Making Our Vision A Reality Allerdale – A great place to Live, Work & Visit
First Draft Corporate Improvement Plan 2006-2011
Version 0.1 Page 1 of 53
Corporate Improvement Plan 2006/2011
CONTENTS
1. Foreword
2. Introduction
3. Context to the Corporate Improvement Plan • About Allerdale • How Does It All Fit Together – National To Local
4. Making Our Vision A Reality - The Corporate Improvement Framework
5. Our Achievements To Date
6. Performance Management Arrangements
7. Our Resources
8. Key Contacts
9. Glossary
Version 0.1 Page 2 of 53
1. Foreword
Welcome to Allerdale Borough Council’s first Corporate Improvement Plan. This Plan is very important for us, as it builds upon our ambitious Vision of making Allerdale “a great place to live, work and visit”, and takes it one step further to identify how, over the next five years we will work towards making it happen.
In developing this plan, we have looked at what is important to our communities, rather than what legal duties as a Council we have to undertake. The way we have done this is by engaging with and listening to a wide range of views and opinions to ensure that our key priorities and focus are in line with local aspirations. We would like to thank all of the individuals and organisations who have supported us to this point and we look forward to continuing to nurture these relationships as we move forward into delivery, as we are very aware that in order for us to achieve our ambitions we will need to work with, and through, a range of partners.
Over the next twelve months, we have set ourselves an ambitious agenda. Looking forward we expect significant developments through the West Cumbria Strategic Forum via the production of a 10 year Master Plan, which will be considered by the Secretary of State for Trade and Industry, the Rt. Hon. Alan Johnson MP. We will drive forward the work of the Local Strategic Partnership to ensure that all public sector agencies within West Cumbria link together to address our key issues around educational attainment, health inequalities and transport and infrastructure.
For our own part, we aim to set an example by continuing to build upon the solid foundations and innovative work which has recently been undertaken. For example, by June we will have made strides to improve our planning activities to ensure that customers obtain a satisfactory level of service. In September, we will see the introduction of our One Stop Shop, a key part of our desire to improve services to our customers. By October, we will ensure that the regeneration of Workington Town Centre -- including the new multi-storey car park -- is completed, providing an enhanced shopping facility and a range of new job opportunities for local people.
In summary, this year is a year of improvement and delivery. We have a committed team of staff and Councillors, all of whom are desperate to deliver on the expectations of the people of Allerdale. By working closely together with partners and the local community, we can bring about big improvements in the quality of people’s lives. The years ahead will be exciting and productive, and we look forward to making our vision a reality by delivering what counts to local people.
Councillor Jim Musgrave, Leader : Pictures to be inserted Gillian Bishop, Chief Executive Version 0.1 Page 3 of 53
2. Introduction
What is the Corporate Improvement Plan? The Allerdale Corporate Improvement Plan (CIP) will turn our vision into reality by defining a practical deliverable framework over a five year period from 2006- 2011. The framework will create a clear and tangible set of measurable targets and outcomes to enable all members of the organisation, and wider partners to have a common picture of our destination, and each of our roles and responsibilities within it. The CIP will have an important influencing role.
A conscious decision has been made in the development of the CIP, not to focus primarily on what we as a local authority have within our powers and duties to undertake, but instead to have as the driving force the needs and opportunities of our local community. As a result the CIP contains priorities and targets which are outside of Allerdale Borough Council’s direct sphere of control, therefore there is a requirement for us to influence and negotiate through wider partners the delivery of our priorities to meet local people’s needs.
This activity will be challenging but essential to ensure that we maximise resources and influence others to meet local needs and priorities as part of our wider community leadership role. The CIP will enable us as an organisation to focus directly on what matters to the people of Allerdale. It will specify what are our priorities and what are not our priorities moving forward over the next five years. The development of the CIP will also ensure that we address an outstanding recommendation of the Comprehensive Performance Assessment report of 2003 which clearly states: ”…the Council still has to set out clearly what improvements will be achieved against the overall aims”.
Why have we done this? We need to keep focused on what matters most to you – and not get distracted with other issues that may not be vital to us in Allerdale. Our framework will ensure that we target our resources – money, staff, and equipment – in the right way, with the right amount, to get the right outcome.
All our decisions will be focused on meeting these priorities – this will mean that we are likely to have to make some tough decisions during the next 5 years – but we are now clear that the reason behind our decision making is to deliver the things that matter most to our community.
How did we create our Plan? The Plan was created following significant consultation will all our stakeholders. We have linked in to emerging priorities from our partners including the Cumbrian Vision, the Cumbria Strategic Partnership and the West Cumbria Strategic Partnership.
Version 0.1 Page 4 of 53
We have taken a conscious decision that our plan needs to focus not just on what we ourselves can deliver, but also those priorities that are not entirely within our control. We are committed to driving and influencing the achievement of other priorities such as being safe, being healthy and having a good education.
When will this happen? Our plan is for the next 5 years – from 2006 to 2011. This starts at the 1st April 2006.
We have committed ourselves to timescales within the plan so we are clear when we must achieve our results. Now we have done this we can make sure that our governance, budget, project planning and performance management processes keep us focused on meeting these deadlines.
Who will do all this? Each action has an identified lead person. This means that for our staff, our roles and responsibilities are now crystal clear. We will be working closely with our partners to make sure that jointly, we deliver what you have asked us to do.
What happens next? This plan is not static – it will be reviewed on an annual basis – so that our priorities are still focused for a 5 year period, and that actions and timescales are refreshed to make sure we still meet your changing needs.
We will keep you well informed of what our successes are and you will be an integral part of the review process to make sure that your priorities are our priorities.
Version 0.1 Page 5 of 53
3. Context to the Corporate Improvement Plan
Where is Allerdale?
Allerdale is one of six districts in Cumbria, a large county in North West England. Allerdale is situated at the north-western edge of Cumbria, covering over 94,500 square miles, stretching from the Solway Firth in the north down to its largest town of Workington, and bounded by the Lake District mountains.
Allerdale has a population of approximately 94,500, mainly living in Workington and the other main towns: Maryport, Cockermouth, Keswick and the northern market towns of Silloth, Wigton and Aspatria.
Workington is over 35 miles from the M6 at Penrith, the motorway connection to Scotland in the north and Manchester to the south. The map shows the main towns and road links in the borough.
Where is Allerdale?
Map of UK Map of Cumbria showing districts, key towns, showing including Carlisle, Barrow, Kendal, Penrith, and Cumbria Whitehaven
Plus shaded area for LDNP & principle town s of Allerdale on, with populations & mark on Solway Firth
Extend to show rest of North West showing major cities: Manchester, Liverpool, Chester, Preston, etc
What is Allerdale like?
Allerdale is an area of great contrast. The borough has three distinct areas: • the urban triangle of Cockermouth, Maryport and Workington; • the dispersed hill farms, forests, mountains and lakes of the Lake District National Park; and • the rural and fertile Solway Plain, stretching to the north towards Carlisle.
Allerdale has some of the most beautiful countryside in Britain. At the same time, some neighbourhoods are amongst the most deprived in the country. Allerdale has eight wards in the top 20% most deprived wards in England, with parts of Workington and Maryport particularly in need of extra help. Community projects in these areas have benefited from Government money, such as the Neighbourhood Renewal Fund. Version 0.1 Page 6 of 53
Approximately a third of the borough lies within the Lake District National Park. For the part of Allerdale within its boundary, the Lake District National Park Authority are responsible for some local authority services, for example deciding planning applications,.
These contrasts mean higher costs to the Council for providing some services and offer a challenge to the Council to deliver quality services that are good value for money.
The Local Economy
Employment rates have much improved in recent years, although unemployment is still slightly higher than the regional average.
Unemployment rates (November 2005): Workington Allerdale Cumbria UK 2.6 2.1 1.9 2.4
Over 34,000 people work in Allerdale, mostly in service industries such as tourism, hotels and transport. Significant numbers of new jobs were created at the Government’s British Cattle Movement Service HG and the hi-tech BP Ford World Rally team base outside Cockermouth.
The towns of Workington and Maryport have diversified from their traditional economic base of coal, iron and steel, although a large proportion of people are still employed in manufacturing industries. The planned closure of the Corus rail- making plant in Workington during 2006 will present serious challenges to replace those jobs and to reuse the site.
Sellafield, in the neighbouring borough of Copeland, employs nearly 4000 Allerdale residents. Decommissioning of the nuclear industry poses major questions for the future, but also offers opportunities. The proposed University for Cumbria, as well as new nuclear skills training facilities, are welcome initiatives.
Tourism is important for local prosperity, bringing £195 million into the local economy each year and providing up to 4000 local jobs.
Version 0.1 Page 7 of 53
Future opportunities in Allerdale
Allerdale Borough Council is improving the economic outlook of the area with a number of future opportunities. These are illustrated in the map below. . North Allerdale Market Maryport Harbour Further text to Derwent Forest Towns Initiative Plans for Silloth, Wigton be added A 1,200 acre former MOD weapons repair site at Broughton Moor, will and Aspatria area. Further house major leisure and tourism text to be added developments.
Port of Workington Map of Allerdale showing locations of Further text to be added regeneration initiatives
Derwent Valley Workington Plans to create quality sport and recreation facilities
Workington town centre A buzzing quality shopping experience, fully open in late 2006 when the £75 million rebuild will be completed.
Derwent Howe, Workington Further text to be added Cockermouth Market Keswick Market Towns Towns Initiative Initiative Further text to be added Further text to be added
The availability of quality and affordable housing is important to the future of the borough. In Keswick, for example, the high costs of housing means it is almost impossible for some local people to afford a house. In Workington, poor quality housing in some areas has been a feature of the town. For this reason, housing is a key element of this corporate improvement plan. Allerdale Borough Council is leading on housing schemes to provide affordable housing and to support the renewal of some older housing areas in Workington and Maryport.
Version 0.1 Page 8 of 53
What are the transport links to Allerdale?
Map of transport links:
Map of Cumbria with major towns on and LDNP marked on
Major roads e.g. M6, A66
Rail links (main line and coastal)
Airport e.g. Carlisle and Kirkbride
Ports
We understand that for people living, working and visiting Allerdale, transport and infrastructure links are an important issue and we are lobbying a range of organisations with partners to improve this.
How does this plan link with other strategies and organisations?
At Allerdale Borough Council, we have an agreed set of key priorities. These link to plans of other organisations and Government bodies. These will help local people to get quality public services to meet their needs. Co-operation between agencies, local authorities, businesses and communities is vital to help Allerdale be a better place to live work and visit.
Allerdale is a partner in a range of activities at local, regional and national level. We need to ensure that what we are undertaking locally is complimentary to what our partners are engaged with and currently planning for. We have ensured in the development of the CIP that we link to, and respond positively with, our partners’ plans and activities.
The following diagram aims to represent the linkages and connections which Allerdale needs to work within to make things happen on the ground.
Version 0.1 Page 9 of 53
How does it all fit together - National to Local
Central Government is responsible for the legislative framework for the United Kingdom. It specifies the statutory services of the United Kingdom: public sector. Central Government Departments At the regional level there are three key agencies. NWRA is is a partnership that works to promote the economic, environmental and North West of England: social well-being with responsibility for regional housing, planning and transportation issues and scrutinising the NWDA. The NWDA North West Regional Assembly (NWRA) is responsible for the sustainable economic development and regeneration of the region.GONW is the primary means by which a North West Development Agency (NWDA) wide range of Government policies are delivered in the NW region. Government Office for the North West (GONW) At the County level in Cumbria, the CSP is the County wide Local Cumbria: Strategic Partnership. CV is the Sub-regional partnership of the NWDA and will deliver the component of the CSP activity. CCC is a Cumbria Strategic Partnership (CSP) directly elected body providing a wide range of important public Cumbria Vision (CV) services for the people of Cumbria. Cumbria County Council (CCC) Within West Cumbria covering both Allerdale and Copeland there is the WCSP is the Local Strategic Partnership for the area. The West Cumbria: WCSF was established to ensure that opportunities arising from decommissioning and associated activity from Sellafield are West Cumbria Strategic Partnership (WCSP) maximised to all parties. WLR is the Urban Regeneration Company West Cumbria Strategic Forum (WCSF) for the area including Barrow and is responsible for the delivery of West Lakes Renaissance (WLR) regeneration related activities. ABC is the directly elected body for the area. The Council with 56 councillors is responsible for the delivery of a range of statutory Allerdale: services and operates within a two tier system of local government Borough Council (ABC) with Cumbria County Council. Within Allerdale there are 7 Town Councils and 52 Parish Councils. These are elected by local people to represent local Towns & Parishes of Allerdale: interests and provide local services. They link with the Borough and Town & Parish Councils County Councils.
Note: This is illustrative of how organisations and activities link from the national to the local, it is not intended to be comprehensive of all organisations. It is recognised that this diagram purposefully does not represent Police and Health organisations who do deliver activities within these boundaries.
Version 0.1 Page 10 of 53
4. Making Our Vision A Reality – The Corporate Improvement Framework
The Corporate Improvement Framework (CIF) is the core element of the wider CIP. The CIF states how and what we will be focusing and delivering on over the next five years through the introduction of Corporate Themes, Strategic Priorities and 5 year Targets.
As a result our Framework has evolved through extensive consultation to incorporate the following main parts:
Our Vision is at the core of determining what we do, which is that “Allerdale - a great place to live, work and visit.”
This is supported by 4 Corporate Themes of Live, Work, Visit and Improve.
Each of the Corporate Themes has a Strategic Aim which starts to explain just what it is that we are trying to achieve.
Beneath the themes and aims lie the Strategic Priorities with connected 5 year targets which provide further detail as to the exact issues which will be the focus of delivery to make the vision a reality. Each of the Strategic Priorities has associated performance measures. These measures will enable us to identify what progress we are making as we move towards the delivery of the CIP. More detailed operational performance measures and indicators will be contained within Strategic and Service Plans.
The following diagram shows how elements of the CIF link together.
Version 0.1 Page 11 of 53
The Corporate Improvement Framework
Environment: By 2011 more people living and visiting Allerdale will be satisfied with the quality of the street Partnerships: By 2011 Allerdale scene and local environment will have excellent partnerships Live We aim to which are all focused on improve the quality of delivering the same priorities our natural, physical and built environment to create a safer, better connected and healthier borough where everyone can find a Corporate home that suits them. Housing: By 2011 Allerdale Improvement: By will provide the right homes 2011 Allerdale will be in the right place at the right an excellent authority time The Vision: Allerdale – a Work. We aim to Visit. We aim to ensure that visitors promote, regenerate are delighted to find the area clean and great place to and sustain our local green, peaceful and welcoming; Visitors live, work & towns and villages, are invited to join with local people in their economies and enjoying a wide range of cultural visit communities activities, and a popular programme of festivals Transport & Infrastructure: Tourism: By 2011 By 2011 Allerdale will Allerdale will have contribute to the reduction in delivered increased its journey times and wealth into the local increased connectivity within economy through Improve. We aim to the Borough and between greater visitor develop the ability of the major urban conurbations to numbers, higher visitor Council by working with spend and the creation our partners of new tourism-related to respond to the needs of jobs. the community and by Healthy & Safe doing so make Allerdale Communities: By Borough Council an 2011 Allerdale will outstanding employer and work with partner Skills & provider of services agencies to Education: reduce overall By 2011 levels of crime & Allerdale will disorder, fear of retain the Job Creation: By crime and skills, 2011 Allerdale will knowledge increase the and Regeneration: By number of people expertise to 2011 to have in work to meet meet brought back into the North West business use the majority average requirements of under-used and derelict land.
Note: This diagram will be improved by the designer.
Version 0.1 Page 12 of 53
The following tables provide clear details of what activities we will be delivering in order to meet the key elements of the CIF.
Allerdale – A great place to LIVE We aim to improve the quality of our natural, physical and built environment to create a safer, better connected and healthier borough where everyone can find a home that suits them. Environment: By 2011 more people living and visiting Allerdale will be satisfied with the quality of the street scene and local environment. Strategic Action Outcome Lead Officer Target Date Source Priority & Target E1 Performance Manage High quality environmental Head of March 2007 Environment Environmental services in line with Environment Strategic Plan Partnership performance targets and customer expectations E2 Produce Audit, Open spaces are utilised to Head of September Environment Strategy & Action Plan full capacity and support Environment 06 Strategic Plan to Manage our Open wider corporate activity. Spaces. E3 Refresh Capital Allerdale Assets are utilised Head of Property September Property Services Strategy and Asset to full capacity and support Services 06 Strategic Plan Management Plan in wider corporate activity. line with best practice E4 Secure Green Flag External accreditation and Head of March 07 Environment Status for Vulcan Park recognition Environment Strategic Plan E5 Deliver AONB Increased awareness and Head of March 2009 Environment Management Plan utilisation of the AONB Environment Strategic Plan E6 Development of a All contaminated land is Head of March 07 Environment & Contaminated Land minimised and managed Environment Regeneration Strategy & Action Plan Strategic Plans Links to other plans – Community Strategy, Allerdale Futures, Asset Management Plan, Capital Strategy
Version 0.1 Page 13 of 53
Key Environmental Measures:
a) Increase in satisfaction levels with the Borough (BVPI 89 and 119e) • Increase in the satisfaction with cleanliness of public land (BVPI 89) • Increase in the satisfaction with parks and open spaces (BVPI 119e)
b) Increase in utilisation of Borough facilities (BVGUSS)
c) Number of ‘sites of potential concern’ (within the local authority area), with respect to land contamination (BVPI 216a) (New PI 2005/06)
d) Vulcan’s Park achieves external accreditation by Green Flag (Local PI)
Version 0.1 Page 14 of 53
Housing: By 2011 Allerdale will provide the right homes in the right place at the right time Strategic Action Outcome Lead Officer Target Source Priority Date & Target H1 Deliver the HMR Further progression towards Head of March 07 Housing Services Prospectus in line with decent and affordable Regeneration Service Plan output and spend housing provision. profiles H2 Deliver Renewal Area Further progression towards Head of March Housing Services Programmes in line with affordable housing provision, Regeneration 2010 Service Plan timescales, output and with the Decent Homes spend profiles Standard being met. H3 Implement Reduction in number of Head of March 07 Housing Services Homelessness (Housing homeless people Regeneration Service Plan Options) Strategy & Action Plan H4 Performance manage High quality public housing Head of March 07 Housing Services Housing Associations services in line with Regeneration Service Plan and influence their performance targets and strategic customer expectations H5 Customer Charter for Minimum standards of quality Head of October 07 Housing Services Public & Private Sector housing services for all local Regeneration Service Plan Housing Organisations people H6 Housing Stock Up-dated understanding of Head of October Housing Services Conditions Survey quality and number of Regeneration 2006 -2009 Service Plan housing units and housing needs
Version 0.1 Page 15 of 53
H7 Gypsy Traveller Strategy Strategic approach and Head of PIU March Performance identification of a suitable 2008 Improvement Unit permanent site for gypsy and Service Plan traveller communities (required under Circular 1/96) Links to other plans: Community Strategy; Allerdale Futures; Asset Management Plan; Capital Strategy; Housing Strategy; Local Plan; Race Equality Scheme
Key Housing Measures:
a) 20% of new homes built in Allerdale to be affordable (REG HLPI 1) (New PI 2005/06)
b) The number of non-local authority owned vacant dwellings returned to occupation or demolished during the financial year as a direct result of action by the local authority (BVPI 64)
c) The percentage of all housing that is unfit. (Quality of Life Indicator) (Not currently measured)
d) Reduction in number of homeless people into suitable accommodation (BVPI 183a, 183b, 202, 203, 213, 214)
e) Development of a suitable permanent site for gypsy and traveller communities (Local PI)
f) Increased satisfaction with housing services (homelessness and RSL housing management) – BVPI (?) and RSL performance information
Version 0.1 Page 16 of 53 Transport & Infrastructure: By 2011 Allerdale will contribute to the reduction in its journey times and increased connectivity within the Borough and between major urban conurbations to maximise economic and social prosperity. Strategic Action Outcome Lead Officer Target Date Source Priority & Target T&I 1 Complete Transport Increased customer Head of March 2007 Regeneration Audit & Strategy satisfaction Regeneration Strategic Plan Improved co-ordinated transport infrastructure serving the needs of the customer T&I 2 Complete Multi-Storey Safe and secure parking in Head of Property October Parking Services Car Park in Workington Workington 2006 Service Plan T&I 3 Complete Car Par A defined, transparent Head of Property October Parking Services Strategy for the approach to car parking in 2006 Service Plan Borough line with corporate priorities, meeting customer needs T&I 4 Publish Car Park Clear service standards for Head of Property October Parking Services Customer Service all customers 2006 Service Plan Standard/Charter T&I 5 Support WCSF Increased connectivity Chief Executive July 2006 WCSF Master Transport & between a wide range of Plan Infrastructure priority transport modes setting through Master Plan Links to other plans: Community Strategy; Allerdale Futures ; Asset Management Plan; Capital Strategy; Cumbria County Council Transport Plan
Version 0.1 Page 17 of 53 Key Transport and Infrastructure Measures:
a. The percentage of residents who think that for their local area that a) public transport has got better or stayed the same; b) the level of traffic congestion has got better or stayed the same. (Quality of Life Indicator) (Not currently measured)
b. The percentage of residents who think that for their local area journey times have reduced (Local PI – working with businesses)
c. The number of initiatives in West Cumbria to support increased connectivity (Local PI)
d. Improved customer satisfaction with car parks in the borough (Local PI)
e. 95% of car park service standards will be met 100% of the time (Local PI)
Version 0.1 Page 18 of 53
Healthy & Safe Communities: By 2011 Allerdale will work with partner agencies to reduce overall levels of crime & disorder, fear of crime and narrowed health inequalities across the borough Strategic Action Outcome Lead Officer Target Date Source Priority & Target H&SC1 Implement duties in Community Safety at the Chief Executive March 2007 Crime & Disorder line with Section 17 heart of all activity. Strategy H&SC2 Support the Local People feeling safe Chief Executive March 2007 Crime & Disorder implementation of the and secure in their area Strategy Crime and Disorder Reduction Partnership and the Community Safety Strategy H&SC 3 Support the LSP to Increase in the general Director of March 2011 Community tackle the level of health of all communities Community Strategy & Local health inequalities in and the narrowing of the Services Area Agreements core areas throughout gap of health inequalities. the Borough Links to other plans: Community Strategy; Allerdale Futures ; Asset Management Plan; Capital Strategy; Community Safety Strategy
Key Healthy and Safe Communities Measures:
a. Reduction in domestic burglaries per 1000 households (BVPI 126a)
b. Increase in satisfaction with people feeling safe and secure in their area – Local PI
c. Life expectancy at birth (male and female). (Quality of Life Indicator) (Not currently measured)
Version 0.1 Page 19 of 53
Allerdale – A great place to WORK We aim to promote, regenerate and sustain our local towns and villages, their economies and communities Job Creation: By 2011 Allerdale will increase the number of people in work to meet the North West average.
Strategic Action Outcome Lead Officer Target Date Source Priority & Target JC1 Support Pathways to Reduce number of people Head of From March Regeneration Work through ongoing on incapacity benefit and Regeneration 2007 Strategic Plan management and increase number of people delivery of LPSA 6 with into employment partners. JC2 Establish Business Effective public, private and Head of October Regeneration Forum for West voluntary sector working Regeneration 2006 Strategic Plan Cumbria relations to place and retain people in jobs JC3 Produce Creative Diversify the local economy Head of March 2007 Regeneration Industry Strategy and Environment Strategic Plan Action Plan JC4 Secure & Implement Increase in number of Head of March 2007 Regeneration Local Enterprise enterprise start-ups Regeneration Strategic Plan Growth Initiative JC5 Audit Business support Increase in business start- Head of March 2007 Regeneration and development ups and maintenance and Regeneration Strategic Plan programmes & prepare growth of existing response for action in businesses response to findings
Version 0.1 Page 20 of 53 JC6 Continue to work with The economic position of Head of March 2011 Regeneration partners to ensure the the local economy is Regeneration Strategic Plan socio-economic impact sustained. of decommissioning is minimised and the NDA strategy is maximised Links to other plans: Community Strategy; Procurement Strategy; Capital Strategy; Regeneration Strategy; Cumbria Vision Strategic Plan; West Lakes Renaissance
Key Job Creation Measures:
a) The percentage of the working-age population that is in employment. (Cumbria Household Survey)
b) Reduce number of people on incapacity benefit (Local PI)
c) Increase in number of new businesses which set up and flourish (Local PI)
d) Number of new and improved business use floor space (m2) (Cumbria Vision PI)
e) Number of jobs created and safeguarded (Cumbria Vision PI)
Version 0.1 Page 21 of 53
Regeneration: By 2011 to have brought back into use the majority of under-used and derelict land.
Strategic Action Outcome Lead Officer Target Date Source Priority & Target R1 Derwent Forest: Creation of investment, jobs Head of West Lakes Review & Implement & improving the economic, Regeneration April 2006 Renaissance & Vision & Master Plan social, tourism and leisure March 2011 Regeneration facilities for local people. Business Plan R2 West Cumbria Transformational activity to Chief Executive WCSF Master Strategic Forum secure sustainable July 2006 Plan and Action Master Plan economic growth of West March 2021 Plan Development & Cumbria. Implementation R3 Corus/Derwent Howe: Creation of investment, jobs Head of WCSF Master Implement Master Plan & improving the economic, Regeneration July 2006 Plan & proposals as part of social, tourism and leisure March 2011 Regeneration West Cumbria facilities for local people. Business Plan Strategic Forum Master Plan R4 Port of Workington Creation of investment, jobs Head of Regeneration Complete Feasibility & improving the economic, Regeneration April 2006 Strategic Plan and Development social, tourism and leisure Proposals. Implement facilities for local people. Redevelopment March 2011 R5 SRB closed down, The sustainability of the Head of June 2007 Regeneration sustainability and end improvement brought about Regeneration Strategic Plan of scheme by the SRB Programme arrangements completed.
Version 0.1 Page 22 of 53 R6 Workington Town Creating significant new Head of Property Property Services Centre: investment & new jobs for Services Strategic Plan Complete Phase I local people. October 05 Complete Phase II October 06 R7 Complete Local Clear and transparent Head of June 2007 Regeneration Development planning framework which Regeneration Strategic Plan Framework Core represents communities’ Strategy views. R8 Deliver regeneration A new marina and new Head of Phase 1 Regeneration strategy for Harrington housing area which meets Regeneration April 2010 Strategic Plan marina and housing local aspirations. development R9 Support for Rural Regeneration of rural areas Head of April 2008 Regeneration Regeneration (MTI’s) to meet local needs. Regeneration Strategic Plan delivery R10 Development of a Clear strategic position on Head of October Regeneration strategic policy on energy challenges and Regeneration 2006 Strategic Plan Energy for Allerdale opportunities. R11 Development of a All underused land and Head of Property December Property Services derelict and dilapidated buildings are minimised and Services 2006 Strategic Plan buildings strategy & managed. action plan Links to other plans: Community Strategy; Procurement Strategy; Capital Strategy; Regeneration Strategy, Asset Management Plan
Version 0.1 Page 23 of 53 Key Regeneration Measures:
a. Hectares of brownfield land reclaimed (Cumbria Vision PI)
b. The proportion of developed land that is derelict. (Quality of Life Indicator) (Not currently measured)
c. Percentage of new homes built on previously developed land (BVPI 106)
d. Private sector investment (£million) (Cumbria Vision PI)
e. Increased customer satisfaction with opportunities for getting jobs in Allerdale (Local PI)
f. Percentage of customers satisfied with being involved in decision making (Local PI)
Version 0.1 Page 24 of 53
Skills & Education: By 2011 Allerdale will retain the skills, knowledge and expertise to meet business requirements
Strategic Action Outcome Lead Officer Target Date Source Priority & Target S1 Secure West Cumbria Accessible further Chief Executive March 2007 Cumbria Vision Campus of University Education opportunities for Strategic Plan for Cumbria Allerdale to meet local people and local business needs S2 Establish good working Retention of skills and Director of March 2007 Community relationships with expertise in West Cumbria. Community Strategy education and skills Services providers S3 Promote workforce Retention of skills and Head of Human March 2007 Human development expertise in West Cumbria. Resources Resources programmes within the Service Plan Council Links to other plans: Community Strategy, Human Resource Strategy, Children and Young People Plan
Key Skills and Education Measures:
a) Increased learning opportunities leading to formal qualification (Cumbria Vision)
b) The proportion of working-age population qualified to a) NVQ2 or equivalent and; b) NVQ4 or equivalent. (Quality of Life Indicator) (Cumbria Economic Bulletin – CRED)
c) The number of local businesses that are able to recruit local people with the right skills (Local PI)
Version 0.1 Page 25 of 53
Allerdale – A great place to VISIT We aim to ensure that visitors are delighted to find the area clean and green, peaceful and welcoming; Visitors are invited to join with local people in enjoying a wide range of cultural activities, and a popular programme of festivals Tourism: By 2011 Allerdale will have delivered increased wealth into the local economy through greater visitor numbers, higher visitor spend and the creation of new tourism-related jobs. Strategic Action Outcome Lead Officer Target Date Source Priority & Target T1 Implement Tourism Increased image and Communications March 2007 Communications Strategy Action Plan perception leading to & Marketing & Marketing increasing tourists and Manager Service Plan investment. T2 Develop investment Increased image and Communications March 2007 Communications brochure and perception leading to & Marketing & Marketing marketing programme investment in the area. Manager Service Plan for Allerdale & West Cumbria with partners T3 Develop and Increased leisure provision Head of March 2007 Environment implement Derwent for local community and Environment March 2010 Strategic Plan Valley Master Plan residents. linked to WCSF T4 Performance manage High performing leisure Head of March 07 Environment Leisure Trust services in line with Environment Strategic Plan customer expectations T5 Secure Awards under External accreditation for Head of March 08 Environment the Coastal local attractions Environment Strategic Plan Recognition Scheme
Version 0.1 Page 26 of 53 T6 Implement Cultural Cultural services working Head of March 2007 Environment Service Inspection towards excellence Environment Strategic Plan Action Plan Links to other plans: Community Strategy; Allerdale Futures; Asset Management Plan; Capital Strategy; Cultural Strategy; Tourism Strategy
Key Tourism Measures:
a) Increase in total tourists numbers in Allerdale (STEAM Report 2004)
b) Tourism expenditure in the local economy a) Direct expenditure, b) Indirect expenditure (Local PI)
c) Increased customer satisfaction with the Leisure Trust (Local PI)
d) Increased customer satisfaction with cultural activities (Local PI)
e) External accreditation from the Coastal Recognition scheme
Version 0.1 Page 27 of 53
Allerdale – An IMPROVED Council We aim to develop the ability of the Council by working with our partners to respond to the needs of the community and by doing so make Allerdale Borough Council an outstanding employer and provider of services. Corporate Improvement: By 2011 Allerdale will be an excellent authority Strategic Action Outcome Lead Officer Target Date Source Priority & Target CI 1 Complete Workforce Right people in the right Head of Human March 2007 Human Resource Development Strategy jobs Resources Service Plan & Plan CI 2 Undertake Job Equality of positions Head of Human March 2007 Human Resource Evaluation exercise in throughout Allerdale Resources - 2008 Service Plan light of improvement priorities CI 3 Action Plan developed Staff are informed and Chief Executive/ April 2006 Performance to address the involved in the Council’s Head of PIU Improvement Unit outcomes of the staff improvement and change Service Plan survey agenda CI 4 Risk Identified risks are Director of September Financial Management/Business minimised and managed. Finance 2006 Services Strategic Continuity Strategy & Plan Action Plan upgraded and completed
Version 0.1 Page 28 of 53
CI 5 Review & re-structure Increased customer Head of Phase 1: Customer front line services to satisfaction and increased Customer September Services Strategic effectively deliver the first point of contract Services 2006 Plan Customer Services resolution Strategy, Customer Contact Centre and One-Stop-Shop CI 6 Customer Service Increased customer Head of Phase 1: Customer Centre open and satisfaction and increased Customer September Services Strategic operational first point of contract Services 2006 Plan resolution CI 7 Implement and monitor Increased value for money Head of PIU March 2007 Performance Procurement Strategy and efficiencies Improvement Unit Service Plan CI 8 Annual Review of CIP Corporate Priorities and Chief Executive March 2007 Performance & Action Plan actions defined in line with Improvement Unit local residents priorities Service Plan CI 9 Councillor approval of Long term financial planning Director of March 2007 Financial Medium Term and efficiency targets in line Finance Services Strategic Financial & Efficiency with corporate priorities Plan Strategy (incorporating Gershon targets) CI 10 Recognition of staff Improvement in morale, Head of Human September Human achievement by events motivation and contentment Resources 2007 Resources and activities of staff Service Plan supported by staff.
Version 0.1 Page 29 of 53
CI 11 Robust programme to Continual corporate Head of PIU March 2007 Performance manage and develop improvement & Improvement Unit continual improvement development towards Service Plan through Performance & excellence by 2011. Service Assessments, Inspections and Action Plans. CI 12 Undertake & Alignment of focus, Chief Executive December HR Strategy Implement Fit for structure and capacity of 2006 Purpose/Capacity organisation to meet Review of the Corporate Improvement organisation to ensure Framework. that the Council’s resources reflect the improvement priorities set. CI 13 Seek approval and Improve staff and Councillor Head of Property September Property Services implement Phase I morale, and improve Services 2006 Strategic Plan Office Accommodation working and meeting Strategy conditions together with the implementation of a Customer Service Centre CI 14 Balance budget To ensure that the Council Director of March 2007 Financial has a sound financial basis Finance Services Strategic to deliver on its priorities. Plan
Version 0.1 Page 30 of 53
CI 15 Obtain approval and Modern, accountable and Director of March 2007 Democratic implement 2006/07 transparent decision making Corporate Services Service Councillor arrangements within the Services Plan Development Council together with Programme Councillors taking the lead on communicating with local people and stakeholders. CI 16 Formation of External intervention and Director of January Performance Improvement Board support for continual Community 2007 Improvement Unit corporate improvement and Services Service Plan development embedded across organisation. CI 17 Identify and Implement Culture across Council of Director of December Performance Performance robust target setting to Community 2006 Improvement Unit Management secure improvement. Services Service Plan Framework A robust system for monitoring, recording and report performance activity. Cl 18 Implement BFI Action Sustained improvements in Head of Financial March 2007 Financial Plan Housing Benefit Service. Services Services Strategic Plan Cl 19 Develop & Implement Equality and Diversity is Head of PIU August 2006 Performance a Corporate Equality embedded in all activity Improvement Unit and Diversity Strategy leading to increased Service Plan customer and staff satisfaction from diverse groups
Version 0.1 Page 31 of 53
Cl 20 Completed new HR Improve management and Head of HR June 2006 HR Service Plan Strategy ensuring development of the staff retention of IIP January 07
CI 21 Introduce system of Continual improvement and Head of PIU January Performance Knowledge development of corporate 2007 Improvement Unit management and capacity Service Plan distribution CI 22 Development of Streamlined, cost effective Director of July 2006 Performance Shared Service and high performing service Community Improvement Unit Strategy delivery based on customer Services Service Plan expectations CI 23 Development and Removal of standards Head of June 2006 Regeneration Implementation of authority designation Regeneration Strategic Plan Planning Improvement Plan CI 24 Maximise income Charging and trading Director of March 2007 Financial generation potential powers used to support Finance Services Strategic under new powers corporate agenda Plan Links to other plans: Community Strategy, Best Value Performance Plan, HR Strategy, Mid Term Financial Strategy; Risk Management Plan; Customer Service Strategy
Version 0.1 Page 32 of 53
Key Corporate Improvement Measures:
a) Percentage of calls dealt with at first point of contact (Local PI)
b) Increase in overall customer, staff and Councillor satisfaction with the council (Local PI)
c) Increase in overall satisfaction from those customers from a diverse background e.g. disability groups, older people, younger people, travellers, BME communities, gay, lesbian, bisexual and transgender groups (Local PI)
d) Efficiency savings met per annum (Local PI)
e) Percentage of respondents consider the Council’s priorities to be very important or important (Community Voice Survey, Allerdale Moving Forward) i.e. recognition that the Council’s priorities have been based on their own
f) The composition of the workforce (staff and Councillors) is representative of the community it serves (Local PI)
g) Reductions in sickness absence (BVPI 12)
h) Continuous improvement of the Equality Standard for Local Government (BVPI 2)
Version 0.1 Page 33 of 53
Partnerships: By 2011 Allerdale will have excellent partnerships which are all focused on delivering the same priorities Strategic Action Outcome Lead Officer Target Date Source Priority & Target P1 The LSP achieves Successful partnership Chief Executive March 2007 LSP Improvement external accreditation working and improved Plan of Amber Green quality of life for local people. P2 Develop the To ensure that the Council Chief Executive March 2007 LSP Improvement Community Strategy, and its partners are Plan to include National and delivering on the priorities LPSA targets set by local people P3 Review the Council’s Partnerships which add Head of PIU December Performance approach to value and capacity to the 2006 Improvement Unit partnership working corporate improvement & Service Plan and develop a ‘best development agenda practice’ guide. P4 Grants to outside To ensure that grant funding Director of March 2007 Regeneration bodies are reviewed in is focused on meeting the Finance Strategic Plan line with Corporate and priorities set by local LSP priorities people. P5 Develop a co-ordinated Better life chances for all Chief Executive July 2006 Cumbria Children approach to meet the children and young people & Young People’s responsibilities and by supporting the March 2008 Plan 2006-2009 opportunities arising development of childrens from the change for trust arrangements. children and young people’s services agenda.
Version 0.1 Page 34 of 53 P6 Develop Overview and Ensure effective scrutiny Director of December Democratic Scrutiny Work and development of internal Corporate 2008 Services Service Programme to meet and partner activity on the Services Plan CIP and community LSP and needs of young issues including and older people. matters relating to the LSP and older and young people across the Borough P7 Develop programme to Customer led priorities and Director of December Performance increase the levels of service delivery. Community 2008 Improvement Unit community Services Service Plan engagement. P8 Involvement with the Improved quality of life for Chief Executive March 2007 LSP Improvement formation of the Local local residents Plan Area Agreement P9 Implementation of the Improved quality of life and Chief Executive March 2007 LSP Improvement Neighbourhood neighbourhood Plan Management agenda management activity for local residents P10 To support and deliver United and supportive Director of March 2011 Community a West Cumbria wide communities Community Strategy community cohesion Services programme Links to other plans: Community Strategy; Allerdale Futures ; Asset Management Plan; Capital Strategy; Procurement Strategy; Children and Young People’s Plan
Version 0.1 Page 35 of 53 Key Partnership Measures:
a) Green accreditation for the LSP
b) Delivery of the LSP Improvement Plan to timescales and outcomes
c) Increase in the levels of funding secured to support partnership activity
Version 0.1 Page 36 of 53
5. Our Achievements To Date
This Corporate Improvement Plan is building upon a range of successes and achievements which have been undertaken by individuals and organisations previously. This section provides examples.
Live
• Awaiting photographs of Concessionary Travel; Footway lighting problem areas – D&S
£2.1 million spent in Maryport Renewal Area, 100 houses improved to date
Enhancements to Maryport Memorial Garden
Helping the environment through recycling initiatives Youthtastic garden
Version 0.1 Page 37 of 53
Work
Photographs awaited for: • Town Centre redevelopment. First phase of £70m project opened in Oct 2005. Agreed lettings are presently 78% of total rental value, and there’s a year to go before it opens fully.
• Hayley – Youth Team • Any other SRB successes • Schematic for the new Tesco’s • University for Cumbria
Tackling unemployment through Routes to work
Regeneration through the Market Towns Initiative covering Keswick, Cockermouth, and North Allerdale
Version 0.1 Page 38 of 53
Visit
Awaiting photographs for: • Georgian Fare, Footy / Rugby, The Bounty
The 5th Masters World Mountain Running ChamStrategic Management Team
Theatre by the lake at Keswick
Music festival such as The Blues at Maryport and the jazz festival at Keswick
Beautiful scenery fromCorporate Management Team MChi f E i
Version 0.1 Page 39 of 53
Improve
Awaiting for photographs for: • Staff achieving their literacy and numeracy exams • Listening to the BME Population • Sports Day • CPA / Inspection report – key quotes from Audit Commission – other Government Bodies • Councillor website pilots up and running. • Communication award • On-line payment facilities enabling electronic means of payment
“The new arrangements for managing the leisure centres have resulted in improved facilities for users” Audit Commission January 2006
Access to services, new internet access in council offices
Celebrating the successes of our employees with our staff awards night
Version 0.1 Engaging young Page people40 of 53 in local democracy through ‘I’m a councillor get me out of here’
6. Performance Management Arrangements
To make sure that all the work we do, contributes directly to achieving the 10 Strategic Priorities we need a clear Performance Management Framework.
The ‘Golden Thread’ (shown below) provides the linkage that runs right from the strategic objectives set by the Cumbria and the West Cumbria Strategic Partnerships, all the way through the organisation to individual appraisals. This way, each individual Councillor of staff can see how their day job, contributes to meeting the wider objectives of the organisation as a whole.
The Golden Thread
Performance
Cumbria
Strategic Partnership West Cumbria
Strategic Partnership
Decision Making
Staff appraisals Corporate Improvement Plan
Communication
Service Plans Strategic Plans
Consultation and Engagement
Version 0.1 Page 41 of 53
Performance Management
Our performance will be focused on creating, measuring and monitoring robust performance indicators which concentrate on the outcomes for our customers, the impact this has on them, and the ‘good news’ stories as a result. Key to all of this is the satisfaction of our customers.
Good Stories
Outcomes
Performance Indicators
Note: this diagram is being refined
We will manage our performance based on our 4 Corporate Themes of Live, Work, Visit and Improve. We will have Key Performance Indicators that measure our success at 3 different levels – strategically, operationally and also geographically.
The Corporate Improvement Plan will contain performance indicators at the strategic level and the detail of the operational and geographical indicators will be contained within the Strategic and Service Plans.
Version 0.1 Page 42 of 53
Consultation and Engagement
We constantly need to know from you how you feel about the services that we deliver to you, and so we have developed a strategy to help us consult with you in the most effective way possible and especially in a way that suits you. In order to do this we have developed a Consultation Strategy which was printed with the 2001/02 Best Value Performance Plan. Since then we have been refining that strategy in order to develop a way of effectively carrying out consultation and knowing that the information that we have will be of use to us in improving services. In order to do this our consultation needs to be focused. During the year we spend a lot of time consulting with you, our customer, on the services that we deliver. It is important to us to know what you think as it helps us to shape the services to suit you and it ensures that we know that you understand and support the priorities that we are following. We may use many methods to consult with you – postal surveys, telephone surveys, face to face interviews, focus groups, and the Community Voice which is a panel of 600 residents of Allerdale, and web based surveys.
Consulting with you is not, and should never be a one way process. When you take the time to tell us your thoughts and considerations, we promise that we will feed back to you what changes we have made as a result of those comments. We will do this on our website and the council’s free and regular newsletter, Allerdale Outlook.
Version 0.1 Page 43 of 53
Communications
It is vital that we make sure that the council communicates well with everyone to share how successful (or not) we have been in meeting these aspirations. We need to communicate well externally with our customers and our partners, as well as internally with our Councillors and staff.
We have an award winning internal Communications Strategy which we are using as a template to our approach to external communications which we will review and build upon in light of our new vision.
In enhancing the approach above we will:
With our customers report our performance through: • placing articles in the local newspapers regularly to promote our successes • producing a regular Allerdale Borough Council community newsletter • displaying our performance information on our website and in our receptions
With our partners report our performance through: • attendance at our partnership meetings • the ability for our partners to access all the material our customers can • formal reporting to government and regional bodies
With our Councillors report our performance through: • quarterly updates on performance to Executive, Scrutiny and Full Council • monthly performance meetings with our Portfolio Holders • monthly Councillor and staff briefings • Councillors newsletters
With our staff report our performance through: • our team briefing process • displaying performance results on our intranet • discussing in our 1:1 appraisal process
If we haven’t met our targets – we will let you know that too, and explain why not.
Version 0.1 Page 44 of 53
Decision Making
Decisions are made on a daily basis which impact on us, for example, by central government, regional government, our partners, our Councillors, our customers or our staff. This means that our Corporate Improvement Plan is likely to change over time. What we must ensure in our decision making process that we do what is right for Allerdale.
The Council’s decision making processes are governed by the Constitution which set out how decisions are taken and who can make what decisions. Some decisions have to be made by law, others we choose to make ourselves.
“Full Council” (all Councillors) is the ultimate decision making body, delegated mainly to an “Executive” (a group of 10 Councillors). Many day to day matters are delegated to the Council’s staff to decide but such decisions have to be taken within the policy framework and budget which is set by the Full Council. In addition to the Executive there are certain special committees which have particular responsibility for specific functions – Development, Licensing and Audit Committees. There is also an “Overview and Scrutiny” which reviews and challenges decisions.
The key decision makers within the Committee structures are elected Councillors. Elected Councillors represent their geographical areas and some have responsibilities for specific council service development and delivery.
Decisions will be made based on the Council’s priorities. The Council keeps a focus on the decisions it makes through a “Forward Plan” which is a rolling programme of the key decisions that it expects to be making in the coming weeks and an indication of when those decisions are likely to be made. This is published so that interested parties can be involved in the debates.
The Corporate Improvement Plan is an important tool for Councillors to use when making those decisions. By clearly specifying what outcomes the Council needs to achieve and by when, in order to deliver the vision of 'Allerdale, a great place to Live, Work and Visit', Councillors have already made significant decisions about what are the priorities for spending decisions in current and future years.
The diagram below shows how this works in practice.
Version 0.1 Page 45 of 53 Allerdale Borough Council – Committee/Decision making structure
COUNCIL
Sets policy and budget
Approves the Constitution
Appoints Members to Committees and makes some staff appointments
Development Panel Executive Overview & Standards Non- Executive
& Licensing Scrutiny & Audit Committee Councillors
Committee Reviews and makes Feeds the views of Decides planning Chosen by leader recommendations Comprises 3 the electorate into applications which are on the development independent Council and its not delegated to staff Comprises of ten portfolio of policy Councillors, 2 parish Committees holders accountable for councillors and 2 Decides applications for specific council functions Monitors service borough councillors Represent the street trading, take performance electorate and act away foods, public Leads the community Promotes and as their advocate entertainment, private planning process Monitors the work of maintains high hire and hackney the Executive standards of conduct Have an active carriages Proposes policy, targets by councillors presence in their and budget Undertakes reviews Ward 3 Licensing Panels Delivers policy and targets to improve services Monitors the operation decide applications within budget of the Code of Review policy and under the Licensing Act Reviews the audit Conduct Executive 2003 plan decisions
Chief Executive and staff Version 0.1 Page 46 of 53
7. Our Resources
Allerdale Borough Council intends to respond positively to the challenges and opportunities it is facing and in order to achieve this we are committed to making the most effective use of all of the Council’s resources in order to deliver the Councils stated objectives and priorities.
Given the scale of changes that are facing Allerdale we need to ensure that we continue to develop the skills and competencies of Councillors, Managers and Officers to develop their full potential and to enable them to effectively champion the needs of our local community and deliver better services to our customers. Much is already been done to strengthen the Council’s capacity to ensure we have the right leadership, structures and people with the right skills but we recognise there is more still to be done.
Getting the best from the resources that we have is a major consideration if we are to achieve the work that we have set ourselves. The resources that we have available to us are our people, your money and the money that we get from other sources and the buildings and land that the Council owns, and the systems that we use.
This part of the CIP seeks to explain how we make the most of those resources.
Version 0.1 Page 47 of 53
Our People
The diagram below gives an illustration of the way in which our people resources are organised throughout the council.
Chief Executive
Corporate Management Team
Strategic Management Team
Service Management Team
Service Delivery
Allerdale is striving to be ‘a great place to live, work and visit’. To achieve its vision the Council understands that it is vital to create an environment where employees thrive, develop, and deliver high levels of performance. It also recognises that key to the delivery of the improvements it is committed to achieve are its staff. However, to do this it is essential that the way teams of people are grouped and organised is designed to be as effective and efficient as possible. We will, therefore, carry out a review of how the Council’s human resources are allocated to ensure the activities of our staff are aligned to the priorities contained within this Improvement Plan.
The Council currently employs 360 (full-time equivalent) staff across a range of services and has a total pay bill of around £8.5m per year. The way we are currently organised into directorates and service units is outlined below.
The Council’s Human Resource Strategy, reflecting our commitment to our staff and the principles of the national Pay and Workforce Strategy for Local Government, identifies key objectives in four areas in order to create an environment for improvement. This environment will help Elected Councillors, managers and all staff to develop their full potential and enable them to better serve the needs of our local communities and deliver first class services to our customers. These key objectives are Values, Capacity / Capabilities, Policy and Process and Technology.
Version 0.1 Page 48 of 53 Values We developed our values to ensure: • we increase the pace of change to achieve a step change in performance over the next three years • we build senior management capability to deliver service improvements with a significant contribution to the corporate management process. • we develop a campaign to transform the behaviour of the staff within Allerdale Borough Council and create a more open and flexible environment that fosters performance improvement
Our Values are Community Leadership, Valuing each other and Achieving things together.
Capacity/Capabilities We believe in developing our people’s capacity and capability by growing our own skilled workforce. We do this through training, coaching, mentoring, job shadowing and secondment opportunities, developing and supporting structured professional qualification schemes and growing strong leader-managers. We aim to lead by example by developing local people to address our workforce planning and by encouraging employees and partners to take responsibility for their own continuing development and lifelong learning.
Policy and Process We have introduced a full up to date set of people policies. We will continue to monitor the implementation of these policies to ensure they are consistently understood and applied across the organisation and review them as necessary. We will continue to improve access to policies, procedures, and terms and conditions of employment by use of the intranet.
Technology We will embrace new information and communication methods by making access to Personnel Services easier and more effective with new technologies e.g. developing internet recruitment.
Staff Appraisals It is important to us that all of our staff and managers have regular and in-depth appraisals where an individual’s performance against set work objectives is reviewed and new work objectives are set. These appraisals are key to the success of the Council’s objectives as they help us all to keep focussed on doing what we need to do in order to achieve the Vision. An important part of the appraisal is that an individuals training and development needs are also fully assessed so that we can plan and deliver an accurate and timely training plan for all staff to ensure that everyone has the skills that they need in order to deliver the work that will achieve the Vision
Version 0.1 Page 49 of 53
Our Money
Allerdale Borough Council receives income from council tax payers, from central government, and from fees and charges for some services. Our annual income for revenue services amounts to about £14 million (net) and we receive around a further £1 to £2 million (depending on government grants) for capital spend.
Allerdale Borough Council Main Revenue Income Sources
Revenue Support Grant Revenue Support Grant Council Tax 14% 29% National Non Domestic Rates National Non Council Tax Domestic Rates 57%
The CIP actions now provides the framework which will ensure that the Council will spend the money it receives in the best possible way to deliver benefits for the people of Allerdale.
Many of the outcomes identified in the CIP cannot be achieved by the Council alone. By working in partnership with other organisations the Council is able to increase its capacity and effectiveness, and this also provides a means for getting additional funds or for making better use of existing resources.
Over the next year the Council intends to move towards a system of monitoring that links performance to unit cost per service. This will provide us with information on how our services compare with others, and will help us to drive down costs and improve performance and so realise our ambition of delivering excellent services.
We will keep asking you for your views on whether we are spending money on things that are important to you.
Each year the Council produces a Statement of Accounts which shows how much we have spent and on what and we produce an easy to read Summary Statement which can be found on our website.
Version 0.1 Page 50 of 53
Our Assets
Our Buildings and Land
The purpose of our asset management plan and capital strategy is to determine the most effective and efficient delivery of our services. They also outline longer term proposals for asset disposal which generates capital receipts to support expenditure proposals and initiatives for the benefit of the community as a whole.
A strategy has been agreed by Councillors which demonstrates how we maximise the usage and minimise costs of our land and buildings.
Our Systems
Our eGovernment agenda improves the quality of, access to, and efficiency of our services. This agenda guides us in developing electronic systems that will enable us to offer our customers wider access to the services we deliver 24 hours a day, 7 days a week. We are committed to improving the accessibility of services to all our customers through a range of channels, predominantly Internet, telephone, and face to face through our customer service centres.
On-line access to services has a key role to play, not just by delivering direct to our customers via the Internet, but in providing our staff with the up-to-date information tools they need to assist our customers. Our recently developed website provides customers with access to a range of services, and in conjunction with our intranet provide our staff and Councillors with a valuable information resource.
Version 0.1 Page 51 of 53
8. Key Contacts
Text to be included later when document content confirmed e.g. Logo – www.website.
Version 0.1 Page 52 of 53
9. Glossary
Text to be included later when document content confirmed
Back cover to include Diversity strapline
Version 0.1 Page 53 of 53