services shown in Figure 1 and an Area Manager representative.

Figure 1: Corporate Services Management Team

I t Policy & Improvement i

Corporate Support & Governance

I Communications Assessors

Information Services

Committee EL Membe Services

Legal services Policy EL Performance

\ \

#

\ /

\ /

/ / Personnel Management \.

Human Resources

Policy and Improvement provides ICT Services, Property Services, Policy and Perfomance development and Communication Services, including graphics and printing functions. Human Resources provide professional Personnel Support, Training and Employee Development, Pensions Administration, Industrial Relations and Health & Safety including Occupational Health and Safety. Corporate Support and Governance provides Committee and Members’ Services including Civic Affairs, Courts and Licensing, Legal Services, Elections, Assessor and Electoral Registration.

2.2 Main OutputslOutcomes Our services are central to the business of the Council therefore our outputs are, in part, dependant on the plans of other directorates. Corporate Services outputs are based on delivering the policy framework and providing the support for all directorates to work within e.g. the Strategic Management Framework, strategies for integrated resource management, corporate Health and Safety policies and practice, programmes of best value reviews. Corporate Services will also implement these policies and practice.

2.3 Budget and Human Resources The total Corporate Services budget for 2005 - 2006 is f f f f M . Appendix B provides further details of the service budget.

The services employ approximately 303 staff. Appendix C provides an analysis of our human resources.

Section 2 - KEY ISSUES

I I Policy Priorities Corporate Services derives its objectives from key national and Council policies.

1.1 National Like all council services, the policy context for Corporate Services is set by legislation including the priorities and objectives of the Scottish Executive. With this in mind the key legislation underpinning the work of Corporate Services includes:

a) The Local Government in Scotland Act 2003 and the Executive’s Modernising agenda which includes:

= Best value and Continuous Improvement Com mu nity Planning . The Power to Advance Well- Being The Public Performance Reporting Framework The Modernising Government Fund3 to develop the Customer First Strategy The Efficient Government Fund Developing e-procurement . Developing Broadband opportunities for Dumfries and Galloway

b) Other national legislation which requires: = Developing Dumfries and Galloway Local Code of

Corporate Governance Developing a governance framework for Joint Boards

= Reviewing standards and process for elections = Applying the requirements of Acts on Equality and

Diversity, Freedom of Information, Human Rights and Feudal reform

1.2 Local Corporate Services has the responsibility for developing the three major plans that drive the Council’s work namely the:

. Community Plan Corporate Plan Strategic Management Framework

a) Together with Community Planning partners, the Council is committed to three themes of action as follows:

= Inclusive Communities Safe and Healthy Communities . Enterprising and Learning Communities

Corporate Services fulfils the Councils’ required role to initiate, maintain and facilitate programmes of action linked to these themes.

b) In the Corporate Plan, the Council has established some clear principles and values about the way it wishes to work as follows:

Teamwork and Partnership Working - working closely with local, national and European partners, particularly through Community Planning structures, COSLA, representation on outside bodies and partnership groupings. . Putting the Customer First, Openness and Communication - making sure that we provide efficient value for money services that meet customer needs. Trust, Honesty and Integrity - adhering to the recognised principles of public life - Leadership, Selflessness, Integrity, Objectivity, Accountability, Openness and Honesty. Empowerment, Local Decision - Making and Service Delivery - developing and strengthening the work of the Council at local level.

= Financial Management - making strong financial arrangements a top priority.

As the corporate “glue” that holds the collection of individual Council services together, Corporate Services is directly concerned with delivering an “environment” that promotes the above principles and values.

c) Corporate Services leads the development of the Strategic Management Framework. This framework addresses the need identified within the corporate plan, that the Council requires to have in place sound management arrangements based on service planning, performance and risk management, best value, and meeting the challenge of change.

2. Performance Review Corporate Services has reported progress to members on a quarterly basis. An annual report on performance will be produced in April 2005. In addition, performance targets will be developed based on the objectives set in this Plan.

3. Risk Corporate Services has carried out a risk assessment of its strategic objectives. This was carried out using the Zurich Municipal Management Services STORM method agreed corporately as a method to be used across all directorates. The result of the risk assessment is included as Appendix D in the draft Strategic Plan. Appendix D also shows the risk matrix, which indicates the likelihood and impact of the identified risks. The major purpose for carrying out this exercise is that a risk management action plan now be developed by the Directorate in order to reduce the likelihood of the risk occurring.

The table below sets out the strategic objectives and desired key outcomes for the Corporate Services directorate. Details relating to the key actions to be taken and resources needed to progress towards achieving strategic objectives are included within the Operational Plans for each service. These also contain key performance indicators to facilitate performance assessment.

CP LINKS I Strategic Objectives I 1 .I Corporate Services will produce plans and outcomes for joint working and sharing resources with community planning partners and other council services 1.2 To develop strategies and plans of action for the implementation of the Efficient Government initiative 1.3 To ensure there are close links with local, national and European partners to deliver the Corporate and Community Plans;

a) Continue development of the Community Planning Partnership and evidence the benefits to Dumfries and Galloway region

b) Approve and implement the performance framework for interagency working and evidence the outcomes

c) Develop the scheme of representation on outside groups and bodies and consult on the benefits 1.4 The Council fulfils its duty to initiate, maintain and facilitate Community Planning in Dumfries and Galloway and specifically;

3.1, 3.2, 3.3

a) Continue to developed and implement the Dumfries and Galloway Community Plan and evidence the benefits of joint working

b) Develop policies and strategies for greener and healthier communities and evidence the outcomes and benefits

c) Support the development of regeneration strategies d) Support the development of lifelong learning strategies through a sensitive H.R. Strategy and

evidence the outcome

OPS PLAN LINKS

ALL

2.1 Corporate Services will develop plans, priorities and outcomes which show continuous improvement in the delivery of it's services, particularly re-engineering services to ensure they are customer-focused.

ALL

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Strategic Objectives I CP LINKS

4.1 Corporate Services will undertake an options appraisal in 2005 and thereafter, if appropriate, include in operational plans their strategy to decentralise budgets, service activities, staff, decision-making and physical location to a local level and evidence the

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2.2 Develop a programme of Best Value Reviews for Council services and evidence that there are plans and outcomes for the delivery of efficient, effective and economic services. 2.3 Continue to develop and implement the Customer Services Strategy including;

a) 2lS Century Government (MGF3) b) CORE (dgcommunity.net) c) Customer charters d) Customer consultation and research e) improved customer communication f) e-procurement g) broadband opportunities h) dialogue youth i) smartcards

j) k) Contact centres

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2.2

Customer contact and complaints policy

ALL

OPS PIAN LINKS

6.1 Corporate Services will undertake a risk assessment in all it's services and will prepare and implement a risk management action plan. 6.2 Develop a Risk Management Strategy for the Council and evidence that it is in operation.

1 3.1 Corporate Services will develop plans and outcomes for stakeholder engagement, including developing agreements on our service I ALL

ALL

Strateaic Obiectives I OPS PLAN LINKS I CP LINKS

7.1 Corporate Services will develop plans and outcomes that ensure equality and diversity issues are actively addressed in delivering services and engaging with staff and stakeholders.

ALL

I 8.1 Continue the development of the Strategic Management Framework and evidence that it has been implemented across the

8.2 Develop the Performance Management Framework and evidence that it has been implemented across the Council. 8.3 Continue development of integrated resource management strategies to deliver best use of Council resources and evidence that they are being delivered across the Council specifically for;

a) People - Implement the Human Resource Strategy including lip, employee development staff

b) Property - Develop and have implemented Asset Management Planning for Property including

c) ICT

appraisals systems and single status.

Building Safety and joint work with the Joint Property Board. - Develop and have implemented strategies for the management of Pc's, software licensing

and the ICT infrastructure.

9.1 Continue, develop and implement the Code of Corporate Governance and evidence that is being upheld across the Council. 9.2 Participate in the review and revision of electoral systems. 9.3 Develop and have implemented strategies to comply with the DDA, Freedom of Information and Data Protection Acts and evidence

9.4 Develop, support and have implemented effective and efficient management arrangements for Health and Safety and evidence compliance across the Council.

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Budget Impacts Summary Budaet ImDacts

2 0 0 5/06 f O O 0 s (+A)

Nicholson\ Licensing 200 FOI Officer (approved Corp Policy 5 Oct 2004) 35 External funding strategy officer (approved Corp Policy 5 35

ICT review kecuritv. staffina. infrastructure etc) 100 Oct 2004)

Microsoft licensing agreement (true-up and renegotiation of national agreement) Building Safety (approved by Corp Policy 5 Oct) Energy and water (increased expenditure) (report to AMC 2 1 Oct) TOTAL 1,855

300

588 597

Single status (included in uprated budget) 21 '* CG and MGF3 (funded through Policy Headroom) HR strateav (staff recruitment. retention and DeveloPmentl

2,000 500 ?

Leaal Services review and 24/7 cover I ? Members Services review I ? Property Asset Management planning (property ? rationalisation and maintenance) I

Appendix A

Note: Figures are based on best possible estimates. Single status and 21'' CG inc MGF3 have already been discussed by Members - confirmed impacts are not yet known but single status sum has been added to Council's uprated budget. In the case of HR strategy, Property Asset Management, Legal Services and Members Services reviews --- until the completion of the current reviews it is not possible to provide any meaningful estimates however these issues will have significant budget impacts for Corporate Services

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CS8 Failure to deliver CS8 Customer dissatisfaction CS6 Failure to work corporately

CS1 Customer dissatisfaction due to failclre to deliver services

~ _ _ _ _

Corp35 cs2 Corpl6 CS8

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No business continuity or disaster recovery plans System failure and business continuity

Staff have high expectation for the single status exercise Staff have high expectation for the single status exercise Do not plan, manage, deploy and monitor resources efficiently and

. Duplication of management effort CS2

CS8 Corp23 CorplO

CS8 1 CS8

15

effectively Loss of key management capability

Lack of general management and leadership skills New roles and responsibilities of directws and managers are not

understood by everyone Failure to control use of resources

Inappropriate and inefficient use of resources CS8 Not having the right resources in the right place I I

cs2 We do not have efficient management processes

Corpl8 Vision and direction are not communicated and reinforced clearly to all staff and Members

cs9 Failure to address competing priorities cs9 Failure to prioritise cs9 We do not have robust strategic planning processes Corp3 We do not have robust performance management systems c o w Limited number of staff with project management training or

experience cs9 We do not know what our customer needs are

CS4 (a) Management processes and procedures are not developed; (b) are not implemented efficiently and effectively Vision and direction are not communicated and reinforced clearly to all staff and Members

The Council CS1.3

cs1.4 cs1.4 CS1.3

CS1.4 CS1.3

Corp24

CSI .3 CS1.4 cs1.3 cs1.3

CS1.3 CS1.4 CS1.3

fulfils its duty to lead and develop Community Planning in Dumfries and Galloway Culture clash between partners CS5 Community Planning partners do not recognise or accept each

other's roles or the importance of Community Planning Community Planning partners don't recognise/accept Council's role

Partners do not accept that Community Planning is important Inequality of power CS6 Community Planning partners misunderstand or misapply their

powers and responsibilities

A lack of capacity and capability amongst partners to undertake the initiatives we are being asked to

Council misunderstands/misapplies its power Takes too long and disproportionate effort

National agenda means increased responsibilities for councils with insufficient matched increase in resources Partners do not have adequate resources Lack of capacity and capability of partners

Initiative overload Tension between national versus local priorities

Different priorities between the partners Council needs to revisit its priorities

Potential distortion of the Council's agenda

CS7

CS8 The Council and its partners fail to agree on a common set of priorities

CS1.3 Potential distortion of the partners agenda I I

cs9 Corpl cs9 cs9

c s 9 Corp7

CS1.3 c s 9

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and what they mean leading to poor implementation Lack of trained staff

Difficulty recruiting trained staff, especially to the west of the area Unduly legalistic and bureaucratic

Inconsistent application

To comply and apply proper standards We do not review the adoption of our legal and standards policies and

procedures Failure to demonstrate compliance

Failure to comply

CSlO Failure to comply with and consistently apply the law, proper standards and statutory guidance

Risk Assessment Risk Matrix

very High

Hiah

Sianificant

Low

very Low

Almost Impossible

Likelihood

Risk Matrix

Nealiaible Marainal Critical CatastroPhic

Impact b

Appendix D

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