Agenda item

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:

• Provide strategic policy and planning support to the creation of a city-wide community planning framework
• Provide policy support as required (through NILGA or other regional structures) on the development of the statutory guidance for community planning.
• Research and commence the development of a shared data hub that will allow the key partners in the community planning partnership to share data relevant to the development and monitoring of a community plan.

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.

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.

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:

• Organisation (service delivery models; governance; and organisation structure)
• Leadership (capacity building; diversity; managing change; managing performance; effective communications and engagement
• Management (building managers’ capacity to ensure value for money service delivery; customer focus; meeting efficiency targets; and effective management of staff)
• Skills (build skills in relation to new powers, changing needs and priority areas such as community planning, regeneration, planning, commercial focus, managing programmes and projects)

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.

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).

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.

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

% volume of colour print

30%

30%

% volume of duplex print

40%

40%

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)

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

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%

Performance Indicator

Annual Target 2013/ 14

Annual Target 2014/ 15

Percentage of prosecutions successfully prosecuted

% health & safety recommendations implemented

85%

80%

85%

80%

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%

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%

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%