Agenda Item No
The Vale of Glamorgan Council
Learning and Culture Scrutiny Committee: 20th March 2017
Report of the Director of Learning and Skills
Service Plans 2017-21: Performance and Development, Regeneration and Planning, Strategy, Community Learning and Resources and Achievement for All
Purpose of the Report
- To present the Performance and Development, Regeneration and Planning, Strategy, Community Learning and Resources and Achievement for All Service Plans (2017-21) for consideration by the Committee.
- That Members consider and endorse the Performance and Development, Regeneration and Planning, Strategy, Community Learning and Resources and Achievement for All Service Plans for 2017-21.
- That Members' views on the Service Plans are forwarded to Cabinet for their consideration.
Reasons for the Recommendations
- To confirm the Service Plans as the primary documents against which performance for the Corporate Plan Well-being Outcome 3 will be measured.
- To allow Cabinet to consider the views of the Committee, ensuring that the approved Service Plans appropriately reflect the Council's improvement priorities.
- Service Plans are the primary planning document of the Council and a key building block in its performance management framework. Consequently an annual review of planning arrangements is undertaken to ensure that the Council's plans continue to meet statutory requirements and to continuously improve the approach to performance planning and monitoring.
- In line with the new Corporate Plan and performance management arrangements, the service planning process for 2017/18 commenced with a self-assessment of local authority activities as required under the Local Government (Wales) Measure for the previous year. The Annual Self-Assessment report was presented to Members earlier at this meeting.
- The Self-Assessment provides a position statement for the Council and individual service areas. The Self-Assessment process also proactively identifies improvement actions. These actions have been used in the development of Service Plans for 2017-21. This year, Members are being presented both Self-Assessment and Service Plans at the same meeting to enable Members to effectively scrutinise the basis upon which the Service Plans have been developed and also take into account the Scrutiny Committee timetable changes arising from the timing of the Local Government Elections for 2017. Cabinet will consider all Service Plans and the Self-Assessment at the meeting of 3rd April.
- The four service areas contributing to this Well-being Outcome also reflect the priorities of the Corporate Plan and actions relevant to each service.
- Since May 2016, the monitoring and reporting on Service Plans has been replaced with quarterly reports against each of the Corporate Plan Well-being Objectives linked to the four Well-being Outcomes. This has enabled Members to focus on scrutinising the progress being made towards achieving the Council's Well-being Outcomes. Services have continued to report performance data quarterly to the Council's Performance Team and this information is being used to produce the more focused Well-being Outcome Reports.
Relevant Issues and Options
- Service Plans for 2017-21 specifically identify how each Head of Service will contribute towards achievement of Corporate Plan Well-being Outcomes by asking two questions:
- "Which well-being objectives does the service contribute to and what actions will we be taking this year to achieve these?"
- "How will we manage our resources to achieve these actions and support our service?"
- Informed by the Annual Self-Assessment, the Service Plans also comprise a brief overview of the issues facing the service against each of the corporate health perspectives (Risk, Customer Focus, Resources - workforce, finance, assets, ICT). The plans include an action plan for how resources will be used to support the delivery of well-being outcome actions as well as managing risks, collaboration and engagement activities.
- Appendix 1 contains the Service Plans for Performance and Development, Strategy, Community Learning and Resources and Achievement for All. Key areas of note within the Service Plans are:
- Section 1 - Introduction: Sets the context for the Service Plan and provides an overview of the service area, the purpose of the plan, and the key service considerations which have informed development of the plan.
- Section 2 - Our Priorities for 2017-21: Outlines the specific actions that the service will be taking during 2017/18 to contribute towards the Corporate Plan Well-being Objectives and Outcomes and the relevant Scrutiny Committee responsible. It also identifies the key enabling actions the service will be taking to support its achievement of the Well-being Outcomes for example through reshaping of its services.
- Section 3 - Outlines what actions the Service will undertake during 2017/18 to contribute to Year 2 of the Corporate Plan Well-being Outcomes and Objectives. It also describes how the service will manage its resources to deliver its priorities in the Service Plan and outlines key workforce development priorities, significant ICT projects, required budget savings and areas of focus in relation to assets, procurement and major capital projects. This section also identifies how the service will engage with stakeholders and work in partnership/ collaborate to achieve its priorities and incorporates a service risk evaluation.
- Appendix A and B (within the Service Plan) contains the Service's Improvement Action Plan for 2017/18. This identifies planned service actions, intended outcomes and key milestones, relevant performance measures to demonstrate progress, responsible officer, timescales for completion and the anticipated resources requirements of planned actions.
- The Achievement for All Service Plan incorporates its contribution to one other Well-being Outcome, namely Outcome 4. For ease of reference, Members will note that the proposed actions relating to this Well-being Outcome area have been struck through within the Plan to indicate the areas that do not form part of the remit of the Committee.
- The Performance & Development Service Plan incorporates its contribution to one other Well-being Outcome (Outcome 1) and Corporate Health. For ease of reference, Members will note that the proposed actions relating to this Well-being Outcome area have been struck through within the Plan to indicate the areas that do not form part of the remit of the Committee.
- The Regeneration & Planning Service Plan incorporates its contribution to two other Well-being Outcomes, namely Outcomes 1 and 2. For ease of reference, Members will note that the proposed actions relating to these Well-being Outcome areas have been struck trough within the Plan to indicate the areas that do not form part of the remit of the Committee.
- All Service Plans incorporate the actions AC10 and AC12 to demonstrate their contribution to the Corporate Plan priorities around equalities and Welsh language respectively, which fall within the remit of this Committee. Progress against these will be reported via quarterly performance reports to the Committee.
- The Performance & Development, Regeneration & Planning, Strategy, Community Learning & Resources and Achievement for All services will now develop Team Plans to underpin and deliver their Service Plan actions.
Resource Implications (Financial and Employment)
- Budget levels have been taken into consideration when drafting the Service Plans. The Service Plans set out the specific savings and workforce development issues the Service areas will manage in the next year.
Sustainability and Climate Change Implications
- Sustainability and climate change implications have been taken into consideration when drafting the Service Plans.
- The Corporate Plan emphasises the Council's commitment to promoting sustainable development and duties under the Well-being of Future Generations (Wales) Act. The many different aspects of sustainability (environment, economy, culture and social) are covered within the Corporate Plan as well as how the Council will maximise its contribution to the well-being goals for Wales. The Service Plans reflect this approach, demonstrating the way in which the Service areas will work congruently with the "sustainable development principle" as introduced by the Act.
Legal Implications (to Include Human Rights Implications)
- The Council has a duty to improve under the Local Government (Wales) Measure 2009 and the relevant requirements of this legislation have informed the format and content of the Service Plans.
- The Well-being of Future Generations (Wales) Act 2015 requires the Council to set and publish Well-being Objectives by April 2017 that maximise its contribution to achieving the Well-being goals for Wales.
Crime and Disorder Implications
- Crime and disorder implications have been taken into consideration within relevant Service Plans.
Equal Opportunities Implications (to include Welsh Language issues)
- Equalities issues have been taken into consideration when producing the Service Plans.
- The Corporate Plan demonstrates the Council's commitment to improving social, economic, environmental and cultural well-being and promoting sustainable development in line with the Well-being of Future Generations (Wales) Act 2015. Improving how the Council evidences and reports achievement of its well-being outcomes contributes towards promoting well-being. Service Plans are a key building block in the Council's performance management framework and identify how each service will contribute towards achieving key aims and objectives as set out in the Corporate Plan 2016-20.
- The specific corporate well-being objectives each service contributes to are contained within the relevant plans.
Policy Framework and Budget
- This is a matter for Executive decision.
Consultation (including Ward Member Consultation)
- Plans have been written collaboratively with Heads of Service. Directors are responsible for ensuring that Service Plans are approved by the relevant Cabinet Member.
Relevant Scrutiny Committee
- Learning and Skills Scrutiny Committee
Julia Archampong, Corporate Performance Manager
Interim Director of Learning and Skills
Head of Performance and Development
Head of Regeneration and Planning
Head of Achievement for All
Operational Manager for Strategy, Community Learning and Resources
Operational Manager Policy and Performance
Paula Ham, Director of Learning and Skills and Sponsoring Director Well-being Outcome 3