Service Plan Assistant Chief Executive’s and Resources ... · Assistant Chief Executive Core purpose and aims of the service The Assistant Chief Executive (ACE) Service Grouping

2016-2019

Service PlanAssistant Chief Executive’s and Resources

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Contents 1. Foreword

2. Corporate context

3. Service Context • Core purpose • Key achievements

4. Equality and Diversity

5. Strategic Objectives and outcomes

6. Service plan actions and performance measures 2016-19

7. Risk management

8. Glossary

9. Contact Details

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1. Foreword

This is the first year that we have developed a single service plan which covers the two separate but complementary service groupings of the Assistant Chief Executive and Resources. Both provide key support services for the council and collaborate on many major developments such as the Medium Term Financial Plan (MTFP), the council’s response to poverty and welfare reform and employee engagement. The services provided by both service groupings predominantly contribute to the Altogether Better Council priority theme within the Council Plan.

Council services continue to be provided against a backdrop of reducing budgets which have resulted in restructuring, redesign and redundancies in many areas. By the end of 2015/16, the county council will have delivered £153.2m of financial savings since the beginning of austerity. The Chancellor announced cuts of 56% to local government funding over the remainder of the parliament. The savings the council is expected to make are therefore forecast to exceed £260m by 2019/20.

It is in a climate of austerity that it is more important than ever that we have strong financial management arrangements in place, the responsibility for which is personally vested in the Director of Resources. The Assistant Chief Executive leads on programme management of our savings plans and consultation and engagement with partner organisations and residents on savings proposals. As the council reshapes its services to meet further financial challenges it is essential that employees are equipped with the right skills to reshape the workforce and the way that work is organised taking advantage of the latest technologies wherever possible. Resources will lead on our organisational development strategy whilst the Assistant Chief Executive will be involved in ensuring that staff are fully engaged in the move towards more modern ways of working. In times of retrenchment in public finances it is essential that the council’s governance arrangements are not eroded which would place the council at risk. Corporate responsibility for many of these critical processes such as risk management, legal compliance, audit and performance management lies within either the Resources or Assistant Chief Executive service grouping.

This service plan sets out our priorities for the forthcoming three years and how we are maintaining a commitment to the overall vision of the council, despite facing an ongoing reduction in our resources and increasing demand for some of our services. Don McLure, Corporate Director, Resources Lorraine O’Donnell, Assistant Chief Executive Cllr Simon Henig, Leader of the council Cllr Alan Napier, Deputy Leader/ Portfolio Holder, Finance Cllr Joy Allen, Safer Communities Portfolio Cllr Jane Brown, Corporate Services Portfolio Cllr Brian Stephens, Neighbourhoods and Local Partnerships Portfolio Cllr Joe Armstrong, Chair, Overview and Scrutiny Management Board

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2. Corporate Context The change in government in 2015 has brought with it a new legislative programme and a continued pursuit of policies to reduce public sector spending to bring down the national budget deficit. The Chancellor announced in the summer budget that funding reductions would carry on for at least the next four years. Forecasts indicate that this will take Durham County Council’s overall savings since austerity began in 2011/12 to over £260m by 2019/20. In addition to reductions in public sector spending, the government intends that the reduction in the deficit will also be funded through an additional £12bn of savings delivered through further welfare reforms. This will include a reduction in the benefit cap and the freezing of and limiting access to certain social security benefits and tax credits. Significant numbers of residents in County Durham are in receipt of support which will be affected by these reforms and it is expected that these changes will impact on a number of council services. Despite the scale of the financial challenge that the council and all local authorities face, we are responding positively and doing everything possible to reduce the impact on local people and communities. We are promoting the ‘Durham Ask’ with local communities, to encourage community groups to take on the running of public services, where appropriate, in order to maintain service provision.

Our focus continues to be on economic growth with the resubmission of the County Durham Plan expected shortly, in order to provide a strategic framework for a growth in employment and to meet future housing and transport needs across the county. At a regional level we will exploit opportunities coming from the Government’s devolutionary and growth initiatives, if they prove beneficial for County Durham business and local residents.

The council took on responsibility for public health three years ago and is driving forward a range of strategies aimed at improving the health and wellbeing of local residents. We are also redesigning and improving delivery of adult social care services to support people to remain independent for as long as possible and we are working closely with NHS colleagues to look at further integrating health and social care services where it is possible to do so. We also continue to prioritise the wellbeing and education of our children and young people and we are pursuing a range of initiatives to improve the effectiveness of children’s social care. We will identify children in need early and provide practical support to the whole family and not just the child.

County Durham continues to be a safe place to live and work with low crime rates compared to most similar areas. Safeguarding vulnerable adults and children remains a key priority, as do programmes of work to tackle domestic abuse and address the higher than average levels of self-harm and suicides in the county. In response to the government’s strategy for preventing people being drawn into terrorism, we will continue to work with partner agencies to meet new statutory duties. The council continues to focus on minimising the impact of budget cuts on local communities whilst, striving to maintain services where possible. In particular we are working hard to improve our own efficiency, for example through rationalisation of our office accommodation, more modern ways of working and more effective use of information and communication technology.

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3. Service Context

Lorraine O’Donnell

Assistant Chief Executive

Core purpose and aims of the service The Assistant Chief Executive (ACE) Service Grouping is at the heart of the council and its aim is to provide strategic leadership and corporate guidance to the council in its delivery of services, ensuring efficiency, effectiveness and a joined up approach. As the council is facing unprecedented financial challenges ACE continues to challenge value for money and efficiency, including ways to provide some services differently to make the necessary savings. The service grouping is responsible for developing and implementing our overarching vision through the Sustainable Community Strategy and the Council Plan and is joint lead with Resources for the Altogether Better Council Priority Theme. ACE also contributes to the Altogether Safer Theme. Key areas of focus for this service are improved engagement with communities through effective Area Action Partnerships and other partnership working; corporate planning and performance management to support the organisation; and effective external and internal communications and policy making. As well as the Area Action Partnerships (AAPs), the service provides other customer facing services including the council’s website and social media platform; co-ordination of the council’s response to public emergencies; access to information via freedom of information; and access to local historic records through the county’s Archives. These functions are delivered through three service teams: Partnerships and Community Engagement; Planning and Performance; and Policy and Communications and further details are outlined below:

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Gordon Elliott

Head of Partnerships and Community

Engagement

The Partnerships and Community Engagement team are responsible for the following areas: Area Action Partnerships - AAP projects, bi-monthly meetings, and securing funding; community buildings - asset transfer process and the community building grant support scheme; support for the County Durham Partnership; Durham ASK - transferring assets to local community control; volunteering and social enterprise; parish and town councils engagement. The key areas of focus for this team over the following three years are as follows:

• Sustainable Community Strategy refresh including Review of County Durham Partnership; • Durham ASK - Providing support to organisations interested in the programme, an approach to

library transfer with Neighbourhood Services and a new model for Asset Transfer of services; • Producing a revised consultation strategy; • Commemorating World War 1 through a programme between Durham County Record Office

(DCRO) and AAPs; • Area Action Partnerships - review of public representative recruitment process, broadening the

way communities can influence choice of AAP priorities, maximising external funding; • Ensuring refugees are appropriately housed in County Durham; • Formulation of Local Development Strategies to inform delivery of two Community Led Local

Development programmes.

Roger Goodes Head of Policy and Communications

The Policy and Communications team are responsible for the following areas: external communications - management of website, Press enquiries, ‘Durham County News’; internal communications - intranet management, staff recognition scheme, ‘Buzz’ magazine; emergency planning and response - statutory responsibilities for civil contingencies including providing 24/7 on call response; programme and project management - programme management of MTFP and key corporate projects and policy support. The key areas of focus for this team over the following three years are as follows:

• Completing the delivery of phase 2 of the council’s website; • Delivery of the Poverty Action Plan; • Supporting a robust planning and monitoring process for the MTFP savings programme; • A review of communications and marketing activity across the council; • A strategic approach to the management of change; • Promotion of community resilience to existing youth groups including armed forces, emergency

services, guides and scouts; • Working with local communities to develop and ensure Community Resilience plans are in place.

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Jenny Haworth

Head of Planning and Performance

The Planning and Performance team are responsible for the following areas: Performance management - corporate performance reporting, value for money benchmarking, council and service planning, performance support for ACE and Resources; Research - consultation surveys, Census and statistical information; the Overview and Scrutiny function; Durham County Record office - preserve and make accessible County Durham and Darlington Archives collection; Data Protection and Records Management; Statutory requests for information - Responding to Freedom of information, Environmental Information requests and Subject Access Requests; Equalities, Public Sector Equality Duty and Equalities Impact assessments. The key areas of focus for this team over the following three years are as follows:

• Improving the council’s information governance, including responding to information requests, data protection and records management arrangements, to meet changing national requirements;

• Streamlining the council’s corporate planning arrangements including Council Plan and Sustainable Community Strategy;

• Statutory equalities work, demonstrating compliance with the Public Sector Equality Duty; • Modernising the County Record Office facilities and services to deliver a 21st century Archives and

Record Office; • Statutory Overview and Scrutiny, individually specific responsibilities for scrutinising performance in

health, the safer partnership and flood risk management. • Streamline corporate performance management to modernise arrangements to ensure that they

are as efficient as possible and reflect new ways of working; • Embed policy, planning and performance support arrangements for the Resources Service

Grouping (taken on in Autumn 2015).

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Don McLure Corporate Director

Resources

The Resources Service Grouping brings together six service areas which work together to provide corporate and business support to the council as well as providing key services to residents. Resources is joint lead with the Assistant Chief Executive Service grouping for the Altogether Better Council Priority Theme and also contributes to the Altogether Wealthier theme. The service is responsible for producing the Medium-Term Financial Plan (MTFP). This four-year plan, ensures that the appropriate resources are allocated to deliver our priorities and that efficiencies can be made through forward planning. This is a major priority for the council in light of the financial challenges and savings we are required to make. Other financial support provided includes financial planning, financial management, procurement and budgeting. Resources also provides other functions for staff and members such as Human Resources and Organisational Development; Health and Safety and occupational health; ICT solutions and support; legal advice; support for the democratic decision making process; independent, objective audit assurance; and risk and governance support and advice. . The service grouping also provides some customer-facing services including collecting council tax and business rates, payment of housing and council tax benefits, registration of births, deaths and marriages and welfare rights. ICT also have a customer base who buy their services. These functions are delivered through five service teams: Corporate Finance and Human Resources, Financial Services and HR Services, ICT, Legal and Democratic Services, Internal Audit, Corporate Fraud and Risk. Further details are outlined below:

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The Corporate Finance and HR team is responsible for all aspects of strategic financial and human resource planning for the council. The Finance teams are responsible for financial planning (MTFP), financial management, financial reporting, capital budgeting, accounting standards, VAT advice, pension fund accounting, treasury management, financial systems development, procurement and pension fund administration. The Human Resources and Organisational Development team is responsible for ensuring managers have the vital support to achieve their MTFP priorities and to develop a strategic approach towards workforce development planning that can help the authority develop the skills, capacity and new ways of working required for the future, within the context of a reducing workforce. The team is also responsible for providing employees with an effective range of professional health and safety services and gives access to advice, guidance and auditing in terms of Occupational Health and Safety Management. The key areas of focus for this team over the following three years are as follows:

• Development of the Medium Term Financial Plan 2016-2020 and supporting managers to deliver the required MTFP savings;

• Revaluation of Pension Fund; • Statement of Accounts 2015/16 and 2016/17; • Implement changes to Accounts & Audit Regulations relating to Statement of Accounts; • Pension Fund Procurements; • Office Accommodation Programme (OAP2); • Workforce Development Planning; • Training and Development of Members; • Apprenticeship Schemes; • Modern Ways of Working; • Revised Health, Safety and Wellbeing Strategy and action plan; • Develop annual programmes of health and wellbeing promotions to employees and members; • Develop Occupational Health Service management referral systems.

Jeff Garfoot Head of

Corporate Finance and

HR

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The Financial Services team is responsible for the co-ordination of service grouping input to Medium Term Financial Planning (MTFP), budgeting and budgetary control processes, delivery of MTFP initiatives, restructuring and a range of project work programs. The service also provides financial support and modeling relating to major regeneration and infrastructure projects. The Revenues and Benefits Service, which includes the management of Council Tax and Business Rates; accounting for all income received by the council; administration of the Accounts Payable (creditors) and Accounts Receivable (debtors) systems; plus the administration of Housing Benefits, Welfare Assistance, Discretionary Housing Payments and Council Tax Reduction Schemes falls within the responsibility of this service. The service also includes responsibility for processing of Financial Assessments for Adult Social Care Charging / Direct Payments and the Welfare Rights Service, which has responsibility for commissioning Advice Services and the advice in County Durham Partnership. The Human Resources (HR) Operations & Data Team also sits within Financial Services providing transactional HR service to internal clients (such as council service groupings and schools) and external clients (including Academies, County Durham Housing Group etc.). A wide range of HR support is provided including establishment control, recruitment and selection, Disclosure and Barring Service (DBS), attendance management administration and the processing and administering of the payroll function. The Team is also responsible for the council’s Resourcelink system producing quality data and information to support Services and Schools. The key areas of focus for this team over the following three years are as follows:

• CRM - Citizen Self Service; • E-Enablement of services - SMS text messaging and e-billing / e-reminders; • Review of Disability Related Expenditure in the Non-Residential Charging Policy; • Better Care Fund Review; • Advice in County Durham Partnership; • Local Council Tax Reduction Scheme Review 2016/17; • Universal Credit Roll Out with effect from 21 September 2015; • Financial Modelling to Support Asset Optimisation; • Office Accommodation Programme (OAP2); • Migration of HR data / systems from Resourcelink into Oracle in 2016/17; • Service Efficiency Reviews - Finance and Revenues & Benefits; • Development Work – Replacement for Discoverer Reporting within Oracle; • Development of Business Intelligence system to enable manager / budget holder self-serve; • Collaborative working with other councils.

Paul Darby Head of

Financial and HR Services

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Phil Jackman Head of ICT

The ICT Team is responsible for providing a secure, stable and robust environment which enables us to utilise existing hardware and software applications as effectively and efficiently as is practical. The team works with members, service groupings, residents, partners and other interested parties to develop or implement ICT solutions to help meet their objectives. The team also identifies new ICT opportunities and provides technical expertise to enable us to deliver services in a new way, improve efficiency, reduce operational costs or increase income. The key areas of focus for this team over the following three years are as follows:

• Office Accommodation Programme (OAP2); • Digital Durham; • Digital ways of working; • Centralised Records Management; • Apprentice Training Agency; • Technical Architecture - CRM, systems integration, data, mobile platform; • Improving ICT services including applications development, external services, web strategy, GIS.

The Legal and Democratic Services team is the responsible secretariat for the legal calling, holding and minuting of the council, Cabinet meetings and all other committee meetings including scrutiny. It provides legal advice to the council with the Head of Legal and Democratic Services being designated as Monitoring Officer. As a Local Government in-house legal team, Legal Services provides a full range of support to the council. Committee Services are the secretariat for all council, Cabinet and committee meetings (including scrutiny). They also run the council's petition scheme and services many other meetings including school admissions appeals. Electoral Services which also sits within this team, has responsibility for the running of County and General Elections; Parish Councils and other elections; maintaining the Electoral Register and undertaking the annual electoral canvass. The Head of Service is the council’s Returning Officer. The Member Support Team provides advice and support to all 126 Members of the council and the registration service is responsible for the registration and celebratory services and Citizenship Ceremonies.

The key areas of focus for this team over the following three years are as follows: • EU Referendum; • Police & Crime Commissioner Election; • County & Local Elections; • Parliamentary Boundary Review.

Colette Longbottom

Head of Legal & Democratic

Services

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The Internal Audit, Risk Management and Corporate Fraud Team helps services to identify, assess, and manage risks, which may prevent or hinder objectives being achieved effectively. This team includes the Internal Audit team, which is an independent, objective assurance and consultancy activity which brings a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. This service also supports the corporate approach to strategic risk management and provides insurance services through the procurement of specialist insurance advice and external insurance policies. Another responsibility of this service is to support the council in the prevention, detection and investigation of all corporate and benefit fraud and in embedding a strong counter fraud culture across the council. The service also ensures that the council’s Local Code of Corporate Governance is regularly reviewed.

The key areas of focus for this team over the following three years are as follows: • Closer working with Durham Constabulary on fraud investigations; • Audit Management Software; • Insurance Act 2015; • External inspection of Internal audit; • Legislative changes -Audit.

Paul Bradley Chief Internal

Auditor & Corporate Fraud

Manager

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Key achievements 2015 – 2016: Resources and Assistant Chief Executive • Development and agreement of MTFP6 savings plans, including financial planning, consultation and equalities analysis. • Programme Management and monitoring of the delivery of MTFP5

Key achievements 2015- 2016: Resources • Public Services Network compliance was achieved for 2015/16 and work continues to address the recommendations from 2015

ahead of the July 2016 compliance check; • The final accounts for 2014/15 were published in accordance with statutory deadlines; • Further development to enable attendance management & appraisal statistics to be available on Business Intelligence desktop; • Completion of Parliamentary General Election in May 2015; • Good progress with the roll out of fast speed broadband through our Digital Durham programme; • The development of an agreed approach to new ways of working for all employees in support of the proposed office

accommodation programme to move to 5 strategic sites across the county including a new city centric County Hall; • Effective project management of the transition of the council’s bank accounts to Lloyds; • The successful roll out of the IKEN case management system in Legal Services; • The successful implementation of remote desktop mailing to all parts of the Revenues and Benefits service; • The replacement of the library infrastructure and public PCs; • Improved returns on electoral registration; • Shared Registration services with Northumberland County Council; • Payroll Assurance Scheme accreditation from the Chartered Institute of Payroll Professionals; • The successful introduction of on-line shortlisting which is now in place across all Service areas within the council; • 29,559 people are currently registered to receive e-bills. It is anticipated that approximately 31,000 people will be registered for

e-bills by annual billing 2016/17. Estimated savings of £7,750 will be made at annual billing 2016; • SMS texting has been introduced as a method of contacting customers about Council tax. These have proved successful with

25% of our customers who receive a message at first or second reminder making a payment and 20% of these are in full; • Continued SEQOHS (Safe, Effective, Quality, Occupational Health Service) accreditation for the councils Occupational Health

Service- only 188 accredited in the UK; • Successful implementation of new, revised open water safety policy and procedures; • Implementation of Attendance Management Framework across all services; • Review of Human Resources policies and other support for MTFP; • Implementation of pilot coaching scheme; • Improvement in appraisal levels; • Development and roll-out of corporate e-learning courses

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Key achievements 2015- 2016: Assistant Chief Executive • Developed a poverty action plan and consulted widely on it; • AAPs have secured £3,501,518 of external matched funding during 2015/16. • Established the Durham Humanitarian Support Partnership to ensure that Durham’s support for refugees placed in the county is

joined up and will promote cross-service and agency working, as well as engagement with communities. To support the Partnership, the Durham Humanitarian Support Working Group has to date focused on planning the requirements for welcoming and supporting refugees, including capacity within the county;

• Development and agreement of new efficient corporate complaints process; • Development of social media, as a platform for customer engagement; • Positive results for staff survey of internal communications; • Agreed approach to modernising the County Record Office and Archives facilities; • Substantial improvements in our records management arrangements, with an audit and significant rationalisation of paper;

storage and agreement of a records strategy and action plan setting our future strategic direction; • Agreement of a framework for measuring customer service standards linked to the new CRM system.(with NS); • Successfully taken on responsibilities for Resources Service Planning and Performance Management support linked to MTFP

savings; • Completed Community Buildings Project which resulted in over 90 buildings remaining in community use. The project has

secured a range of national award nominations as well as from interested local authorities; • AAPs (Northern Area) worked with the charity ‘Wheels to work’ to develop a project that seeks to provide a means of transport

for people who have a confirmed job offer or training place but where transport is a barrier. Funding in place for 25 scooters that will be loaned to individuals who meet the scheme criteria;

• The ‘East Durham Holiday Hunger’ project, a programme of activities and healthy meals for children was successfully delivered in partnership with both statutory and voluntary organisations;

• Durham AAP have supported two projects that have been recognised nationally - Durham Pointers were awarded the Queen’s Award for Volunteering and Durham was awarded Gold in the RHS Northumbria in Bloom contest;

• Southern Area AAPs have been successful in securing funding of £351,633 from the Scotto Trust for groups that deliver activities for vulnerable members of society in their area.

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4. Equality and Diversity statement As a major employer and provider of services Durham County Council is committed to advancing equality of opportunity, celebrating and valuing diversity and providing fair access and treatment in employment and when delivering or procuring services, or working in partnership. We use a variety of methods to demonstrate and progress our commitment to equality and diversity. The Equality Act 2010 introduced responsibilities under the Public Sector Equality Duty (PSED). The PSED consists of general and specific duties. Our general duties include eliminating unlawful discrimination, advancing equality of opportunity and fostering good relations. Our specific duties are to publish information on compliance and to prepare and publish equality objectives. Our objectives are aligned to the corporate planning framework with supporting outcomes and actions, however, they are also used as a framework to illustrate how the council complies with the PSED. 1) Putting the customer first - A range of access routes to services - Responsive and customer focused services - People are treated fairly and differences respected

2) Working with our communities - Communities and stakeholders are engaged and communicated with - Effective partnership working

3) Support our people through change - Employee and member wellbeing We have an equality impact assessment process supporting our approach to identify actions relating to specific service or policy changes and key decisions including proposals for achieving savings within the Medium Term Financial Plan.

The protected characteristics under the Equality Act are: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation.

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5. Strategic objectives and outcomes

Altogether Better Council

Putting the Customer

First

• ABC1 - A range of access routes to services • ABC2 - Responsive and customer focused services • ABC3 - People are teeated fairly and differences respected

Working with our

communities

• ABC4 - Communities and stakeholders are engaged and communicated with • ABC5 - Effective partnership working • ABC6 - Responding to the effects of poverty and Welfare Reform

Effective use of resources

• ABC7 - A balanced three year financial plan that reflects council priorities • ABC8 - Making the best use of our assets and managing information • ABC9 - Effciient and effective services

Support our

people through change

• ABC10 - Employeee and member wellbeing • ABC11 - A strategic approach to organisational development

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Altogether Wealthier

Altogether Safer

Vibrant and successful

towns

• W8 - Improved infrastructure to support economic growth in rural areas

Competitive and Successful

People

• W9 - Increased numbers of people in employment and training

Protect

vulnerable people from

harm

•  S5 - Community and organsational resilience for emergency perparedness, response and recovery

Implement

measures to promote a safe

environemnt

•  S10 - Improved understanding of open water safety

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6. Action Plans and Performance measures

The actions and indicators contained in the following pages will be incorporated into and monitored through the corporate and ACE/Resources performance management arrangements for 2016 - 2019. Council Plan actions are shaded in grey.

Objective 1: Putting the customer first No. Key Actions Timescale

Completed by: Responsible Officer

ABC1 A range of access routes to services

ABC1.1 Review the range of access channels for Scrutiny including social media and development of a webpage to improve stakeholder engagement with the process

March 2017 Head of Planning and Performance/Head of Policy and Communications

ABC1.2 a) b)

Durham County Record Office online shop: • Research and present in-house and external

options to provide online shop • Procure system to implement online shop

April 2016 April 2017


ABC1.3 Provide assurance that key regulatory requirements in relation to equalities/data protection privacy impacts are taken into account in implementation of CRM.

June 2016 Head of Planning and Performance

ABC1.4 Broaden the way communities can influence choice of AAP priorities

• Evaluate multiple pilot approaches used for Teesdale/3 Towns Forums in November 2015

July 2016 AAP Boards May 2016

Head of Partnerships & Community Engagement

ABC1.5 Complete delivery of phase 2 of the website programme to improve functionality and complete review of all content.

December 2016 Head of Policy and Communications

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Objective 1: Putting the customer first No. Key Actions Timescale


ABC1 A range of access routes to services

ABC1.6 Integrate Civica open channel software with the CRM implementation to enable residents to self-serve for key services (for example, single persons discount, council tax liability when moving home).

March 2017 Head of Financial and HR Services

ABC1.7 Continue targeted promotion of e-billing services to business rate payers; council tax payers; and other debtors.


Indicator Ref

Description Responsible officer Targets 2016/17 2017/18 2018/19

RES/137 % Council Tax bills issued electronically (e-bill)

Head of Financial and HR Services Tracker Tracker Tracker

RES/138 % of Business Rates bills issued electronically (e-bills)

Head of Financial and HR Services Tracker Tracker Tracker

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Objective 1: Putting the customer first

No. Key Actions Timescale Completed by:

Responsible Officer

ABC2 Responsive and customer focused services

ABC2.1

Implement customer service standards and satisfaction indicators throughout the authority in line with the CRM roll out plan

October 2017 Head of Planning and Performance

ABC2.2

Promote Overview and Scrutiny Witness feedback forms to evaluate Overview and Scrutiny experience

March 2017 Head of Planning and Performance

ABC2.3 Introduce quarterly reporting mechanisms for AAP Neighbourhood issues to be fed into Customer Services ‘Customer Experience Report’

June 2016 Head of Partnerships and Community Engagement

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Indicator Ref

Description Responsible officer

Targets 2016/17 2017/18 2018/19

ACE020 Number of pageviews on County Record office website


Tracker Tracker Tracker

ACE021 Number of pageviews on the Durham at War website



ACE022 Number of images uploaded in County Record Office online catalogue


TBC (Previous Performance +

400)


400)


400) ACE023 Customer contact to County

Record office - telephone Head of Planning and Performance

Tacker Tacker Tacker

ACE024 Customer contact to County Record office - face to face


Tacker Tacker Tacker

ACE025 Customer contact to County Record office -email



ACE026 Number of items added on the Durham at War website



ACE060 Number of complaints (CRM registered)

ALL Tracker Tracker Tracker

ACE061 Number of compliments (CRM registered)

ALL Tracker Tracker Tracker

RES/038 Percentage all ICT Service Desk incidents resolved on time

Head of ICT Services TBC TBC TBC

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Indicator Ref


Targets 2016/17 2017/18 2018/19

RES/118 % customers seen within 10 minutes of appointed time – Registration service

Head of Legal and Democratic Services

90% 90% 90%

RES/119 % of informants offered an appointment within 5 working days of request (Births)


95% 95% 95%

RES/120 % of informants offered an appointment within 2 working days of request (still births and deaths)

Head of Legal and Democratic Services 95% 95% 95%

RES/121 % births registered within 42 days of event


98% 98% 98%

RES/122 % still births registered within 42 days of event


98% 98% 98%

RES/123 % deaths registered within 5 days of the death


90% 90% 90%

RES/124 % applications for certificates dealt with within 5 days


95% 95% 95%

RES/125 % people able to give notice offered an appointment within 10 working days of request (marriages and civil partnerships)


95% 95% 95%

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Responsible Officer:

ABC3 People are treated fairly and differences respected

ABC3.1 Embed a new approach to demonstrating compliance with the Public Sector Equality Duty

• Integrate equality objectives in Council Plan • Review and update the Equality and Diversity

Policy Statement • Publish an annual PSED update including an

annual workforce profile

• Review of Equalities training

April 2016 June 2016 September 2016 September 2017 June 2016


ABC3.2 Review the approach to access planning including: • Review the approach to Access Planning • Review Disabled Go

July 2018 March 2017


ABC3.3 Co-ordinate the council approach to ensure effective mechanisms are in place through partnership to ensure that refugees are appropriately housed in County Durham

April 2016 Head of Partnerships and Community Engagement

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Responsible Officer:

ABC3 People are treated fairly and differences respected

ABC3.4 a) b)

Consider if we should end the automatic disregard of half severe disability premium (SDP) in non-residential financial assessments.

• Consultation between April to June 2016 with a final decision taken by Cabinet in September 2016

• Implementation (if agreed) in October 2016.

September 2016

October 2016

Head of Financial and HR Services

ABC3.5 a) b)

Completion and monitoring of all risk and project plans, and compliance with the Electoral Commission’s performance standards for the following elections: Police & Crime Commissioner Election County & Local Election

May 2016 May 2017


ABC3.6 Review of Parliamentary Constituency boundaries as directed by Central Government

Before 2020 PGE


ABC3.7 Completion and monitoring of all risks and project plans and compliance with the Electoral Commission’s performance standards for the referendum on the UK’s continued membership of the European Union.

June 2016


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Indicator Ref


Targets 2016/17 2017/18 2018/19

ACE043 Number of ‘reach’ on AAP Facebook sites

Head of PACE Tracker Tracker Tracker

RES/LPI/ 011a

Women in the top 5% of earners



RES/LPI/ 011b

BME in the top 5% of earners Head of Financial and HR Services


RES/LPI/ 011b(i)

BME as a % of post count



RES/LPI/ 011c

Top 5% of earners with a disability



RES/LPI/ 011c(i)

Staff with disability (DDA definition) as a % of post count



RES/013 Staff aged under 25 as a post count



RES/014 Staff aged over 50 as a post count



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Objective 2: Working with our Communities No. Key Actions Timescale


ABC 4: Communications and stakeholders are engaged and communicated with

ABC4.1

Deliver the council’s statutory scrutiny functions working with key partners and stakeholders in respect of Health and Social Care, Crime and Community Safety and Flood and Coastal Risk Management

April 2017 Head of Planning and Performance

ABC4.2 Commemorating WW1 -

• AAPs and DCRO to work with communities to install seven commemorative paving stones for VC winners 2014-2018 in County Durham

December 2018

Head of Partnerships and Community Engagement

ABC4.3 Deliver a series of Durham at War research themes with volunteers across County Durham

December 2018 (4 per year)


ABC4.4 Work in partnership with Culture and Sport and Durham University to research and support Durham Remembers events including the ‘Somme’ exhibition in Palace Green Library incorporating DLI archives and objects, Durham Hymns and the Fighting Bradfords.

December 2016 Head of Planning and Performance

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Objective 2: Working with our Communities


Responsible Officer

ABC 4: Communications and stakeholders are engaged and communicated with

ABC4.5 Provide support to organisations interested in the Ask programme from the Expression of Interest stage through to actual Asset Transfer, ensuring that the proposals are sustainable, including consideration of libraries

• Develop an approach to library transfer in partnership with Neighbourhood Services

• First commitment to library transfer • Work with CAS to develop and test new model

for Asset Transfer of Services

August 2016 January 2017 March 2017


ABC4.6a Produce a consultation strategy (including reference to special interest groups and our responsibilities under the Equality Act)

October 2016 Head of Partnerships and Community Engagement

ABC4.6b Review of AAP public representative recruitment process

June 2016 Head of Partnerships and Community Engagement

27 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

ACE029 Number of public presentations about Durham at War

Head of Planning and Performance 20 20

20

ACE031a Number of volunteer hours acquired for County Record office

Head of Planning and Performance Tracker Tracker Tracker

ACE031b Number of volunteer hours acquired for Durham at War

Head of Planning and Performance Tracker Tracker Tracker

ACE009

Percentage of positive and balanced newspaper stories

Head of Policy and Communications


ACE010

Percentage of negative newspaper stories



ACE050

Number of website sessions on Durham County Council website



ACE051

Number of pages viewed Head of Policy and Communications


ACE054 Number of Twitter followers Head of Policy and Communications


ACE055

Number of Facebook likes on Durham County Council Facebook account



ACE056 Number of press cuttings Head of Policy and Communications


28 V5 8.3.2016


ABC5 Effective partnership working


Responsible Officer

ABC5.1 a) b)

Deliver cross thematic strategic insights through the implementation and development of an Integrated Needs Assessment website

• Publish Integrated Needs Assessment webpages

• Review and develop website functionality

April 2016 April 2017


ABC5.2 a) b) c) d)

Renew County Durham Partnership: • Develop and implement a programme of

change based on the outcome of the CDP Away Day (January 2016)

• Improve ways of working with the thematic partnership to ensure it provides a clear steer to AAPs to focus on greatest need and provide best practice models

• Plan and deliver a second whole partnership event to identify opportunities to enhance outcomes through effective joint working across the CDP

• Develop a programme of work to identify and address cross-thematic priorities

June 2016 July 2016 November 2016 March 2017


ABC5.3 a) b)

Formulate Local Development Strategies to inform delivery of two Community Led Local Development programmes (1st stage).

• Second stage submission • Recruit Team

December 2016 March 2017


29 V5 8.3.2016



ABC5 Effective partnership working ABC5.4 a) b)

Matched Resources: • Ensure we maximise matched resources for

ACE locality budgets meeting target (£1.50 for £1.00 ratio to increase to £1.75 for £1.00)

• Support asset transferred community buildings to raise matched funding of £5.25m for capital works

March 2017 March 2018


ABC5.5

Enhance effective partnership arrangements and support to the Advice in County Durham Partnership.

March 2017


ABC5.6 Pilot a more joined up approach to fraud investigation between Durham Police and the council to improve the understanding of the risks of serious and organised crime.

March 2017 Chief Internal Auditor and Corporate Fraud Manager

ABC5.7 Review the Better Care Fund financial arrangements and associated implications for 2017/18 in partnership with CAS colleagues and NHS partners.


ABC5.8 Explore opportunities for greater collaboration and prepare a business case on the potential for shared revenue, benefits and pensions services with Northumberland County Council and Newcastle City Council.


30 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

ABC039 Number of new volunteers recruited (Durham Ask)


1,500

ABC032 Value of external funding that the AAP team have helped organisations secure not directly connected to Neighbourhood budget (NB) or Area Budget(AB)



ABC032a Number of externally funded projects not directly connected to Neighbourhood or Area Budget Project that the AAP have helped organisations to submit

Head of Partnerships and Community Engagement Tracker Tracker Tracker

ABC033 Value of funding applications received (both area and councillor budgets)



ABC036 Amount of internal match funding declared (both area and councillor budgets)



ABC037 Amount of external match funding declared (both area and councillor budgets)



31 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

ABC038 Number of volunteers connected to the Centre for Volunteering and Social Enterprise (Durham Ask)


30,000 by April 2017

ABC042 % of AB and NB appraisal completed within 20 working days of receipt of the application - both AB and NB



ABC045 Number of Community Buildings supported (advice and guidance)



ABC066 Total of Neighbourhood Issues brought to the Board Meetings (submitted by the public from members)



ABC066a Number of service queries received by the AAP teams dealt with outside of the AAP Board meeting process



32 V5 8.3.2016



Responsible Officer

ABC6 Responding to the effects of poverty and Welfare reform

ABC6.1 a) b) c) d)

Poverty Action Plan:

• Respond to the impacts of Government policy and economic factors on communities within County Durham through the delivery of the Poverty Action Plan. This identifies six priority areas: o Attitudes to poverty and raising its profile; o Focus on child poverty; o Involvement of agencies with direct

involvement in poverty; o Credit and debt; o Further welfare reform and benefit changes; o Work and personal wellbeing and sense of

worth.

• Plan and facilitate a third Poverty Conference

• AAPs groups to measure project impact on the Poverty Strategy when considering distribution of localities budgets

• Continue with effective working partnerships, DWP, housing providers and internal services to assist with the further roll out of Universal Credit within DWP timescales.

July 2018 September 2016 June 2016 March 2017

Head of Policy and Communications Head of Partnerships and Community Engagement Head of Financial and HR Services

33 V5 8.3.2016



ABC6 Responding to the effects of poverty and Welfare reform ABC6.2 a) b) c) d)

Undertake a review of the Local Council Tax Reduction Scheme adopted 01 April 2013 and extended into 2017/18, including:

• Draft proposals to Cabinet for consideration • Consultation on revised proposal (if change is

proposed) • Report to Cabinet - final proposals to Council • Report to Council seeking approval of 2017/18

scheme

July 2016 Aug - Nov 2016 December 2016 January 2017


34 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

RES/NI/ 181a1

Time taken to process new Housing Benefit claims

Head of Financial & HR Services

TBC TBC TBC

RES/NI/ 181a2

Time taken to process new Council Tax Reduction claims

Head of Financial & HR TBC TBC TBC

RES/NI/ 181b1

Time taken to process change of circumstances for Housing Benefit claims


TBC TBC TBC

RES/NI/ 181b2

Time taken to process change of circumstances Council Tax Reduction claims


TBC TBC TBC

RES/116a

New Housing Benefit claims processed within 14 days of all information being received


TBC TBC TBC

RES/116b

New Council Tax Reduction claims processed within 14 days of all information being received

Head of Financial & HR Services TBC TBC TBC

RES/117 Number of benefit appeals submitted to tribunal services in quarter



RES/028 Discretionary Housing Payments – number / value for customers affected by social sector size criteria

Head of Financial & HR Services Tracker Tracker Tracker

RES/029 Discretionary Housing Payments – number/value for customers affected by Local Housing Allowance reforms


35 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

RES/V/141

Number of new Housing Benefit claims processed



RES/V/142

Number of new Council Tax Reduction claims processed



RES/V/143

Number of changes of circumstances for Housing Benefit claims processed



RES/V/144

Number of changes of circumstances for Council Tax Reduction claims processed



36 V5 8.3.2016

Objective 3: Effective use of resources No. Key Actions Timescale


ABC7 A balanced three year financial plan that reflects council priorities

ABC7.1 a) b) c) d)

Medium Term Financial Plan • Support a robust planning and monitoring process

for the MTFP savings programme including consultation and equality impact assessments of 17/18 and 18/19 savings plans

• Development of the Medium Term Financial Plan (MTFP 7) 2017 - 2020 and Setting of 2017/18 Budget

• Review the Change Management Toolkit to ensure the effective planning and delivery of the required savings associated with the MTFP and council priorities through restructuring and commissioning of services

• Establish organisational design principles that reduces tiers/hierarchy in any future MTFP restructuring to ensure flattening of organisation structures

Quarterly through to March 2019 February 2017 September 2016 September 2016

All ACE Heads of Service Head of Corporate Finance and HR Head of Corporate Finance and HR Head of Corporate Finance and HR

ABC7.2 Report results of the Triennial Revaluation of the Pension Fund

March 2017 Head of Corporate Finance and HR

37 V5 8.3.2016

Indicator Ref


RES/002 % of Council Tax collected in-year


RES/003 % of Business Rates collected in-year


RES/129 % Council Tax recovered for all years excluding the current year

Head of Financial & HR Services 98.5% 98.5% 98.5%

RES/130 % Business Rates recovered for all years excluding the current year

Head of Financial & HR Services 98.5% 98.5% 98.5%

RES/034b

Staff - total headcount (excluding schools)

Head of Financial & HR Services Tracker

RES/035b

Staff - total FTE (excluding schools)


RES/006 Staff Turnover – DCC Excluding Schools


RES/006a

Staff Turnover – DCC Including Schools


RES/017 % spend in County Durham Head of Corporate Finance and HR Tracker Tracker Tracker

RES/017a

% spend in North East Head of Corporate Finance and HR Tracker Tracker Tracker

RES/018 % spend with SMEs in County Durham

Head of Corporate Finance and HR Tracker Tracker Tracker

38 V5 8.3.2016

Indicator Ref


RES/018a

% spend with SMEs in North East

Head of Corporate Finance and HR Tracker Tracker Tracker

RES/131 Forecast Yield (Business Rates) – Value (£) at the end of each month: DCC Share


RES/132 % Business Rates written off in year (all years).


RES/133 Council Tax Base (Band D equivalents) – number at the end of each month


RES/134 Collectable Debit – value (£) at the end of each month


RES/135 Council Tax Reduction awarded in year – value (£) at the end of each month


RES/136 Forecast Collection Fund Surplus / Deficit


RES/025 % of accounts (debtors) paid within 30 days


RES/025a

% of accounts (debtors) paid within 60 days


39 V5 8.3.2016

Objective 3: Effective use of resources


Responsible Officer

ABC8 Making the best use of our assets and managing information

ABC8.1 Lead records management workstream on office accommodation - Agree draft proposals for records rationalisation and future management:

• Implement record management strategy • Implement rationalisation of paper records • Work in partnership with ICT and services to

rationalise electronic records

December 2016


ABC8.2 Unitise the varying document management and mail management systems, to provide a consistent approach across the council to document management and retention.

March 2017 Head of ICT Services

ABC 8.3 Deliver the archive project within the accommodation programme to provide a 21st Century Archives and Record Office:

• Finalise service model • Submit Stage 1 funding applications to Heritage

Lottery Fund • Submit stage 2 applications to Heritage Lottery

Fund

December 2016 March 2017 September 2018


40 V5 8.3.2016



Responsible Officer


ABC8.4 Establish a strategic approach to the management of change including in relation to the Office Accommodation Programme and other strategic programmes:

• Develop critical path for the change

management work • Develop detailed milestones and deliverables

for HR and ICT • The development of required technologies and

improvement of underlying ICT skills across the Council

• Strategic financial advice and planning for costs of achieving the desired outcomes

April 2016 April 2016 March 2019 March 2019

Assistant Chief Executive Assistant Chief Executive Head of Corporate Finance and HR Head of ICT Services Head of Financial and HR Services

ABC8.5 Develop a programme of opportunities to improve service delivery across the council using digital technologies in conjunction with the delivery services. This will include the improvement in work flow of authorisation and administrative processes, as well as a reduction in bureaucracy.

March 2019

Head of ICT Services

41 V5 8.3.2016



Responsible Officer


ABC8.6 Retain Public Services Network security standards compliance which is a mandatory requirement for the council to operate. Including Mobile Device Management, Network Access Control and Review of file shares.

July 2016 July 2017 July 2018

Head of ICT Services

ABC8.7 Further support the agile working arrangements to implement either an upgrade to the current software or introduce new audit management software enabling more real time performance management and a more efficient and effective service

September 2016 Chief Internal Auditor and Corporate Fraud Manager

ABC8.8 a) b)

Ensure robust financial modelling and quality financial advice underpins decision making relating to asset optimisation, particularly in respect of major projects including the Strategic employment site and Office Accommodation Programme. Ensure robust financial modelling and quality financial and performance management advice underpins assessment of alternative service delivery and commercialisation approaches through new trading companies (such as Chapter Homes)

March 2017 March 2017


Head of Financial & HR services/ Head of Planning and Performance

42 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

ACE006 Percentage of Freedom of Information (FOI) and Environmental Information Regulations (EIR) requests responded to within statutory deadlines (20 working days)

Head of Planning and Performance 85%

ACE006a Number of Freedom of Information (FOI) and Environmental Information requests received.

Head of Planning and Performance Tracker Tracker

Tracker

ACE044a Percentage of data protection requests responded to within timescale of 40 working days


85%

ACE44b Number of data protection requests received



ACE059 Number of Internal Reviews Head of Planning and Performance


43 V5 8.3.2016



Responsible Officer

ABC9 Efficient and effective services

ABC9.1 a) b) c) d)

Review our performance management reporting with a view to streamlining and modernising arrangements to ensure efficient as possible and reflect new ways of working:

• Explore opportunities for Oracle Business Intelligence development in relation to corporate PIs

• Develop integrated performance management arrangements for ACE/RES

• Review performance monitoring arrangements for reporting to senior managers and members

• Implement a programme of data quality checks to test quality of performance data to address gaps identified from Internal Audit review programme

March 2017 June 2016 October 2016 June 2016


ABC9.2 Streamline corporate planning arrangements including Council Plan and Sustainable Community Strategy (see action 5.5)

January 2017 Head of Planning and Performance/ Head of Partnerships and Community Engagement

44 V5 8.3.2016



Responsible Officer


ABC9.3 Complete a review of communications and marketing activity across the council including identification and implementation of changes to improve the effectiveness and efficiency of this service

June 2016 Head of Policy and Communications

ABC9.4 Timely and accurate closure of accounts 2015/16 Timely and accurate closure of accounts 2016/17

June 2016

June 2017

Head of Corporate Finance and HR

ABC9.5 Plan for and implement the change to Accounts & Audit Regulations for 2017/18 in terms of bringing forward the closedown and approval processes.

May 2017 Head of Corporate Finance and HR

ABC9.6 Work with Insurance Advisors to ensure that the council complies with the new requirements of the Insurance Act 2016 (around disclosure of material facts).

August 2016 Chief Internal Auditor and Corporate Fraud Manager

ABC9.7 Prepare for the Public Sector Internal Audit Standards (PSIAS) external inspection of the council’s compliance by way of a peer review.

September 2016 Chief Internal Auditor and Corporate Fraud Manager

45 V5 8.3.2016



Responsible Officer


ABC9.8 a) b)

Respond to forthcoming legislative changes for Internal Audit: Review Public Sector Internal Audit Standards with the intention for additional standards to be in force in 2017. Revise the council’s Local Code of Governance following revised guidance from CIPFA/SOLACE for the 2016/17 annual governance review.

March 2017

March 2017

Chief Internal Auditor and Corporate Fraud Manager

ABC9.9 a) b)

Replacement for Discoverer:

• Identify all required reports currently configured using Discoverer that require migration to the new BI reporting tool.

• Detailed development work alongside external

implantation partners ‘Beyond’ to design and implement an appropriate alternative tool and mechanism for all required query reports prior to the planned withdrawal of the current Oracle enquiry tool, ‘Discoverer’.

June 2016 July 2017


46 V5 8.3.2016



Responsible Officer


ABC9.10 a) b)

Migration of HR data from Resourcelink to Oracle:

• Phase 1 - Working with an appointed Implementation Partner ensure the successful completion of the design phase

• Phase 2 - Ensure the successful build and

implementation of the new HR and Payroll system

January -April 2016 May 2016 - April 2017


ABC9.11 Develop Pension Fund Business Plan and implement identified actions.

March 2017


ABC9.12 Consider Government guidance in relation to the ‘pooling’ of Local Government Pension Fund assets and develop an Action Plan in response to the guidance.

December 2016


ABC9.13 Service Efficiency reviews: Implementation of new ways of working, maximising use of technology and restructuring of Revenues and Benefits Service to deliver MTFP savings and minimise impact on customers. Complete Service Efficiency Reviews across Finance and Procurement and implement identified actions

March 2017

December 2016

Head of Financial and HR Services Head of Corporate Finance and HR/Head of Financial and HR Services

47 V5 8.3.2016



Responsible Officer


ABC9.14 Implement corporate Customer Relationship Management software project including integration with internal systems and business process re-engineering.


ABC9.15 Implement an approach to systems integration and middleware to improve the ability to transfer information between systems.


ABC9.16 Use the council’s data to develop new opportunities for service provision, improved reporting, intelligence and decision making.


ABC9.17 Implement a mobile platform to enable applications and systems to be available outside of council premises.


ABC9.18 Implement an approach to authentication of residents to allow secure access to services.


ABC9.19 Continued development of ICT service availability for critical systems including:

• configuration of systems to provide automatic failover where possible;

• Data duplication and transaction logging; • testing of system resilience.


48 V5 8.3.2016



Responsible Officer


ABC9.20 A review of traded services to improve provision to external customers whilst ensuring value for money.

September 2017 Head of ICT Services

ABC9.21 Produce a development strategy which will include methodology for the development of mobile responsive and web-facing apps which meet the needs of the external customer.

December 2016 Head of ICT Services/Head of Policy and Communications (tbc)

ABC9.22 Implement a revised solution for the managed Building Schools for the Future in line with customer requirements.


ABC9.23 Reconfigure the Wide Area Network to meet any changes in expected demand due to the accommodation programme.


ABC9.24 Review of GIS Technology and datasets including documentation and cost models.

December 2016 Head of ICT Services

ABC9.25 Develop in conjunction with all Service Groupings an approach to Business Support Services across the whole council.

December 2016 Head of ICT Services

49 V5 8.3.2016



Responsible Officer


ABC9.26 Invest in the existing desk top technology to deliver more efficient and reliable desktop technologies while reducing deployment and support costs to provide greater flexibility and lower costs. This includes upgrading of operating systems, office suite and collaboration tool.


ABC9.27 Ensure that the procurement of professional support to the Pension Fund is completed:

• Transition Manager • Global Custodian

Following a review of the Strategic Asset Allocation by the newly appointed Pension Fund Advisers with the assistance of the Actuary, the following appointments are completed:

• Investment Manager – Dynamic Asset Allocation (currently a temporary appointment)

• Investment Managers

March 2017 March 2017 March 2018 March 2019


ABC9.28 Review of Social Care applications including Capita 1 and SSID.


50 V5 8.3.2016

Indicator Ref


ABC067a Amount of successful awards for community buildings



ABC067b No of community buildings successfully awarded community building grant



ABC067c Amount of successful awards for community buildings that previously received community grant



ABC067d Number of successful awards for community buildings that previously received community grant



RES/026 % of planned audit assurance reviews delivered

Chief Internal Auditor & Corporate Fraud Manager

90% 90% 90%

RES/LPI/ 010

% Undisputed invoices paid within 30 days to our suppliers


RES/LPI/ 010a

% Undisputed invoices paid within 10 days to our suppliers


RES/048 % agendas dispatched within 5 working days (where access rules apply)

Head of Legal & Democratic Services


51 V5 8.3.2016

Indicator Ref


RES/049 % draft minutes (all meetings) provided within 10 working days

Head of Legal & Democratic Services Tracker Tracker Tracker

RES/050 % Common land searches processed within 5 working days

Head of Legal & Democratic Services Tracker Tracker Tracker

RES/051 % Education appeals heard within code of practice deadlines (30 days - primary 6th July - secondary)

Head of Legal & Democratic Services


RES/043 ICT Service Desk calls opened - volume

Head of ICT Services Tracker Tracker Tracker

RES/044 Service desk calls closed - average per day


RES/046 Average Service desk calls answering time


RES/104 Audit Committee agree service is effective following annual review



RES/105 Cost per chargeable audit day is lower than the CIPFA benchmarking club average

Chief Internal Auditor & Corporate Fraud Manager Tracker Tracker Tracker

RES/106 % of Audit recommendations agreed



52 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

RES/107 % of customers scoring audit service good or above (3 out of 5) where 1 is poor and 5 is very good

Chief Internal Auditor & Corporate Fraud Manager Tracker Tracker Tracker

RES/139 % of draft reports issued within 30 calendar days of field work end


100% 100% 100%

RES/140 % of final reports issued within 14 days of receipt of management response


100% 100% 100%

RES/150

% of Public Liability Insurance claims acknowledged in 5 working days

Chief Internal Auditor & Corporate Fraud Manager 100%

RES/151

% of Public Liability Insurance claims processed within 90 days


100%

RES/152 Average number of days to process a Public Liability Insurance claim



RES/101 % Council Tax Payers using direct debit


RES/102 % Business Rates payers using direct debit


RES/004 Proportion of PCI / Non PCI Compliant Payment Transactions


53 V5 8.3.2016

Objective 4: Support our people through change No. Key Actions Timescale


ABC10 Employee and member wellbeing

ABC10.1 Develop the approach to engaging with all employees, including groups who share protected characteristics:

• Undertake a council wide employee survey in line with agreed scrutiny recommendation

• Develop use of employee focus groups

September 2016 April 2017

Head of Policy and Communications/ Head of Corporate Finance and HR

ABC10.2 a) b)

Ensure compliance with the auto re-enrolment requirements set out by the Pensions Regulator as part of the government’s workplace pension reform agenda:

• Phase 1 - Eligible employees are re-enrolled into the Pension Scheme

• Phase 2 - Eligible employees (previously

subject to transitional delay) are re-enrolled into the Pensions Scheme

May 2016

October 2017


54 V5 8.3.2016

Objective 4: Support our people through change


Responsible Officer

ABC10 Employee and member wellbeing

ABC10.3 Review the council’s approach to wider reward initiatives such as salary sacrifice schemes, voluntary benefits, and discount purchase schemes for employees, aimed at reducing “in work poverty” by increasing disposable household income.


ABC10.4 Review the effectiveness of the current individual performance management and appraisal framework to include the consideration of implications/needs for performance managing more flexible/remote teams

December 2016 Head of Corporate Finance and HR

ABC10.5 Revise the councils Health, Safety and Wellbeing(HSW) Policy to reflect the organisational changes in CMT/EMT structures

April 2016 Head of Corporate Finance and HR

ABC10.6 Develop a revised Health, Safety and Wellbeing strategy and action plan through the HSW group and consultation with service grouping HSW forum members

July 2016 Head of Corporate Finance and HR

ABC10.7 Ensure that the DCC Corporate Health and Safety Policy, supporting codes of practice and guidance documents remain fit for purpose to address current and future Health, Safety and Wellbeing (HSW) challenges and legislative changes

March 2019


55 V5 8.3.2016



Responsible Officer

ABC10.8 Ensure that proactive and reactive audit and inspection programmes are aligned and targeted towards strategic objectives and where evidence, statistics and intelligence indicate risks relating to HSW


ABC10.9 Measure the effectiveness of the health and safety interventions against RIDDOR performance targets and in line with Health, Safety and Wellbeing Strategy action plan


56 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

ACE004 % FTE staff turnover (ACE figures provided quarterly on a rolling year basis

All HOS Tracker Tracker

Tracker

ACE001 Days lost per FTE (rolling annual figure) total for ACE

All HOS Note - need more positive measures

ACE002 Discrete Days lost Per FTE - ACE

All HOS TBC TBC TBC

RES/LPI/ 012

Days /Shifts lost to sickness absence – all services including school staff


TBC TBC TBC

RES/LPI/ 012/a

Days /Shifts lost to sickness absence – all services NOT including school staff


TBC TBC TBC

RES/011 % Performance Appraisals Completed (excluding schools)


TBC TBC TBC

RES/052 % posts with no absence (excluding SCHOOLS)


RES/019/a

% of sickness absence which is short-term


Tracker Tracker

Tracker

RES/019/b

% of sickness absence which is medium-term


Tracker Tracker

Tracker

RES/019/c

% of sickness absence which is long-term


Tracker Tracker

Tracker

RES/020 % of Time Lost to Sickness in Rolling Year


Tracker Tracker

Tracker

57 V5 8.3.2016

Indicator Ref


Targets 2016/17 2017/18 2018/19

RES/021 (a-l)

Breakdown of employee absence by sickness reason


Tracker Tracker

Tracker

RES/023 Number of days lost to sickness (Rolling Year)


Tracker Tracker

Tracker

RES/127 Staff Buying Annual Leave Gross Value


Tracker Tracker

Tracker

RES/128 Staff Buying Annual Leave Number of Staff Participating


Tracker Tracker

Tracker

RES/036 NO of RIDDOR incidents reported to the HSE


Tracker Tracker

Tracker

RES/041 Number of days lost as a result of work related ill health


Tracker Tracker

Tracker

RES/042 Number of days lost as a result of work related accidents


Tracker Tracker

Tracker

58 V5 8.3.2016



Responsible Officer

ABC11 A strategic approach to organisational development

ABC11.1 a) b) c) d)

Undertake review of key travel and subsistence policies within the council, aimed at establishing a framework better suited to more flexible working and cost avoidance for travel in the county, to include:-

• Review of excess travel policy

• Review of car mileage arrangements

• Review of travel and subsistence policy

• Review of mobility clauses in contracts of employment

April 2016 April 2016 December 2016 March 2017


ABC11.2 Develop an approach to review the Pay and Reward structure to identify any opportunities to introduce greater flexibility in the council’s Pay and Reward framework in-line with the council’s annual pay policy statement


59 V5 8.3.2016



ABC11 A strategic approach to organisational development ABC11.3 a) b) i) ii)

Establish a ‘risk based’ approach towards workforce development planning for the council that uses analytics to determine current workforce trends, and predict the likely future workforce. Improving the opportunity for managers to effectively plan in relation to the workforce through developing the Business Intelligence module for managers to access a suite of workforce data via their desktop including appraisals and sickness

Developing a corporate approach for workforce planning which supports service groupings:

• to identify critical roles and occupational

groupings to deliver future council services based on MTFP savings and council priorities

• to develop a risk based approach to workforce

planning which includes flexibility of job roles, succession planning and the workforce implications when commissioning or changing services

April 2016

November 2016

April 2017

Head of Financial and HR Services Head of Corporate Finance and HR Head of Corporate Finance and HR

60 V5 8.3.2016



ABC11 A strategic approach to organisational development ABC11.4 Review the council’s approach to policies to support

and promote work life balance and identify opportunities for improvement

September 2017 Head of Corporate Finance and HR

ABC11.5 Review the effectiveness of the Elected Member Development Programme in line with Personal Development Reviews (PDR’s) and council priorities maximising regional and technological opportunities.


ABC11.6 Develop an Elected Member induction programme following the 2017 elections including:

• The constitution • Decision making • Scrutiny • Key services

May 2017 Director of Resources/Assistant Chief Executive

ABC11.7

Review corporate management development to meet organisational priorities and the changing needs of the organisation linked to corporate values and the office accommodation programme.


61 V5 8.3.2016



ABC11 A strategic approach to organisational development ABC11.9 Review approach to the council’s values. April 2017


ABC11.10 Support the council’s Youth Employment Group to increase employment opportunities for young people through apprenticeships and work experience opportunities.


62 V5 8.3.2016

Indicator Ref


ACE003 Performance appraisals completed (as recorded on Myview) ACE

All ACE HOS TBC TBC TBC

ACE003a

Performance appraisals completed (as recorded on Myview) PACE

Head of Partnerships & Community Engagement

TBC TBC TBC

ACE003b

Performance appraisals completed (as recorded on Myview) P&C

Head of Policy and Communications TBC TBC TBC

ACE00 3c

Performance appraisals completed (as recorded on Myview) P&P

Head of Planning and Performance TBC TBC TBC

ACE040 Number of new community social enterprises created (Durham Ask)


41 (Total of 55 by

March 18)

ACE057 Number of internal news updates issued

Head of Policy and Communications Tracker Tracker Tracker

ACE058 Number of intranet news items published


ACE063 % of relevant staff attending corporate level staff meetings/events


ACE064 Number of Member communications


63 V5 8.3.2016

ALTOGETHER WEALTHIER

Objective: Sustainable Neighbourhoods and Rural Communities No. Key Actions Timescale


W8: Improved infrastructure to support economic growth in rural areas

AW8.1 Deliver the programme to provide superfast broadband to all businesses, homes and communities in the county and work with commercial providers and central government to improve mobile phone coverage in the county. Phase 1 ends September 2016, phase 2 ends September 2018.


Objective: Competitive and Successful People No. Key Actions Timescale


W9: Increased numbers of people in employment and training

AW9.1 Create an Apprentice Training Agency to support young people to work in the ICT industry by working with external organisations.

April 2016 Head of ICT Services

64 V5 8.3.2016

ALTOGETHER SAFER

Objective: Protect vulnerable people from harm No. Key Actions Timescale


S5: Community and organisational resilience for emergency preparedness, response and recovery

AS1 Promotion of community resilience to existing youth groups including armed forces, emergency services, guides and scouts through the Community Safety Award

July 2016


AS2 Building Community resilience to Emergencies: Working with local communities to develop and ensure Community Resilience plans are in place, including training in relation to activation of plan.

April 2017 Head of Policy and Communications

Indicator Ref


Targets 2016/17 2017/18 2018/19

ACE030 Number of community members attending community resilience briefing sessions

Head of Policy and communications Tracker Tracker Tracker

ACE062 Number of emergency incident call-outs

Head of Policy and communications


65 V5 8.3.2016

Objective: Implement measures to promote a safe environment No. Key Actions Timescale


S10: Improved understanding of open water safety

AS3 Complete the open water safety assessment process in line with policy requirements, for all priority, foreseeable risk locations across the county


66 V5 8.3.2016

7. Risk Management

Consideration has been given to the service strategic risks when developing the service plan and any actions agreed by services to mitigate their significant risks are included as a planned action in the service plan.

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8. Glossary

AAP Area Action Partnerships LRF Local Resilience Forum ABC Altogether Better Council MTFP Medium Term Financial Plan ACE Assistant Chief Executive NHS National Health Service AGS Annual Governance Statement NHSFT NHS Foundation Trust AWH Adults, WellBeing and Health NEAS North East Ambulance Service BI Business Intelligence NECA North East Combined Authority BME Black and minority ethnic NS Neighbourhood Services CAS Children and Adult Services ONS Office for National Statistics CIPFA Chartered Institute of Public Finance and

Accountancy OSC Overview and Scrutiny Committee

CCU Civil Contingencies Unit OSMB Overview & Scrutiny Management Board CDD County Durham & Darlington PACE Partnerships and Community Engagement CDDFT County Durham & Darlington Foundation Trust PDR Personal Development Review CDP County Durham Partnership P& C Policy and communications team CMT Corporate Management Team PC Personal Computer COMAH Control of Major Accident Hazards PCI Payment Card Industry CRM Customer Relationship Management P&P Planning and Performance team DCC Durham County Council PPP Policy Performance & Planning DCRO Durham County Record Office PSED Public Sector Equality Duty DDA Disability Discrimination Act RES Resources DIG Development and Implementation Group RHS Royal Horticultural Society DLI Durham Light Infantry RIDDOR Reporting of injuries, diseases & dangerous

occurrences DWP Department for Works & Pensions RIPA Regulation of Investigatory Powers EIA Equality Impact Assessment RMT Resources Management Team EIR Environment Information Request SCS Sustainable Community Strategy EMT Extended Management Team SDP Safe Durham Partnership FOI Freedom of Information SIRO Senior Information Risk Owner FTE Full Time Equivalent SMEs Small & Medium Sized Enterprises GIS Geographic Information System SMS Short Message Service HR Human Resources SOLACE Society of Local Authority Chief Executive

HRA Housing Revenue Account SSC Safer and Stronger Communities

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HSE Health & Safety Executive SSID Social Services Information Database ICT Information Communication Technology TEWV Tees, Esk & Wear Valley Foundation Trust IPG Improvement Planning Group VAT Value Added Tax VfM Value for Money IER Individual Electoral Registration JSNA Joint Strategic Needs Assessment VCS Voluntary Community Sector LCTRS Local Council Tax Reduction Scheme VC Victoria Cross LDS Legal & Democratic Services WW1 World War One LGC Local Government Chronicle

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9. Contact details

Any comments or queries about this document can be directed to: Corporate Performance Assistant Chief Executive’s Office County Hall Durham DH1 5UF Telephone: 03000 268027 E-mail: [email protected]

03000 268027

[email protected]

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Documents

Service Plan Assistant Chief Executive’s and Resources ... · Assistant Chief Executive Core purpose and aims of the service The Assistant Chief Executive (ACE) Service Grouping