NOT PROTECTIVELY MARKED KATHIE CASHELL, STRATEGY AND PROJECTS MANAGER BUSINESS SERVICES DIRECTORATE

Transcription

1 COMMISSION MEETING 8 JUNE KATHIE CASHELL, STRATEGY AND PROJECTS MANAGER BUSINESS SERVICES DIRECTORATE OUTLINE CORPORATE PLANNING PROCESS IN / Purpose of Report 1.1. To present to Commission an outline planning process in / Recommendations 2.1. Commissioners should AGREE the draft corporate and business planning process at Annex Considerations/Summary 3.1. Attached at Annex 1 is an outline planning process for /12. This process has been developed in consultation with the Finance Team and Management Board and reflects learning from the previous year s planning process 3.2. The planning process in 2010/11 was amended in order to reduce the time and resources required to develop and agree the Corporate and Business Plans. The development of spending proposals and the Challenge Round were removed from the process as much of the work to agree directorate budgets was conducted over the summer when savings options were developed and agreed by the Management Board and Commission. More work was carried out with Directors and Commissioners outside formal meetings to review the strategic themes and drafting amendments in an attempt to resolve issues and gain early agreement for changes. The format of the plan was also amended, resulting in a shorter document and clearer links between the strategic themes in the Corporate Plan and the key deliverables set out in the Business Plan. These changes led to Commission agreement of the plans in February, much earlier than in previous years The draft process at Annex 1 continues this proportionate approach to corporate and business planning. It is based on the recommendation that this year s planning process is focused on the development of a business plan for 2012/13, with limited changes to our 3 year Corporate Plan and strategic themes. 1

2 3.4. The strategic themes and key elements set out in the Corporate Plan were subject to significant discussion during this year s planning process and are intended to cover the next 3 years. It is therefore recommended that these are not subject to significant change unless there are unexpected changes to our operating context in the next 6 months. The themes would be reviewed again in detail during 2012/13, when the period covered by current plan is coming to an end, a new Chair is in post and the impact of reforms to the complaints system and new police accountability arrangements are clearer It is likely that the Commission s new Chair will take up their post during the life of this planning process. It should be recognised that a new Chair may wish to undertake a more fundamental and immediate review of the organisation s aims and strategic priorities. Early consultation with the new Chair will be required to ensure that the planning process at Annex 1 meets their expectations The draft process at Annex 1 again includes work to develop future savings options for discussion and agreement over the summer. This work is necessary to ensure that the IPCC can meet the requirements of the comprehensive spending review and will be used as the basis for future budget setting and business planning Significant savings have already been agreed within Business Services and Standards and Quality; the work to achieve these savings is on track and has enabled the IPCC to meet the saving target for 2012/13. The work to develop further savings will therefore focus on developing options to meet the expected funding deficits in 2013/14 and 2014/15. The Management Board is currently developing a set of principles which will guide this work and underpin decisions about where further savings should be recommended The approach set out at Annex 1 along with the principles which are being developed, will ensure that financial planning can be linked to the outputs, key deliverables and performance targets which will form the basis of future business plans. 4.0 Consultation Undertaken 4.1. The planning process at Annex 1 has been developed in consultation with the Head of Finance and the Management Board This paper has been endorsed by the Director of Business Services 2

3 5.0 Resource Implications 5.1. The planning process at Annex 1 is intended to be a proportionate approach which ensures the best use of resources within the Strategy and Policy Team and across the organisation. 6.0 Casework/CTMS Implications 6.1. None identified. 7.0 Legal Implications 7.1. No legal implications have been identified. 8.0 Diversity Implications 8.1. When agreed by Commission, the Corporate and Business Planning process will screened for relevance to equality and diversity, using the IPCC's Equality Impact Assessment (EIA) framework. As in previous years, it is expected that a full EIA will not be required The Corporate and Business Plan will continue to include the IPCC s equality objectives as well as outlining new work that may help the IPCC to meet those objectives. It will be for relevant Directors, Heads of Function, and Project Managers to screen individual key deliverables and to undertake full assessments as required. 9.0 External Relations Implications 9.1. The current IPCC Corporate and Business Plan (agreed by Commission in February ) has been sent to a number of key stakeholders and community groups along with a letter from the CEO requesting feedback on our plans and priority areas Feedback and intelligence from our community engagement work will be used to inform the review of priorities and development of deliverables for the 2012/13 business plan Risks and Risk Management No specific risks have been identified in relation to the process at Annex 1. As usual the planning process will include a consideration of the IPCC s strategic risks and how the business plan should address those. 3

4 11.0 Next Steps Early consultation with the new Chair will be required when they are in post to understand their expectations for strategic and business planning in / The Strategy and Finance Teams will continue their work with Directors to develop future savings options for consideration at Management Board and Commission over the coming months List of Annexes Annex 1 Outline planning process in / Publication 13.1 This report can be published. Kathie Cashell Strategy and Projects Manager Business Services Directorate 27 May 4

5 IPCC 6/11/13: Annex 1 Annex 1 Draft Outline Planning Process in /12 When May September Activity Strategy and Finance work with Directors to develop future savings options to meet CSR requirements (focusing on 2013/14 and 2014/15) Work results in reports to Management Board setting out savings options for CCS and Investigations (timing tbc with Directors) September Commission discuss operating context and any changes to the Strategic Themes and Priority Issues. (Discussion will be supported by a paper from Strategy & Policy setting out any changes to the operating context. Unless there are significant unexpected changes, recommendation will be that themes and priority issues remain largely unchanged for the next 12 months) October Management Board discuss all savings options and agree those to be taken forward to meet requirements of the CSR. Management Board agree recommendation to Commission on budget, FTE, key deliverables and performance targets for 2012/13 November Commission agree savings options to be taken forward and any expected impact on outputs and performance during the CSR period. Commission agree indicative budget, FTE, key deliverables and performance targets for 2012/13 December February 2012 February 2012 Strategy draft Corporate and Business Plans and support Directors to write directorate plans (ensuring that resources for any cross directorate working are agreed and documented) Management Board and Commission agree Corporate and Business Plan for publication. 5