Information Classification: CONTROLLED

Report to: and Ferry Joint Committee

Date: 12 March 2021

Title: Business Plan 2021-2022

Portfolio Area: Council: Transport

Plymouth City Council: Transport

Divisions Affected: all

Local Member(s) N/A briefed:

Relevant Scrutiny Committee: Economic Growth and Development

Authors, David List, General Manager, Tamar Bridge and Torpoint Roles and Ferry, 01752 361577 [email protected] Contact Details: Andrew Vallance, Governance and Finance Manager, Tamar Bridge and Torpoint Ferry, 01752 361577 [email protected] Approval and clearance obtained: Y

For Cabinet and delegated executive decisions only

Key decision? (≥£500k in value or significant effect N/A on communities in two or more electoral divisions)

Published in advance on Cabinet Work Programme? N/A

Urgency Procedure(s) used if ‘N’ to Work N/A Programme?

Date next steps can be taken N/A

Recommendations:

1. the report be noted;

2. the 2021-2022 Business Plan is approved.

Information Classification: CONTROLLED

1. Executive Summary

1.1 From 2010 to 2018, the Tamar Bridge and Torpoint Ferry was managed around four-year Business Plans which were refreshed on a biennial basis.

1.2 In September 2017 the Joint Committee endorsed a revised approach to Business Planning with a four-year Strategic Plan supported by an annual Business Plan to take effect from April 2018 and each subsequent year.

1.3 To support the Strategic Plan, annual plans are developed to be consistent with the Strategic Plan and approved budgets. The draft 2021-2022 Business Plan is the final iteration within the framework of the current Strategic Plan and Joint Committee approval is sought for this Business Plan.

2. Purpose of Report and key information

2.1 A revised approach to Business Planning was agreed at the September 2017 Meeting when Members endorsed a Strategic Plan covering the years 2018-2022. Managers developed budgets based on this Plan which the Committee recommended to the Councils of the Parent Authorities via their Cabinets. These have now been approved by both Parent Authorities.

2.2 The four-year Strategic Plan commencing in April 2018 records the Organisation’s values, the anticipated operating environment and key plans over the period.

2.3 The Annual Business Plan appended to this report supports the Strategic Plan by recording specific actions, financial requirements and KPIs for the year and is consistent with the budgets presented to the December 2020 meeting and subsequently approved by the Parent Authorities.

2.4 The Business Plan also incorporates supporting actions endorsed by Members at recent meetings and key actions in relation to governance and communications. Actions recognise the need in the current calendar year to address the depletion of reserves arising from falls in traffic volumes during the pandemic.

2.5 The Business Plan also makes the following changes to KPIs:

- deletion of the expenditure KPI, pending development of a more transparent measure; - raising the target percentage for payment within terms from 95% to 98%; - insertion of two new monitoring indicators: staff turnover and tag account processing timescales. It is intended that both become full KPIs after a first-year baseline is established.

2.6 At the time of writing, a Member and officer review of the organisation’s KPIs is ongoing and there is potential that further KPIs will be added during the course of the coming financial year. Focus beyond replacing the

Information Classification: CONTROLLED

previous expenditure KPI is on developing social media KPIs and establishing technology to record telephone call waiting times.

3. Benefits for Customers/Residents

3.1 The Business Plan supports the September 2017 decision to change the approach to the Business Planning framework which made documents more wieldy and helping ensure that the contents remain contemporary and provide challenge for officers and Members.

3.2 An annual Business Plan linked to a longer-term framework for the operation, maintenance and improvement of the crossings will improve the use of available funds.

3.3 An annual Business Plan also allows relevant Committee decisions taken after approval of the Strategic Plan to be incorporated into work plans.

4. Relevant Previous Decisions

4.1 At its September 2017 Meeting, the Joint Committee approved a Strategic Plan for the period 2018-2022 and at its December 2020 meeting recommended a budget to Cabinets that is consistent with the Annual Business Plan now appended to this report.

5. Consultation and Engagement

5.1 The Business Plan is consistent with the longer-term strategic plan and budgets for the coming year already endorsed by the Parent Authorities.

5.2 The Business Plan incorporates action on a communication strategy.

6. Financial Implications of the proposed course of action/ decision

6.1 The Business Plan is consistent with budgets for the financial year 2021- 2022 presented to the December 2020 Joint Committee Meeting with additional commentary noting the impact of the third English lockdown on estimated income.

7. Legal/Governance Implications of the proposed course of action/decision

7.1 The proposed Business Plan supports the already approved Strategic Plan and the already approved Budget. A report will be taken to the June meeting of the Committee on governance going forwards and this will include the process for approving future Business Plans.

Information Classification: CONTROLLED

8. Risk Implications of the proposed course of action/decision

8.1 The Business Plan includes actions to moderate identified risks, maintain core assets and provide frameworks for service delivery and oversight during the coming financial year.

9. Comprehensive Impact Assessment Implications

Not Applicable.

10. Options available

10.1 To approve the Business Plan for the reasons set out in this report;

10.2 To not approve the Business Plan or to approve a varied Business Plan. This is not recommended as the proposed Business Plan is in line with the already approved Strategic Plan and Budget.

11. Supporting Information (Appendices)

1. Appendix 1: Draft 2021-2022 Business Plan

12. Background Papers

None

13. Approval and clearance

All reports:

Final report sign offs This report has been Date cleared by (or mark not required if appropriate) Governance/Legal Lia Musto-Shinton, 24.02.21 (Required for all reports) Senior Corporate Governance Lawyer Finance Geraldine Baker, Senior 01/03/21 (Required for all reports) Business Analyst Equality and Diversity Not Required (If required)

Information Classification: CONTROLLED

Service Director Vicky Fraser, Service 02/03/2021 (Required for all reports) Director for Transport (Interim) Strategic Director N/A (If required)