PERFORMANCE REVIEW OF CORPORATE SERVICES DIRECTORATE 2002/2003 SERVICE PLAN

Key objectives for the Directorate

Key Objectives /

Achievements / Comments

SERVICE LEVEL AGREEMENTS AND SERVICE STANDARDS
  • Re-instigate negotiations with customer directorates to determine the level of services required, based upon actual need
PERFORMANCE MANAGEMENT AND BENCHMARKING
  • To increase the frequency with which performance is monitored in order to take action to rectify any areas which are performing poorly as soon as possible
  • Each service area to undertake process benchmarking, with results being developed into actions to feed into the following year's service planning process
CONSULTATION & COMMUNICATION
  • Develop an annual consultation plan and customer satisfaction index
  • Develop service specifications
  • More effective use of the councils Intranet site
  • All service areas to have team meetings on at least a monthly basis
  • All members of staff to be appraised by 31st December each year
  • Biennial staff satisfaction survey to be conducted

INNOVATION & PARTNERSHIP

  • Continue the co-ordinated roll out of the customer contact strategy in accordance with the 5 year plan
  • Work in collaboration with national, regional and sub-regional groups to develop and influence E-Government policy and lever Local Government online funds to maximise potential for delivering Electronic Service delivery
  • Legal Services partnership – draw up specification, invite to tender, evaluate and monitor contract
  • Explore potential for partnerships across the Directorate
  • Develop a corporate business case for tele-working
  • Further development of the SAP system
  • Engage in further soft market testing with alternative providers / potential partners for service improvements

STAFF DEVELOPMENT & MANAGEMENT

  • Job descriptions, person specifications and selection procedures to be reviewed for all future team leader appointments
  • Consider potential for establishing a recruitment pool for temporary jobs
  • Rolling programme of staff training to be compiled each year
  • Quarterly newsletters to be issued to staff about developments in the Directorate
  • Implement delegated budget management

CHANGE MANAGEMENT

  • Devise a methodology for successful change management
  • Produce a discussion document putting forward proposals to strengthen the roles of senior and middle managers
  • Finalise the development of a project management tool (Prince 2) as part of the change management process
  • Implementation of the benefits verification framework
  • Undertake a fundamental review of support to democratic services
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  • A draft SLA guiding principles has been prepared for consideration by Directors team with a view to establishing ground rules for the operation of delegated budgets for SLA's from 2003/04 and resurrecting the SLA process. Draft SLA's will be provided to directorates by 30th November, 2002
  • A dedicated account manager has been nominated from within Corporate Services as the focus for customer liaison
  • Operational performance Improvement plans are monitored electronically with exceptions reported monthly to senior managers and quarterly reporting on actual performance. This monthly monitoring includes most of the BVPI's as they are incorporated into the operational PIPs
  • Strategic performance improvement plans and management PI's are monitored via electronic forms on a quarterly basis and reported to senior managers
  • Best value performance indicators are reported quarterly via pro formas to senior managers and Q & P Scrutiny Committee
  • ALL performance on an exception basis is reported quarterly to Directors. Performance briefings with the Chief Executive / Leader of the Council / Lead Member for Corporate Services and the Director of Corporate Services take place on a quarterly basis
  • Corporate Services and Housing will be piloting the new electronic system for monitoring performance throughout the City Council (SPIN)
  • Ongoing as part of Best Value Reviews
  • Some operational PIPs include benchmarking as a target
  • Variable success as benchmarking information is very difficult to obtain
  • Reports are produced on the latest Best Value reviews to provide information on current best practise
  • Annual consultation plan included in the 2002/03 Service Plan as a rolling programme. Publication of first Directorate customer satisfaction index is due December 2002
  • Service specifications are being included in service level agreements from 2003/04
  • Significant increase in the use of the Intranet within the directorate some examples include: Senior Management Group minutes, team leaders minutes, project specific details eg. strategic partnering initiative, newsletters, grapevine
  • Achieved
  • Appraisals are taking place and being scheduled in but there is a need to reinforce
  • New survey due June 2002 held in abeyance pending the outcome of the strategic partnership initiative
  • Target date end of 2005 currently the programme is on target
  • Successfully achieved further Pathfinder funding for E-Government dissemination.
  • Awaiting outcome for allocation of national E-Government project
  • Achieved, partnership now operational
  • This is now being reviewed as part of the strategic partnering initiative
  • Paper to Directors setting out the position. Pilot within Corporate services 2002 further rollout expected during 2003
  • SAP recruitment implemented. Training and event management on target to be implemented January 2003. Property management awaiting report by Development Services on the way forward. Stores – a detailed proposal submitted to Social Services for evaluation for their Aids store
  • Continuing via the strategic partnering initiative
  • Ongoing, job descriptions and person specs are now electronic. As posts are vacated line managers review and update and personnel update with latest policies eg. health & safety
  • Not achieved, discussions to continue between senior management and personnel
  • Achieved in some areas but closely linked with staff appraisals which there is a need to reinforce
  • Regular newsletters are sent to staff relating to any new initiatives for eg. strategic partnering. Team leaders attend quarterly meetings with senior management group from which they disseminate information. An intranet site has yet to be established linked to the quarterly team leader meetings
  • Not yet achieved - Some budget managers have been identified but needs to be formally agreed for the Directorate. Training taking place for identified budget managers
  • Achieved, documented and circulated to senior management
  • Report to cabinet on Peer review. This element is now incorporated into the Peer review action plans
  • Achieved, circulated discussion paper on corporate approach to project management to senior management group. Project management training courses devised and ready to be rolled out
  • Achieved
  • Near completion, final report to be submitted to cabinet November, 2002

OPERATIONAL PERFORMANCE IMPROVEMENT PLANS

2002/03 MAIN ACHIEVEMENTS

  • Removal of mainframe and Sequent 2000 series machines
  • Implementation of call centre support for Registrars
  • Implement, train and pilot new IT help desk system
  • Integration of an active directory into the help desk system to improve front line service
  • Establish and implement a project management support office
  • Implement new methods of project management within IT Net and Salford Advance
  • Implement new business rates system
  • SAP recruitment implemented
  • Production of: 5 year financial capital strategy, financial plan / budget strategy and 3 year revenue strategy
  • Purchasing savings of £250k
  • Customer care training for all FSG and Emerge staff dealing with enquiries
  • Legal services partnership
  • Emergency planning – 3 staff per Directorate trained
  • Implement electronic performance monitoring
  • Final accounts closure by 31/8/02
  • Launch and roll out European Computer Driving Licence qualification training
  • Implementation of a 5 year framework agreement on procurement of IT hardware and services
  • Development of accountancy consultation plan
  • Establish regular meetings with legal services and key directorate staff

OPERATIONAL PERFORMANCE IMPROVEMENT PLANS

2002/03 TARGETS UNACHIEVED / DELAYED

TARGET
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COMMENTS

  • E-Procurement
  • Payroll system issues
  • Support Services Benchmarking: Out of hours emergency, postal service, reception, switchboard
  • Support Services central reception
  • Legal Services administrative support
  • Land charges
  • Elections
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  • Initial discussions took place April 2002, but due to other priorities of payroll and ALMO and a high level of staff turnover on the Emerge team work on E-Procurement has been deferred
  • A considerable amount of work has been undertaken to alleviate issues:
-The link between SAP HR and financials: new reports have been developed and in the final stages of testing and amendments already made are resulting in easier reconciliation
-Management reporting requirements: specific report providing information for schools has been developed, training on the running of the reports has taken place, other report requirements are being developed
-Review HR training and schedule courses: delayed due to Emerge staff turnover now scheduled to commence November 2002
-Security access to SAP: Delayed due to Emerge staff turnover and other priorities ie. ALMO
-Multiple employments: Initial testing undertaken target date amended to January 2003
  • Comparable data is very difficult to obtain and as a result these targets may not be achieved
  • Target superseded by the agreement with Development Services to take over responsibility for the provision of the service which is now completed and the receptions are combined
  • Delayed while awaiting outcome of the review of word processing support which could result in spare capacity
  • Salford Advance business process re-engineering team have produced draft report reviewing land charges processes and action plan can now be formulated
  • Initiatives relating to democratic awareness for pupils are delayed until after October due to a member of staff being on maternity leave. Targets relating to community links are delayed mainly due to involvement in the Ward Boundary review