Minutes:
2.0 Key actions for 2014/ 15
The activities and performance indicators outlined in the following two sections demonstrate what the Department will do to implement its value creation map and therefore how it will contribute to the Council’s corporate value creation map.
Updates on project milestones and on performance indicators (Section 3) are reported to DMT on a quarterly basis and are used to inform Committee reports.
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2014-15 Action |
LGR or Investment Programme |
|
City Leadership |
|
1 |
Support the delivery of the Investment Programme We will support the year 3 delivery of the Council’s 2012 – 2015 Investment Programme, providing information on the achievements of the first two years of the programme and what is being undertaken in year 3. This will include the provision of communications, HR, policy, legal and administrative support as required. |
IP |
2 |
Leisure Transformation Programme Lead on the development and implementation of the communications, HR and legal elements of the leisure transformation programme. |
IP |
3 |
Belfast Investment Fund Provide ongoing legal advice on large city wide projects, for example Royal Exchange, University of Ulster campus, Sprucefield, Girdwood Community Hub and Waterfront Hall extension. |
IP |
4 |
Capital Programme Provide appropriate legal advice to ensure the successful delivery of the capital programme. |
IP |
5 |
Transfer of Functions Oversee the Council’s preparation for the transfer and integration of new central government functions, including legal, HR and policy support. |
LGR |
6 |
Governance Support the work of the Statutory Transition Committee (until June 2014) and shadow council (from June 2014) in preparing the organisation for the implementation of local government reforms. Some of the main strands of work are as follows: · Prepare for and administer the local elections to the Shadow Council in May 2014 · Support and administer the Shadow Council and committees during the shadow period from June 2014 – March 2015 · Continue to review council governance arrangements, including a review of committee system, standing orders and the constitution during the shadow council year from June 2014. |
LGR |
7 |
Community Planning Prepare the council for the new duty of community planning to enable the council to have commenced the community planning process by April 2015. Key strands of this work include:
|
LGR |
8 |
Members’ Capacity Prepare the members through a capacity building programme to enable effective decision making in the new Council. This includes the agreement and implementation of the capacity building plan for members in preparation for the return of additional areas and functions (for example regeneration and spatial planning) to the Council under LGR. |
LGR |
9 |
Legislative Working Group (Regional) Shape and inform the regional primary and subordinate legislative programme, ensuring that the best interests of local government and Belfast City Council are pursued. |
LGR |
10
|
Regional HR Advice Engage and provide strategic advice and support to the Local Government Reform Joint Forum and regional HR Working Group. |
LGR
|
11 |
Strategic Planning Develop an approach to creating a strategic framework (as part of the Council’s organisational development strategy and in the context of creating a new corporate plan and community plan for Belfast) showing the way in which the processes of community planning; corporate planning; policy development; communications and engagement; and organisation development and design will be better integrated to support effective strategic management of the council and the city. This approach will seek to ensure alignment to/inclusion of departmental work on international marketing, anchor institutions, the review of the brand narrative, the review of marketing and identify short-term improvements. |
LGR |
|
Economy |
|
12 |
As part of the investment programme commitment to provide 200 employment opportunities at no additional cost to the ratepayer, the department will work with other departments to create the final number of job opportunities required to reach this target. |
IP |
13 |
As part of the investment programme commitment to provide 400 work placement, internships and apprenticeship opportunities within BCC with a focus on graduates and young long-term unemployed and disabled people, the department will work with other departments to ensure the target of 400 opportunities is reached at the end of this year. |
IP |
14 |
Giro d’Italia 2014 In partnership with the NI Tourist Board, promote, market and provide legal advice for the city hosting the first 3 stages of the Giro d’Italia 2014. |
|
15 |
Tall Ships 2015 Develop and agree in-house communications, marketing and legal advice for the Tall Ships Challenge 2015. |
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|
Improving Our Services |
|
16 |
Local Government Reform – Service Convergence Prepare the Department for LGR service convergence to reflect the changes required by boundary extension. |
LGR |
17 |
Efficiency Reviews Review organisation design and employee costs (overtime, agency and working arrangements) to support the delivery of corporate objectives; enhanced service delivery and the achievement of efficiency savings. |
IP |
18 |
Marketing Support the review of the strategic approach to marketing in the Council and help to implement the findings. |
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|
Financial Management |
|
19 |
Local Government Reform Undertake the financial requirements of local government reform to ensure the successful transition to the new council in 2015. For the Chief Executive’s Department, this includes the implementation of the severance scheme for members. |
LGR |
|
Human Resource Management |
|
20 |
Local Government Reform Undertake the HR and OD requirements of local government reform to ensure the successful transition to the new council in 2015. |
LGR |
21 |
Organisational Development Strategy Continue to implement the OD programme of work associated with the organisation development strategy, focussing on:
|
|
22 |
Departmental Review Undertake a review of the department to ensure it has fit for purpose capacity, organisation structures, working practices and skills in the right place at the right time and that it is managing all resources effectively and efficiently. This review will have to be conducted within the context of strategic planning and organisation development priorities, new governance arrangements, organisation redesign and the efficiency programme. |
LGR |
23 |
Lord Mayor’s Unit Undertake, implement and review a fit for purpose review of the Lord Mayor’s Unit to ensure it is capable of fulfilling the requirements needed to support the responsibilities of the Lord Mayor. |
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|
Information Management |
|
24 |
Website - online transactions Continue to develop our online transactions to improve the service availability to our customers |
|
25 |
Social Media Enhance our social media service, including the introduction of using social media for formal consultation and engagement |
|
26 |
Reduce paper usage Continue to look at ways of reducing the use of paper in the Council through improving the use of technology in the Chief Executive’s Department. |
|
27 |
Corporate HR Payroll System Contribute to the development of the new corporate HR Payroll/ IT system as part of the ICT Strategy (Purchase of system led by Finance and Resources). |
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|
Policy, Planning & Performance |
|
28 |
Local Government Reform Undertake the policy and planning requirements to ensure the successful delivery of local government reform. This will include: · Develop a timeframe for public, councillor and staff consultation exercises that takes into consideration the imminent changes to the organisation · Develop a corporate plan for the shadow council and prepare a corporate plan for the new council. · Review of approach to planning in organisation to incorporate organisational changes and new powers. · Under take an audit of current council policies that will be relevant to agreements around service convergence and transfer of functions, including the transfer of staff |
LGR |
|
Communications |
|
29 |
Local Government Reform Oversee the communications plan for local government reform, including: · updates through interlink, BCC web site, Intercom, City Matters and other channels · Extend City Matters into new areas · Full range of communications activity following election of new council · A-Z of council services for new residents |
LGR |
|
Asset Management |
|
30 |
Local Government Reform Agree and implement service convergence, staff transfer and functional transfer arrangements, in relation to HR, policy, legal and communications activity. Some of the key strands of work here include: Undertake due diligence on contractual arrangements and the transfer of assets. |
|
|
Assurance, Governance & Risk |
|
31 |
Local Government Reform Legislative Programme (Internal) Provide internal legal advice and guidance in preparation for local government reform. |
|
32 |
Information Governance Provide strategic support for the development of a corporate information management strategy and for the creation of a central intelligence repository. |
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3.0 Key performance indicators for 2014/15
3.1 Environment
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
% volume of colour print
|
30% |
30% |
% volume of duplex print
|
40% |
40% |
3.2 Economy
Annual Target |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
Number of employment opportunities created
|
60 |
30 (final year of a 3 year target of 200) |
Number of work placement, apprenticeship and internship opportunities created
|
170 |
170 (final year of a 3 year target of 400) |
3.3 Improving our Services
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
Overall satisfaction with Council services
|
78% |
TBC |
% complaints that met response target - departmental |
100% |
100% |
Number of complaints received |
0 |
0 |
3.4 Human Resources (Corporate)
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
Average number of working days per employee lost due to absence – Corporate target
|
10 |
10 |
Average number of working days per employee lost due to absence – departmental target
|
8.28 |
8.28 |
% Members with PDPs (corporate)
% staff across the department with a current PDP
|
70% 90% |
70% 90% |
3.5 Governance & Risk
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
Percentage of prosecutions successfully prosecuted % health & safety recommendations implemented |
85% 80% |
85% 80% |
3.6 Financial Planning
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
% revenue between actual net revenue expenditure and budgeted net revenue expenditure
|
+1 / -2% |
+1 / -2% |
% variance between forecast net expenditure and actual net revenue expenditure
|
+0.5 / -2% |
+0.5 / -2% |
% variance between forecast capital expenditure and actual expenditure
|
+ / - 10% |
+ / - 10% |
% compliance of purchase orders raised on time
|
90% |
90% |
% compliance for GRN against the supplier invoice |
75% |
75% |
3.7 Policy, Planning & Performance
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
% PIs with valid data collected and reported upon
|
85% |
85% |
% PIs on target
|
70% |
70% |
3.8 Communications
Performance Indicator |
Annual Target 2013/ 14 |
Annual Target 2014/ 15 |
Visits to Council website |
1.5 million PA |
135,000 pcm |
Number of followers of Council’s Twitter site |
20,000 |
30,000 |
Number of fans of Council’s Facebook site |
15,000 |
20,000 |
Revenue from advertising in City Matters Society Of IT Managers (SOCITM) website ranking |
£14,000 3 |
£14,0004 4 |
Opening rate of email marketing material |
New PI |
20% |
Twitter online influence score (Klout Score) |
New PI |
60% |