Corporate Services Business Plan 20015/16- Day to Day Tasks. Corporate Services, Performance Management. Signed off: G Walsh

Transcription

1 Corporate Services Business Plan 20015/16- Day to Day Tasks Directorate: Officer: Corporate Services, Performance Management Gary Walsh, Deputy Chief Fire Officer Signed off: G Walsh The purpose of the Annual Plan and accompanying Business Plans is to provide our communities with information on how we will deliver our aims and objectives in the coming year, in order to achieve our vision of, Achieving safer and more sustainable communities. We will be judged to be successful if we deliver: Strategic Aim No 1: To deliver quality services within available resources Strategic Objective 1: Prevent loss of life and injuries in our communities Strategic Objective 2: Protect our communities against economic, property or heritage loss Strategic Objective 3: Respond effectively and safely to incidents with appropriate planned resources Strategic Objective 4: Deliver cost effective services which focus on community risk and customer needs at a price the local community can. Strategic Aim 2 To ensure a competent, diverse, safe and valued workforce Strategic Objective 5: Embed and embrace equality and diversity principles in all that we do Strategic Objective 6: Attract and retain high calibre and committed staff and help them develop professional skills and competence to meet our business needs Strategic Objective 7: Maintain and improve the standards of health, safety and welfare of our staff and provide a safe and secure workplace. The current day-to-day tasks action sheet plan is based upon the resource facilities being available within Corporate Services and the effective service wide support for Corporate Services initiatives. The following day-to-day tasks action sheet is based upon agreed levels of priorities based upon risk potential and statutory requirements.

2 Strategic Objective 4 - Deliver cost effective services which focus on community risk and customer needs at a price the local community can Projects 1 Continue to develop, implement and maintain ESFRS s project management systems in accordance with recognised good practice 01/04/15 31/03/16 Project management systems To support the Fire Authority s overall Governance 2 Identify project risks, maintain RAID logs for Project Boards 3 Prepare the quarterly report on project risks above a "6" and submit to CMT and S&A." 4 Develop and support programme management for ESFRS 5 Produce quarterly project progress reports for CMT, FA and Panels 6 Prepare the Corporate Projects list for next financial year 01/04/15 31/03/16 Effective risk management 01/04/15 31/03/16 Effective risk management 01/04/15 31/03/16 Effective programme management Project risks are mitigated To support the Fire Authority s overall Governance and scrutiny To support the Fire Authority s overall Governance 01/04/15 31/03/16 More in depth report Raised awareness as to progress of projects 01/01/16 31/01/16 Project programme Project programme agreed 1

3 Strategic Objective 4 - Deliver cost effective services which focus on community risk and customer needs at a price the local community can Service Planning Business Plans for current year 1 Manage the Service planning process by assisting managers to produce Corporate/ Directorate Business Plans Borough/Station Plans 2 Manage the target setting process by assisting managers to produce targets for inclusion in performance reports 3 Monitor progress/usage of Interplan Business Planning System by ESFRS Managers and provide support & guidance. Ensure reports are provided to various Committees/ DMTs/ CMT and Treasurer etc. 4 Support the development of Borough and Station plans in order to ensure effective planning of resources and priorities Service Planning Annual Plan 2016/17 5 Write and prepare Annual Plan for 2016/17 HoPM 01/04/15 31/03/16 Accurate and timely business plans Performance PM Cocoordinator Performance Service Planning Medium Term Plan for 2016/17 6 Produce Medium Term Plan and supporting documents CRM + MTFP appendices Strategic Aims are translated into effective planning documents & processes for service delivery 01/10/15 31/10/15 Targets setting reports Provision of year end projections for target setting purposes and consideration by teams 01/04/15 31/03/16 Upd interplan system & reports provided to CMT/DMTs/ Committees etc. 01/04/15 31/03/16 Borough and Station plans Agreed action plans are achieved to support continued performance improvement Effective Borough and Station Plans leading to reduced risk in the community HoPM 01/01/16 31/03/16 Annual Plan An organisation that knows its business & manages performance HoPM 01/02/16 31/03/16 Medium Term Plan Informed stakeholders and communities 2

4 Strategic Objective 4 - Deliver cost effective services which focus on community risk and customer needs at a price the local community can Performance Management 1 Produce monthly, quarterly and annual performance reports 2 Develop management information reports for each service area 3 Ensure data quality of IRS is maintained via validation reports. 4 Prepare DCLG annual returns, report outturn results to Fire Authority and prepare appropriate audit trails 5 Develop website to satisfy the data transparency agenda. 6 Corporate Project (001) - Service Transformation Performance Performance 01/04/15 31/03/16 Monthly, quarterly, annual performance reports 01/04/15 31/03/16 Monthly management information reports Data 01/04/15 31/03/16 Validation reports and queries resolved Performance 01/04/15 31/05/15 IRMP returns, FA report and audit trails Data 01/04/15 31/03/16 Improved Performance Management framework HoPM 01/04/14 31/04/17 Phase1, 2, 3 IRM reviews achieving 7.1 m savings target Strengthen accountability/ scrutiny and performance Enable managers to manages local performance Effective performance management system Accurate annual returns Improved external & internal communications by transparency of data Transformed service providing quality services to our communities Project 3

5 Strategic Objective 4 - Deliver cost effective services which focus on community risk and customer needs at a price the local community can Consultation & Engagement 1 Advise & support consultation & engagement strategy programmes and manage where appropriate 2 Manage ATI, HSV and schools survey process Head of PM 01/04/15 31/03/16 Advise and support as appropriate Engaged partners, council taxpayers & citizens Head of PM 01/04/15 31/03/16 Annual Survey reports Improved services. Engaged partners, council taxpayers & citizens 4

6 Strategic Objective 4 - Deliver cost effective services which focus on community risk and customer needs at a price the local community can Budget 1 Manage budgets effectively, achieving outturn targets, and delivering any agreed savings in accordance with the Delegated Financial Management Manual 2 Monitor delegated budgets monthly, adding explanations of any forecast under or overspends to the commentary including any actions taken to contain any forecast or actual overspending. Head of PM 01/04/15 31/03/16 Achievement of targets and savings Head of PM 01/04/15 31/03/16 Achievement of targets and savings Better financial management and achievement of savings targets Better financial management and achievement of savings targets 5

7 Strategic Objective 6 - Attract and retain high calibre and committed staff and help them develop professional skills and competence to meet our business needs 1 Manage section employees in line with ESFRS HR Procedures relating to: - Diversity, Equality, Fairness & Conduct - Recruitment & Selection - HR Management policies and procedures - Managing Leave in the Workplace 2 Complete staff appraisals, revise job descriptions and ensure relevant staff complete their CPD records and ensure employee competence through learning and development opportunities is progressed. All training requests to be sent to L&D by September 3 Conduct Work & Wellbeing Assessments on staff HoPM 01/04/15 31/03/16 Reduction in number of working days lost due to sickness absence of Corporate Services employees HoPM 01/04/15 31/03/16 Completed staff appraisals and training requests submitted to L&D HoPM 01/04/15 31/03/16 Completed Work & Wellbeing Assessments Business effective, skilled, motivated and appropriately trained staff adding value to the organisation Retention of staff by determining their needs and the development courses which would help them meet the business needs of the organisation Staff able to perform at maximum to the benefit of the organisation 5 no of days shifts lost sickness 6

8 Strategic Objective 7 - Maintain and improve the standards of health, safety and welfare of our staff and provide a safe and secure workplace 1 Ensure our employees are safe at work through monitoring safe working practices and supporting the H&S Risk Assessment Programme HoPM 01/04/15 31/03/16 Effective Work place risk assessments Reduced accidents or near misses in the work place Reduced sickness absence 7