Resources Service Plan 2013/17 Service Plan 2013/17 Council/Achieving... · Service Plan 2013/17 ... The Accountancy Section has the responsibility to ensure that sound financial

Resources Resources Resources Resources

Service Plan 2013/17 Service Plan 2013/17 Service Plan 2013/17 Service Plan 2013/17

Sian Davies Managing Director

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Resources Service Plan 2013-14

Contents

Service Overview – Resources Page 3

Our Service Plan 2013-2017 Page 8

Our Service Outcomes and Objectives Page 8

Our contribution to Corporate Outcomes 2013-2017 Page 10

Efficiencies and Savings 2013-2017 Page 11

Workforce Planning 2013-2017 Page 11

Our ICT Requirements 2013-2017 Page 13

Equalities 2013-2017 Page 13

Service Objective 1 Page 15









Appendix 1 - Action Plan Page 46

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Service Overview - Resources The Resources Directorate was formed in 2012. This is the first consolidated plan which draws together the plans of the seven divisions which comprise the Directorate.

• Financial Services • Accountancy and Resource Management • ICT • Human Resources • Legal Services • Strategic Property • Democratic Services

The Resources Directorate primarily supports other services and Council Members by ensuring the legality and financial probity of all activities of the Council, providing a range of services to our customers and citizens in the most economic, effective and efficient ways and transforming the way the Council works by using our skills, resources and technology. We also deliver a range of statutory services direct to the public, including:

• Registration of births, deaths, partnerships and marriages; • Collection of council tax and other income; • Benefits, providing housing benefit and council tax reduction to people on

low incomes; • Advice to suppliers on tendering for council contracts; • Administration of student grants; • Administration of free school meals; • Freedom of information enquiries; • Land charges.

Accountancy and Resource Management This covers the Accountancy, Internal Audit, Business Process Re-engineering, Procurement and Insurance functions. The Vale of Glamorgan Council has a revenue budget of approximately £218.7 million (2013/14).

The Accountancy Section has the responsibility to ensure that sound financial management information is maintained and reliable financial advice is given in relation to matters affecting the Council. It is responsible for the preparation and monitoring of the revenue and capital budgets, annual accounts and the medium term financial plan and works closely with all other service areas. The Section is split into the following:

• Service Accountancy • Corporate Accountancy • Treasury management • Cash Control

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As part of the joint working project with Bridgend County Borough Council the Internal Audit Section is based in Bridgend. As well as the audit function, the Section is responsible for undertaking investigations including detecting Housing Benefit and Council Tax benefit fraud. The Insurance and Procurement Teams provide the necessary support to all Council services.

Business process re-engineering (BPR) is the analysis and redesign of workflow within and between services and organisations. It is the role of the team to improve service provision whilst driving costs down.

Each of these functions contributes to the Council’s overall governance and risk management arrangements and directly supports the achievement of the Council’s corporate priorities.

Financial Services The revenue and benefits teams carry out an essential role in the administration and collection of council tax and business rates and the calculation and payment of housing benefit and council tax reduction. The objectives of the revenues and benefits section are to provide and efficient, effective and economic service for the registration, collection and recovery of council tax, non domestic rates and other income due to the Council and to make efficient effective and economic arrangements for the administration and payment of housing benefit, council tax reduction, student grants and loans and the assessment of free school meals in respect of eligible claimants.

Finance and systems comprises the system administration and maintenance for the Oracle E-Business Suite. This is a fully integrated, comprehensive suite of business applications for the Council including:

• Customer Relationship Management

• I-procurement

• Financials - general ledger

• Financials - accounts payable and receivable

• HR and Payroll

TransAct is the team responsible for payment of salaries and wages and contract and employee administration.

Payments and income management is responsible for the payment of creditors, the collection of sundry debts, recovery of housing benefit overpayments and the cashiers service.

The Strategic property section provides a building design and cost consultancy service and a corporate property, estates, valuation, building surveying and facilities management service. The section comprises:

• A multi disciplinary consultancy providing architectural, structural engineering, mechanical and electrical engineering, quantity surveying, clerk of works, project management, planning supervisory services and energy management primarily for capital building projects and larger

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maintenance projects, as well as the facilities management of the Councils office accommodation and depots.

• Estates and valuation services including a role in the management and disposals of the Council’s surplus properties/land as well as a building surveying service providing property condition surveys, land surveys and associated building advice.

• Facilities management service, running and maintaining the council’s key operational buildings, including the Civic Offices.

ICT ICT provides and maintains electronic information systems, ICT infrastructure and a support service to all departments, addressing the information technology needs of the Council. By identifying and realising technological opportunities, ICT manages the diverse technological needs of a forward thinking and constantly evolving Council. The ICT section is made up of two distinct teams:

• Application Support

• Infrastructure Support

The ICT service works with all directorates within the Council to identify and review their requirements on annual basis and this in turn informs future developments in ICT infrastructure and support council wide. Human Resources The Council currently employs approximately 6000 staff. HR provide professional advice and consultancy support to all managers and employees on a wide range of HR issues. These include recruitment, terms and conditions of service, discipline, grievance, job evaluation, employee relations, absence management, training and organisational development, health and safety and occupational health services.

A significant area of work at present is to support managers in managing change across service areas and in strengthening our approach to corporate and service based workforce planning. This will be important in relation to responding to corporate financial challenges over the next four years and in ensuring the Council is able to recruit, retain and engage good staff to deliver quality services.

The aim of the HR section is to:

• ensure we attract , develop and engage the right people to the right job;

• help the Council manage change successfully;

• help ensure high levels of performance through our workforce;

• maintain a safe and healthy working environment for our staff;

• help our managers be good people managers;

• develop and maintain fair and consistent policies on personnel issues including incorporation of latest legislation;

• continue to develop good relationships with our trade unions;

• to retain a focus on workforce planning.

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Legal Services Legal Services fulfil primarily a supportive role entailing specialist knowledge of the many statutes governing the Council’s functions, powers and operations. Legal services is responsible for the provision of an efficient, comprehensive service that is responsible to clients needs and proactive in protecting the Council’s Legal position and supporting corporate policy making.

Legal Services staff, provide both legal support and advice to the Council, Officers, Members and a range of external partners. The service provided covers areas including, but not limited to:-

• advising on, and monitoring of, the Council’s Standing Orders, policies and statutory obligations;

• community service matters such as child protection, adult community services, education and mental health;

• professional advocacy and litigation services in relation to a wide variety of matters including civil and criminal litigation, licensing, planning appeals, employment tribunals and debt recovery work and anti-social behaviour;

• conveyancing, property services and contractual matters including negotiating leases, sales and purchases of land and buildings, development agreements, planning agreements and promoting and effecting compulsory purchase orders;

• negotiating contracts and providing procurement advice and assistance;

• contract law ;

• employment law e.g. disciplinary proceedings.

Legal Services’ commitment to providing an excellent legal service was successfully demonstrated by its achievement of Lexcel Accreditation in 2008. Lexcel is the Law Society's international practice management standard. The Lexcel practice management standard is only awarded to solicitors who meet the highest management and customer care standards. Lexcel accredited practices undergo rigorous independent assessment every year to ensure they meet required standards of excellence in areas such as client care, case management and risk management. The Council’s Legal Services has achieved reaccreditation every year since 2008.

Strategic Property The Strategic property section provides a building design and cost consultancy service and a corporate property, estates, valuation, building surveying and facilities management service. The section comprises:

• a multi disciplinary consultancy providing architectural, structural engineering, mechanical and electrical engineering, quantity surveying, clerk of works, project management, planning supervisory services and energy management primarily for capital building projects and larger maintenance projects, as well as the facilities management of the Council’s office accommodation and depots.

• Estates and valuation services including a role in the management and disposals of the Council’s surplus properties/land as well as a building

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surveying service providing property condition surveys, land surveys and associated building advice.

The Section is registered to BS EN IS09000 and embraces a continuous improvement philosophy.

Democratic Services The Service provides core support services relating to governance, information compliance and decision-making and delivers statutory services relating to the registration of birth, deaths, marriages and civil partnerships, citizenship ceremonies and a Nationality Checking Service. It is split into three distinct sections, Democratic, Scrutiny Services, Freedom of Information / Record Management Unit / Land Charges and the Registration Service.

The main service aims of Democratic Services are to:

• maintain and develop the Council’s decision-making processes, facilitating accountability and transparency;

• provide Scrutiny and Committee Services support; • support Elected Members; • provide support services; • provide and develop a Registration Service capable of meeting the

increased demands arising from the National Civil Registration Review; • provide a Freedom of Information, Record Management and Land

Charges Service.

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Our Service Plan for 2013-2017 The Service Plan is a key component of the Vale of Glamorgan Council’s planning framework. It supports the delivery of the Corporate Plan 2013-17 and ultimately the overarching Community Strategy and the day to day business activities of the Council. The Resources Service Plan provides a four year overview of the Directorate’s work and sets out how it contributes towards achieving the key outcomes and objectives as outlined in the Corporate Plan 2013-17. It outlines what the Directorate is trying to achieve, why they are important, how they are to be achieved, how we will monitor progress and what success will look like. The plan is informed by the Council’s Medium Term Financial Plan. The actions within the Service Plan will inform team plans and ultimately feed into personal objectives for individual members of staff via the Personal Development and Review System. The clear lines of responsibility, outcomes and targets at all levels will be monitored as part of the Council’s performance monitoring arrangements. Each year we will review the plan and update it accordingly, ensuring we demonstrate continuous service improvement.

Our Service Outcomes and Objectives Resources have developed specific service outcomes which link to corporate outcomes and objectives. These are critical in that they describe the improvements we will make across the whole service over the next few years. In identifying our service outcomes and objectives we have reflected on what has been achieved in the previous year and listened to feedback from our customers including our regulators and internal stakeholders and clients. We have also considered service risks including the implications of upcoming legislation on some of our services, the increasing demand for our services at a time when we are managing the consequences of the most severe financial situation ever faced by public services. Over the past year, we have continued to meet the challenges brought about by national reductions in public spending whilst still delivering effective and efficient services to internal services and the citizens we serve. Looking forward, the ongoing budget pressures created by the national financial settlement for local government continue to be acute and are a key driver for the work of Resources, in particular in delivering the Council’s savings plans by doing more for less or in collaboration with our partners in the public, voluntary and private sectors, ensuring we adequately consult and consider equalities implications. It is also crucial that we ensure services look ahead and carry out forward planning to support the Council and local people, not only considering the impact of reductions in local government spending, but also the impact of wider

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austerity measures on the local community such as the reform on the welfare system. The priorities and actions set out within this plan are aimed at ensuring that we improve the performance of the Council, through strengthened partnership working and performance management, including a strong and proactive approach to internal review and challenge to inform service development and sustainability, in line with requirements of the Local Government (Wales) Measure. Linked to our plans is focus on value for money, reflecting the tightening public spending constraints over the next 4 years. Our approach is underpinned by the Council’s Medium Term Financial Plan and approved financial strategy to 2016/17 along with a comprehensive assessment of what we do as a service. Through our work we continue to set and promote a culture of high standards of performance and an outward looking approach where we challenge ourselves to achieve. A key priority for the Resources Directorate will be to support our internal stakeholders through the impact of the budget reduction and the current economic climate further impacting on the service, increasing the numbers of customers requiring services such as benefits and debt repayment agreements. Due to cuts in public sector finances there will be increasing pressure on the service to provide 'more for less' and this will be one of the most challenging aspects of the next few years. In addition, income to the Council from services provided will continue to suffer as people cut back on what they regard as non-essential expenditure. Meanwhile local authority expenditure is expected to increase in some areas mainly due to people living longer but also because people expect higher quality services, which usually requires additional funding. The above key pressures exacerbate an already difficult situation locally whereby the Council needs to find savings in the region of £19M over the next four years to balance the Revenue Budget. This will be a very difficult task and is likely to mean that difficult decisions will have to be made. The department sees as one of its key functions, ensuring that the best information is made available to decision makers so that the options available and the choices made are as well informed as possible. This requires Finance Officers to be suitably equipped to provide professional advice to service departments to help them achieve best value. The BPR team must continually review the Council’s key processes and assess whether business improvement and efficiency can be achieved and value added to the services we provide. In particular we need to ensure that we can achieve more for every pound of the public's money we spend. Legal Services will face an increasing challenge to protect the Council’s reputation and legal position as service provision is reduced or cut, and will

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need to maintain the services they provide at a time when the demand for legal advice is set to rise. Democratic Services will need to provide essential support for the scrutiny decision-making process, ensuring it is streamlined and effective and exploring innovative ways to enhance community engagement in the process. Having considered the above opportunities and risks we have agreed the following service outcomes and objectives: Service Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services.

Objective 1: To respond positively to the support needs of our customers and proactively promote our services. Objective 2: To ensure that Council services are supported by the appointment, retention and deployment of skilled, flexible and engaged employees. Objective 3: To support and develop the structures, resources and systems needed to deliver and monitor the Council’s service provision. Objective 4: To optimise our assets, exercise robust financial management and provide efficient, sustainable services and facilities. Service Outcome 2: The Vale community benefits from the Council’s transparent decision making and good governance. Objective 5: To support and develop the structures resources and systems needed to deliver and monitor the Council’s decision making and governance process. Objective 6: To support members to ensure they are able to effectively undertake their roles and responsibilities. Service Outcome 3: The Vale community is able to benefit from access to high quality, efficient and relevant services delivered by the Resources Directorate. Objective 7: To administer and pay benefits and student support in respect of eligible claimants. Objective 8: To register, collect and recover Council Tax, non-domestic rates and other income due to the Council. Objective 9: To deliver an efficient and accessible registration service that meets both National Standards and customer demand.

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Our Contribution to Corporate Outcomes 2013-2017 Over the next four years Resources will take an active role in driving initiatives, policies and procedures to support the Corporate Plan key priorities of: Community Leadership Corporate outcome: Citizens of the Vale of Glamorgan can easily access efficiently management services that are focused around their needs, have confidence in how decisions are made and are proud to live in the Vale. Corporate objective: • Develop a protocol for the public to give evidence at scrutiny and planning

committees and increase public participation in meetings. (2013/14) • Develop a new Human Resources Strategy including a Training and

Development Strategy ensuring that staff are supported and engaged to provide services to the highest possible standard. (2013/14)

• Produce an annual Asset Management Plan with specific targets to achieve the optimum use of our property assets. (2016/17)

• Provide information and support to residents affected by the Welfare Reform Act and raise awareness of staff and partners about the impact of the changes. (2016/17)

• Introduce a Council Tax discount scheme for those over 70 who do not already receive Council Tax Benefit/support. (2013/14)

• Increase the number of apprentices provided by the Council and our contractors, and provide additional work experience placements helping people of all ages to develop their skills and secure employment. (2016/17)

Efficiencies and Savings 2013-2017 The Directorate has always strived to achieve savings across all aspects of its business and has met its planned budget savings in previous year. These savings were achieved through doing things differently, and also through spending less by doing less in some areas. A key challenge for the Directorate over the next few years will be to maintain our capacity to provide the support required by the Council’s services, whilst at the same time making contributory efficiencies and staff savings. Over the coming years, the Resources Directorate will also need to manage the transfer of the student loans service to the Welsh Government by 2015/16, the transfer of housing benefit into the Universal Credit by 2017 and development of a Single Fraud Investigation Service (SFIS) with the Department for Work and Pensions.

Workforce Planning 2013-2017 Our workforce, are our primary resource, and our objectives are only achievable through the hard work and flexibility which our staff consistently show. It is

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therefore vital to continue to support this through staff development, engagement strategies and succession planning despite the pressures of budget and staffing reduction. The detailed workforce requirements for Resources are set out in its workforce plan. These focus on the need to ensure the effectiveness of staffing structures, develop tools to support partnership working, develop succession planning arrangements, increase the flexibility of our workforce and undertake a training needs analysis to inform a Directorate training programme over the next four years. As a Directorate our priority for the next four years will be to support the Council in a significant programme of change management and service transformation in response to increasing financial pressures. Performance management will be encouraged through effective personal development and reviews and effective supervision of staff. Models of good management and staff practice will be emphasised through the review and development of the senior management development programme and a new ‘Vale employee contract’. Key developmental themes for the service over the 2013-2017 period will include the continued development of management and generic skills for our workforce through collaboration and business support in order to improve flexibility and enhance customer service skills. In areas where specialist knowledge or skills are required we will continue to encourage sharing of these skills across the service in order to enable effective succession planning and business continuity. The service complies fully with corporate absence management policies and this is managed at operational and team manager level. In general, levels of absence give no major cause for concern when compared with the corporate performance of 8.17 days which ranked 1st in Wales (2011/12). The reasons for higher levels in Democratic Services and Accountancy and Resource Management relate to specific incidences of long term sickness and in both areas the employees concerned have either completed phased returns to work or been redeployed to other services within the Council. The days lost per full time equivalent for the Directorate’s main service areas during 2011/12 are as follows:

• Finance - 7.69 days

• Human Resources - 6.29 days

• Democratic Services - 10.59 days

• ICT - 6.28 days

• Legal 2.43 days

• Accountancy and Resource Management lost - 11.27 days The combined figure for staff turnover in the Vale was 7.24%, a performance which ranked 2nd in Wales next to Carmarthenshire (6.2%). Overall, staff turnover within the Directorate gives no cause for concern. The Higher turnover within Accountancy and Resource Management relates to the redeployment of

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staff to other service areas of the Council following return from long term sickness absence. Performance in the Directorate’s main service areas in 2011/12 is as follows: Finance – 5.38% Human Resources - 8.82% Democratic Services - 5% ICT - 7.32% Legal 3.13% Accountancy and Resource Management - 14.63%

Our ICT Requirements 2013-2017 Continued investment in ICT is required in order to maintain standard levels of service and avoid obsolescence of systems and equipment used within the Council. At the start of 2013 ICT Services commenced the hardware refresh programme; the Vale of Glamorgan Council has nearly 2000 computers connected to its corporate network using a great variety of software. The ICT Service is responsible for repairing and maintaining these computers on a daily basis and have identified that a large number of these computers are in need of updating. As a result, a new rolling Corporate Hardware Refresh began in the New Year based on a process of identifying older computers, building replacements for these machines, training the users and deploying the new equipment. This will help reduce the amount of under specification computers that need support. The Technology refresh will also update the Microsoft Office and Operating system up to the latest version to ensure compatibility across the Council. Within Financial Systems, the Customer Relations Management (CRM) and Oracle E-Business Suite are the main ICT applications used in handling service requests and proactive work. Ongoing support and maintenance will be required by the service to ensure systems are fit for purpose. In line with the Space project, Resources have adopted a more flexible approach to work where appropriate in order to maximise the use of space. More staff now work flexibly either by ‘hot desking’ or working from home with appropriate equipment supplied to enable this. A wireless guest network will be introduced in 2013 allowing free internet access to visitors, elected members and staff and the introduction of a Mobile Device Management solution will assist secure access to corporate data from Council smart phones. The safe processing and security of personal and sensitive data will continue to be a challenge for the Council and a full time Information Security Officer will be appointed to help maintain that security and minimise the risk of a breach of the Data Protection Act.

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The Council’s Web Site will be updated with the introduction of a new Content Management System which will help to deliver a greater variety of Council services through the Internet.

Equalities 2013-2017 We are committed to fairness in respect of equality and diversity and ensure that equality action planning is part of our normal day to day considerations especially when designing new services or policies. The Council has published its Strategic Equality Plan designed to enable it to fulfil its duties under the Equality Act 2010. Key actions for 2013/14 are reflected in the Directorate’s action plan. The Resources Directorate has also achieved level 3 of the Vale Equalities Scheme which contributes directly towards achieving objectives outlined in the Strategic Equalities Plan. We recognise as a service that both our staff and customers come from a range of backgrounds and cultures. We also recognise that many people face different barriers to services and employment and as a service provider and employer we have a responsibility to address these barriers. Local people have a right to expect that public resources are used to deliver quality services that meet their diverse needs and that they will be treated fairly and with dignity and respect. Equality is an integral part of providing customer focused services and we are committed to promoting and valuing diversity and developing a culture where discrimination is not tolerated. A key challenge for the service in the next few years is to work with council services to minimise the negative impact of planned service changes on customers, due to the requirement for year on year efficiency savings. Work will continue to ensure that proposals for planned changes have undergone a rigorous equality impact assessment process in order to address inequality and mitigate the likelihood of legal and other challenges including those arising out of the Localism Act 2011 which gives residents the power to save local facilities and services threatened by closure and giving voluntary and community groups the right to challenge local authorities over their services.

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Service Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services. Objective 1: To respond positively to the support needs of our customers and proactively promote our services.

The context for this objective: The Legal Service provides comprehensive legal support to officers and members of the Council including:

• Community services and education, including adult community services, child care and mental health. This involves attending at case conferences, professionals meetings, strategy meetings, attending Court at all levels, adoption panel and fostering panel.

• A 24 hour out-of-hours legal service in respect of children and adult community services for the Council.

• Contracts and Property matters undertaken includes the Council’s conveyancing work, negotiation and drafting of contracts for goods and services and a research and advice service.

• Litigation matters including:

- planning and highways advice; - representing the Council at planning, highways and compulsory purchase

inquiries; - all criminal prosecutions and civil proceedings brought by and against the

Council (other than insurance claims and debt); - Employment advice and advocacy; - providing legal support to the Licensing Department and Committee; - advising the Appeal’s Committee; - representing the Council in respect of employment claims.

Legal Services is supported by its internal Business Support Unit and collaborates with a number of local authorities undertaking casework on their behalf (if appropriate). During 2011/12 a number of colleagues within the service opted to reduce their hours in order to support the service in achieving the required efficiency saving. A key challenge for the service will be to maintain the proactive level of service currently demonstrated and required with the anticipated increase of support that will be required. The Strategic Property section provides and procurement of design consultancy services; estates management consultancy; administration of the property data base; development of asset management plans; facilities management. This ensures that the Council’s property assets are well managed and its capital programme is delivered in time and in line with the budget. The section takes a lead in making sure the Council is effectively using asset management planning to ensure that its operational buildings are fit for purpose and run efficiently. The Council is using energy management to reduce its carbon footprint and to improve the energy efficiency of its building stock. This is a support service; as most

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services rely on operational buildings there is a risk to public services from sub optimal performance. The service operates within a regulatory frame work – planning, building regulations, energy management regulations, etc.

ICT Services are largely an internal support service ensuring the adoption and use of ICT systems to improve the efficiency and effectiveness of the services provided to our customers. In the foreseeable future the Council will be facing difficult financial circumstances. This will place an even greater demand on the ICT Services and systems as frontline services make greater use of technology to deliver their services more efficiently and effectively. A key challenge for ICT is the retention of skilled staff and recruiting suitably qualified staff when posts become vacant. Competition for ICT skills is still lively despite the depressed job market overall and the impact of Job Evaluation on ICT staff has increased the risk of losing skilled staff to other organisations.

A key challenge for HR will be in supporting managers in the management of change over the next four years; a process that will be needed to help deliver organisation priorities and minimise the adverse effects of change for staff.

What did we do in 2012-13?

• Participated in a trainee solicitor exchange/ placement with Welsh Assembly Government allowing skills and knowledge transfer between the Council and WAG and increasing capacity within the service.

• During 2012-13 all Legal Service Teams have been affected by high profile cases and have performed exceptionally well.

• Achieved re-accreditation of the Lexcel quality assurance system.

• Legal Services have continued to deliver the annual contract for the ‘out of hours’ provision of Children’s Services for Cardiff and the Vale (including Adult Services within the Vale).

• Provided an ICT Service Desk function that dealt with over 84% of calls within agreed timescales.

• Availability of the top 20 system in use was consistently above 99.5%.

• Employed three Foundation Modern Apprentices (FMAs) and two trainees to try and develop required skills in-house.

• Maintained level 3 of the Green Dragon Environmental Standard as part of the Civic Offices Scheme - level 3 maintained in 2011/12.

• Complied with our Carbon Reduction Commitment – foot print and annual report completed on time, purchase and surrender of completed allowances on time.

• Complied with BREEAM standards in our work.

• Implemented a programme of actions in line with the Council’s carbon management and energy policy, helping us reduce our carbon emissions.

• Agreed a Corporate Asset Management Plan.

• The Council is working towards developing a shared strategic approach to asset management within the Local Service Board.

• Work is progressing with the space project – the Housing service has been relocated to the Alps Depot.

• The Penarth Learning Community project is now on site.

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• Introduced a Housing Improvement Policy.

• Transfer of Leisure services to Parkwood including making a significant contribution/ investment into our leisure assets.

• HR provided effective support on a range of change programmes including the review of the senior management structure.

What impact have these actions had?

• The continued success of the solicitor exchange scheme allows beneficial working relationships between the Vale of Glamorgan Council and the Welsh Government and assists greatly with capacity to undertake instructions in-house.

• Performance has been maintained in Legal Services throughout budgetary pressures at a time when case loads are increasing for all teams.

• Increased income generation Legal services) through partnership and collaborative working initiatives.

• Lexcel accreditation requires compliance with Law Society Practice Management Standard. Quality of service and timeliness of cases handled assessed (by a Law Society assessor) by means of random sample of files audited and staff interviewed. Positive feedback on case closure questionnaires.

• Providing the ‘out of hours’ contract generates an income stream supporting business continuity for Legal Services.

• Provided prompt and appropriate ICT support in response to the needs of the organisation.

• Ensured availability of systems during working hours.

• Foundation Morden Apprentices have provided extra capacity within the ICT service.

• Improved staff awareness of environmental impacts and participation via green dragon environmental scheme.

• The Council is compliant with CRC energy efficiency scheme.

• Identified opportunities for joint working with the Local Service Board in terms of strategic asset management – e.g. LSB staff are occupying surplus council accommodation at the Alps Depot.

• Reduction in CO2 emissions by over 4% on previous year’s performance, exceeding the 3% national target.

• Plans approved for DDA works to the council chamber.

• Successful management of restructures with support to those adversely affected.

What do we plan to do in 2013-14?

• Legal Services plan to continue providing a high quality legal service which is responsive to client department needs at a time of reduced budgets.

• Continue to broaden the skills of Legal Services staff to ensure resilience within the service and the availability of a cost-effective service.

• Ensure that appropriate legal advice is available when required in respect of corporate priorities and objectives.

• Legal Services will make further progress with collaborative working arrangements.

• Improve Service Desk performance.

• Maintain the current level of availability of ICT systems.

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• Retain level 3 Green Dragon accreditation (as part of civic offices scheme).

• Meet our energy management commitments.

• Progress further work on implementing the space project.

• Progress Penarth Learning Community project to completion for School Buildings by October 2014, whole site including pitches by January 2016.

• Progress the Housing investment program.

• Progress the investment in leisure centres.

• Complete required Disability Discrimination Act (DDA) works to council chamber.

• Deliver first year actions of the corporate workforce plan.

How will we know if we’re achieving our objective?

• Lexcel quality assurance includes a case by case questionnaire on case closure allowing clients to give in depth feedback to the Legal Service.

• The Legal Service will strive to remain resilient despite increased financial and workload pressures.

• Corporate priorities and objectives will be supported by high quality legal advice.

• Increased collaborative opportunities where beneficial to the Vale of Glamorgan will be assessed.

• ICT customer satisfaction survey and monitoring of our key performance indicators which are reported to Scrutiny Committee.

• Maintaining improvements in environmental standards and achieving re-accreditation of Green Dragon standard.

• Carbon Reduction Commitment returns to the Environment Agency and external audits.

• Achievement of planned projects as per capital program monitoring.

• Reduction of adverse effects of change management for staff. What do we plan to do in 2014/17?

• Continue with Lexcel accreditation.

• Collaborate with South East and Mid Wales consortium to develop resilience and ensure a cost affective legal service.

Links to corporate outcomes Performing well against this objective will help us contribute towards the following corporate outcomes:

• Citizens of the Vale of Glamorgan can easily access efficiently managed services that are focused around their needs, have confidence in how decisions are made and are proud to live in the Vale.

- placing customers at the heart of service delivery - providing leadership and being transparent in our decision making - managing our resources

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Service Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services. Objective 2: To ensure that Council services are supported by the appointment, retention and deployment of skilled, flexible and engaged employees.

The context for this objective: The Human Resources service provides professional ‘people management’ support for the Council including the framing of strategic HR direction, development of HR policies and the provision of operational and consultancy advice to managers. The main priorities for the service over the next four years will be to support the Council’s significant change agenda and in particular the increasing focus on collaboration and search for better and more cost effective methods of service delivery. The specific objectives for the service are set out in the Council’s workforce plan and include the following priorities:

• Managing a change in the numbers of directly employed staff between 2013 and 2017 in line with the financial projections.

• Increasing the mobility, flexibility and agility of staff in line with changes in service needs and demands.

• Pursuing strategies to ensure the continued engagement of staff and their skills and abilities are used to the full.

• Ensuring that the Council anticipates and responds to recruitment & retention issues.

• Ensuring the development of leadership skills to meet changing service needs.

• Ensuring the development of skills and tools to support collaboration and cross agency working.

• Ensuring the council’s workforce is representative of the community it serves.

The TransAct service provides services to support employing departments and HR throughout the employment cycle including the payment of salaries and wages; administration of tax credits, student loan and child support deductions, statutory sick and maternity pay schemes; NI and tax; payment of car mileage allowances and expense claims; employee administration – including staff recruitment advertising, appointment, contracts, sickness recording and monitoring reports and staff terminations. The service is regulated by employment law, tax law and pensions regulations. Staffing resources is consequently key, as it is important that there is timely, accurate and effective administration to meet national standards. What did we do in 2012-13?

• Provided management of change support across all service areas and in relation to some 31 different change programmes.

• Supported the implementation of the senior management structure across the Council and the rationalisation of service directorates.

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• Implemented the new Single Status Pay Structure for over 4500 employees including the management of all adversely affected appeals.

• Reduced the Council’s vulnerability to equal pay challenge through the settlement of over 1,000 equal pay claims.

• Implemented the Council’s first workforce plan in tandem with the Corporate Plan and medium term financial plan.

• Continued the reduction in sickness absence in line with corporate targets.

• Completed post job evaluation review of payroll processes to further streamline payroll paperwork with a significant reduction in the number of timesheets being used by different services.

• Agreed to reduction in payrolls from 4 to 3, the 4 weekly payroll ceased and staff were transferred to appropriate monthly payroll during February /March 2013.

• Undertook a feasibility study into the costs and benefits of HR self service and concluded that it will not be cost effective unless it is undertaken using internal resources. Bid from internal resources to be made in 2013.

• Completed the transfer of leisure staff to contractor under Transfer of Undertakings (Protection of Employment) Regulations or TUPE arrangements.

• Completed the transfer of Dyffryn staff to National Trust under TUPE arrangements.


• The support given in the management of change has helped to maintain positive employee relationships, reduced the risk of tribunal claims and ensured positive change outcomes.

• The implementation of the senior management structure ensured that savings targets were met and that the Council had a more sustainable management structure to deal with future service challenges.

• The implementation of the new Single Status structure has helped to ensure an equitable, affordable and sustainable pay structure and the reduction of risk to future equal pay challenge.

• The settlement of equal pay claims (actual and potential) has reduced the Council’s vulnerability to equal pay challenge and has helped to remove an element of uncertainty in relation to financial planning arrangements.

• The workforce plan will help ensure that HR objectives and actions are congruent with wider service and corporate planning over the next four years.

• The management of sickness absence has helped to reduce employee costs, ensure continuity of service and minimise reliance on agency labour.

• Reduction in paperwork means managers can work to a simplified set of payroll deadlines, with all staff on a monthly payroll in each section.

• Simplification of paper work and systems. Reduction in the different timesheets and different documentation coming to payroll administrators. Standardisation means that payroll administrators can more easily work across the different service areas, improving the resilience and flexibility of the service.

• After a peak of queries immediately following the implementation of job evaluation there has been a reduction in the number of queries about timesheets and documentation. This is a result of simplification of the terms and conditions and the associated processes.

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• The standardisation of documentation and systems has made it easier to identify potential payments and processes which could be out side of the collective agreement and take appropriate action before any errors or inappropriate payments are made.

• The removal of the 4 weekly payroll will improve payroll efficiency and reduce the number of queries about deadlines and processes.

• Soft launch of self service in the Resources Directorate will test the system and allow employees to update their personal records


• Continue to support all service managers in the management of service change programmes.

• Undertake a review of all staffing and management structures to ensure congruence with service needs.

• Develop a strategic approach to managing a change in the numbers of directly employed staff in line with service changes and financial planning.

• Undertake a review of conditions of service in consultation with the trade unions to increase flexibility and contribute to savings targets.

• Implementation of Pension auto enrolment. From October 2012 the law on workplace pensions changed and employers are required to enrol their eligible jobholders into a workplace pension scheme automatically. This is being phased in and comes into effect for the Vale of Glamorgan Council from May 2013. This will involve updating recruitment processes and documentation to ensure that new staff are auto enrolled into the relevant pension scheme from May 2013.

• Implementation of RTI. Her Majesty’s Revenue and Customs (HMRC) is introducing a new way of processing Pay As You Earn (PAYE) income tax called Real Time Information (RTI). Employers will be required by law to report PAYE to HMRC electronically in real time. This means that information about all payments needs to be submitted to HMRC each time a payment is made as part of the payroll process, rather that at the end of the year. The Vale of Glamorgan will be required to implement RTI from June 2013. This will require updating the Oracle HR/ Payroll module and upgrading the Bottom line BACS transmission system to provide the necessary information to HMRC

• Support Chief Officers in delivering key actions for 2013/14 as outlined in the Workforce Plan 2013-17.


• The delivery of change programmes on time and with minimal employee relations implications.

• The identification of opportunities for improvements to management structures which support effective decision making and empowerment of front-line staff.

• Long range/strategic staffing plans in all directorates which help to reduce the adverse consequences for staff (i.e. in relation to compulsory redundancy).

• Increased flexibility of terms and conditions and contribution to savings targets.

• Pension auto enrolment processes tested and in place for May 2013.

• RTI processes and tested and in place for June 2013.

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What do we plan to do in 2014/17?

• Support chief officers in completing key actions as set out in the workforce plan 2013-2017.

• Implement action plan to reduce gender pay gap difference in the Vale (2014/15). Links to corporate outcomes Performing well against this objective will help us contribute towards the following corporate outcomes:



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Service Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services. Objective 3: To support and develop the structures, resources and systems needed to deliver and monitor the Council’s service provision.

The context for this objective:

The ICT service exists to support the Council in achieving its priorities by providing a solid ICT infrastructure, which is fit for purpose, stable, secure, flexible, cost effective and environmentally sound and delivers easier, efficient effective working, alone or with partners or shared or joined up working. In the current financial climate, the key challenge facing the service is to deliver sustainable, affordable and more efficient ICT and reduce the environmental cost of ICT. There is an on-going need to invest in the ICT infrastructure used to support the services provided by the Council. A capital investment programme has been agreed over the next 3 years that will help to ensure that this investment takes place, but many ICT assets may not be replaced as soon as would have been expected in a less challenging financial climate.

The Oracle E Business suite is the key council software application, providing the following systems: • Customer Relationship Management System (CRM), • General Ledger System • Accounts Payable System • Accounts Receivable System • HR and Payroll System It is particularly essential that the system is maintained to provide maximum resilience to ensure service continuity, especially in relation to external customers (CRM), suppliers (AP) and staff (Payroll). At a time of diminishing budgets, there is an on-going need to invest in the ICT infrastructure used to support services provided by the Council. A capital investment programme has been agreed over the next 3 years that will help to ensure that this investment takes place, but many ICT assets may not be replaced as soon as would have been expected in a less challenging financial climate.


• Following the Oracle Release 12 upgrade in October 2011, the Oracle Systems Administration Team have resolved all outstanding issues from the upgrade and benefitted from a ‘bedding in’ period to stabilise the system.

• Implementation of improved reporting through Oracle – review of HR and Payroll Reports to indentify reporting requirements and rationalise reports where appropriate.

• Implemented the link between Academy Council Tax System to Oracle CRM system to allow C1V contact centre staff to take direct debits by telephone. This will go live in March 2013.

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• Carried out a review of the ICT Strategy during December 2012.

• Provided over 400 training courses for staff in the last year.

• Achieved an average uptime of more than 99.5% for the top 20 ICT systems.

• Maintained a top performing web site based on Sitemorse and Socitm ratings.

• Responded to approximately 28,000 calls to the ICT Service Desk.

• Implemented a new Wide Area Network (WAN) that provides improved network services to all Council buildings.


• Stabilisation and fully operational system of Oracle Realise 12 with all outstanding issues resolved. System is fully supported by Oracle.

• More focused HR and payroll reports for users.

• Direct debits can be set up by C1V contact centre agents allowing council tax staff to deal with more specific council tax issues.

• Ensured that the ICT Strategy is current and reflects the needs of the Council.

• Ensured that ICT systems are available when necessary.

• Helped to provide better trained and more ICT aware staff.

• Making information and services available electronically to the citizens of the Vale of Glamorgan and potential visitors.


• Implement further improvements in reporting through Oracle.

• Review the ICT Strategy.

• Carry out an ICT Customer Satisfaction Survey.

• Maintain system availability at a high level.

• Implement a desktop technology refresh to upgrade the Council’s laptops and pcs together with the installation of the latest Microsoft Office software.

• Implement a new Service Desk System.

• Upgrade our income management/cash receipting system.


• Annual review of reports will be undertaken to ensure that reports are being used effectively to support management and administration.

• Bi-annual ICT Customer Satisfaction Survey and monitoring of key performance indicators which are reported to Scrutiny Committee


• Review options for next generation systems to replace Oracle Release 12. Links to corporate outcomes Performing well against this objective will help us contribute towards the following corporate outcomes:

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Service Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services. Objective 4: To optimise our assets, exercise robust financial management and provide efficient, sustainable services and facilities.


The Accountancy Support function operates under strict statutory deadlines for the preparation of estimates leading to the setting of the annual budget, closure of accounts (including publication of the Annual Statement of Accounts) and is subject to close scrutiny by the Council’s external regulators (the Wales Audit Office). A key function of the service is the provision of financial and management information and advice to assist services in monitoring their budgets and achieving their performance and savings targets. This has been undertaken at a time of increased demands on the finance function due to the economic climate, efficiencies agenda, legislative changes (carbon trading and the introduction of International Financial Reporting Standards) which required a significant change in the way that financial information is collated and reported. Treasury Management and Cash Control are a crucial part of the Council’s financial management process and they ensure that day-to-day decisions on cash flow, investments and borrowing are in accordance with legislation and the Council’s own Treasury Management Strategy. As such, security and liquidity of investments are of primary consideration at a time of significant uncertainty in the financial and money markets both nationally and internationally. The Business Process Re-engineering team delivers business improvement and project management activities across the Council, supporting the achievement of efficiencies across all Council services. As such, the team faces increased demand from all services in terms of providing support to achieve substantial savings. Procurement support constitutes a small central support team of 2 FTEs (Full Time Equivalents) providing advice, guidance and training on procurement across the Council and supporting the Oracle i-Procurement module. Savings through procurement are seen by Welsh Government (WG) as a cornerstone of the efficiencies agenda. The recent decision by Welsh Government to develop a National Procurement Service across the public sector in Wales together with the emphasis on collaborative initiatives poses both an opportunity and risk in terms of the existing model of service delivery within the Council whilst workforce planning requirements also remains a risk. The Council’s insurance function is provided by a small team of 2 FTEs, and concentrates on making sure that the Council is adequately protected financially against risk in terms of its assets and operations through use of external policies and in-house funds whilst looking to minimise any liabilities arising as a result of claims made against it. Again, a major risk for the service relates to the workforce planning implications for the service.

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Our service risks largely revolve around the workforce planning implications of various national requirements and in particular, succession planning and capacity (particularly with the increased emphasis on delivering savings) as accountancy and resource management services is delivered by a small team. Payments and Income Management provides payment of accounts payable service. It is essential that suppliers are paid accurately and on time, by efficient management of the procurement to payment chain. Payments have to comply with VAT legislation, HMRC tax rules and the Construction Industry tax regulations in relation to sub contractors.


• The Accountancy function continued to meet the statutory deadlines for the preparation of estimates, closure of accounts and publication of the Annual Statement of Accounts. As well as supporting other services in the provision of financial information and advice, the team has taken a key role in the Budget Review process which will assist in determining the Council’s financial strategy to 2016/17.

• Treasury Management and Cash Control activities were conducted in accordance with statutory requirements and the Council’s own Treasury Management Strategy with investments held as at 31st December 2012 of £99.7 million and borrowing of £108.5 million.

• The Business Process Re-engineering Team has undertaken a wide variety of projects including: project management of information management (WASPI and ISO) projects, corporate office accommodation (the Space Project), process improvement activities (Children’s Services, OneVale Channel Strategy Project), implementing new ICT systems (including online and telephone payment for services), project management support to the leisure centre transfer and project and programme management activities for the Social Services Budget Programme and Bridgend & Vale of Glamorgan Partnership.

• Procurement support was provided across Council services with resulting procurement savings identified including the use of i-Procurement, purchasing cards, consortia contracts and framework agreements in excess of £2 million for 2011/12 (Source: Outcome Agreement with WG).

• Appropriate levels of insurance cover were maintained for all Council assets and interests having regard to the risks inherent in each. Provided training, advice and assistance to services in order to reduce likelihood of future successful claims against the Council.

• Procurement reviewed and rolled out X-change Wales programme elements as appropriate – including e-trading hub, Welsh purchasing cards and invoice scanning solutions. Due to the functionality of the Councils existing Oracle I-procurement solution and concerns about the support and contact arrangements for the X-change Wales programme the business case for the implementation of the e-trading hub is not feasible at this time.

• The Welsh Purchasing Card Programme remains in operation and has 18 card users with a spend of £147,000 in the period April to September 2012, an increase of 43% over the same period in the previous year.

• Income and cash management systems have been reviewed. It has been concluded that the Oracle Cash management module is not required and that the

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PARIS income management and cash receipting system should be renewed to enable the council to keep pace with changing payment methods and to maintain Payment Card Industry (PCI) security standards.


• Demonstrated compliance with all necessary statutory requirements and timeframes in relation to the estimates, closure of accounts and treasury management processes.

• Enabled Council services to function with financial information that is relevant, accurate and timely.

• Provided the support to enable strategic financial planning to take place in respect of the budget review and development of an ensuing financial strategy for the Council.

• Council interests and assets were appropriately covered from an insurance perspective and potential for successful claims against the Council reduced. Costs through the use of external insurance premiums minimised and internal Insurance Fund maintained at an appropriate level.

• Reduced reliance upon external consultancy whilst ensuring that projects have been delivered to time and to budget.

• Increased customer choice of transaction channel and improved convenience of service delivery at a time that suits the customer, not the Council.

• Ensured compliance with X-change Wales requirements.

• Increasing use of payment cards makes the processing of particular transactions more efficient – e.g. dealing with court costs, no line purchase, etc.

• Income and cash management requirements are understood and plan in place for future replacement of Income management and Cash Receipting systems


• Continue to meet all statutory requirements and timeframes whilst maintaining appropriate financial support to service departments.

• Implement a review of the support structure necessary to meet these objectives.

• Assess WG requirements for procurement and implement appropriate mechanisms to enable this.

• Review long term agreements with external insurance companies having regard to the relevant risks associated with the assets and interests covered under each. Decide upon the levels of risk to be met in-house and re-tender as necessary and evaluate based upon different scenarios in order to determine acceptable cost/risk position for the Council.

• Develop and promote a guidance toolkit for managers to support business improvement techniques including Lean Systems thinking as a way of supporting the delivery of substantial financial savings targets.

• Implement updated income management and cash receipting system. How will we know if we’re achieving our objective?

• External regulators confirmation that all statutory deadlines and requirements associated with the accountancy function have been met.

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• Financial information provided is relevant, accurate and timely.

• WG expectations in relation to procurement are met.

• Costs of insurance minimised having regard to risks and levels of external premiums payable.

• Business Improvement Toolkit utilised successfully by services in delivering savings.

• Updated income management system implemented and fully compliant with PCI requirements


• Continue to provide an efficient and effective service in support of all Council functions whilst achieving targets for savings and supporting other services in doing the same.




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Service Outcome 2: The Vale community benefits from the Council’s transparent decision making and good governance. Objective 5: To support and develop the structures, resources and systems needed to deliver and monitor the Council’s decision making and governance process. The context for this objective: There are various statutory posts that all unitary authorities have a legal duty to have. At the Vale of Glamorgan Council, the posts which are relevant to the Resources Directorate are allocated to the following post-holders within the Council:

• The Head of Paid Service: Managing Director

• The Chief Financial Officer: Head of Finance, and

• The Monitoring Officer: Head of Legal Services

• The Head of Democratic Services : Operational manager (Democratic Services)

The Monitoring Officer has the specific duty to ensure that the Council, its Officers, and its Elected Councillors, maintain the highest standards of conduct in all they do. The main duties of the Monitoring Officer are set out below. The Monitoring Officers' legal basis is found in Section 5 of the Local Government and Housing Act 1989, as amended by Schedule 5 paragraph 24 of the Local Government Act 2000. The Monitoring Officer has three main roles: 1. To report on matters he/she believes are, or are likely to be, illegal or amount to

maladministration. 2. To be responsible for matters relating to the conduct of Councillors and Officers. 3. To be responsible for the operation of the Council's Constitution.

In order to ensure separation of roles, the Monitoring Officer may not also fulfil the duties of the Chief Finance Officer or the Head of Paid Service. Reporting on any proposal, decision, or omission that is or may be illegal The Monitoring Officer has a duty to write a report if he/she considers any proposal, decision, or omission made by the Vale of Glamorgan Council, or on behalf of the Vale of Glamorgan Council, is illegal or would be illegal. This is not a duty to write a report every time an allegation of illegality is made, but only if in his/her personal opinion that it did, or will occur. Promoting and maintaining high standards of conduct The Monitoring Officer contributes to the promotion and maintenance of high standards of conduct by councillors and officers both generally and through support to the Standards Committee. Constitutional Role The Monitoring Officer is responsible for:

• monitoring and reviewing the operation of the Council's Constitution to ensure

that the aims and principles of the Constitution are given full effect.

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• matters of interpretation of the Constitution's Rules and Procedures and is responsible for making a determination if necessary.

Democratic Services is central to ensuring that the Council's decision-making and governance process remain robust. The main aims of the service include maintaining and developing the Council's decision-making processes, facilitating accountability and transparency. The Democratic and Scrutiny Services Team is responsible for delivering a range of services relating to this objective. Support for the Scrutiny function is particularly important, given the wide-ranging nature and implications of the Local Government (Wales) Measure 2011. The role of the team is split between providing support for the Council's scrutiny function and servicing the Council's other formal meetings, including Council itself, quasi-judicial committees and various types of Appeals Committees. The Division is also responsible for ensuring sound advice is provided to Members, officers and other stakeholders in respect of decision-making, the Council’s Constitution and the Members' Code of Conduct. Democratic and Scrutiny Services also houses the Council's Freedom of Information Unit, which is responsible for ensuring compliance with the obligations placed on the Council by the Freedom of Information Act 2000. The Unit also provides advice and assistance to Council departments in respect of Data Protection (DPA), Freedom of Information (FOI) and other access to information regimes. The proper officer for FOI/DPA and RIPA is the Head of Legal Services. 2012/13 was a year of enormous change within the Council. A senior management restructure was undertaken and a large number of new Members were elected to the Council at the May 2012 election. It is essential that the Council's decision-making and governance processes remain updated and appropriate given the ever-changing legislative and political environment. The emphasis placed by Welsh Government on the 'collaboration' agenda has to be taken account of and reflected. The Local Government (Wales) Measure 2011 is specifically designed to strengthen local democracy. As a direct result, and as provided for within the Measure, the Council's Democratic Services function will increase in profile and in terms of additional responsibilities and initiatives. The concept of joint collaboration itself will, in turn, lead to the need to establish robust joint scrutiny arrangements of such. It will also be important that the significant influx of new Members at the May 2012 election continue to receive the support and development provision necessary to enable them to maintain strong decision-making and scrutiny processes and procedures, transparency and accountability.

The Measure actively promotes, and provides for Councils, having to increase the level of public engagement and participation in its decision-making processes. This will be reflected in some of the work already underway and to be further developed during 2013/14. The Local Government (Wales) Measure 2011 is extremely wide ranging and has necessitated a considerable amount of work being undertaken in terms of the Council providing for its far-reaching implications.

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The Council's Constitution remains under constant review and work will be undertaken throughout the year to ensure it remains up to date.

Internal Audit plays an essential role in supporting the Council to achieve its objectives and outcomes. Internal Audit is an assurance function that primarily provides an independent and objective opinion and adds value to the Council on the control environment by evaluating its effectiveness in achieving the organisation’s objectives. It objectively examines, evaluates and reports on the adequacy of the control environment as a contribution to the proper, economic, efficient and effective use of resources.

Internal auditing is provided as a statutory service in the context of the Accounts and Audit (Wales) Regulations 2005 as mended, which states that a relevant body shall maintain an adequate and effective system of internal audit of its accounting systems and its system of internal control in accordance with the proper internal audit practice. There is also a statutory requirement for Internal Audit to work in accordance with the “proper audit practice”. With effect from April 2013 these are the Public Sector Internal Audit Standards developed by the Chartered Institute of Public Finance and Accountancy (CIPFA) in collaboration with the Chartered Institute of Internal Auditors (CIIA) The Internal Audit Service is delivered under a shared service arrangement with Bridgend County Borough Council (BCBC), which is part of the collaboration agenda. Issues of capacity and workforce planning, therefore, exist as the shared service is still in its formative stages. A further residual risk also remains surrounding the development of this agenda on predefined regional footprints.

The ever increasing need to maintain and improve the security of the Council’s systems and data, but make it available to a wider audience working more flexibly, provides an increasingly challenging environment in which to provide ICT services. A further challenge for the Council is to meet the information requirements of a wide range of stakeholders, partners and customers securely and cost effectively as failure to do so would result in significant financial penalties and reputational damage to the Council. The service is taking a lead in ensuring data protection and security compliance by supporting the Information Governance Board in overseeing work towards achieving compliance with ISO27001 and undertakes annual penetration testing to maintain compliance with GCSx and PCI standards. The Council has also agreed to a data sharing protocol under the Wales Accord for the Sharing of Personal Information (WASPI).


• Designation of the Head of Legal Services as the new Monitoring Officer.

• Designation of a statutory 'Head of Democratic Services'.

• Established a new Democratic Services Committee.

• Advertised for and appointed a Lay Member on the Audit Committee.

• Provided Member updates and an action plan in respect of the implementation of the Measure’s provisions.

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• Reviewed the Council's Constitution, with amendments considered and agreed by Full Council.

• Reviewed Officer Delegations, reflecting the revised senior management structure.

• Increased use of pre-Cabinet decision scrutiny.

• Participated in an all-Wales Scrutiny Improvement Study facilitated by the Wales Audit Office (WAO).

• Submitted a position statement to the Welsh Government in relation to the arrangements for scrutiny of the Local Service Board.

• Processed in excess of 700 Freedom of information (FOI) requests.

• In terms of the Data Protection Act, the corporate adoption of WASPI.

• Reviewed methods, capacity of corporate information storage and retention provision in the Record Management Unit (RMU).

• Provided ongoing assurance to management on the integrity, effectiveness and operations of the Council’s internal control system.

• Delivery of the Annual Audit Plan in particular high risk audit reviews.

• Continued to meet the requirements of the Council’s External Auditors and reliance placed on our audit work.

• Complied with the Internal Audit Standards as contained in the CIPFA Code of Practice for Internal Audit in Local Government 2006.

• Embedding the integration of internal audit work with governance and managing risk to produce a clearly co-ordinated risk-based approach to the audit of operational systems across the Council.

• Ensured agreed management actions in response to internal audit recommendations were fully implemented.

• Supported the Council’s Audit Committee ensuring its continued effectiveness in contributing to good corporate governance.

• Produced the annual opinion report which satisfies the requirements of the Accounts and Audit (Wales) Regulations 2005 as amended and the Head of Internal Audit's annual reporting requirements set out in the CIPFA Code of Practice for Internal Audit in Local Government in the United Kingdom.

• Appointed the Head of Strategic ICT as the Senior Information Risk Owner (SIRO).

• Undertook discussions with Bridgend about the feasibility of sharing an ICT Security Officer.

• Carried out a security penetration test to identify any potential weakness in the ICT Security systems.

• Maintained our compliance for the GCSx Code of Connection.

• Reported information security issues to the Information Governance Board which meets on a regular basis.

• Procured a Protective Marking solution to meet the Government Protective Marking Scheme.

• Procured and implemented a secure e-mail solution.


• The Monitoring Officer has ensured that the Council, its Officers, and its Elected Councillors have maintained the highest standards of conduct protecting the reputation of the Council.

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• Independent representation on the Council’s Audit committee.

• Raised Members’ awareness of the requirements of the Measure.

• Greater involvement and raised profile of the Council’s Scrutiny process in terms of policy development and assisting in formulation of Cabinet decisions (thereby reflecting one of the key themes of the Measure of “strengthening local democracy”.

• Enabled existing scrutiny processes and procedures to be assessed and re-evaluated in the context of good practice identified.

• Supported corporate transparency by providing a process where individuals can request information about things that are important to them.

• Supported partnership working by providing a mechanism by which personal information can be shared with other organisation.

• Released space in the RMU in order that paper records currently housed in departments can be transferred.

• Reduced costs for both the Vale and Bridgend Council and standardisation of working practices to improve the delivery of the Internal Audit Shared Service.

• Ensures that the Council’s External Auditors can place reliance on the work undertaken by Internal Audit.

• Development of specialist skills and sharing of best practice.

• Supported the production of the Head of Audit’s Annual Opinion Report, the Annual Governance Statement which the Council is required to include with the Statement of Accounts. Production of the Annual Governance Statement is required under the Accounts and Audit (Wales) Regulations 2005 as amended and supports the annual Statement of Accounts. A sound governance framework supports the achievements of all corporate and service objectives.

• Maintained the security of Council Information Systems.

• Provided additional resources to identify and resolve information security risks.

• Reduced the risk of a breach of the Data Protection Act. What do we plan to do in 2013-14?

• Develop and introduce protocols to facilitate increased public engagement and participation in the Council’s Scrutiny process, including:

- drawing up protocols for public speaking at meetings of Scrutiny Committees

and the Planning Committee. - enhancing the Council’s Scrutiny website.

• Identify areas where joint scrutiny arrangements (with other local authorities) are deemed appropriate.

• Keep the Council’s Constitution under review.

• Address any recommendations arising out of the WAO Scrutiny Improvement Study.

• Report monthly to Corporate Management Team on the time taken by service areas to answer requests for information. Aim to reduce the time period for compliance in responding to requests.

• Identify why the WASPI template has not been used in more instances of data sharing across the authority, raise awareness and undertake appropriate training where necessary.

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• Free up capacity for paper records in the RMU by transfer of records to the Glamorgan Records Office where appropriate and consideration of digitisation of records held long term where transfer is not an option.

• Formalise the Internal Audit Shared Service with BCBC.

• Continue to support the Council’s Corporate Governance Statement.

• Identify, assess and manage the risks to achieving the organisation’s objectives via the Corporate Risk Management Group.

• Work with services to ensure the economical, effective and efficient use of resources.

• Ensure compliance with established policies, procedures, laws and regulations.

• Support the Managing Director, the Head of Financial Services and the Monitoring Officer in discharging their statutory duties.

• Deliver a scheduled programme of audits on a risk based needs assessment.

• Support the Council’s Audit Committee in ensuring they discharge their responsibilities in accordance with their Terms of Reference.

• Maintain compliance with information security standards as required. How will we know if we’re achieving our objective?

• Evidence of public engagement in areas such as development of Scrutiny work programmes.

• Evidence of public participation at meetings of Scrutiny Committees and the Planning Committee.

• Constitution remains “fit for purpose”.

• Increase in transfer of records and creation of space within the RMU.

• The ability of the Council’s External Auditors in both the Vale and Bridgend to place reliance on the work of Internal Audit.

• An Internal Audit Shared Service that is fit for purpose to deliver operational audit plans for both the Vale and Bridgend Councils.

• Compliance with requirements of the Public Sector Internal Audit Standards (PSIAS).

• Achievement of accreditation for security standards.


• Deliver an efficient and effective Internal Audit Shared Service that meets the requirements of both Councils.


• Citizens of the Vale of Glamorgan can easily access efficiently managed services that are focused around their needs, have confidence in how decisions are made and are proud to live in the Vale. - placing customers at the heart of service delivery - providing leadership and being transparent in our decision making - managing our resources

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Service Outcome 2: The Vale community benefits from the Council’s transparent decision making and good governance. Objective 6: To support members to ensure they are able to effectively undertake their roles and responsibilities.


The main service aims of Democratic Services include maintaining and developing the Council’s decision-making processes, facilitating accountability and transparency. The role of elected Members is obviously fundamental to achieving this and equipping them with the relevant knowledge and skills is vital. The Democratic and Scrutiny Services team is responsible for delivering a wide range of services relating to the Council’s decision-making processes and elected Members. Support for the Scrutiny function is particularly important in light of the Local Government (Wales) Measure 2011. Initiatives are being designed to further develop both elected Members and public engagement. The team also provide an advisory service to individual Members and committees on the Council’s Constitution and Members’ Code of Conduct. The Local Government Elections held in May 2012 saw an intake of 17 new Members and a change in the Council’s Administration. Candidates’ Packs distributed to all those standing in the election included comprehensive information, such as the Constitution, Role Descriptions for various Member roles including scrutiny and an example of one of the Council’s series of Scrutiny Guides. A wide-ranging initial Member Induction and Development Programme has been delivered and an ongoing programme is in place. Relationships are developing and established arrangements exist for guiding Members through what are still relatively early days of the new Council. It should be recognised that the relationships are naturally still evolving as a consequence of not only the influx of new Members, but also a Senior Management Restructuring which has taken place. The current political, economic and legislative environment will mean demands on Members will continue to increase. The Welsh Government’s collaboration agenda will continue to impact upon the Council’s activities and shape the way many services are delivered in years to come. The Local Government (Wales) Measure 2011 is designed to strengthen local democracy, the role of Members and it emphasises the importance of Member Development and support. The introduction, under the Measure, of the ability for local authorities to formally jointly scrutinise services represents a new departure for Members.


• Facilitated a Member Induction programme.

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• Provided induction and development sessions in specific areas (e.g. Planning, Licensing, Equalities, Members’ Code of Conduct, including, in the case of the latter, for Town and Community Councils).

• Introduced and conducted Individual Member Personal Development Interviews.

• Provided ongoing member Development programme.

• Reviewed and updated our Member Development Strategy (including incorporation of additional specific Role Descriptions).

• Widened the role of the new Democratic Services Committee to include responsibility for overseeing Member Development.

• Introduced a process for the production by Members of Annual Reports.

• Facilitated Member involvement in WLGA “Themed” Regional Scrutiny Networks.

• Participated in an all-Wales Scrutiny Improvement Study facilitated by the Wales Audit Office (WAO).


• Helped new, and returning Members to prepare for, and participate in, the Council’s decision-making processes.

• Ensured those Members involved in quasi-judicial committees are equipped with the specific knowledge and skills required.

• Enabled ongoing Member Development to take account of both individual, and collective, needs identified.

• Ensured the overarching Strategy for Member Development remains up to date and reflects recent legislative provisions.

• Provided for increased Member involvement in the planning and delivery of Member Development.

• Allowed Members to promote their community leadership and related activities.

• Provided an opportunity for Scrutiny Committee Chairmen (and Vice-Chairmen on occasions) to discuss emerging themes and share best practice.

• Allowed existing scrutiny processes and procedures to be assessed and evaluated.


• Continue to provide an ongoing Member Development programme designed to meet Members’ individual, and collective, needs.

• Facilitate member Personal Development interviews.

• Publish first series of Annual Reports of Members.

• Undertake a Member satisfaction survey.

• Submit regular Member Development updates to the Democratic Services Committee.

• Address any recommendations arising out of the WAO Scrutiny Improvement Study.


• Content of Member Development programme closely reflects Members’ Training Needs Analyses.

• Good take-up rate by Members of publication of Annual Reports.

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• High Member satisfaction levels.

• Evidence of involvement in and endorsement of initiatives by the Democratic Services Committee.

• Action Plan, reflecting WAO Study outcomes, drawn up and monitored. What do we plan to do in 2014/17?

• Retain Level 1 Status of the WLGA Member Development Charter, with a view to eventually achieving Level 2 status

• Link Member Personal Development Interviews to the annul Member Development Programme to be delivered




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Service Outcome 3: The Vale community is able to benefit from access to high quality, efficient and relevant services delivered by the Resources Directorate. Objective 7: To administer and pay benefits and student support in respect of eligible claimants.

The context for this objective: The Benefits Service provides the administration of housing benefits, council tax reduction, student grants and loans and free school meals. It is essential that awards are made on an accurate and timely basis to vulnerable members of society. The services are regulated by regulations in relation to each type of benefit or award. The housing benefits service is funded by subsidy and it is essential that claims are accurately assessed in line with the regulations to ensure that expenditure is covered by subsidy. The benefits service is changing significantly with the introduction of their localised council tax reduction scheme, the transfer of housing benefits to Universal Credits and the transfer of student loans to the Welsh Government.

Benefit Fraud Investigation forms part of the Internal Audit function and is responsible for the investigation of allegations of Housing and Council Tax Benefit fraud. Fraud Investigators are required to conduct the whole investigation from the initial allegation being received, to closure of the case and preparation of a sanction if appropriate. A key challenge for the service in the coming year lies in the move towards a Single Fraud Investigation Service (SFIS) which will have a significant impact on a team comprising a group auditor and 2 full time fraud investigators. Under the Welfare Reform Act it is proposed that the Council’s existing fraud staff will still be based within the Council but will work to the policies and procedures of the SFIS. Since October 2012, four pilot sites have been set up to trail various SFIS staffing models in order to test the design and to identify any issues or changes which need to be considered for a National role out. The experience of these sites will help inform the way in which SFIS will eventually operate. As such, workforce and succession planning are key risks and the development of a Single Fraud Investigation Service (SFIS) from April 2013 under the auspices of the Department for Work and Pensions (DWP) introduces a risk of capacity and business continuity particularly in relation to internal investigations and the investigation of Council Tax reduction fraud which will not be carried out by SFIS. What did we do in 2012-13?

• Implemented the Academy Free School Meals module and transferred the service from Education to Benefits.

• Preparation for implementation of Welfare Reforms from April 2013 – Officer Working Group, Member Task and Finish Group, Stakeholders Group.

• Agreement of the Council Tax Reduction Scheme for 2013/14 by Council on 23rd January 2013.

• Procurement and installation of Academy Council Tax Reduction Module.

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• Preparation for centralisation of the Students Support/Loans function.

• Continued to be proactive in counter fraud assisting mangers and staff in the prevention and detection of fraud and irregularity;

• Continued to investigate allocations of Housing and Council Tax Benefit fraud, ensuring that public money is safeguarded, properly accounted for and used economically, efficiently and effectively.


• Central Government has introduced wide ranging Welfare Reforms which will

affect the service dramatically. The introduction of Universal credit will commence in October 2013 which will replace the payment of Housing Rental Benefit until at least 2017. This will require transitional arrangements to hand the administration of Housing Rent Benefit to the Department of Works and Pensions over the corresponding period.

• Changes to the existing housing benefit regulations will restrict housing benefit for claimants affected by the benefit cap, accommodation cap and the restriction of up-rating of benefits to 1%.

• The administration of Council Tax Reduction Scheme (nationally in Wales) will commence in April 2013.

• The Student Support function is undergoing transformation into a centralised delivery unit which will require transitional arrangements.

• Free school meals being assessed as part of the benefit claim avoiding unnecessary duplication and increasing take up, improved information for schools and catering service.

• Improved focus and resolution of more serious incidents of fraud particularly those related to Housing and Council Tax Benefit Fraud.

• Assisted in ensuring that public money is safeguarded, properly accounted for and used economically, efficiently and effectively.


• Continue the implementation of the Welfare reforms.

• Implement in April 2013 the Council Tax Reduction Scheme.

• Deal with the transfer of the Student Support function.

• Continue to promote and further developing electronic service delivery with our customers.

• Safeguard the organisation's assets and interests from losses of all kinds, including those arising from fraud, irregularity or corruption.

• Continue to provide an investigation service into allegations of fraud in relation to Housing Benefit and Council Tax Reduction irregularities.

• Keep abreast of the developments of the proposed Single Fraud Investigation Service, ensuring that the Council’s existing fraud staff are prepared for the transition to the SFIS and that capacity for investigation of Council tax reduction fraud and internal investigations remains.

• Preparation for the 2013/14 council tax reduction scheme.

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How will we know if we’re achieving our objective? • Annual audit of housing benefit subsidy claim. • The service will make Housing Benefit rental payments to private tenants or

landlords/Housing Associations. • The service will make Housing Benefit rental payments direct to Council

Housing. • The service will credit to Council Tax payers their Council Tax Support in April

2013 and during the financial year. • The service will continue to support Students by administering the Loan scheme

• The Team will advise schools of those pupils entitled to Free School Meals.

• All Housing Benefit and Council Tax Reduction Fraud Investigations are undertaken in accordance with the Council’s policies and procedures.

• A smooth transition to the Single Fraud Investigation Service takes place.

• Sufficient capacity for internal investigations exists. What do we plan to do in 2014/17?

• Continue implementation of Welfare Reforms and the transfer of housing benefit to Universal Credit.

• Ensure a smooth transition to the Single Fraud Investigation Service

• Implement the 2014/15 council tax reduction scheme.

• Complete transfer of the student loans service to Welsh Government. Links to corporate outcomes Performing well against this objective will help us contribute towards the following corporate outcomes:


- placing customers at the heart of service delivery - providing leadership and being transparent in our decision making - managing our resources - reducing poverty and exclusion

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Service Outcome 3: The Vale community is able to benefit from access to high quality efficient and relevant services delivered by the Resources Directorate. Objective 8: To register, collect and recover Council Tax, non-domestic rates and other income due to the Council.

The context for this objective: The revenues service oversees the billing, administration, collection and recovery of Council Tax and Business rates. Administration of and collection and recovery of sundry debts, housing benefit overpayments, civic offices cashiering service is undertaken by the Payments and Income Management service. Council services are reliant on income collected from taxation, council tax and NNDR and from payment for service, sundry debts. It is essential that income is recovered effectively to ensure service continuity.


• Preparation for implementation of Welfare Reforms from April 2013 – Officer

Working Group, Member Task and Finish Group, Stakeholders Group. • Preparation for the implementation of the Council Tax Reduction Scheme from

April 2013.

What impact have these actions had? • Central Government has introduced Welfare Reforms specifically a Council Tax

Reduction Scheme – Wales, which will affect the service dramatically from April 2013.

• The service will implement the reduction scheme in conjunction with the Benefit Team who will administer the claims.

• The service will need to collect Council Tax from all liable residents in the Council’s area which will include 7,500 persons who have previously not paid any Council Tax and 3,500 who will be required to pay more.

What do we plan to do in 2013-14? • Implement in April 2013 the Council Tax Reduction Scheme. • Implement the National pensioner support scheme, as determined by the Welsh

Government. • Implement a local Pensioner scheme for those persons over 70 who do not

receive benefits/council tax support. • Continue to promote and further develop Electronic service delivery with our

customers. • Upgrade OpenText R/KYV workflow and document management system in

revenues and benefits.

How will we know if we’re achieving our objective? • The service will recover 97% in year Council Tax annually.

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• The service will recover 98% in year Non-domestic Rates annually. • Implementation of Council Tax Support in April 2013 and during the financial

year. • Effectively administering the national pensioner support scheme. • Effectively implementing the local persons over 70’s discount scheme.

What do we plan to do in 2014/17? • Continue to promote and further develop Electronic service delivery with our

customers. • Continue to implement the National pensioner support scheme, as determined by

the Welsh Government. Links to corporate outcomes Performing well against this objective will help us contribute towards the following corporate outcomes:


- placing customers at the heart of service delivery - providing leadership and being transparent in our decision making - managing our resources - reducing poverty and exclusion

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Service Outcome 3: The Vale community is able to benefit from access to high quality efficient and relevant services delivered by the Resources Directorate. Objective 9: To deliver an efficient and accessible registration service that meets both National Standards and customer demand. The context for this objective: The Registration service delivers a range of statutory and non-statutory services. These range from registration of births and deaths to the conducting of marriages and civil partnership ceremonies. Citizenship ceremonies are also conducted. A number of other non-statutory services, such as baby naming and reaffirmation of wedding vows, are also provided. Our local Registrar is responsible for keeping the General Register Office (GRO) (which administers the registration process throughout England and Wales) updated with all events registered in the Vale of Glamorgan. Initiatives include the introduction of the Council’s “Tell Us Once” Scheme and the provision of a Nationality Checking Service. On 1st March 2012, the service transferred to New Governance arrangements, which entail monitoring/ compliance with agreed national standards of good practice and performance

Service delivery and performance will be captured from 2013 onwards in Annual Reports prepared under national new governance arrangements which the service has committed to. Under the new governance scheme, the Council is committed to a Code of Practice, a Good Practice Guide and the continued improvement of standards. This is a key priority for the service.


• Recruited additional Relief Registrars.

• Provided the Council’s “Tell us Once” service.

• Reintroduced provision of Nationality Checking Service (which had been limited due to staff shortage).

• Produced the first new governance Annual Report.


• Appointment of Relief Registrars has improved service resilience.

• High take-up and customer satisfaction levels in respect of “Tell Us Once”.

• Ability to monitor service performance and delivery against national standards. What do we plan to do in 2013-14?

• Recruit and train further pool of Relief Registrars.

• Review current range of services and associated fees.

• Produce our annual report.

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• Service performance and overall assessment will be reflected in the first New Governance Annual Report, with any issues identified then being addressed


• Keep service under review to ensure it meets national new governance requirements.




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Appendix 1

Resources Action Plan 2013/14

Outcome 1: The Council’s corporate objectives are achieved with the assistance of high quality support services.

Objective 1: To respond positively to the support needs of our customers and proactively promote our services.

Ref. During 2013-14 we plan to:

Outcomes we’ll achieve from this action

High , medium or low priority

Officer responsible for achieving this action

Start Date Finish Date How will the work be resourced?:

RS01/A001

Provide a high quality responsive legal service responsive to client department needs and corporate priorities at a time of reduced budget.

Appropriate and timely legal advice is available when required. High client satisfaction with service responsiveness.

High Debbie Marles 1/4/13 31/3/14 • Legal Services’ budget

• By client departments when external lawyers are instructed (if the relevant protocol applies)

RS01/A002

Broaden the skills of Legal Services staff to improve service resilience

Increased service capacity and resilience, with minimal impact on

Medium Debbie Marles 1/4/13 31/3/14 • Legal Services’

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and cost-effectiveness of services provided.

client departments. High client satisfaction.

Budget

RS01/A003

Explore and implement further collaborative arrangements to improve resilience of Legal Services.

Improved service efficiencies and resilience

High Debbie Marles 1/4/13 31/3/14 • Legal Services’ Budget

• External grant funding opportunities are being explored

RS01/A004

Improve ICT service desk performance.

Over 85% of calls dealt with within agreed timescales.

Medium Dave Vining 1/4/13 1/8/13 Appointment of FMA to assist in managing workload.

RS01/A005

Maintain current level of availability of ICT systems.

Availability of top 20 systems is consistently above 99.5%.

High Dave Vining 1/4/13 31/3/14 Existing staff resources – ongoing project

RS01/A006

Retain level 3 Green Dragon accreditation as part of civic offices scheme.

Services are run with consideration for environmental impacts

Medium Clive Teague 1/4/13 31/3/14 Existing resources via Civic Offices Environmental Forum

RS01/A007

E3

Work with all directorates to meet our corporate energy management commitments with respect to carbon reduction.

To ensure we continue to deliver a 3% saving year on year.

High Jane Wade 1/4/13 31/3/14 By using carbon management task group to feed back to all departments.

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RS01/A008

Implement key projects as part of the space project.

Optimisation of use of operational buildings

High Jane Wade 1/4/13 31/3/19 A mix of existing property resources and external contractors

RS01/A009

Progress the Penarth Learning Community project to completion.

Completion of school buildings by October 2014.

High Jane Wade 1/9/13 1/1/16 Existing property resources.

RS01/A010

Invest in the improvement of the Council’s leisure centres in partnership with Parkwood.

Oversee the delivery of the £1m investment works and £2m property condition works to ensure the centres are maintained to an acceptable level.

Medium Jane Wade 1/6/12 31/7/13 Using existing property resources.

RS01/A011

Complete required Disability Discrimination Act works to the council chamber.

A council chamber that is accessible for all

Medium Jane Wade 1/7/13 30/9/14 Using existing staff

RS01/A012

Deliver year 1 actions of the corporate workforce plan.

Support for the Council in managing change whilst reducing the adverse affects of change for staff.

High Reuben Bergman

1/4/13 31/3/14 Existing HR resources and budget

RS01/A013

SEP

Deliver improvements to data gathering, analysis and reporting on service use by protected

Equalities Monitoring data informs the provision of services and all members of the

High Clive Teague

Reuben Bergman

1/4/13 31/3/14 Using existing service staff

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characteristic. community have equal access to our services.

Alan Jenkins

Debbie Marles

Dave Vining

Jeff Wyatt

RS01/A014

CSDP

Identify and implement projects to reduce energy use and raise awareness amongst staff and the public about the need to reduce our carbon footprint.

Annual reduction in carbon emissions of 3% across LSB partners.

High Jane Wade 1/4/13 31/3/14 Using the carbon management project group to bring forward projects from directorates.

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Objective 2: To ensure that Council services are supported by the appointment, retention and deployment of skilled, flexible and engaged employees.

Ref. During 2013-14 we plan to: Outcomes we’ll achieve from this action



Start Date Finish Date

How will the work be resourced?:

RS02/A015

CP

Support all service managers in the management of service change programmes.

Consistent application of HR change management principles and compliance with legal requirements.

High Reuben Bergman

1/4/13 31/3/14 Existing staffing resources

RS02/A016

Undertake a review of all staffing and management structures to ensure congruence with service needs.

Appropriateness and consistency of all staffing structures and an organisation design template for future restructuring projects.

High Reuben Bergman

1/4/13 30/6/14 Head of HR

Trainee HR Officer

All Heads of Service

RS02/A017

Review the early retirement/redundancy scheme and the approach to voluntary severance.

Effective arrangements to help mitigate the need for compulsory severance.

High Reuben Bergman

1/4/13 30/9/13 Head of HR

Head of Financial Services

RS02/A0 Develop a strategic approach Initial staffing plan to High Reuben 1/4/13 31/3/14 Head of HR

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18 to managing a change in the numbers of directly employed staff in line with service changes and financial planning.

meet savings targets congruent with financial strategy.

Bergman

RS02/A019

Undertake a review of conditions of service in consultation with the trade unions to increase flexibility and contribute to savings targets.

Effective arrangements to improve service delivery and contribute to savings targets.

High Reuben Bergman

1/4/13 31/12/13 Head of HR

Operational Manager

HR Trainee

Policy Officer

RS02/A020

Review the use of agency staff across services to ensure cost effectiveness and an appropriate balance between the core and peripheral workforce.

Appropriate and cost effective use of agency staff to support service needs.

High Alan Jenkins Reuben Bergman

1/4/13 31/3/14 Within existing resources and supported by a new agency contract provider

RS02/A021

Strengthen the Council’s approach to internal redeployment and support for staff at risk of redundancy.

Effective procedures to help avoid, reduce and mitigate the consequences of compulsory redundancy.

High Reuben Bergman

1/4/13 30/9/13 Extension and funding of temporary agency contract

RS02/A022

Implement auto pension enrolment in line with law on workplace pensions.

All council employees are aware of changes. Eligible employees enrolled on Cardiff and Vale pension

High Gill Howells 1/2/13 1/7/13 Within Existing resources with potential support from a payroll ICT Consultant

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scheme from May 2013.

RS02/A023

Implement Real Time Information (RTI) in line with Her Majesty’s Revenue and Customs (HMRC) requirements.

RTI fully implemented from June 2013. All relevant council employees aware of changes. Accurate and real time PAYE information submitted to HMRC in a timely manner.

High Gill Howells 1/2/13 1/7/13 Within Existing resources with potential support from a payroll ICT Consultant

RS02/A024

CL15

Increase apprenticeships provided by the Council and our contractors and provide additional work experience placements helping people of all ages to develop their skills and secure employment.

Number of Foundation Modern Apprenticeships offered in 2013/14 doubles (from 12 to 24)

Building and Contract Services include a requirement to offer apprenticeships and work experience as part of contracts, thereby increasing opportunities over the life of these contracts in the coming year

Reuben Bergman

1/4/13 31/3/14 A combination of budgets will be utilised including Corporate and Service (beneficiaries), WG funding via Providers and Contract winners.

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and ongoing years.

RS02/A025

CL10

Develop a new HR Strategy including a Training and Development Strategy ensuring staff are supported and engaged to provide services to the highest possible standard.

Plans approved by Cabinet congruent with the outcomes of the workforce plan and in order to guide HR actions for 2013-17

High Reuben Bergman

1/4/13 1/5/13 Head of HR

Corporate Training Manager

RS02/A026

SEP

Develop an implement action plan aimed at reducing the gender pay gap, evaluate and report annually on progress

Reduction in gender pay gap through appropriate workforce strategies. (10% reduction target by 2015)

High Reuben Bergman

1/4/13 31/12/15 Head of HR

RS02/A027

IO

Support Chief Officers in delivering key actions for 2013/14 as outlined in the Corporate Workforce Plan 2013-17.

Reduction of the adverse staffing implications of organisational change. The Council recruits and retains appropriately qualified, trained and experienced staff to meet service needs.

High Reuben Bergman

1/4/13 31/3/14 Head of HR

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Objective 3: To support and develop the structures, resources and systems needed to deliver and monitor the Council’s service provision.







RS03/A028

Implement improvements in reporting through Oracle.

Managers have improved information which is of value to them

Medium Gill Howells 1/4/13 31/4/14 Within Existing Resources

RS03/A029

Review the ICT Strategy. An updated and current ICT Strategy

Medium Dave Vining Already Started

31/4/13 Head of Service, interviews with senior stakeholders.

RS03/A030

Undertake an ICT customer satisfaction survey.

An up to date view of the services provided to users.

Medium Dave Vining 1/4/13 31/5/13 ICT Trainers and ICT User Group

RS03/A031

Implement a desktop technology refresh to upgrade the Council’s laptops and pcs together with installation of the latest Microsoft Office software.

Appropriate, modern and flexible desktop hardware, standardised across the Council.

High Dave Vining

Already Started

31/12/13 Desktop Support team with assistance from new FMAs

RS03/A032

Implement improvements in reporting through Oracle.

Managers have improved information which is of value to them

Medium Gill Howells 1/4/13 31/4/14 Within Existing Resources

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RS03/A033

CL11

Produce an annual Asset Management Plan with specific target to achieve optimum use of our property assets.

Better knowledge and understanding of our assets linking to the space project.

Medium Jane Wade 1/4/13 31/3/14 Using existing property resources.

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Objective 4: To optimise our assets, exercise robust financial management and provide efficient, sustainable services and facilities.







RS04/A034

Meet all statutory requirements and timeframes for preparation of estimates leading to the setting of the annual budget, closure of accounts and treasury management processes.

The Council complies with all statutory requirements and timeframes. Appropriate support structure in place to meet statutory requirements. Timely provision of financial and management information and advice to all council services.

High Alan Jenkins 1/4/13 31/3/14 Accountancy Section total resource based upon establishment of 20 FTE ( 21 FTE

2012/13)

RS04/A035

Implement appropriate mechanisms in order to meet WG requirements for procurement.

Council processes for procurement fully comply with WG requirements.

Medium Alan Jenkins 1/4/13 31/3/14 (ongoing into future years)

Awaiting details of WG requirements prior to assessing exact resource implications. Procurement Team resource totals 2FTE (same as 2012/13)

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RS04/A036

Review the Council’s existing long term agreements with external insurance companies.

All council risks evaluated and appropriate arrangements in place reflecting acceptable cost /risk position.

High Alan Jenkins 1/4/13 30/9/13 Insurance Team resource totals 2FTE (same as 2012/13)

RS04/A037

Develop and promote a guidance toolkit for managers on Lean Systems thinking to support the delivery of financial savings targets.

Council services provide more value for customers with fewer resources.

High Alan Jenkins 1/4/13 31/3/ 14 (will be subject of iterative reviews.)

BPR Team resource totals 7FTE (same as 2012/13)

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Outcome 2: The Vale community benefits from the Council’s transparent decision making and good governance.

Objective 5: To support and develop the structures, resources and systems needed to deliver and monitor the Council’s decision making and governance process.

Ref. During 2013-14 we plan to: Outcomes we’ll achieve from this action





RS05/A038

CL6

Develop and introduce protocols to increase public engagement and participation in the Council’s scrutiny process and meetings.

Increased opportunities for public speaking and involvement at scrutiny and planning committee meetings.

Improved information on public engagement on scrutiny website. Increase the profile of council scrutiny processes.

High Jeff Wyatt 01/4/13 31/10/13 Within existing resources

RS05/A039

Identify and progress joint scrutiny arrangements with other local authorities where appropriate.

Continuous service improvement through timely and effective scrutiny and challenge.


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RS05/A040

Review the Council’s Constitution.

Up to date constitution enabling the Council to act strategically and implement policy as determined by Cabinet and to deliver services to Vale residents in an open, transparent and cost-effective way; acting in the best interests of the Vale of Glamorgan as a whole.

Medium Jeff Wyatt 01/4/13 31/3/14 Within existing resources

RS05/A041

Implement key recommendations arising out of the WAO scrutiny improvement study.


RS05/A042

Implement monthly reporting to Corporate Management Team on council performance in relation to Freedom of Information (FOI) requests.

Improved compliance council wide in responding to FOI requests.


RS05/A043

Rise awareness of the corporate WASPI template and undertake appropriate training to improve usage in data sharing.

Increased profile of corporate WASPI processes.


RS05/A0 Review and identify Increased capacity High Jeff Wyatt 01/4/13 30/6/13 Within existing

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44 appropriate options to free up capacity for paper records in the Records Management Unit.

with records held in most appropriate/cost effective form.

resources

RS05/A045

Formalise the Internal Audit Shared Service with Bridgend County Borough Council.

The delivery of an Internal Audit Shared Service which is fit for form and fit for purpose.

High Alan Jenkins 1/4/13 31/3/ 14 (will be subject of iterative reviews.)

Based upon provisional IASS establishment of 24FTE as per approved business case.

RS05/A046

Co-ordinate and support preparation of the Council’s annual governance statement.

The Council is able to demonstrate good governance across all of its areas of operation.

High Alan Jenkins 1/4/13 30/9/13 Based upon work undertaken by IASS (24 FTE see above)

RS05/A047

Identify, assess and manage corporate risks.

Increased profile of the work of the Corporate Risk Management Group (CRMG) in managing corporate risks.

High Alan Jenkins 1/4/13 31/3/14 (ongoing)

Resources based upon input from CRMG including support from Improvement and Development Team (10 FTE as per 2012/13).

RS05/A048

Work with council services to deliver required efficiency savings targets.

Services demonstrate economical, effective and efficient use of existing resources. Achievement of


Will involve input from Accountancy Section, IASS and BPR Team.

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required efficiencies.

RS05/A049

Deliver a scheduled programme of audits on a risk based needs assessment.

All high risk areas are covered as part of the annual operational plan for the Internal Audit Shared Service.


IASS Operational Plan for 2013/14 based upon initial resource of 20FTE (provisional IASS establishment set at 24FTE as per approved business case).

RS05/A050

Support the Council’s Audit Committee in discharging their responsibilities in accordance with agreed terms of reference.

Terms of Reference met and Audit Committee can demonstrate their role in the Council’s governance arrangements.


IASS Operational Plan for 2013/14 based upon initial resource of 20FTE (provisional IASS establishment set at 24FTE as per approved business case).

RS05/A051

Maintain compliance with information security standards as required.

Secure ICT Systems that protect the Council’s data

High Dave Vining Already Started

31/3/14 Appointment of full time Information Security Officer

RS05/A052

CSDP

Establish appropriate and secure ways of sharing customer information to

Improved outcomes for customers through better understanding

Medium Dave Vining 1/4/13 31/3/14 Appointment of full time Information

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develop a holistic view of customers and their needs and shape services around those requirements.

of customer needs.

Improved design of service and reduced costs of delivery through better understanding of customer needs.

Security Officer

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Objective 6: To support members to ensure they are able to effectively undertake their roles and responsibilities.







RS06/A053

Deliver a Member Development programme.

Members are well prepared and participate fully in the council’s decision making processes. Increased take up of member personal development interviews.

Member development updates regularly submitted to Dem. Services Committee.


RS06/A054

Publish first Members’ Annual Reports.

Members of the public are able to easily access information about their local Councillor’s activity.

High

Jeff Wyatt 01/4/13 31/7/13 Within existing resources

RS06/A055

Undertake a Member Satisfaction survey.

Increased member satisfaction with services.


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Outcome 3: The Vale Community is able to benefit from access to high quality, efficient and relevant services delivered by the Resources Directorate.

Objective 7: To administer and pay benefits and student support in respect of eligible claimants.





Start Date Finish Date How will the work be resourced?:

RS07/A056

Implement Welfare Reform and transfer housing benefit to Universal Credit.

Managed close down of housing benefit service and transfer of claims to universal credit.

High Clive Teague Already Started

31/3/18 Existing resources plus funding /resources from DWP

RS07/A057

Prepare for and implement the council tax support scheme from April 2013.

Managed closedown of council tax benefit service and transfer of claims to Council Tax Support Scheme.

High Clive Teague Already started

Existing resources plus funding from WG

RS07/A058

Complete the transfer of the student support function.

Smooth transfer of service to Student Loans Company.


30/9/16 Existing resources, participation in national project delivery arrangement

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RS07/A059

Promote and further develop electronic service delivery for council services.

Improved customer access to council services.

Medium Clive Teague 1/4/13 31/3/14 Existing resources

RS07/A060

Implement appropriate mechanisms to protect the Council’s assets and interests from all losses including those arising from fraud, irregularity or corruption.

Robust mechanisms in place to provide adequate protection from potential loss.

High Alan Jenkins 1/4/13 31/3/14 Provide for within Audit service

RS07/A061

Provide an investigation service into allegations of fraud in relation to Council Tax Reduction irregularities.

Appropriate service capacity in place to meet requirements for both CTR fraud investigations.

High Alan Jenkins 1/4/13 31/3/14 Provide for within Audit service

RS07/A062

Prepare for the proposed Single Fraud Investigation Service.

Managed closedown of Benefit Fraud investigation service and transfer to SFIS.

High Alan Jenkins 1/4/13 31/3/14 Existing resources plus DWP

RS07/A063

CL12

Provide information and support to residents affected by the Welfare Reform Act and raise awareness of staff and partners about the impact of the changes.

Vale residents are aware of implications of Welfare Reform and are sign posted to the appropriate advice service for help.


31/3/18 Existing resources plus funding /resources from DWP

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Objective 8: To register, collect and recover Council Tax, non-domestic rates and other income due to the Council.






How will the work be resourced?

RS08/A064

Implement the national pensioner support scheme.

Reduction in council tax bills for pensioners currently on partial CTR

High Clive Teague 1/4/13 31/8/13 Existing staff resources, WG funded project

RS08/A065

CL13

Implement a local pensioner scheme for persons over 70 who do not receive benefits/council tax support.

Reduction in council tax bills for persons over 70 and not on benefit.

High Clive Teague 1/4/13 31/8/13 Existing staff resources, funding from revenue budget

RS08/A066

Upgrade the Open/Text workflow and document management system in revenues and benefits.

Future proof dip and workflow system, operating system in line with ICT support strategy, faster more efficient t servers

Medium Clive Teague 1/4/13 30/6/13 External contractor plus existing staff resources

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Objective 9: To deliver an efficient and accessible registration service that meets both National standards and customer demand.







RS09/A067

Recruit and train a pool of Relief Registrars.

Increased service capacity and resilience.


RS09/A068

Review our range of registration services and associated fees.

Services provided meet customer requirements and demand. Service charges in line with GRO national directions.


RS09/A069

Produce a Registration Service Annual Report in line with new governance arrangements.

Service assessment meets required national standards.


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Resources Workforce Action Plan 2013

Action

Outcomes Milestones By When

Lead Resources

Re-run the apprenticeship scheme for

2014/2015.

Effective responses to recruitment challenges.

Appointment 3 trainees

June 2014 A. Williams T. Bowring

Within existing

staffing budgets

Review staffing structures across all areas to ensure service sustainability.

Consistency of structures to meet service demands.

Review completed June 2014

R. Bergman and Heads of Service

HR support

Develop plan to manage the staffing transitional implications of the Welfare Reform Programme.

Effective plan to maintain service throughout transitional period.

Successful management of service

Oct 2014 to March 2018

C. Teague Within existing

budget

Review employment contracts to respond to the increasing need for flexibility to meet service needs.

More effective HR response to changing service needs.

New contracts implemented

April 2015

R. Bergman HR Officer time

Develop trade union consultation arrangements within the Directorate in line with Corporate ER Framework.

Effective consultative forum to help manage changes within the directorate.

Forum implemented

From September 2013

A. Unsworth Attendance time of HoS

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Undertake a training needs analysis within the Directorate to inform training programme over the next 4 years.

Customised training plan for Directorate.

Plan approved by DMT

Jun 2014

A. Williams D. Vining

To be identified

as part of training plan

Develop tools and guidance to support partnership working, business transformation and to help managers explore avenues for service collaboration.

Managers equipped to identify and pursue opportunities to provide services in a better or more cost effective way.

Tools to be developed

April 2013

T. Bowring A. Williams

To be met from within existing

resources

Review recruitment and retention issues arising from 2012 JE process and develop appropriate responses.

Maintenance of expertise, skills and experience in key areas.

Six monthly report to DMT

From April 2013

Heads of Service To be identified

Documents

Resources Service Plan 2013/17 Service Plan 2013/17 Council/Achieving... · Service Plan 2013/17 ... The Accountancy Section has the responsibility to ensure that sound financial