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 |
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City Leadership |
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1 |
Lead on the organisational change programme attached to the reform of local government. |
LGR |
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2 |
Engage and provide strategic advice and technical support to the local government reform regional implementation structures (including the Regional Transition Committee, Regional Operational Board and technical implementation groups) |
LGR |
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3 |
Establish and oversee implementation of the work plan for the regional Financial Planning Sub-Group and regional Financial Guidance and Audit Sub-Group |
LGR |
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4 |
Support the Council’s engagement and input to the work of the Regional Systems Convergence Working Group |
LGR |
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6 |
Oversee the process of detailed due diligence and baseline verification of the resources (budget and staffing) and assets and liabilities attached to the functions and powers transferring from central to local government |
LGR |
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5 |
Provide technical support and advice in relation to regional preparations for systems convergence linked to the transfer of functions and powers |
LGR |
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7 |
Oversee the Council’s preparation for the transfer and integration of new central government functions |
LGR |
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8 |
Ensure that an integrated approach is taken to addressing the key organisational support issues and planning requirements for local government reform |
LGR |
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9 |
Support the Council’s performance and programme management infrastructure and prepare for the performance management of transferring functions (to include planning, regeneration, service standards) |
LGR |
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10 |
Prepare for emerging legislative and governance changes including the review of BCC governance and political management arrangements (and review Audit Panel role/Committee arrangements in light of new governance arrangements) |
LGR |
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Economy |
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11 |
Implement the non capital elements of the Super Connected Belfast project |
IP |
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12 |
Sustain and enhance the rates base and manage the rate setting process including developing a programme of work on ongoing debt and vacant property |
IP |
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13 |
Improve payment systems to ensure we pay 90% of our creditors within 28 days to support the local economy |
IP |
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Improving Our Services |
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14 |
Prepare the Department for the LGR boundary extension by designing and delivering a budget and transition plan for services and resources merging across the new council area on 1st April 2015. |
LGR |
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15 |
Deliver the corporate Efficiency Programme in order to maintain the district rate increase at, or below, the rate of inflation |
IP |
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Financial Planning |
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16 |
Manage financial planning for local government reform (to include the capital financing strategy and financial planning for new Council) |
LGR |
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17 |
Prepare for the 2015/16 rate setting process (to include guidance to departments, medium term financial plan, funding allocation model for transfer of functions) |
LGR |
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18 |
Develop a reporting framework for financial reporting to the Shadow Council in 2014/15 |
LGR |
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19 |
Develop a financial governance framework for the new Council (to include financial regulations and Account Manual) |
LGR |
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20 |
Provide support and guidance on the finance stream of the Leisure Transformation Programme |
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21 |
Implement the financial management arrangements for the Capital Programme including the Belfast Investment Fund and the Local Investment Fund |
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22 |
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23 |
Implement a financial improvement programme in relation to debtors |
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Information Management |
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24 |
Undertake the necessary ICT preparations linked to the transfer of new functions and the extension to the Council boundary |
LGR |
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25 |
Continue to improve information management processes in the Department |
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26 |
Develop an ICT Strategy and Plan to support the delivery of the Council’s priorities |
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27 |
Develop a mobile and online programme of work in line with new ICT strategy |
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28 |
Implement actions form the Information Governance Group |
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29 |
Continue to integrate systems with the corporate common address database and Gazetteer |
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30 |
Develop an approach and specification for the purchase of a replacement HR/Payroll system and implement the system |
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31 |
Procure a corporate property information system |
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Planning & Performance |
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32 |
Further enhance the performance and accountability framework in the Council in the context of community planning |
LGR |
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Communication and Engagement |
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33 |
Improve internal communications across the department |
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Governance & Risk |
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34 |
Plan for the implications of the transfer of functions and boundary changes on the Audit, Governance and Risk Management Service (including the Health and Safety Unit) |
LGR |
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35 |
Provide assurance on the Council’s approach to preparing for the transfer of new functions and powers and the extension to the Council boundary |
LGR |
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36 |
Include provision for new functional areas and integrated reporting within the action tracking, risk management and audit management system |
LGR |
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37 |
Provide support and guidance on the audit, assurance and risk requirements of the Leisure Transformation Programme |
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38 |
Implement recommendations arising from the external review of the Council’s Health and Safety service |
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3.0 Key performance indicators for 2014/15
3.1 Environment
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Performance Indicator |
Annual Target |
Annual Target |
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% Volume of Colour Print – Corporate Total % Volume of Duplex Print – Corporate Total % Volume of Colour Print – Dept Total % Volume of Duplex Print –Dept Total |
30% 40% 30% 40% |
30% 40% 30% 40% |
3.2 Improving our Services
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Performance Indicator |
Annual Target |
Annual Target |
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Number of complaints received - All Corporate Total |
0 |
0 |
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% Complaints that met response target– All Corporate Total |
100% |
100% |
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Number of complaints received – Departmental |
0 |
0 |
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% Complaints that met response target– Departmental total |
100% |
100% |
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Value of efficiency savings captured as part of the estimating process |
£2m |
£2m |
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Variance between actual efficiencies against target |
100% |
100% |
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Number of transactional based activities which are e-enabled |
No target |
TBA |
3.3 Human Resources
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Performance Indicator |
Annual Target |
Annual Target |
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Average number of working days lost due to absence – Dept Total |
7.44 days |
7.44 days |
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% staff across the department with an up to date PDP - Part 1 Process |
90% |
90% |
3.4 Financial Planning
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Performance Indicator |
Annual Target |
Annual Target |
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% Compliance of GRN’s after invoicing – Corp Total % Compliance of GRN’s after invoicing – Dept Total |
75% 75% |
75% 75% |
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% Compliance of PO’s raised on time – Corp Total % Compliance of PO’s raised on time – Dept Total |
90% 90% |
90% 90% |
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% Debt less than 90 days old |
65% |
65% |
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% Increase in the District Rate |
0% |
At or below inflation |
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% variance between actual net revenue expenditure and budgeted net revenue expenditure (in year) [Qlikview] (Corporate) |
-2.00% to +1.00% |
-2.00% to +1.00% |
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% variance between forecast net revenue expenditure and actual net revenue expenditure (year end) [Qlikview] (Corporate) |
-2.00% to +1.00% |
-2.00% to +1.00% |
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% creditors paid within 28 days [Qlikview] (Corporate) |
90% |
90% |
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3.5 Information Management
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Performance Indicator |
Annual Target |
Annual Target |
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% Time Key Systems available (Uptime) |
100% |
100% |
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Number of systems aligned to the Gazetteer |
No target |
TBA |
3.6 Policy, Planning and Performance
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Performance Indicator |
Annual Target |
Annual Target |
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% PIs updated – Corporate total % PIs updated–Departmental total % PIs on target – Corporate total % PIs on target – Departmental total |
85% 85% 70% 70% |
85% 85% 70% 70% |
3.7 Governance & Risk
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Performance Indicator |
Annual Target |
Annual Target |
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% AGRS Plan completed annually |
70% |
70% |
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Number of RIDDOR accidents |
48 |
Monitoring indicator |
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% H&S recommendations fully implemented – Corporate Total |
80% |
80% |
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% H&S recommendations fully implemented-- Department Total |
80% |
80% |
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% H&S Plan completed annually |
75% |
75% |
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Number of workplace accidents |
380 |
Monitoring indicator |
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% Workplace Health & Safety inspections |
80% |
80% |