Details of these key PIs is provided in Table 5aFurther supporting Indicators can also be found in Table 5a

Divisional Management Standards

There are no appropriate PI’s - greater emphasis on critical success factors

To ensure the provision of an up to date research and

information services

Objective 5

Key PIs

REGENERATION AND LEISURE DIRECTORATE

*Feeling Fine

Gross Budget 2008/09

£569,000

To deliver the Community Plan and Corporate Strategy priorities of:

* Being a Better Council

Head of Service - Keith Cobain

Policy and Core : Divisional – Business Plan & Scorecard 2008/11

Objective 1 Objective 2 Objective 3

Key PIs

To ensure the continued

sustainability of Regeneration & Leisure Services

Key PIs Key PIsThere are no appropriate PI’s - greater emphasis on critical success factors

There are no appropriate PI’s - greater emphasis on critical success factors

Key PIs

There are no appropriate PI’s - greater emphasis on critical success

factors

There are no appropriate PI’s - greater emphasis on critical success

factors

The objectives below will be pursued:

* A Better Place

*Investment and Innovation

*Making Better Use of Resources

Objective 4

To monitor,manage and review Divisional

and Departmental performance against

targets

To implement recreational and envirponmental

projects that regenerate local communities and

improve the public realm

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Cover1 23/06/2008

Contents Re use Pre populated

Hyper linkUpdate

Cover The Divisional Objectives on a Scorecard

Contents

Values

Part 11a Service Facts - Profile of Service

1b How the Service Fits in with the Community Plan (USE Table 1c To Help)

1c The Council priorities that the Service supports

Part 2

2a Risk Assessment

2b How we are doing on this year’s (2007/08) objectives

2c1 Consultation

2c2 Partnership

2d (i) All Wales Statutory and Core Performance Indicator Comparative Information Chart2d (ii) Commentary Page on the All Wales Statutory and Core Performance Indicator Comparative

Information Chart

Part 3

3a For each Service Objective over three years – · Identify the Actions that you are taking to achieve measurable improvement.· Try to identify quarterly mile stones over three years · Remember to address the financial, workforce, accessibility and system needs

in part

3b Divisional Management Standards

Part 4

4a Enter your Service Budget and projections over three years. Explain variation

4b Identify savings and efficiencies

4c Capital ?

Part 5 Results and Target Data5a 2007- 08 results and targets for 2008/09 - Main and secondary indicators in detail - Explain

significant variations from year to year, between target to projected result for the year and explain any major change in future targets

5b Divisional Management Standards5c Measurement Summary - The Balance5d List of the Core Measures that the Service reports on - but will not be using in this business

plan.

The Service in context

Where are we now and where do we want to be ? (How the Division is performing)

How do we get there? (Service Improvement Planned 2008-11) - Basis of Business Unit Plans.

Use of Resources

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Contents2 23/06/2008

We will ensure that the needs of our customers are at the heart of everything we do. We will treat people with respect at all times.

These values permeate everything that we do whilst ensuring that we make better use of resources wherever possible.

We will strive to continuously improve our services; we are an innovative organisation which constantly seeks new and better ways to deliver our services.

Openness, Trust, honesty, integrity

Putting Customers First

Listening - and delivering on promises

Working in partnership

Valuing our staff

Ensuring Equality of Opportunity

Treating the Environment with Respect

Improving our Services

We believe in partnership - thinking together and acting together. We will strive to avoid duplication and waste of effort through working closely with our partner organisations, the voluntary sector, trade unions and the local community.

We can deliver nothing without the efforts of our staff - they are the reason we succeed. We will support, praise and invest in our workforce to achieve higher standards of service delivery.

We value diversity and recognise the unique contribution of all members of our community. We will serve all of our customers and the community equally, and strive to ensure that everyone has the same rights of access to all of our services.

We aim to be a leader in the field of sustainability - improving the quality of life for local people while conserving the earth’s resources andprotecting the environment.

In building a better Carmarthenshire it is important that our actions are built upon a foundation of key values and principles that act as a guide for our initiative and enterprise.

Our core Values

We believe in openness and honesty in all our dealings with the public; we will provide comprehensive information to the public about ourservices so that they can judge how well we are performing.

We are a listening organisation which consults before reaching major decisions and, having reached a decision, delivers on our promises. We believe in clear leadership, informed decision making, robust scrutiny and honouring commitments.

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan Values3 23/06/2008

Division Policy and Core E-Mail: kcobain@carmarthenshire.gov.uk

Division Head Keith Cobain For further information please go to www.carmarthenshire.gov.uk/performance or Telephone:01267 242363

Executive Board MemberScrutiny Chair

1. To co-ordinate the development of the Department's strategic plans in accordance with Council strategy.

3. To ensure that performance and financial management within the Department accords with the Council's aims and objectives.

2. To ensure that performance and financial management within the Department accords with the Council's aims and objectives.

4. To strategically manage derelict land and environmental enhancement programmes.

Part 1 - The Service in context

More specifically the services provided are:

* To co-ordinate the production of the annual business plans to include the Departmental objectives and summary of performance and achievements in accordance with corporate guidelines

5. To ensure that the Department and the County Council are responsive to the changing business environment, by providing a corporate research, data and intelligence role for the Council.

Service Profile

Poicy and Core Division – Business Plan 2008-2011

Table 1a Service Facts

Cllr Clive ScourfieldCllr Anthony Jones

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1a4 23/06/2008

* To maintain a strategic overview of the Department's revenue and capital budgets, reflecting corporate/service priorities and co-ordinating the Departmental bidding process, and ensuring the effective monitoring of schemes underway.* To establish and maintain a robust performance management framework for the Department, including a suite of PI's, and to ensure that Heads of Service and Business Managers produce regular and timely reports on performance in accordance with corporate guidelines.

*To lead on Departmental Working Groups and represent the Department on corporate working groups.

* To contribute to the development and management of strategic partnerships inside and outside the Authority,to ensure the effective co-ordinated management and delivery of services..

* To provide a corporate research,data and intelligence service for the Department and for the County Council.

* To initiate and manage projects that conserve and enhance the environment and provide opportunities for improving environmental,social and economic wellbeing.

*To provide effective service links with the Executive Board Member and Scrutiny Committee Chair for Regeneration and Leisure

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1a5 23/06/2008

(i) Co-ordinates policy,performance management and service support functions for the Department

(ii)Monitors and evaluates financial performance (capital & revenue),business planning & performance monitoring.

(iii) Undertakes activities that seek to improve the quality and enjoyment of the local environment

The Division links to the Community Plan and Coprorate Strategy by planning resourcessetting targets,monitoring performance and delivering key environmental projects. It has links with 5 Themes in the Community Plan:Theme:Being a Better CouncilSub Theme: Working in partnership with communities.Theme:A Better PlaceSub Theme: Conserve, Enhance and Protect the EnvironmentTheme:Investment and InnovationSub Theme: Area RegenerationTheme:Feeling FineSub Theme: Promoting LeisureTheme:Making Better Use of ResourcesSub Theme: Improving the management of finances and procurement

Key Service Strategies & PlansMaking the Connections;Beecham Review: Beyond BoundariesWales Spatial Plan;Wales Environment Strategy;Wales a Vibrant Economy

Sustainable Development Strategy;Climate Change StrategyEqualities Strategy and the various elements including Disability Equality Scheme etc;Welsh Language Plan

(iv) Provides a data,research and intelligence capacity to monitor changes and assist service delivery.

(iv) Provides a data,research and intelligence capacity to monitor changes and assist service delivery.

Part 1(Continued) - Table 1bHow we fit in

1) How the Service links to and supports the delivery of the Community & Improvement Plan/Corporate Strategy :

Community Plan;Corporate Strategy 2007-2012;Improvement Plan 2007-2008

Carmarthenshire Unitary Development Plan;Carmarthenshire Connexions 2005-2015Leisure Vision

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1b6 23/06/2008

Council Priorities

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ICT

Priority References - for use in Tables 3a (Column 12) and 5a (Column Q )

AG

A

AC

EE

AIP

P

AM

W

AB

UL

OB

LS

OR

RL

OM

IS

OD

LS

OED

R

FIH

FPQ

AH

FPSA

FPSC

FPL

ISA

R

IMEF

ICJI

P

IRA

YF

SRC

STA

SB

STSM

SIR

S

SDSS

BPE

O

BES

D

BPW

L

BPF

SI

BW

P

BPC

F

BO

TI

MSO

S

MM

FP

MM

P

MIC

T

This Service has the lead responsibilty for delivering this Corporate Priority = 1

This Service has a major contributory role and key objectives and actions in delivering this priority = 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2This plan contains some supporting actions = 3 3 3 3 3

General Support = 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

Building a Better Council Blocks

Part 1 - Table 1c - Identifying the Council priorities that the Service supports/sustainsMaking Better

Use of Resources

Community Planning Themes

A Better Place Opening Doors Feeling FineInvestment and

Innovation Feeling Secure

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 1c7 23/06/2008

Department Head of Service Division Business Unit Risk Area Risk/Areas for Improvement ReferenceRegeneration and Leisure

Keith Cobain Policy and Core All Match funding arrangements

Looking to minimise CCC contribution in support of Making the Connections and the efficiency savings agenda & maximising resources from WAG & other bodies and agencies. Current uncertainties as to where internal resources are being acquired as match funds. Public perception on delivery could be affected due to resource constraints.

KC1

Regeneration and Leisure

Keith Cobain Policy and Core All Grant compliance High Risk - Difficulties of management of grants applications within other services, reflects on LA corporate responsibilities due to business case/bids.With guidance terms not being adhered there are potential claw back & risk of fraudulent activity implications.

KC2

Regeneration and Leisure

Keith Cobain Policy and Core All Workforce plan The need to look at succession planning as the Team is lean. There is a risk of sustainability of service if staff are ill or depart. Specialisms cause difficulties in cover.

KC3

Regeneration and Leisure

Keith Cobain Policy and Core All Equalities Monitoring & awareness of equalities framework impact is important to all service areas. Public perception is affected if framework is not adhered to with legal implications if compliance not met.

KC4

Regeneration and Leisure

Keith Cobain Policy and Core All CDM regs The new CDM Regs mean that the "Client" has substantial influence and contractual control, and their decisions and approach to the project determines the health and safety standards for the project. Staff or the County Council could be interpreted as the "Client" and will require training and awareness regarding responsibilities. There will be financial implication i.e hiring of consultant to raise awareness.

KC5

Regeneration and Leisure

Keith Cobain Policy and Core All Wales Spatial Plan In terms of the risk the link between the Spatial Plan and Convergence Programme, together with sub regional partnership working on strategic collaborative projects has helped to provide strategic direction, but until we have clarity on the available resourcing from the Convergence Programme the risk impact would still exist. It is hoped that this might become more apparent towards the end of the calendar year.

KC6

Risk Assessment for 2008+ - Table 2aNOTE: - All Council Risks are on this spreadsheet - Please filter the data for appropirate Division and Business Unit - Significant and High Risks are in BOLD and are shaded. These Risks must be addressed in the Divisional Plan with actions in Table 3's. (Please use the Risk Reference from this page in the Table 3's column 14). These must also be linked in the Improvement Plan (08/09) - The Medium and Low Risks can be addressed in Business Unit Plans or in the Divisional Plan

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2a Risks8 23/06/2008

Table 2b How are we doing against the current years business plan actions ?Q4 End of Year Extract from - Performance & Improvement Monitoring System (PIMS)

This page is prepopulated for the Division prior to release

Objectives in Divisional Business Plan

Total No. of actions agreed

Total No. of actions completed / overall deemed on target

Total No. of actions not due to start

until after this qtr

Total No. of actions

overall deemed off target

Total No. of actions

not reported

% overall on target

Progress?

To ensure the continued sustainability and efficiency of Regeneration and Leisure Services 7 7 0 0 0 100%To implement environmental improvement and recreational projects that regenerate local communities and improve the public realm. 11 11 0 0 0 100%To monitor, manage and review Divisional and Departmental performances against targets. 6 6 0 0 0 100%To ensure the provision of an up to date research and information service 5 5 0 0 0 100%

Overall performance 29 29 0 0 0 100%To visit the up to date monitoring page for the 2007/08 Business Plan actions progress visit -

http://intranet/CCC_APPS/eng/PIMS/actions/reports/BusinessPlanReport.asp?DocumentID=53

note doc id last two digits concealed in hidden rows above (between rows 21 and 54)

Any key issues that need to be taken forward to 2008+ are addressed in table 3aAny remedial action on off target issues can be examined on PIMS

Summary of Progress

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2b9 23/06/2008

What consultation have you undertaken in the past year ? Any actions in this years plan ?

Division involved with Tywi Afon Yr Oesoedd consultation. Subject to successful HLF bid.

Consultation on Connect 2 bid to BLF Cycle route between the town and Johnstown, by conecting the main railway station with a safe cycle route across the Tywi to Johnstown schools and the Leisure Centre.

Liaising on Carmarthen Qay and Riverside Working Group Design Work to be undertaken on project by Economic Development.

Consultation on Cross Hands Study In conjunction with Economic Development begin implementation of proposals.

Table 2c1 - Customer Consultation

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2c1Consultation10 23/06/2008

Filter by service Partnership Working Table 2C2

Environment-Regeration

Phil Snaith Strategic Development Officer 01267 242366 PSnaith@carmarthenshire.gov.uk

Working together to deliver integrated environmental improvements

Llanelli & District Green Network

Policy

Phil Snaith Strategic Development Officer 01267 242366 PSnaith@carmarthenshire.gov.uk

Working together to deliver mountain bike facilities in Brechfa

Forest Enterprise

Policy

Eleri Davies Landscape Partnership Manager Eledavies@carmarthenshire.gov.uk 01267 224805

Co-operating on the submission of Tywi Afon Yr Oesoedd bid to HLF

National Trust/CCW/Coleg Sir Gar/Menter Bro Dinefwr

Policy

Keith Cobain Policy Co-ordination and Research Manager 01267 224363 KCobain@carmarthenshire.gov.uk

Working in partnership to deliver the 2007 Census Test ONS,Hays Consulting

Subject Area Activity Lead Officer Contact Details

Reason for Joint Working Participating Organisations

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 2c2 Partners11 23/06/2008

3 4 5 6 7 8 9 10 11 12 13 14 15

Balance F,P,A,Q,SO

Key Action

Publish half yearly Service Activity Reports to inform all Members of progress on key projects

Sub Action :

1st Half Yearly ReportKC X X X April October BOTI A,SO NO

KC X X X October May BOTI A,SO NO

Key Action

Monitor and manage the Divisional budget (revenue and capital) on a rmonthly basis, and co-ordinate Departmental budget reporting to Management Team.

KC/LP X X X 04/08 03/11 MMFP F NO

Co-ordinate the preparation and monitoring of the Department's Capital Programme ensuring resources (internal and external) are managed effectively and that financial variance and risks are reported to Management Team

KC/DR X X X 04/08 03/11 MMFP F,SO NO KC6

Key Action

As part of the annual Priority Based Budgeting process, seek to make efficiency and productivity gains across the Department in line with the Making

KC X X X 04/08 03/11 MMFP F,SO,Q,A,P NO

Key Action

Part 3 - Service Improvement Planned in 2008/11

Table 3a What we want to achieve in 2008/09-11

Objective 1 To ensure the continued sustainability and efficiency of Regeneration and Leisure Services

Main PI(s) & Target: There are no appropriate PI’s - greater emphasis on critical success factors

RisksKey Action

Supporting Sub-Action Tasks

(How are we going to achieve it?)

Owner /Resp. Officer

20

08

/0

9

Leave blank

Sub Action

Target End Date

PI Link(if appl)

See 2 above

Corp priority

ref

For IP?2008/09

20

09

/1

0

20

10

/1

1

Target Start Date

2nd Half Yearly Report

Leave blank

Leave blank

Leave blank

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(1)12 23/06/2008

Respond to changes arising out of any Divisional realignment KC X X X 04/08 03/11 MSOS F,SO,Q,A,P NO

Key Action

Implement recommendations arising of the Audit Office in Wales Follow Up Study on Regeneration across the Department

KC X X X 04/08 03/11 BPCF SO,Q,A NO

Leave blank

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(1)13 23/06/2008

3 4 5 6 7 8 9 10 11 12 13 14 15

Balance F,P,A,Q,SO

Key Action

Work with the Welsh Assembly Government to agree an annual programme of environmental enhancement in the County and develop a

PS/DR X X X 04/08 03/11 BWP SO,Q NO KC1

Key Action

Engage with partners to develop and implement key projects arisIng out of the Valleys Regional Park Study. PS X X X 04/08 03/11 BWP SO,Q NO

Key Action

Working with partners assist with the implementation of proposals arising from the Cross Hands Village Study

PS X X 04/08 03/11 BWP SO,Q NO

Key Action

In conjunction with Llanelli and District Green Network assist with community enhancements at Genwen Quarry Llanelli

DR X X 04/08 03/10 BWP SO,Q NO

Key Action

Part 3 - Service Improvement Planned in 2008/11

Table 3a What we want to achieve in 2008/09-11

Objective 2 To implement environmental improvement and recreational projects that regenerate local communities and improve the public realm.

Main PI(s) & Target:

20

10

/1

1

Target Start DateKey Action

20

08

/0

9

20

09

/1

0

For IP?2008/09

Owner /Resp. Officer

There are no appropriate PI’s - greater emphasis on critical success factors

Supporting Sub-Action Tasks

(How are we going to achieve it?)

PI Link(if appl)

See 2 above

Leave blank

Corp priority

ref

Target End Date

Risks

Leave blank

Leave blank

Leave blank

Leave blank

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(2)14 23/06/2008

Subject to successful approval of the Landscape Partnership Scheme application to HLF, continue to advise the Discover the Tywi Programme and represent the Council on the Tywi Afon Yr

PS/KC X X X 04/08 03/11 BWP SO,Q NO

Key Action

Subject to successful approval of the SUSTRANS Connect 2 application develop and implement the cycle route between Carmarthen Town and Johnstown linking in with the Quay and Riverside project

PS X X X 04/08 03/11 BWP SO,Q NO

Key Action

Implement key gateway proposals for Bynea, North Dock, Burry Port, Ammanford and North Carmarthenshire M k t T

PS X X X 04/08 03/11 BWP SO,Q NO

Key Action

Engage with partners to assist with the implementation of environmental enhancements at Pendine .

PS/DR X X X 04/08 03/11 BWP SO,Q NO

Key Action

Work in partnership with the Riverside Improvements Working Group to facilitate the implementation of proposals arising from the Carmarthen Quay and Riverside Study.

DR X X X 04/08 03/11 BWP SO,Q NO

Leave blank

Leave blank

Leave blank

Leave blank

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(2)15 23/06/2008

3 4 5 6 7 8 9 10 11 12 13 14 15

Balance F,P,A,Q,SO

Key Action

Report on Quarterly Performance to Regeneration and Leisure Scrutiny Committee.

KC X X X 04/08 03/11 BOTI Q,S0 NO

Key Action

Evaluate PI measures and related performance across the Department and where necessary recommend actions to i f

KC X X X 04/08 03/11 BOTI Q,SO NO

Key Action

Report on a regular basis to the Departmental Management Team on both revenue and capital budgets.

KC X X X 04/08 03/11 BOTI F NO

Key Action

Review internal processes and systems on an ongoing basis, in order to improve the efficiency,effectiveness and sustainability of the Regeneration and Leisure Service.

KC X X X 04/08 03/11 MMFP F,P,A,Q,SO NO

Ensure compliance with grants procedures and the Council's Management Capital document by utilising the services of the shared Grants Support Officer

KC X X X 04/08 03/11 MMFP F NO KC2

Key Action

Encourage service areas to implement improvements to customer care, and promote better understanding of equalities,social inclusion, Welsh

KC X X X 04/08 03/11 MMFP A,Q,S0 NO

Part 3 - Service Improvement Planned in 2008/11

Table 3a What we want to achieve in 2008/09-11

Objective 3 To monitor, manage and review Divisional and Departmental performances against targets.

Main PI(s) & Target: PI's appear in other Divisional Business Plans..

Key Action

Supporting Sub-Action Tasks

(How are we going to achieve it?)

Owner /Resp. Officer

20

08

/0

9

20

09

/1

0

20

10

/1

1

Target Start Date

Risks

Leave blank

Leave blank

Target End Date

PI Link(if appl)

See 2 above

Corp priority

ref

For IP?2008/09

Leave blank

Leave blank

Leave blank

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(3) etc...16 23/06/2008

1b . Desired Outcome.

3 5 6 7 8 9 10 11 12 13 14 15

Balance F,P,A,Q,SO

Key Action Leave blank

Agree a management framework with ONS for Local Authority Liaison on the 2011 Census.

AR X X X 04/08 03/11 BWP A,SO NO

Key Action Leave blank

Develop and agree a 2011 Census Plan for Carmarthenshire

AR X X X 04/08 03/11 MMFP A,SO NO

Key Action Leave blank

Update the Council’s statistics website (COPS) to take advantage of new opportunities and maintain the County's evidence base to assist with the forward

AR X X X 04/08 03/11 BOTI A,SO NO

Key Action Leave blankPrepare weekly research bulletins for CMT and key officers within the Council, outlining new intelligence and good practice to assist with service improvement and delivery.

AR X X X 04/08 03/11 MMFP A,SO NO

RisksTarget

End Date

PI Link(if appl)

See 2 above

Corp priority

ref

For IP?2008/09

Main PI(s) & Target:

Key Action

Supporting Sub-Action Tasks

(How are we going to achieve it?)

Owner /Resp. Officer

20

08

/0

9

20

09

/1

0

20

10

/1

1

Target Start Date

Part 3 - Service Improvement Planned in 2008/11

Table 3a What we want to achieve in 2008/09-11

Objective To ensure the provision of an up to date research and information service

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3a(4)17 23/06/2008

3 4 5 6 7 8 9 10 11 12 13 14 15

Ensuring staff receive a 'Helping People to Perform' meeting with their line manager

KC X X X1.3.2.11

bMSOS

P

Provide staff with the appropriate support, learning and development to allow them to undertake their responsibilities as efficiently and effectively as possible, in line with the Divisional Learning and Development Plan as an integral part of IiP.

KC X X X1.3.2.11

bMSOS

P

KC5

Ensure telephones are answered quickly

KC X X X 2.2.2.9 BPCFA

Cross refer to table 2c

See Table 4b

Contribute towards the preparation of the bimonthly Departmental Team Brief and Newsletter

KC X X X

04/08 03/11A,Q,SO

Table 3bWhat we want to achieve in 2008/09-11

Key Divisional Objective 5: Divisional Management StandardsKey PI(s) & Target:

Key Action Supporting Sub-Action Tasks (How are we going to achieve it?)

Owner /Resp. Officer

20

08

/0

9

20

09

/1

0

20

10

/1

1

Target Start Date

Target End Date

Risk

a. Helping Staff to Perform - all staff to have an opportunity to discuss their performance and how they can be helped to improve.

PI Link(if appl)

See 2 above

Corp priority

ref

Balance F,P,A,Q,SO

For IP?2008/09

b. Communications - to enure effective internal communication. Including staff conferences, team meetings and newsletters.Unavailable from corporate centre

c. Collaboration Partnership Working (Working within Making the Connections Framework) to engage other Councils and local agencies to consider working together to maximise resources, reduce duplication and generate savings

d. Priority Based Budgeting - Working to identify more efficient ways of providing services/reducing costs

e. Marketing the Council - working proactively to enure a flow of stories and initiatives.

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3(5)18 23/06/2008

Co-ordinate the Department's contribution to " What's Happening in My Ward" KC X X X

04/08 03/11A,Q,SO

Promote the development and upgrading of the Service's web pages, and encourage publicity on project achievements.

KC X X X

04/08 03/11A,Q,SO

Set up regular meetings with Communications to agree a series of briefings on publicity in Regeneration and Leisure.

KC X X X

04/08 03/11A,Q,SO

Implement and monitor the Customer Focus Action Plan for the Department.

X X X

04/08 03/11A,Q,SO KC4

Report and resolve complaints within 10 working days, and follow up as necessary where weaknesses are identified.

KC X X X

04/08 03/11A,Q,SO

Respond to FOIA requests on a timely basis and in accordance with Council policy. KC X X X

04/08 03/11

A,Q,SO

See Tables 3 and 5

Managing Sickness Absence CHR2 MSOS

P

1.3.2.16

P KC3

Encourage staff to plan business journeys more efficiently, and promote car sharing and the use of public transport.

KC

X X X

04/08 03/11

P,SO

Encourage staff to take ownership for energy saving in buildings.

KCX X X

04/08 03/11P,SO

f. Customer Focus - working to identify and ensure poor customer care is addressed and improved.

g. Performance -continued improvement of service PI's overall - action taken to address falling or failing performance.

h. Human Resources - Workforce Planning - Managing Sickness. Workforce plans to be developed.Undertake Return to Work interviews and assist staff with any difficulties, problems by encouraging contact with the Council's Occupational Health Unit.

Support PMP in undertaking and implementing workforce plans for the future delivery of Regeneration and Leisure services

i. Energy - Proposals to reduce energy(and water) consumption in buildings, vehicles and in policies etc.

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3(5)19 23/06/2008

Encourage staff to promote more sustainable forms of energy in connection with project activities.

KC

X X X

04/08 03/11

P,SO

Not Applicable

a - i = Corporate Objectives for all Services

Column 13Balance:F = Financial; P = People & Capability;A = Accessibility; Q = Quality of Service& Operational effectivenessSO = Service Outcomes

j. Asset Management Plan

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 3(5)20 23/06/2008

Table 4a

Expend' Income Net Expend' Income Net Expend' Income Net Expend' Income Net£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

525 -26 499 Regen Core & Policy Performance Both 546 -30 516 558 -30 528 571 -30 5410 0 0 Matchfunding Earmarked for future schemes - Core & Policy NS 23 -19 4 24 -20 4 24 -20 4

12 -9 3 Brechfa Mountain Bike Initative NS 0 0 0 0 0 0 0 0 0537 -35 502 Total Core and Policy 569 -49 520 582 -50 532 595 -50 545

2010-2011

3 YEAR REVENUE BUDGETS

BUDGET DETAIL

2007-2008

Stat

utor

y S/

NS/

Bot

h

2008-2009 2009-2010

2008-09 to 2010-11

PART 4 - Use of Resources

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 4a21 23/06/2008

£Salaries -5,500Supplies and Service -1,450National Stats Income 2007/08 -3,050

-10,000

Table 4b - Savings & Efficiencies2008-2009

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 4b22 23/06/2008

Environmental Enhancements 350 280 70 350 280 70 TBC TBC TBC

Table 4c - CapitalWhat do we spend on Capital ?

completed for the Service Head (Divisional) Plan only.

2007/08 2008/09 2009/10 2010/11Internal Resources Required

Gross Cost

Scheme Gross Cost

Potential External Funding

Internal Resources Required

Internal Resources Required

Explanation of significant variationExplain any potential external funding

Additional revenue consequences (costs or savings) could be outlinedThe funding for environmental enhancements seeks to minimise the County Council's contribution, as the potential leverage from the Welsh Assembly Government's Environment Programme is

Potential External Funding

Internal Resources Required

Gross Cost

Potential External Funding

Gross Cost

Potential External Funding

the Convergence Programme and Rural Development Plan offer further opportunities to add further value to budgets.Projects are developed in such a way as to minimise any revenue costs of The gross estimate for 2008/09 is based on leverage of 70-80% from WAG's Environment Programme.

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 4c23 23/06/2008

a b c d e f g h i j k l m n o p

09/10 10/11

Our Result

Welsh Best Quartile

Welsh Median

How we compare to

Wales* to ****

TargetProjected

Result

Target Met or

Did we improve

or

Target Set

Target Set to

improve against result

(h) or

Target Set

Target Set

Improvement Plan?

Key or Supporting

Corp Priority

ref

Table 5a – Policy and Core Divisional Business PlanOur Key Measures of success - 2006/07 results, 2007/08 projected results and targets for 2008/11

How well have we done? How well are we doing? Improvement

Comparative Info. See explanation of performance See explanation of targets

PI REF

Definition(If abbreviated see full definition on footnote

below)

2006/07 2007/08 2008/09

There are no appropriate PI’s - greater emphasis on critical success factors

Secondary Indicator(s) Remember a balance suite

Objectives 1-4 : (What we need to improve?) Main Indicator(s)

Explantion is required where necessary

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5a24 23/06/2008

q

BalanceSO,F,P,Q

,A

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5a25 23/06/2008

a b c d e f g k l m n

2006/07 09/10 10/11

Our Result

TargetActual Result

Target Met or

Did we improve

or

Target Set

Target Set to

improve against result

(e) or

Target Set

Target Set

1.3.2.11(b) % of third tier managers appraisals carried out during the year 100 100 100 Yes No 100 No 100 100

1.3.2.11(a) % Appraisals carried out during the year 100 100 100 Yes No 100 No 100 100

2.2.2.9 % calls answered within 14 second target n/aNOT AVAILABLE

CHR 2 The number of working days/shifts per Full Time Equivalent lost due to sickness absence. 4 10.7 No No 4 Yes 4 4

1.3.2.16 % of Return to Work Interviews conducted 100 100 100* Yes No 100 No 100 100

n/a

* To Feb 2008

Table 5b – Policy and Core Divisional Business PlanPerformance Measurement Results 2006/07+ and Targets 2008/09-11

How well have we done?

How well are we doing? Improvement

See explanation of performance See explanation of targets

PI REF

Definition(If abbreviated see full definition on footnote

below)

2007/08 2008/09

d. Service Asset Mangement Plans

Divisional Standard Measures (Link to Table 3b)a. Helping Staff to Perform

b. Internal Communications

c. Human Resources

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5b26 23/06/2008

Balanced Suite of Measures ?

Customer /Service

Outcomes perspective

Quality of Service and Operational

effectiveness

Accessibility Perspective

Financial Perspective

People and Capability

Perspective

No. of measures used

No. of measures used

No. of measures used

No. of measures used

No. of measures used

6 3 5 4 29 94 4 2 3 14 410 8 7

33 16 19 7 10

Based on Actions

Total

Objective 1Objective 2

Objective 4Objective 5

Objective 3

Table 5c - Measurement Summary

Use or Resources Perspective

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5c27 23/06/2008

Balanced Suite of Measures ?

Customer /Service

Outcomes perspective

Quality of Service and Operational

effectiveness perspective

Accessibility Perspective

Financial Perspective

People and Capability

Perspective

No. of measures used

No. of measures used

No. of measures used

No. of measures used

No. of measures used

1 4

1 4

Based on PI's

Objective 5Total

Objective 1Objective 2Objective 3Objective 4

Use or Resources Perspective

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5c28 23/06/2008

New Ref. No.

DomainA - Access to ServceQ - QualityR - ResourcesSO - Service Outcome

Description Dept. Division Business Unit

Owner (HoS) Reason for Non-use

WAG recognise this 'discounting' process.

NOT APPLICABLE

Mandatory Core Measures not being used by the Service in their Business Plan.

Members need to satisfy themselves that a Balance Suite of Measures are being used by the service to monitor it's objectives

The Welsh Assembly Government expect all of the above Core Measures to be reported, but this does not mean that they have to be included in the Business Plans.

XXXXXXXXXXXXXXXXXXXXX Divisional Business Plan 5d29 23/06/2008