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FINANCIAL SERVICES
BUSINESS PLAN 2007 – 2010
C Salter
Chief Financial Services Officer

Audit

Exchequer & Procurement
Projects
Revenues
Development
& Supplies
Accountancy
Service
Strategic
Technical
Venues
Accountancy
Estates
Accountancy
Management
http://web1.com/finance

Issue 1

March 2007

Process Owner:
Chief Financial Services Officer

Authorisation:
Christine Salter

Page 1 of 17

FINANCIAL SERVICES BUSINESS PLAN 2007 - 10
Contents
1. Overview of Service
1.1
1.2
1.3

Service Aims
Services Provided
Resources Summary

2. Contribution to Corporate Plan and Service Context
3. Performance Report
3.1
3.2
3.3

Performance Indicators
Customer Focussed Services
Achievements Against Corporate and Service Objectives

4. Future Service
4.1
4.2

Programmes, Projects & Improvement Actions
Developing Internal and External Communication

5. Aligning Resources
5.1
5.2
5.3
5.4
5.5

Finance & Assets
Efficiency
People
IT Delivered Systems
Knowledge

6. Action Plan
6.1
6.2
6.3

Risk Assessment
Sustainability & Equality Appraisal
Business Continuity

Appendices
A.
B.
C.
D.
E.
F.

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Business Objectives Matrix 2007/10
Business Objectives Update 2006/07
Workforce Planning Template 2007/08
Budget Analysis
(i) Sustainability & (ii) Equality Appraisal Matrix
Business Continuity Template

March 2007

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Chief Financial Services Officer

Authorisation:
Christine Salter

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CARDIFF COUNCIL
FINANCIAL SERVICES BUSINESS PLAN 2007/8 – 2009/10
1.

INTRODUCTION
Purpose
The purpose of this Business Plan is to describe in outline the key functions of the financial and related services we provide to Cardiff Council and certain other organisations. It also details how service development will be implemented and monitored to meet existing and future demands from the
Council, our customers and partners and the Welsh Assembly Government.
The Service will play a supporting role to much of the above and importantly with regard to the Budget negotiations and strategy to ensure decisions on future developments have a sound financial basis.
It sets our Service Area Objectives for 2007/8 to support the Corporate Plan and establishes the basis for future years through to 2009/10. It will be reviewed and updated at least annually.
1.1

Service Aims
Our aim is to work, in partnership with the Executive, Members and
Service Areas and with other bodies, to provide and develop our full range of services to support the Corporate Plan, Cardiff A Proud
Capital and other Council plans and strategies including the
Fundamental Operational Review, and to enable policy to be put into practice. This will be achieved by the following:
·

·

1.2

Providing the Executive Members, Service Areas, Customers and
Citizens with advice and information that is accurate, timely and relevant to promoting Corporate objectives.
The Service will seek to continually develop new and refine existing consultative processes with its customers and employees and strive to work in partnership with them across all its functions.

Services Provided
Financial Services provides the full range of Finance, Procurement,
Venues Management and Strategic Estates related functions to all
Council Members, the Executive, Service Areas and to members of the public and staff. It also provides a variety of services to external organisations. The main services provided are summarised below:

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Chief Financial Services Officer

Authorisation:
Christine Salter

Page 3 of 17

·
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Financial management & advice
Budget & budgetary control
Collection of Council Tax & NNDR
Provision of a local taxation appeals & advice service
Accountancy, investment & VAT
Advice, guidance and support for the procurement of goods, works & services
Provision of corporate sourcing arrangements across all categories of goods, services & works
Supporting the Council’s Efficiency Programme
County Supplies and stores management
Risk management and insurance
Audit, fraud investigations and financial probity
Payroll, creditors and income recovery
Management, administration and investment of Pension Fund
Financial oversight of major initiatives & projects
Provision of SAP Support Centre
Land strategy and asset management
Valuation, acquisition and disposal of property
Management and development of: o Cardiff City Hall as a major conference & meeting facility o Cardiff Castle as an international visitor attraction o Cardiff Old Library as a temporary exhibition venue
Management of the Venues DSU to provide high quality service environment
Management of the Council’s accommodation account

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1.3

Resources Summary
Financial Services comprise nine groups that carry out the following key functions:
Service Accountancy – 65 employees
Operational Manager: Allan Evans
Service Accountancy provides financial advice and accountancy support to all areas of the Council including direct service units and to a number of outside bodies in respect of their revenue budgets. In conjunction with the SAP Support Centre it also oversees the maintenance, development and control of the financial ledger including the inputs and outputs from all feeder systems.
Key services provided include:
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Preparation of revenue budgets
Monitoring of income and expenditure
Closure of the revenue accounts for all service areas.

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Chief Financial Services Officer

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Christine Salter

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Ø

Provision of financial advice and management information to budget holders and service managers.
Completion of all revenue grant claims on behalf of the Council.
Completion of financial returns to the National Assembly for
Wales and other outside bodies.
Supporting the maintenance and development of the Council’s financial management system.
Reconciliation of the Council’s bank accounts and processing of cash income.
Supporting the effective financial management of Schools and other centres via the Local Financial Management Team.

Ø
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Technical Accountancy – 39 employees
Operational Manager: Robert D Jones
The five groups in Technical Accountancy provide financial advice and expertise on the following:
Capital Accounting
Ø Capital programme
Ø Project appraisal
Ø Capital finance and accounting, including the Prudential Code of Borrowing
Ø Treasury management
Pensions
Ø Payment of pensions to all members of the Cardiff & Vale of
Glamorgan Pension Fund
Ø All accounting and actuarial matters for the pension fund
Ø Calculation of retirement benefits
Ø Transfer values & refunds
Ø Supporting decision making for pension fund investments
Ø Maintenance of pension records
Ø Monitoring fund manager performance of the pension fund
Corporate Accounting
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Preparation of Statement of Accounts
Preparation of whole of Government accounts
Cash limit and revenue budget preparation and co-ordination
Council Tax newsletter
Efficiency
Bad debt provisions
Reserves

VAT
Ø All aspects of VAT accounting on behalf of the Council
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Chief Financial Services Officer

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Christine Salter

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Ø VAT advice
Ø Liaison with Customs & Excise
Ø Trust fund accounting
Insurance
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All aspects of insurance including self insurance
Insurance advice
Insurance risk management
Administration of the Council’s car loan scheme

Revenue Services – 105 employees
Operational Manager: Gary Watkins
This group covers all aspects of Council Tax and NNDR administration including:
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Business Rate & Council Tax collection
Maintaining up-to-date Council rating and Council tax records and registers
Issuing annual and ad hoc bills promptly
Taking effective recovery measures
Seek to reduce Council Tax liability for Council properties
Cashiering facilities
Administering and promoting exemptions/discounts/reliefs
Advice to Council Tax payers

Corporate Procurement & Supplies – 45 employees
Operational Manager: Steve Robinson
The Corporate Procurement & Supplies Division provides the
Council’s Corporate Procurement ‘centre of expertise’ responsible for procurement advice and guidance, management of corporate frameworks arrangements and stores management and comprises the following teams:
Contracting and Sourcing Teams
Ø Procurement advice and support
Ø Maintain and give guidance on contract procedure rules and executive delegations
Ø Developing sourcing arrangements for all goods, services, consultancies and works
Ø Corporate Procurement Strategy, policy procedures and service
Ø Corporate Procurement framework arrangements
Ø Deliver procurement savings and other efficiency measures
Ø Advice/guidance on EU procurement directive and issue notices as required
Ø Work with other bodies e.g. WLGA and WPC on collaborative procurement initiatives
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Christine Salter

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Ø Managing the Council’s approved supplier/contractor system
Ø Ensure compliance with procure to pay process
Ø Provision of advice, guidance and training for Procure to Pay process and stores operation
Ø Maintaining master data for purchasing and inventory management Ø Advice and guidance on disposals
Stores Management & Maintenance Teams
Ø Managing the County Supplies operation, which provides an internal service to Cardiff Council and schools from the stores at Bessemer Close
Ø Managing the stores facilities which support the Community
Maintenance Services (CMS) and Schools Building
Maintenance DSUs based at Mount Pleasant Lane, Llanrumney and Bessemer Close respectively.
Ø Provision of advice, guidance and training in respect of the
‘procure to pay process’ and stores operations with the Council
Ø Maintaining ‘master data’ in respect of purchasing and inventory management within SAP
Ø Providing advice and guidance on disposals
Internal Audit – 32 employees
Audit & Risk Manager: Derek King
This group provides support to the Chief Financial Services Officer and Section 151 Officer and all Service Managers in providing an effective and efficient audit service. This involves a cyclical, independent and objective review of all financial systems across the
Council, based on an ongoing assessment of risk, undertaken to identify and promote good practice and to highlight weaknesses in financial control so that improvements can be considered by service area managers. It aims to provide management with assurances on internal control and the efficient and effective use of resources via the following Teams:
Audit Teams
Ø System Evaluations: Assessing risk and appraising adequacy and effectiveness of internal control within a system
Ø Financial Audit:
Testing systems to ensure accuracy and reliability of financial records to provide management assurance
Ø Value of Money:
Improving the efficiency and cost effectiveness of a system, with a view to achieving savings

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Christine Salter

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Ø Specialist Audits:
Ø Financial Advice:
Ø Best Value:

Specialist advice and expertise in the areas of contract and computer audit
Giving financial advice on a confidential basis, as and when required
Work on corporate performance indicators and systems supporting these

Investigation Team
Ø Fraud Prevention and Detection:
Producing anti-fraud and prosecution strategies and policies and provision of fraud awareness training
Ø Fraud Investigation: A confidential investigation service into all aspects of suspected fraud, corruption and financial impropriety and malpractice. This may involve surveillance techniques under the RIPA Act 2000
Ø Money Laundering: Providing a central point for any money laundering issues
The Audit & Risk Manager is also responsible for co-ordination of risk at the corporate level.
Exchequer & Development – 72 employees
Operational Manager: Steve Jenkins
This consists of three main groups – Accounts Payable, Accounts
Receivable and Payroll supported by the Admin/Cashier/Secretarial groups. Ø Payroll service to all Council services and to external bodies
Ø Accounts receivable, debt recovery, mortgage and management information system for all Council services (excluding Council
Tax)
Ø Accounts payable vendor payment & management information system Ø Development of Service Area strategies and action plans to implement and support corporate/statutory requirements
Ø Maintenance of BSi registration
Ø Administrative support
Ø Secretarial services
Project Accountancy Management – 15 employees
Operational Manager: Marcia Sinfield
This section consists of two groups: Project Accountancy and the SAP
Support Centre

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Christine Salter

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Ø
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Project Accountancy provides financial advice and support to the major projects within the Council.
SAP Support Centre provides support to the users of the SAP system and provide an interface between the Council and the third party support delivered by LogicaCMG.

Land Strategy & Support – 15 employees
Operational Manager: Robert Green
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Land strategy
Property information
Asset management planning
Generic surveys

Valuation, Acquisition & Disposal – 11 employees
Operational Manager: Vacancy
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Valuation
Acquisitions & disposals
Landlord & tenant
Property management

Venues Management – 193 employees (plus temporary seasonal staff) Operational Manager: Mark Munnery
The operational Business Units are:
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Cardiff Castle
Venues Performance Management
Buildings Administration
Commercial Catering DSU
Building Maintenance DSU

A more detailed list of these Services can be found by referring to our Service
Level Agreements.
Most services are provided during normal office hours Monday to Friday.
Admission to and hire of the Council’s heritage buildings are available throughout the year. However Cardiff Castle, Cardiff City Hall and Cardiff
Old Library remain closed on the 25th and 26th December and 1st January.
Delivery Points
Services are provided from the following sites and associated stores depots:
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City Hall
Marland House
Bessemer Close
Mount Pleasant Lane

March 2007

)
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Council Tax & NNDR Matters
Cashiering
Procurement & Supplies & Stores

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Chief Financial Services Officer

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Christine Salter

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·
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Willcox House
Bessemer Close
City Hall

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Cardiff Castle
St David’s Hall
Cardiff Old Library
Brindley Road
Lamby Way
Llanrumney Depot
Heath Park
Bessemer Close
County Hall

)
)
)
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Project Accountancy and SAP Support
Strategic Estates
Functions & Venues Performance
Management
Tourism facilities
Celebrity Restaurant
Exhibitions etc.

Accountancy Support

All other aspects of our work

The total budget for the Service in the current year is £5.3m including accommodation. 2.

CONTRIBUTION TO CORPORATE BUSINESS PLAN AND SERVICE
CONTEXT
We have developed this plan to support the Corporate Plan and the four pillars of the Proud Capital vision, which promote Economic, Social and
Environmental Well-being and public service reforms through the Cardiff
Connections programme.
In particular we will play a role in the key policy themes and objectives of a
Vibrant and Thriving City, a Creative and Exciting City and Serving the City, where we will take a lead role in implementing the Corporate Efficiency programme. This will include:
i. Progressing the implementation of the Corporate Procurement
Strategy to ensure that the Council achieves value for money in its procurement of goods and services. ii. Reviewing the use of the council’s estate by progressing the
Corporate Asset Management Plan which will ensure that the
Council’s land and buildings are being used in an effective manner. iii. Continuing an ongoing programme of service and thematic efficiency reviews to challenge current resource deployment and impact. iv. Completing a feasibility study on sharing services with other public sector organisations
v. Supporting the Fundamental Operational Review, in particular the Corporate Plan and budgetary process
The plan also seeks to address the core values of accountability, flexibility, openness, integrity, diversity, respect and working with others.
The matrix attached at Appendix A sets out the Business Objectives for
Financial Services in more detail.

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Chief Financial Services Officer

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Christine Salter

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3.

PERFORMANCE REPORT
3.1

Performance Indicators
The Service Area has a number of National Strategic indicators and provides information for others, where financial data is required for the
PI’s in other Service Areas. At the time of writing the end of year data is not available. This will be updated on the CIS system.
The Chief Financial Services Officer reports quarterly on core performance indicators for Financial Services to Scrutiny Committee
The Business Objectives Matrix (Appendix A) referred to above has been designed to set “SMART” performance measures for all objectives. This way progress on achieving the objectives can be monitored on a regular basis. All Operational Managers will contribute to the achievement of the general objectives and report progress to
Business Improvement meetings, and be responsible for maintaining their own local performance indicators to demonstrate progress against achieving the objectives as set in their own sections of the matrix/Team
Plan.
All areas of the service are registered and will maintain and develop quality management systems in accordance with the Council
Registration to ISO9001 to ensure continuous improvement and monitoring of services provided.
The IACTS database on CIS is used to assist in monitoring performance actions. Where performance fails to meet expected standards then remedial action will be identified and managed.
Identified improvements from Internal Quality Audits, Financial
Audits, service reviews or external assessments, will also be fed into and monitored via this database.
Service Area performance will be monitored by regular Business
Improvement Meetings. A Management Review will be held each year to evaluate the effectiveness and continued suitability of the performance management system.

3.2

Customer Focussed Services
During the period of this plan we will:·
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Develop and increase accessibility to our service area to end users via the Intranet and Internet
Consider whether use of C2C can be extended to other areas of our work

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Chief Financial Services Officer

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Christine Salter

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·
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3.3

Issue a Council Tax/NNDR survey to a sample of Council
Taxpayers to gain feedback on our performance
Continue and develop communications on key business processes with Service Areas via user groups etc.
Improve our contact with schools on services we provide
Review our SLAs with service areas/schools
Continue and refine existing customer contact arrangements and extend use of client questionnaires
Promote Invest to save
Continue to hold annual employers’ forum to discuss all aspects of the pension scheme
Prepare combined annual benefit statements for all current members, showing both state benefits as well as their local government pension
Use of newsletters and Core Brief to inform staff of changes to the pension scheme
Continue to attend landlord and Student Union meetings to discuss Council Tax matters

Achievements against Corporate & Service Objectives
Our performance against the objectives identified for 2006/07 is shown in Appendix B.

4.

FUTURE SERVICE
4.1

Programmes, Projects & Improvement Actions
We have identified our priority areas and objectives for 2007/08 in accordance with the Corporate Plan and issues facing the Service Area.
Progress against these high-level objectives will be monitored via our
Service Area BIMs and PQA will be used as appropriate.
In addition to the above it has been agreed that, during 2007/08, all our groups will develop their own team plans, which will both support these objectives and also identify day-to-day issues which need to be addressed to improve efficiency, performance and service delivery.
This approach will also mean more staff engagement and involvement in the process and assist with the implementation of the Personal
Performance & Development Scheme.
These plans will be linked to the Business Plan as they are introduced and will include targets as appropriate.
Some of the key items of improvement will relate to:
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The implementation of the corporate procurement strategy
Deliver efficiency and value for money including contributing to the Fundamental Operational Review
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Christine Salter

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4.2

Energy management/CO2 emissions requirements
Participating in the Shared Services Review
Personnel initiatives including internal communication, IIP and
Personal Performance & Development Scheme
Realising savings following the introduction of the SAP system and we will continue to support end user requirements with regard to training, support and systems development
Improved monitoring of performance against business objectives and risks
Contributing to the development of the Council’s governance programme Delivering the renovation of Cardiff Castle as part of the 15year development plan to increase tourism numbers, access and educational opportunity
Ensuring the visitor interpretation facility has an operational partner to deliver the required retail and café facilities
Enhancing the physical quality of the visitor experience at City
Hall

Developing Internal and External Communications
We will continue to address internal communications issues by holding awareness sessions for our staff where necessary and issuing
Newsletters, Health and Safety briefings and using Core Brief process.
The implementation of IIP across the Service Areas will be another key factor in improving communication.
Work will continue on refining the communication interfaces with
Service Areas by the use of End User forums, Newsletters etc.
We will develop relationships with our key suppliers and encourage and actively support engagement with SMEs in accordance with the
Opening Doors Charter.
We will develop a co-ordinated strategy for working with schools.
Fraud awareness sessions will continue to be held for new appointments in Housing and Neighbourhood Renewal and refresher training is being provided. Fraud awareness training has also been extended to Housing Associations as registered social landlords, HR employees, unions and managers across the Council in an effort to raise awareness and share best practice in relation to undertaking investigative work

5.

ALIGNING RESOURCES
5.1

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Finance & Assets

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Chief Financial Services Officer

Authorisation:
Christine Salter

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A summary of the Budget for Financial Services is given in Appendix
D.
2007/08 was a difficult Budget both for the Council and for Financial
Services, with no specific areas of growth awarded to the Service Area during the process. In addition, budget savings of £787,000 were made, representing 14.4% of the Service Area’s base budget. This includes both reductions in expenditure and additional income targets, all of which will have to be carefully managed during the coming year.
Regular monthly information is provided to the Chief Officer and
Operational Managers for monitoring purposes, and details of overall expenditure are discussed at least quarterly at the Service Area
Business Improvement Meetings. Any additional commitments or issues that may impact on future years are also discussed in these meetings and fed into the budget process.
We will carry out a review of our current and future accommodation requirements to take account of changes in staff numbers and consider possible options including ‘hot-desking’ and relocation of certain groups to alternative locations with a view to reducing costs without any diminution of customer service. Homeworking was successfully trialled by our Revenues Group and we will consider extending it to other areas of our work where appropriate. The Asset Management
Plan will be updated, linking with the Corporate Objectives.
5.2

Efficiency
We will work with other Services to identify and support the
Efficiency Programme, including:
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Participating in Service Area Fundamental Operational Review
Multifunctional device review
Purchasing Card feasibility within venues
Shared Services
Developing facilities to email remittances, payslips and other documents Rationalising payrolls
Taking a lead role in the Energy Efficiency Initiative.

We will also continue to identify areas where improvements in efficiency can be realised from the integrated financial system.
5.3

People
As indicated by the Workforce Planning Template (Appendix C), we have identified a range of issues that need to be addressed and given an indication of how we will proceed.

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Christine Salter

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It is recognised that budget restrictions in 2007/08 and preceding years are placing pressure upon resources and we are actively seeking to manage and prioritise so that we maintain service delivery, whilst also taking into consideration likely future demands upon resources.
Senior managers will participate in the People & Leadership
Programme
As mentioned previously achievement of IIP accreditation and the roll out of the Personal Performance and Development Scheme will be a major objective this year.
Health & safety for staff and customers is of prime importance and we will continue to develop and monitor our Policy and Action Plan to ensure we provide a healthy and safe environment for staff and public alike. We will also report regularly to the Central Services H&S Committee.
5.4

IT Delivered Systems
Most of our key financial systems are linked with the SAP integrated system. We have in place a range of resources to manage and develop systems. These include:
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Monthly Steering Group meetings to manage system issues in connection with SAP, including senior staff from Financial
Services, ICT and HR
Quarterly Strategic Supporting Business Steering Group meets to review wider system issues associated with the implementation of SAP
Visioning process used to identify business cases for system development across the Council
New development request forms in place for completion by
Service Areas for all potential enhancements to the SAP system
SAP system integrity maintained by ensuring user roles are managed Permanent access to the system not allowed unless training completed satisfactorily
Newsletters and updates issued to Chief Officers and End User forums established
End user set up forms establish training requirements for
Project Accountancy staff
All groups work on the principle that all roles should be covered as far as possible by more than one person and implicit knowledge transfer processes wherever possible

We are also currently in liaison with colleagues in Adults and
Children’s Services about the implementation of Care First finance package. Issue 1

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In addition to SAP we also utilise the following systems which are externally supported by their respective Suppliers:§
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Comino/First Software - Council Tax/NNDR System
Estate Management System
Alito – Sourcing & Contract/Supplier Management System
Galileo – Automated Audit Management System
Procurement Cards
Spectrum - Cash Receipting System
Financial Director - Provides direct link to Co-operative Bank for Treasury purposes
Logotech/Treasurynet - To record Treasury Management
Transactions/Cash Flows

Other IT-delivered system-related issues are normally managed via
BIM and referred to ICT as appropriate.
5.5

Knowledge
All our systems are accredited to BSi requirements with back-up arrangements and we have in place records retention policy. However it is proposed that we will review current practices in 2007/08 to ensure continuing suitability and any opportunity offered by making use of the Cardiff Fileplan
Document Imaging Systems and /Shared drives are also used to retain records by some Groups

6.

RISK MANAGEMENT
6.1

Risk Assessment
Risk is an integral part of governance and business planning and it is important that a proper assessment of risks across the Service Area is regularly undertaken..
In last year’s Business Plan a detailed risk register was included, outlining for each area of Financial Services the risks associated with failure to meet their business objectives.
In this context consideration was given to the strategic risks identified at the Corporate Plan level as they impacted on Financial Services, these being supplemented with Service Area risks of a more operational nature which would, if not effectively managed, hamper effective delivery of services.
Over the past 12 months managers have been actively monitoring action aimed at mitigating and reducing risks and the registers have been updated accordingly. Over this time a central database has been

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Christine Salter

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developed by Cardiff Improvement Centre, aimed at capturing business objectives and linking these to appropriate risks and associated performance measures. For 2007/08, managers will continue to monitor risks within their areas, but the intention is to replace the risk register currently in spreadsheet format with the new database. The advantage is that this will become a dynamic method of updating risks as they are managed, or as new risks arise, as the year proceeds. Work is currently ongoing to populate the database with the objectives from the Corporate Plan and, working with risk champions, to identify associated risks to be entered on the database. This work is being developed mindful of the new Pan-Wales database, which will be introduced during the next financial year.
6.2

Sustainability & Equality Appraisal
We have reviewed existing arrangements and produced updated matrices (Appendices E(i) & E(ii)) identifying the issues and actions we propose.
Lead officers have been identified and we will monitor progress via
BIMs.

6.3

Business Continuity
The first steps to preparing a comprehensive plan have been taken and representatives of the Emergency Management Unit have attended our
Senior Management team meeting to give us guidance. The template indicating key priorities has been completed following this (see
Appendix F). During the course of 2007/08 we will start to develop the Plan based on the priorities identified, starting with those given
Level 1 or 2 status.

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Chief Financial Services Officer

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Christine Salter

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Appendix A.

FINANCIAL SERVICES BUSINESS PLAN
VIBRANT & THRIVING
Objective EC01 - Provide a high quality retail experience and destination to maintain Cardiff’s position in the UK shopping league by taking forward the St David’s 2 Programme, which will include 1 million square feet of extra retail space, a new central library by 2009 and major public realm improvements with completion of the retail element of the project by December 2009 and completion of the residential element by 2010.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· St David’s Phase 2
Objective EC02 - Create a high quality, multi purpose European destination for snow, ice and water by progressing the International Sports Village, which will be supported by the development of a regional casino, and will include the delivery of a new 50 metre pool by March 2008 and phase 2 of the waterfront by 2010.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· International Sports Village
Objective EC03 - Deliver the renovation of Cardiff Castle and its parklands in partnership with the Heritage Lottery Fund, Cadw and Visit Wales. The
15 year plan will:
i) Establish the interpretation centre at the Castle, which will include an exhibition to present 2000 years of history, as well as a reception, retail and café facility by October 2007. In addition, subject to sufficient funding, we will complete the internal conservation work by January 2009. ii) Progress the development of Cardiff as a major sporting destination by working in partnership with the other key sporting venues in the City and in particular Glamorgan Cricket Club in the delivery of a redeveloped ‘test match’ standard arena and associated community benefits for the Ashes in 2009. iii) Create a visitor experience and increase the number of visitors to Bute Park by developing visitor facilities and progressing the Heritage
Lottery Funding bid to enable work to commence in April 2008 with planned completion in 2011.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· Cardiff Castle and its Parklands
Market and promote Cardiff Castle working with partners such as Visit Wales and Visit Britain to domestic and international catchments to improve visitor income by 2% and to maintain the position of the most visited paid heritage attraction in Wales.
Target a 5% growth in relation to the number of educational visits to the Castle through the Castle
Education Centre.
Deliver the renovation of Cardiff Castle which will include a 15 year plan for the Castle and its parklands in

VENUES - VM1
VENUES - VM2
VENUES - VM3

Appendix A. partnership with the Heritage Lottery Fund – to be managed through a Project Quality Assurance
Programme.
Objective EC04 - Assist Cardiff City Football Club in its progress towards top flight football by taking forward a development which will include new football and athletics stadiums and significant community benefits - to commence by April 2007 with planned completion by April 2010.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· Leckwith Development
Objective EC05 - Progress sustainable transport options and public transport systems fit for a modern capital city through the establishment of the
Cardiff Transportation Partnership. This will progress the development of Controlled Parking Zones, Decriminalised Parking Enforcement and improved Park & Ride facilities by March 2009 and underpin the progression of plans for the Eastern Bay Link road.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· Cardiff Transportation Partnership
Objective EC07 - Promote sustainable development by preparing and adopting a Local development Plan by 2009, which sets out the Council’s objectives for the development and use of land in Cardiff up to 2021. This will include a sustainability appraisal incorporating strategic environmental assessment. Lead Function

Contribution

PROCUREMENT - PS2

To develop and implement an approach to Sustainable Procurement which reflects the Council’s
Sustainable Development policy and which delivers meaningful procurement outcomes.

CREATIVE & EXCITING
Objective EC17 - Realise the full scope of Cardiff as a cultural and tourism destination by taking forward the findings of the review of the existing infrastructure, operations, activities and performances programmed within Cardiff’s major cultural venues and site specific major cultural events, to identify gaps and/or potential for development and enhancement by August 2007.

Lead Function

Contribution

VENUES - VM4
VENUES - VM5

To continue the development of City Hall as a major conference and meeting facility.
To continue the development of Cardiff Castle, Cardiff City Hall & County Hall increasing annual visitor attendance, income and customer satisfaction by 2%.
To provide a quality venue management service that will offer a clean, well maintained, safe and welcoming service environment.

VENUES - VM6

Appendix A.

CITY OF OPPORTUNITY
Objective SO7 - Improve the quality, efficiency and access to school buildings by addressing the issues identified in the Council’s Single Education
Plan, School Asset Management Plan and the Disability Access Strategy with consultation taking place on proposals for the reorganisation of schools by August 2007.

Lead Function

Contribution

STRATEGIC ESTATES - SE3

Source and distribute Corporate Funding to enable Service Areas to commence priority access improvements to their operational buildings to meet the requirements of the Disability Discrimination Act.
Provide financial support and advice to the following major programmes within the Council:
· Schools Organisation Plan

PROJECT ACCOUNTANCY - PAM6

HEALTHY CITY
Objective SO14 - Better meet the needs of vulnerable adults and make more effective and efficient use of resources through the development and implementation of a range of joint commissioning strategies, specifically relating to people with sensory needs and accommodation services for older people, in partnership with other agencies, by March 2008.

Lead Function

Contribution

PROCUREMENT - PS3

To support service areas in the delivery of strategic, high risk procurement projects and to provide advice, guidance and appropriate support in the tendering and awarding of contracts to ensure risk is managed and value for money is delivered.
To run professional sourcing practices benefiting from volume leverage through collaboration in appropriate areas, and utilising best practise sourcing processes (e.g. RFQ, reverse auctions, e-sourcing) to maximise value for money opportunities.
To manage and develop appropriate supplier relationships with the aim of mitigating risk and maximising performance and value for money. To encourage a diverse and competitive supply market, with suppliers in the private, public, social enterprise and voluntary sectors.

PROCUREMENT - PS4
PROCUREMENT - PS7

CLEAN & ATTRACTIVE
Objective EN11 - Reduce our reliance on landfill through continuing the delivery of the Municipal Waste Strategy which will involve the development of a new commercial waste recycling and composting service; the development of two new Household Waste Recycling Centres; construction of a waste pre-treatment/transfer station and the taking forward of a regional partnership to procure a residual waste treatment facility by March 2009.

Lead Function

Contribution

PROJECT ACCOUNTANCY - PAM6

Provide financial support and advice to the following major programmes within the Council:
· Waste Management
To increase commercial recycling initiatives at all civic venues including Cardiff Castle, Cardiff City Hall and

VENUES - VM7

Appendix A.
Cardiff Old Library.

BRIGHT AND SAFE
Objective EN4 - Work with partners in targeting resources to meet identified housing need priorities through a new local Housing Strategy by June
2007. In addition we will ensure that homelessness continues to reduce to meet the target of homeless prevention by March 2008 through implementing the revised Homeless Strategy and the implementation of quota targets for Registered Social Landlords by June 2007.

Lead Function

Contribution

STRATEGIC ESTATES - SE9

Deal with Right to Buy applications and deliver valuation advice within agreed timescales to Housing and
Neighbourhood Renewal and Adult Services to assist in delivery of homelessness and social care objectives. SERVING THE CITY
Objective CC1 - Continue to improve how we communicate with our employees, customers and partners through the continued implementation of the
Council's Communication strategy. We will continue to ensure that all communication activity is managed effectively and efficiently in line with the
Council's agreed priorities by March 2008.

Lead Function

Contribution

AUDIT - AU8
PROJECT ACCOUNTANCY - PAM1
PROJECT ACCOUNTANCY - PAM2
STRATEGIC ESTATES - SE10

To inter-relate with stakeholders to ensure audits remain effective in adding value.
SAP Support Centre to provide effective support for the end users of SAP.
SAP Support Centre to implement further improvements to SAP following liaison with end users.
To provide the Council and external customers with accurate information and expert advice on estate management related matters and ensure the Council’s property transactions are carried out in a timely manner. REVENUES - REV3
To improve integration with c2c.
SERVICE AREA - FS1
Review and develop our internal and external communication methods and arrangements and progress implementation of IIP across Service Area.
Objective CC3 - Progress a Governance Programme by April 2008 which will help ensure that we have in place robust decision making systems and carry out our business in an accountable and transparent manner.

Lead Function
AUDIT - AU9
PROCUREMENT - PS9

Contribution

Contribute to the review of Governance.
To develop, implement and manage efficient and effective procurement processes which ensure that all procurement activities are managed and controlled relative to their value and risk and support the Council’s developing Governance Programme.
Objective CC4 - Establish new management and planning processes which ensure the Council’s resources are aligned to its priorities, improve the budget setting process, and deliver improvement to our governance arrangements by April 2008.

Appendix A.

Lead Function

Contribution

SERVICE ACCOUNTANCY - SA1

Provision of budget & monitoring information to service areas to enable them to manage their resource effectively. Objective CC5 - Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include the implementation of arrangements for the approval of the Council’s Statement of Accounts by June
2007.

Lead Function

Contribution

AUDIT - AU1

To provide a professional, effective and efficient audit and investigation service to support Corporate
Directors, Section 151 Officer and senior management in their role and responsibilities for internal control.
This to be undertaken in compliance with professional Codes of Practice.
To facilitate completion of the Statement of Internal Control.
To enhance audit and investigations processes and introduce new methodologies e.g. Galileo based on BSI standards and client needs.
To update performance management statistics, undertake trend analysis and enhance Benchmarking.
To contribute to the development of risk management to ensure that processes are designed so that risk is intrinsically built into everyday Council practices and procedures.
To fulfil “critical friend” role in new systems development e.g. supporting business project, major projects.
Actively promote fraud prevention and detection.
To inter-relate with stakeholders to ensure audits remain effective in adding value.
Provision of budget & monitoring information to service areas to enable them to manage their resource effectively. Maintain control of the financial ledger and support future developments in Supporting Business.
Completion of full bank reconciliations to the council’s account on a monthly basis.
Prepare grant claims and ensure that monies due to the authority are properly received and accounted for.
Effective closure of revenue accounts within the required timescales.
Submission of Statutory Returns required by WAG within the set timescales.
Provision of effective financial advice to officers & members.
Provision of effective support to schools & Community centres.
Deliver targeted capital receipts to a value of £5.7m.
Provide an effective property management service, maximising returns from the Council’s non-operational property and maintaining rent arrears at less than 5% of rent roll.
Review of Sundry Debtors position & prepare strategies to manage debt for particular categories of debtor.
To complete introduction of Direct Debit facility and establish performance measures for turning around new requests. AUDIT - AU2
AUDIT - AU3
AUDIT - AU4
AUDIT - AU5
AUDIT - AU6
AUDIT - AU7
AUDIT - AU8
SERVICE ACCOUNTANCY - SA1
SERVICE ACCOUNTANCY – SA3
SERVICE ACCOUNTANCY – SA4
SERVICE ACCOUNTANCY – SA5
SERVICE ACCOUNTANCY – SA6
SERVICE ACCOUNTANCY – SA7
SERVICE ACCOUNTANCY – SA8
SERVICE ACCOUNTANCY – SA9
STRATEGIC ESTATES - SE5
STRATEGIC ESTATES - SE8
EXCHEQUER - ED1
EXCHEQUER - ED2

Appendix A.
EXCHEQUER - ED5
EXCHEQUER - ED7
EXCHEQUER - ED10
REVENUES - REV5
REVENUES - REV6
REVENUES - REV7
REVENUES - REV8
TECHNICAL ACCOUNTANCY - TA1

Implement new Statutory Maternity Pay Regulations.
To implement new Inland Revenue CIS Regulations for payments to sub contractors for 2006/07.
To seek to establish possible new income streams to offset known reductions.
To implement the small business rate relief scheme.
To maximise collection rates for Council Tax and Business Rates.
Effective liaison with the Valuation Office re the transfer of property information.
Maximise LABGI income.
Provision of capital budget & monitoring information to service areas to enable effective resource management. TECHNICAL ACCOUNTANCY - TA2
Production of Statement of Accounts within statutory timescale.
TECHNICAL ACCOUNTANCY - TA3
Submit Whole of Government Accounts return within required timescale.
TECHNICAL ACCOUNTANCY - TA4
All reasonable insurance risks covered.
TECHNICAL ACCOUNTANCY - TA7
Pension Fund Investment Managers closely monitored throughout the year and each attend a panel meeting at least once over the year.
TECHNICAL ACCOUNTANCY - TA8
All data required to complete 2007 actuarial valuation prepared.
Objective CC6 - Improve efficiency in the Council by progressing the corporate efficiency programme to seek to achieve savings of £4 million by
March 2008. This will include:
i) Progressing the implementation of the Corporate Procurement Strategy to ensure that the Council achieves value for money in its procurement of goods and services ii) Reviewing the use of the Council's estate by progressing the Corporate Asset Management Plan which will ensure that the Council's land and buildings are being used in an effective and efficient manner iii) Continue an ongoing programme of service and thematic efficiency reviews to challenge current resource deployment and impact iv) Complete a feasibility study on sharing services with other public sector organisations

Lead Function

Contribution

AUDIT - AU10
SERVICE ACCOUNTANCY – SA2

To contribute to Shared Services initiative.
To contribute positively to the Council’s Efficiency Agenda and Fundamental Operational Review by providing Service Areas and working groups with the necessary financial information and advice as required. To progress the implementation of the Corporate Procurement Strategy to ensure that the Council and its officers recognise and accept that a co-ordinated strategic approach to procurement is essential if it is to support delivery of the Council’s corporate objectives and value for money improvements.
To develop and implement an approach to Sustainable Procurement which reflects the Council’s
‘Sustainable Development’ policy and which delivers meaningful procurement outcomes.
To support service areas in the delivery of strategic, high risk procurement projects and to provide advice,

PROCUREMENT - PS1
PROCUREMENT - PS2
PROCUREMENT - PS3

Appendix A.

PROCUREMENT - PS4
PROCUREMENT - PS5
PROCUREMENT - PS6
PROCUREMENT - PS7
PROCUREMENT - PS9
PROCUREMENT - PS10
PROCUREMENT - PS11

PROJECT ACCOUNTANCY - PAM3
PROJECT ACCOUNTANCY - PAM4
PROJECT ACCOUNTANCY - PAM5
STRATEGIC ESTATES - SE1
STRATEGIC ESTATES - SE2
STRATEGIC ESTATES - SE4
STRATEGIC ESTATES - SE7
EXCHEQUER - ED3

guidance and appropriate support in the tendering and awarding of contracts to ensure risk is managed and value for money is delivered.
To run professional sourcing practices benefiting from volume leverage through collaboration in appropriate areas, and utilising best practise sourcing processes (e.g. RFQ, reverse auctions, e-sourcing) to maximise value for money opportunities.
To lead the management of procurement benefits, not only in tracking results but in embedding a benefits led culture in procurement activities across the Authority. This includes baselining, benefits definition, realisation and compliance, measurement and reporting.
To ensure efficient purchasing processes, utilising the latest technology to streamline the purchasing process from identification of need to payment and reporting. To ensure the Authority maintains accurate and readily available management information, on which to base its procurement decisions.
To manage and develop appropriate supplier relationships with the aim of mitigating risk and maximising performance and value for money. To encourage a diverse and competitive supply market, with suppliers in the private, public, social enterprise and voluntary sectors.
To develop, implement and manage efficient and effective procurement processes which ensure that all procurement activities are managed and controlled relative to their value and risk and support the Council’s developing Governance Programme.
To ensure that County Supplies provides the Council with a sustainable logistics solution for the supply of goods and equipment which delivers value for money to both Service Areas and Schools.
To assist Community Maintenance Services (CMS) and Schools Service Building Maintenance in establishing logistics solutions which are managed appropriately and deliver improved efficiency. To ensure the consistent implementation, adoption and development of the Councils corporate stores management system To monitor and deliver planned benefits as part of the Benefits Realisation Strategy.
To facilitate the future vision for the Council in respect of SAP.
Resolve permanent location for the Support Centre and pursue funding plan for temporary SAP Support
Centre posts.
Reviewing the use of the Council’s estate by progressing the Corporate Asset Management Plan.
Source and distribute Asset Renewal Budgets to address priority works in Council operational buildings.
To continue the Council’s programme of property – related surveys to ensure the database for asset management purposes in maintained and that information is available to Service Areas on their responsibilities as occupiers under all building related health and safety legislation.
Continue to develop the Council’s Estate Management System and Local Land and Property Gazetteer.
To seek to rationalise and reduce number of payroll frequencies.

Appendix A.
EXCHEQUER - ED6

To investigate feasibility of emailing payslips to employees and invoices to sundry debtors to ensure prompt delivery and achieve efficiency savings.
EXCHEQUER - ED8
To offer more schools access to feed Accounts Payable invoices directly into SAP.
EXCHEQUER - ED9
E-mailing BACS Remittance Advices to targeted regular Vendors.
EXCHEQUER - ED11
To contribute to shared services project.
REVENUES - REV1
To implement OCR system.
REVENUES - REV2
Extension of home working within revenues.
REVENUES - REV4
To effectively manage workloads.
REVENUES - REV9
To contribute to shared services project.
TECHNICAL ACCOUNTANCY - TA5
Pensioners paid on time.
TECHNICAL ACCOUNTANCY - TA6
To continue implementation of document imaging in Insurance
TECHNICAL ACCOUNTANCY - TA9
To assist in the Council meeting its WAG Efficiency targets.
Objective CC7 - Manage energy and water usage to minimise both cost to the Council and our carbon footprint to include a reduction in carbon dioxide emissions from direct Council activities by 20% and ensuring that 20% of the Council's energy used is obtained from renewable sources by
2010.

Lead Function

Contribution

STRATEGIC ESTATES - SE6
Manage Energy and Water usage to minimise both cost to the Council and its Carbon footprint.
Objective CC10 - Develop and expand the scope and number of services available through our contact centre facilities, including the development of collaborative and delivery partnerships at both a city and regional level by April 2008.

Lead Function

Contribution

REVENUES - REV3
To improve integration with c2c.
Objective CC11 - Continue to embed the People & Leadership strategy which will demonstrate employee engagement by March 2009.

Lead Function

Contribution

SERVICE AREA – FS2
Contribute to the implementation of a People & Leadership Strategy to demonstrate employee engagement.
Objective CC12 - Ensure that employees have effective opportunities to develop and understand their contribution to the Council’s aims by ensuring
75% of employees have undertaken Personal Performance & Development Reviews by 2008 and 100% by March 2009.

Lead Function

Contribution

PROCUREMENT – PS8

To ensure that all Council officers involved in procurement have adequate awareness, skills, knowledge and competencies appropriate to the procurement activity undertaken.
SERVICE AREA – FS3
To ensure that employees have effective opportunities to develop and understand their contribution to the
Council’s aims by carrying out a Personal Performance & Development Review.
Objective CC13 - Effectively deliver the job evaluation stage of the single status agreement by March 2008.

Lead Function

Contribution

SERVICE AREA – FS4

To contribute to the effective delivery of the job evaluation stage of the single status agreement.

Appendix A.

Objective CC14 - Seek to improve the health and motivation of employees and increase productivity by securing a further 5% reduction in the number of days lost to sickness absence by March 2008.

Lead Function

Contribution

EXCHEQUER - ED4
REVENUES - REV2

Review of current payroll functions and procedure with regard to capture of sickness absence data.
Extension of home working within revenues.
Seek to improve the health and motivation of employees by securing a minimum5% reduction in sickness
SERVICE AREA – FS5 absence. Objective CC16 - Mainstream the work required to comply and show good practice in equality and diversity through the annual review and publication of corporate and service area specific action plans by March 2008.

Lead Function
SERVICE AREA – FS6

Contribution

Lead Function
SERVICE AREA – FS7

Contribution

Lead Function
SERVICE AREA – FS8

Contribution

Mainstream the work required to comply and show good practice in equality and diversity by actions identified in Service Area matrix.
Objective CC17 - Ensure that Workforce Planning becomes fully embedded within the Council by ensuring all Service Area Business Plans include
Workforce Plans with clearly actioned outcomes by March 2008.
Ensure that Workforce Planning becomes fully embedded within the Service Area by taking action on the issues identified in Workforce Planning Template.
Objective CC18 - Improve the project and programme management capability of the Council by developing the work of the Centre of Excellence, providing assurance, mitigating risks, focusing on benefits realisation and delivery of a targeted PQA training plan for all corporate programmes and strategic projects by March 2008.
Contribute to the improvement of the project and programme management capability of the Council by using PQA where appropriate.

Appendix B

BUSINESS OBJECTIVES FOR FINANCIAL SERVICES - GENERAL - 2006/07
INTERNAL AUDIT
CORPORATE PLAN - KEY PRIORITIES




Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control.
Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.
Contri bute to the develop of risk management and ensure risks are key to business plans and objective setting.

PERFORMANCE MEASURES - INDICATORS
(See Audit Matrix for detail)
AU1 To provide a professional, • Prepare Annual Plan (AU7) by 1 st May ‘06 effective and efficient audit and • Prepare Quarterly Progress Reports (AU11) investigation service to support
Corporate Directors, Section 151
Officer and senior management
• Prepare Annual Audit Report for 2005/06 by 1 st May ‘06 in their role and responsibilities
• % of Audit Plan completed (AU8) for internal control. This to be undertaken in compliance with • % of assignments completed (AU9)
• % of planned assignments completed (AU10) professional Codes of Practice.
• Spend within budget ( AU12)
• % of reports issued within timescales (AU 13 & AU 14)
• % of recommendations agreed (AU15)
• % of planned audits achieved within allotted days (AU16)
• Cost analysis (AU20 - AU25)
• Time (days) analysis (AU26 - AU28)
• Satisfactory assessment by BSI and internal quality audits(AU29 & AU31)
• Satisfactory assessment by WAO on compliance with
Codes of Practice (AU30)
• Review of Financial Procedure Rules (AU33)
DIVISIONAL OBJECTIVE

• No. of fraud investigators per 1,000 caseload (AF3)
• No. of frauds per 1,000 caseload(AF4)
• Sanctions levels (AF5, AF6 & AF7)

UPDATE / PROGRESS
• Annual Plan prepared and considered by Panel.
• Quarter 3 report provided to senior management
– covers a number of pi’s listed, which are measurable quarterly.
• Annual report presented to Panel 4th July

• No BSI non-conformance.
• Relationship Letter confirmed compliance.
• Financial
Procedure
Rules updated and presented to Constitution Committee on 01.12.06 and changes agreed.
• Updates provided in quarter 3 audit report.
• Updates provided in quarter 3 audit report.

Appendix B
PERFORMANCE MEASURES - INDICATORS
DIVISIONAL OBJECTIVE
(See Audit Matrix for detail)
AU2 To facilitate completion of the • Completion of Authority Wide Self Assessment by May ‘06
Statement of Internal Control.
• Completion of SIC by July ‘06

UPDATE / PROGRESS
• Completed on target.

AU3 To enhance audit and • Review of work instructions – Annually (AU17& AF1) by investigations processes and
Oct. ‘06 introduce new methodologies • To complete implementation of Galileo by March ‘07
e.g. Galileo based on BSI standards and client needs.

• Rescheduled, following Galileo upgrade.

AU4 To update performance • Update Performance Management Matrix and trend management statistics, analysis for 2005/06 by 1st May ‘06 undertake trend analysis and • Provide data for Welsh Chief Auditor’s Group, enhance Benchmarking.
Benchmarking Club by 1st June ‘06
• Provide data for CIPFA Benchmarking Club by 1st June ‘06
• Produce outturn reports on benchmarking for senior management by Oct. ‘06
• Complete and monitor data for Benefit performance standards • Matrix of all Pi’s for previous year (2005/06) complete • Data for WCAG and CIPFA submitted on time.

AU5 To contribute to development of management to ensure processes are designed so risk is intrinsically built everyday Council practices procedures. the • To prepare new Risk Strategy and update implementation risk guide by Oct. ‘06 that • Review monitoring arrangements for key risks within that Corporate Plan into • Monitor use of Risk Registers and assist in the and development of new CIS Register Database by March ‘07
• Develop intranet site for Risk Management by Oct. 06

• Galileo now firmly established. Upgrade to be released end Jan. 07 and installed in Cardiff following release.

• WCAG comparisons summarised and reported to
Senior Management.
• O n-going
• Draft out for consultation – Go to EMB 05.04.07
• Ongoing
• Ongoing

• Some items/links now live – further additions awaiting authorisation
AU6 To fulfil “critical friend” role in • Attend and contribute to meetings and workshops to ensure • Ongoing – attending meetings and undertaking new systems development e.g. controls are adequately considered as part of project compliance audits supporting business project. development AU7 Actively promote prevention and detection.

fraud • Review and update Anti-Fraud and Anti-Corruption Strategy by Oct. ‘06
• Implement NFI 2006(AF12)
• Fraud awareness training analysis (AF8)
• Analysis of fraud surgeries and job shadowing (AF 9 &
AF10)
• Issue of newsletters – quarterly for Benefit Fraud (AF11)

• Strategy updated and will go to the EBM on
05.04.07.
• Completed data gathering on target
• Extended programme being delivered
• Ongoing
• Newsletters issued on target

Appendix B
PERFORMANCE MEASURES - INDICATORS
DIVISIONAL OBJECTIVE
UPDATE / PROGRESS
(See Audit Matrix for detail)
AU8 To inter-relate with stakeholders • Summary and monitoring of client feedback (AU18 & AU19) • Quarterly reports provide update on client feedback. to ensure audits remain effective • Regular discussion with senior management regarding in adding value. assignment priorities
• Newsletter sent to Schools for Easter, Summer and
• Termly Audit 4 U newsletters to schools (AU 32)
Christmas Terms.
• Newsletter sent to Benefit Teams and listed on audit
• Quarterly Fraud in Focus newsletter issued to HA&B. intranet site.
• Audit newsletter being reviewed
• Introduction of audit newsletter
AU9 To development joint working • Joint working analysis (AF15) with other agencies involved with fraud.

• One officer on placement within DWP – due to finish on 31.03.07.

Appendix B

BUSINESS OBJECTIVES FOR FINANCIAL SERVICES - GENERAL - 2006/07
PROCUREMENT
CORPORATE PLAN - KEY PRIORITIES





Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control .
Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.
Contribute to the develop of risk management and ensure risks are key to business plans and objective setting.
Develop a Corporate Procurement Strategy to ensure the Council receives Value for Money in its Procurement of Goods and Services.

DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS

UPDATE / PROGRESS

To provide advice and guidance to
Service Areas with regard to all aspects of procurement and to provide appropriate support in the tendering and awarding of contracts

• Customer satisfaction survey results
• Value of Service Area specific awarded P S2

To establish and manage central framework agreements for the purchase of goods, services and works to Service Areas and Schools

• Value of central framework arrangements

P S3

To ensure the provision of an efficient and effective service for the supply of goods through the County Supplies stores to Service Areas and Schools
To develop a corporate procurement strategy for the authority, which promotes a modern strategic approach to procurement and supports the Council’s Corporate Plan and Objectives.

• Customer satisfaction survey results
• Number of first time picks
• % of on time / late deliveries

Corporate Procurement manages 230 contract arrangements valued in excess of £145 million – it is not currently possible to report on the central framework arrangements although there are approx. 170.
An exercise is currently on-going to improve awareness and visibility of the existing framework arrangements. Some success has been achieved by the circulation of the Framework agreements in
November 2006, a copy of which is also available via the Council’s intranet. However, during 2007/08, it is intended that full details will be available via the dedicated Procurement intranet site.
We have not yet commenced the customer satisfaction survey
First time pick rates are averaging at 98% and deliveries within 48 hours are 70%

• Strategy document produced for sign-off by
Executive Board by July 2006

Draft strategy approved by EBM November 2006
Need to finalise foreword and issue wider communication

P S1

P S4

contracts

The customer satisfaction survey has commenced for enquiries and a questionnaire for Contracting is currently being piloted.
Corporate Procurement manages 230 contract arrangements valued in excess of £145m – it is not currently possible to report on the
Service Area specific contracts but this is currently under review.

Appendix B
DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS

UPDATE / PROGRESS

P S5

To clarify and document the Council’s policy for partnering and collaboration and to develop a Competition policy and appropriate criteria for ‘make’ or
‘buy’ options appraisal

• Draft Policy documents consultation by July 2006

P S6

To improve end user acceptance and compliance with the corporate purchase-to-pay process and contract
/ framework arrangements and to minimise the use of suppliers not on the approved supplier register

• % of payments via purchase order / direct payment (1)
• % of on-off contract spend (2)
• Volume of spend with non-Approved Vendors
(3)
• Volume of orders passed through Sourcing
Team (4)

developed

for

The Council’s policy for Partnering and Collaboration has been clarified and documented within the Council’s Corporate
Procurement Strategy. A Competition Policy and appropriate criteria for ‘make’ or ‘buy’ options appraisal is still to be developed.
However, the Council’s response to the current year overspend has endorsed the use of internal services where possible.
1. Compliance with p2p process has improved significantly with 76% of non-school payments processed against purchase orders.
However there is concern that in terms of value this only accounts for 60%.
2. Awareness and visibility of the existing framework arrangements has been improved as a result of a communication in November
2006 and summary details provided on the SAP Self Help intranet site. However, we are currently unable to report on this through
SAP, partly due to limited use of catalogues and continued use of
Local Agreements where frameworks exist. It is scheduled that by the end of March 2007, details of the key corporate frameworks will be available via a dedicated Procurement intranet site. A key aspect of this exercise will be to remove the l cal o agreements for non-contract suppliers which should enable reports to be run within SAP to provide details of compliance rates. 3. Significant work is currently being undertaken to reconcile highspend vendors (>100K) and works and services local agreements on SAP with the Alito Contract and Supplier Management
System. Where they are not on Alito suppliers are being contacted and informed of the registration / approval process. If they do not apply or are unsuccessful the local agreements will be removed which will eventually result in all approved category orders raised against non-approved suppliers being processed via the Sourcing Team. We have also rolled out Alito on a pilot basis to our EBP End User Forum as they were unaware of the fact that we had registered / approved vendors. We are not currently able to obtain a % volume of spend from SAP as it does not hold the supplier status but this is something we are looking into. We are also currently planning an upgrade to Alito V2 and one of the key benefits is the integration between Alito and SAP.
4. Approx. 1000 check orders are being passed through the
Sourcing team each week and more detailed reporting capability has been requested. The impact of reviewing local agreements

Appendix B
DIVISIONAL OBJECTIVE

P S7

To ensure that all staff involved in procurement have adequate skills, knowledge and training including improved awareness and education among Service Area staff with respect to the Purchase-to-Pay process, procedures and policies

PERFORMANCE MEASURES INDICATORS
• Training Needs Analysis completed by July
2006 (1)
• % of payments via purchase order / direct payment (2)
• Volume of GR / IR account errors (3)

UPDATE / PROGRESS and increasing the number of catalogues will need to be monitored. 1. SAP Procure to Pay - TNA developed for SAP users and was used to support business case for re-training project. Funding for this project has not been realised. Training materials have been redeveloped and improved e-learning materials currently being prepared. Procurement competency within the Authority requires further assessment.
2. Compliance has improved significantly, largely due to improved support provided via the one-stop number, drop in sessions,
Service Area visits and End User Forum.

P S8

To develop an e-Procurement Strategy and continue exploitation of eProcurement opportunities including
Procurement Cards and Electronic
Invoicing

• Draft eProcurement Strategy developed for consultation by July 2006 (1)
• Volume of transactions via Procurement Cards
(2)
• Volume of Payments via Electronic Invoicing
(3)

1. Development of an e-P rocurement strategy has been delayed awaiting outcome of the e
-Gaffael Cymru project being run by
Value Wales.
2. Work has commenced on expanding PCard pilot to CMS and initial cards have been issued. A business case has been developed and approved by the Strategic Board to consider the feasibility of a Corporate Procurement Card Programme.
3. Pilot currently underway to progress consolidated billing of utilities. P S9

To implement a process for identifying and managing opportunities for procurement leverage and efficiency savings • Identification of opportunities for savings in accordance with the benefit release strategy. Ie
£0.5million in 2006/07 and £1.0million thereafter Target for identification of cash-releasing saving opportunities has been achieved. However, it is acknowledged that there have been limited opportunities for savings to be realised.
Process
implemented within Contracting for capturing and reporting saving opportunities realised through contracting activity. Initial spend review undertaken which has identified key areas for value for money improvements but this will require further investigation throughout 2007/08.

PS10

To work closer with Cardiff Schools in assisting and advising them on the best approaches to satisfy their procurement needs

• Measure the volume and value of contracts that are awarded specifically for Schools

We currently have 8 Schools specific framework contracts in addition to the service provided by County Supplies. We have not as yet undertaken any specific activity to identify other aspects where value for money could be added. The Council will work with Value
Wales during 2007/08 to identify a more collaborative way of working. Appendix B
DIVISIONAL OBJECTIVE
PS11

PS12

PS13

PERFORMANCE MEASURES INDICATORS

UPDATE / PROGRESS

To prepare a Corporate Procurement
Plan containing information on all planned major procurement projects
(medium and high risk) for the coming five years
To standardise the tendering process and documentation in line with Value
Wales recommendation and to implement a streamlined tendering and selection process for contracts over £10,000 that support the authority’s delegation process and to train 'key' service area staff accordingly.

• Corporate Procurement Plan established by
September 2006

To be progressed during 2007/08.

• New procedures and documentation finalised by July 2006
• Pilot successfully completed by September
2006
• Communication and training completed for
‘key’ service area staff by March 2007

The new over £10k procedure and documentation has been successfully piloted and has been issued to staff and is contained within the CIS.
Communication and training to be carried forward to 2007/08.

To investigate options for County
Supplies to ensure that it provides a
‘value for money’ service and becomes the preferred source of supply for Service Areas and Schools and in consultation with HANR the feasibility of re-locating the
Community Maintenance Store at
Llanrumney to Bessemer Close

• Supplies review developed and recommendations / actions agreed by
September 2006 (1)
• County Supplies breakeven (2)
• Customer satisfaction rating (3)
• Feasibility and recommendation document presented to Financial Services and HANR CO by September 2006 (4)

1. Have agreed that this will take the form of a business plan and development has now commenced but has been delayed due to illness. 2. County Supplies is not scheduled to break even and has been impacted by the spending restriction. Specifications for reports to monitor turnover and cost of sales have been specified and provided to the SAP Support Centre for development.
3. We have not carried out any customer satisfaction survey.
4. Initial meeting held with TU involvement and follow-up meeting scheduled. Feasibility of relocating is dependant on outcome of
PCard pilot expansion.

PS14

To develop an approach to
Sustainable
Procurement which reflects the Council’s ‘Sustainable
Development’ policy and which delivers meaningful procurement outcomes

• Carry out Value
Wales
Sustainable
Procurement health check by July 2006
• Draft
Sustainable
Procurement policy document developed for consultation by
November 2006

The Value Wales Sustainable Procurement Assessment Framework has been completed and key actions proposed. This will need to be circulated via the advocates for comments. A draft Sustainable
Procurement Policy has been developed and is scheduled for EBM in May 2007.

Appendix B

PROJECT ACCOUNTANCY
CORPORATE PLAN - KEY PRIORITIES





Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control.
Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.
Contribute to the develop of risk management and ensure risks are key to business plans and objective setting.
Contribute to the successful delivery of projects across the Council by providing financial advice.
DIVISIONAL OBJECTIVE

PAM1 SAP Support Centre to provide effective support for the end users of SAP.

PERFORMANCE MEASURES INDICATORS
Monitor using monthly customer satisfaction questionnaires. PAM2 SAP Support Centre to implement further improvements to SAP following liaison with end users, ICT helpdesk, senior users and
LogicaCMG.

Quarterly review of progress against the development schedule.

PAM3 Monitor and deliver planned benefits as part of the Benefits Realisation Strategy.

Monitor progress as part of monthly benefits realisation meetings.

PAM4 To facilitate the future vision for the Council in respect of SAP and development of business cases during 2006/07.

Monitor at bi-monthly Strategic Board.

UPDATE / PROGRESS
Customer Satisfaction
20 random calls a month
Score out of 5
Average over April to February:
Timeliness
4.12
Adequacy
4..42
ACTION ONGOING
New process for managing developments implemented. New developments reviewed quarterly.
ACTION ONGOING
Champions now report into Steering Group. Benefits register updated by all Champions.
Cash Benefits realised during 2007/8:
Procurement Savings £194K
Legacy Systems £197K
ACTION ONGOING
Business cases prepared for MTFP bidding process:
Re-training / compliance
Procurement Cards
Extension of WOM
Asset management
HR on-line
Performance Management
ACTION COMPLETED

Appendix B
DIVISIONAL OBJECTIVE
PAM5 Implement the remaining elements of Phase
2 of the Supporting Business Project in line with the agreed contractual dates and put in place post go-live SAP Support Centre requirements. Review governance arrangements post project implementation.

PERFORMANCE MEASURES INDICATORS
Monitor progress against agreed plan.
Review dates 30/06/06.

UPDATE / PROGRESS
Highways and M&T go live 4th April.
Transport go-live 22nd May.
Remaining element planned maintenance.
Governance arrangements reviewed and processes implemented.
ACTION COMPLETED

new

PAM6 Review training and knowledge transfer Monitor monthly feedback from end-user Decision taken that “how to” enquiries and training arrangements on SAP to ensure that staff representatives. would remain the responsibility of each process area. across the Council are adequately trained
End user forums to be set up by each process area. and that knowledge transfer is effective.
REMOVE FROM OBJECTIVES
PAM7 Ensure that the movement of staff both into Paper to be produced and agreed by Management of staff out of the project has been and out of the Supporting Business Project is 31/05/06. successfully competed. managed effectively to provide both the
ACTION COMPLETED. resources required and appropriate development opportunities.
PAM8 Provide financial support and advice to all Feedback from Project Manager/Director. Ongoing advice given into the following major projects: major projects.
Review dates 30/09/06 and 31/03/07.
• Waste Management Programme
• Castle Programme
• St David’s Phase 2
• International Sports Village
• Cardiff Transportation Partnership
• CCFC Project
• Glamorgan County Cricket Club
• Schools Organisation Plan
• ACTION ONGOING

Appendix B

EXCHEQUER & DEVELOPMENT
CORPORATE PLAN - KEY PRIORITIES




Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control .
Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.
Contribute to the develop of risk management and ensure risks are key to business plans and objective setting.

DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS
EXCH1 Review procedures and controls for Percentage of payment made in 30 days.
Accounts Payable and Accounts Percentage of payments made by BACS.
Receivable.
Dunning arrangements. Number of duplicate payments identified.

EXCH2 Prepare Inland Revenue returns on time to avoid any financial penalties.

Submission of returns to time.

UPDATE / PROGRESS
There were difficulties at the start of the year in extracting PI data for payments made in 30 days. These were resolved and from September it has been possible to obtain and record performance on CIS.
Key vendors have been targeted to encourage payment by
BACS and performance is recorded on CIS. A new objective to email BACS remittance advices has been included in next years Business Plan.
It has not proved possible to introduce the duplicate payment checks we required, i.e. vendor/amount and invoice number, due to system issues. A new development has been requested to prevent staff being able to force through potential duplicates. Audit are continuing to assist in monitoring situation.
The links between Accounts Receivable and Legal Aims system were not functional until February this year, but data is now being transferred automatically to Legal Services
The Inland Revenue returns fall into two main categories,
Payroll and Accounts Payable. Payroll returns are generally made annually. Accounts Payable make regular submission to IR for CIS contractors Improvement Grants and School
Transport and these are being met. AP also have to report on Street Entertainers. This was completed ahead of required date. It is anticipated that the next set of returns required by May 19th will also be submitted on time using
XML where appropriate.

Appendix B
DIVISIONAL OBJECTIVE

EXCH3

EXCH4

E XCH5

EXCH6

EXCH7

PERFORMANCE MEASURES UPDATE / PROGRESS
INDICATORS
To introduce Direct Debit payment To roll out in phased manner to timetable Implementation of this has been far slower than originally facilities for Accounts Receivable after pilots with Adult Services in June and anticipated. The necessary arrangements have been made customers. Waste Management in July. with the Co-operative Bank and with BACS, and test transmission completed recently. Go live now anticipated for
May 2007 (see 2007 – 10 Objectives).
Maintain external income sources.
Maintenance of and possible increase in Income streams for 2006/07 maintained but one external income levels from employee scheme firm has reduced distribution frequency for 2007/08. providers and external payrolls.
Negotiations in hand with another firm to offset potential reduction in income. External payroll charge to be increased by 5% for 2007/08 and we are looking to see if any other opportunities available.
Provision of effective vendor set up Five working day turn around following Vendor set up has proved to be a difficult issue with high arrangements to service areas. receipt from Procurement and Supplies/ volume being received on daily basis and requiring
Schools
considerable manual input. Current performance is not meeting target and is around 10 days. Limited resources preclude any major improvement, but we will review process to see if any streamlining is possible.
Provision of effective support to Invoices processed within 7 working days of Efforts have been made to prioritise invoices received from schools in payment of invoices. receipt by accounts payable group. Target schools in general, and in particular those from Utilities.
90% in 2006/7.
Specific monitoring proved time-consuming, but there is regular monitoring of overall invoice volumes received and processing times.
This shows that performance is outside target and stands at around 10 working days. In order to improve situation f r o schools a new objective to increase the number of schools with feeder access has been set for 2007/08
To increase percentage of regular 5% increase on 2006/7 levels. To be The unrefined figures for 2005/06 were 63% paid by BACS vendor payments made by BACS. reviewed in 2007/8. and 37% by cheque. Actions have taken during the year, and in December 2006 – February 2007 there has been an improvement, with 66% paid by BACS and 34% by cheque.
We will continue to seek to improve on this performance.
For information, the percentage value of payments made by
BACS in the three months was 83%, compared to 17% by cheque. Payment run frequencies have been reviewed and reduced during the year, thereby reducing the number of payments made to vendors.

EXCH8 To review existing methods for the Possible reduction of existing expenditure This objective has been developed to include discussion on

Appendix B
DIVISIONAL OBJECTIVE distribution of payslips and identify if any efficiencies can be achieved.

EXCH9 To develop and exploit SAP systems to identify potential benefits.

PERFORMANCE MEASURES INDICATORS from 1/4/06 levels whilst maintaining level of service.

Before and after and on-going analysis.

UPDATE / PROGRESS the rationalisation of pay groups to reduce numbers by converting weekly to four-weekly or monthly. Discussions took place with HR and Scrutiny to manage process via managed PQA. A report is to be presented to ECC later in the year.The objective of removing all weekly payroll isl not be achievable at present, but work is in progress on other rationalisation issues and a PQA brief is being developed.
Workshop held with Team Leaders to identify pre- and postSAP position in AP/AR and Payroll and information to be fed into benefits register. Examples of benefits to date include flexibility of payment and billing runs, reduction in need for manual cheques and increased visibility and traceability in system. Appendix B

SERVICE ACCOUNTANCY

CORPORATE PLAN - KEY PRIORITIES




Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service, which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control.

DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS

UPDATE / PROGRESS

S A1 P rovision of budget & monitoring information to service areas to enable them to manage their resource effectively. S A2 Maintain control of the financial ledger and support future developments in
Supporting Business including reviewing the potential application of the budgeting module in SAP.

Budgets set up by 1st April.
Monthly monitoring statements provided for periods 3-10 during the year.

Achieved.
Budgets Set up by 1 April.
Monitoring statements provided each month as planned.

Level of errors/rate of clearance of the Interface
Suspense Account.
Input of cash income into the Ledger.

S A3 Completion of full bank reconciliations to the council’s account on a monthly basis. Reconciliations to be completed within 4 weeks following the end of the month.

S A4 Prepare grant claims and ensure that monies due to the authority are properly received and accounted for.
S A5 Effective closure of revenue accounts within the required timescales.

Claim made by due dates.
Level of qualification by Audit.

The required control has been achieved during the year.
Items posted to the default code as at month 12 total
£5,926. This balance will be cleared as part of the final closure of accounts. Clearance of errors has been progressed effectively throughout the year.
Cash income has been processed on a regular basis with the final figures input in line with the deadlines set out in the Closing Timetable.
Bank Reconciliations were carried out throughout the year. The reconciliation for month 11 is complete with month 12 being finalised as part of the closure of accounts. 88% completed by due dates.

S A6 Submission of Statutory required by WAG within timescales. Closure of revenue accounts within timescales necessary to meet statutory requirements.

Ret urns Returns submitted by the due dates. the set

Achieved for 2005/06 accounts. Currently on target for
2006/07.

Achieved.
RA Submitted 31/03/06 on Target. RO submitted on
18/8/06 on target.

Appendix B
DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS

S A7 Provision of effective financial advice to Three day turnaround met for formal advice. officers & members.
S A8 Provision of effective support to schools Number of visits made/feedback from schools
& Community centres.
& other centres.

UPDATE / PROGRESS

90% of requests dealt with within timescale.
943 school visits and 262 Community Centre visits were made during the year fulfilling the SLAs with schools and centres. Feedback has been very positive.

Appendix B

STRATEGIC ESTATES
CORPORATE PLAN - KEY PRIORITIES





Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control.
Communicate the services and policies of Cardiff Council, to its int ernal and external stakeholders.
Contribute to the develop of risk management and ensure risks are key to business plans and objective setting.
To ensure that the Council's land and buildings are being used in an effective and efficient manner we will review the use of the Council's estate through the production of a Corporate Asset Management Plan.

DIVISIONAL OBJECTIVE
S E1

Source Asset Renewal Budgets to address Priority works in
Council Operational Buildings.

i) ii) iii)

S E2

S E3

PERFORMANCE MEASURES INDICATORS
Provide to and agree with Service Areas details of Asset Renewal Priorities by end September 06.
Success in obtaining as a minimum inflation linked budget for Asset Renewal in 07/08.
Agreeing distribution of future funding between Service Areas based upon need and priority.
Completion of Surveys on identified priority buildings by March 07.
Source and distribute corporate capital and revenue funding to enable surveys to be undertaken, monitoring to take place and remedial works to be carried out. UPDATE / PROGRESS
(i)

(ii) Not achieved – asset renewal budget reduced to £4M from
£5.14M because of other capital programme pressures.
(iii) Achieved in March 06 for 06/07 asset renewal programme.

Source Corporate funding for and provide Surveys as appropriate to Service Areas on the
Management of risks associated with Legionella and Asbestos in
Council Operational buildings.

i)

Source Corporate Funding to enable Service
Areas
to commence priority access improvements to their
Operational buildi ngs to meet the requirements of the Disability
Discrimination Act.

i) Success in obtaining as a minimum an a. inflation linked budget for access improvements for 07/08
b.
ii) Agreeing distribution of funding between
Service Areas based upon need and priority. ii)

September date not met; priorities for 07/08 agreed with
Service Area in March 07.

a.

Programme of surveys for asbestos i.e. 06/07 achieved –
137 buildings in total. None required for legionella.

(ii) Capital and revenue funding sourced and in place for legionella remedial works and inspection and testing.
Revenue funding for asbestos surveys in place, but no capital funding. A project appraisal bid for capital funding for asbestos removal was unsuccessful – Service Areas will have to meet costs from existing budgets.
Not achieved, funding remains at £500K for 07/08
Achieved in March 06 for 06/07 access improvement programme. Appendix B
DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES INDICATORS
As per objective.

S E4

Provide an effective property management service, maximising returns from the Council’s nonoperational property and maintaining rent arrears at less than 5% rent roll.

S E5

Deliver targeted Capital Receipts to a value of £5.83M.

S E6

Meet WAG target for carbon i) reduction emissions (6% by ii)
2007) as part of ongoing energy management measures. iii) Achieve targeted amount by end of March
07.

iv)

6% reduction in emissions by April 2007
Full spend of Energy Efficiency Fund by end of March 2007
To ensure all sites over 1000sqm in area provide monthly energy and water monitoring figures via the energy website in 2006-07
Report on annual energy and water use
2
and CO2 emissions in units per m in
2
Finance buildings over 1000m in floor area. UPDATE / PROGRESS
Rent arrears are still below 5% but Council’s position as one of best in Wales has slipped and attention required to remedy increased arrears.

Target of £5.83M not achieved because first phase disposal at
Trowbridge did not proceed. £3M achieved in 06/07.
(i) Not met – monitoring shows less than 1% reduction in emissions compared to 6% target.
(ii) Not achieved – out of £130K Energy Fund, £100 has been spent. (ii) Not achieved.
(iv) Reports regularly produced for County and City Halls on energy and water use.

S E7

Deal with Right to Buy applications and deliver valuation advice within agreed timescales to Housing and Neighbourhood
Renewal and Adult Services to assist in delivery of homelessness and social care objectives. KP1 04 – Right to Buy Valuation not delayed Kpi 04 result = 97.48% by Valuation Group
KP1 24 - % of Asylum Seeker/Private Sector Kpi 24 result = 100%.
Leasing Valuations completed with 14 days of the agreed timescale.

S E8

To develop the
Asset
management process, promoting a sustainable property asset base and associated efficiency savings. Reduction in the number of buildings and sites owned and/or leased by the Council.

A number of building and surplus land disposals have taken place in 06/07 promoting a more sustainable asset base –
Riverside Terrace, Sevenoaks Road, Dean House, Grangetown
Library, 5 Llandaff Road, The Lodge.

S E9

Continue

(i) Accounts synchronisation between SAP

( i) Some progress – reporting mechanisms available in SAP

to

develop

the

Appendix B
DIVISIONAL OBJECTIVE
Council’s Estate Management
System, Local Land and Property
Gazetteer, and Property Surveys
Database.

PERFORMANCE MEASURES INDICATORS and Estates Management System income and expenditure.
(ii) Integrate and synchronise LLPG with b. other Council address – based systems and promote corporate use of the LLPG.
(iii) Establish links between the Council’s c.
Energy
and
Property
Surveys
Databases.

UPDATE / PROGRESS but address synchronisation still required.
Significant progress made in synchronising LLPG with SAP and Schools Pupil’s database.
Achieved. Surveys database now has an energy module which can be populated with relevant data.

SE10 To continue the Council’s programme of property related surveys to ensure the database for Asset management purposes is maintained and that the
Council’s
responsibilities as employer in connection with building legislation are addressed.

(i) Complete asbestos re-surveys of a. Asbestos re-survey programme achieved (see SE2 above)
Council’s secondary schools and 90 other properties including Social (ii) Programme achieved – 72 schools and 8 other properties
Services buildings, leisure centres and surveyed. libraries.
(ii) Undertake a rolling programme of
Condition Surveys for secondary schools and 50 primary schools.

SE11 To provide the Council and external customers with accurate information and expert advice on estate management related matters and ensure the Council’s property transactions are carried out in a timely manner.

Performance measures = VE05 % freehold
Revision application dealt with within target
VE07 = Landlords Consents = % sent out within 7 day target.

Indicators SE05 and 07 both on target for 06/07.

Appendix B

REVENUES
CORPORATE PLAN - KEY PRIORITIES


Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control



Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.



Contribute to the develop of risk management and ensure risks are key to business plans and objective setting

DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES - INDICATORS

UPDATE / PROGRESS

REV1

To implement new document imaging system Go live July 2006.
New system implemented in July on time.
Post implementation review to ensure objectives achieved. REV2

To implement a home working pilot in
Council Tax

Select volunteers.
Health and Safety Visit prior to ordering kit.
Go live summer 06.
Review outcomes by December 06.

REV3

To improve integration with c2c

Various stats produced by c2c relating to the volume of calls received.
The % of calls resolved at the point of contact is a key target. REV4

To effectively manage workloads

The number of items outstanding and the age of the correspondence is regularly reviewed.
Review internal processes to ensure they are efficient and duplication eliminated
Review individual productivity

Home working pilot started on 25th July. Early indications show a significant improvement in productivity. Pilot successfully completed and decision taken to extend availability of home working to more staff. Phase 2 is progressing and due to be implemented in May 07.
Discussions have taken place with ICT and Mitel regarding improvements to integration. Awaiting a timetable of scheduled improvements. Online documents reviewed and new forms made available online as well as improvements to explanatory text. Training given to c2c to facilitate setting up direct debits over the phone.
Ongoing. Regular monitoring is taking place and workloads are carefully monitored as well as individual performance.
A
significant improvement in the work outstanding figures has been achieved.

Appendix B
REV5

To implement the reduction scheme

council

tax Write to all properties that increased 2 or more bands Successfully implemented. as a result of revaluation and are not in receipt of CTB on 1st April during April.
Close liaison with HAB in admini stering the scheme.

REV6

To maximise collection rates for National PI’s to monitor in year collection rates.
Council Tax and Business Rates
Review each quarter.
Regular arrears monitoring to review monthly.
Direct Debit take up to review 6 monthly.
Prompt billing each week.
Agree annual recovery timetable to include at least 12 summons hearings per year. To be discussed and agreed with CFSO annually.
Review of payment methods annually
Close liaison with the benefit service to ensure exchange and sharing of information. Review quarterly. This is currently on going and a detailed recovery timetable has been agreed. Final NNDR collection rates are slightly down on last year as are council tax.
It is planned to increase the frequency of both reminders and summonses in 07/08 which should help to improve collection rates.
A take up campaign on direct debits has also seen an increase in the number seeking to pay by direct debit.

REV7

Effective liaison with the Valuation Agree SLA and monitor performance against it with the This is on going. Recently received a letter from
Office re the transfer of property VOA. the VOA regarding further improvements for the information Maximise use of electronic transfer of information. electronic exchange of information.

REV8

Maximise LABGi income

Effective monitoring in year of LAGBI
Prompt inspection and reporting properties of

This is now being monitored on a monthly basis. completed The maximum grant payable for year 2 of the scheme has been achieved.

Appendix B

TECHNICAL ACCOUNTANCY
CORPORATE PLAN - KEY PRIORITIES




Take measures to maintain financial management and control by effective budget reporting/monitoring and an effective Internal Audit and investigation service which will include implementation of effective arrangements for the production of the Council’s Statement of Internal Control .
Communicate the services and policies of Cardiff Council, to its internal and external stakeholders.
Contribute to the develop of risk management and ensure risks are key to business plans and objective setting.

DIVISIONAL OBJECTIVE

PERFORMANCE MEASURES - INDICATORS for Executive

UPDATE / PROGRESS

TA1

Provision of capital budget & monitoring Monitoring reports produced information to service areas to enable monitoring meetings attended. effective resource management.

& Capital monitoring meetings being attended across services & Month 3, 6 and 8 reports
Prepared

TA2

Production of Statement of Accounts Deadline met? within statutory timescale.

Yes

TA3

All reasonable insurance risks covered.

Claims paid on uninsured risks.

None at present

TA4

Pensioners paid on time.

Pensioners not paid?

All pensioners paid to date on time

TA5

To renew the Property, Motor & New policies in place 1st July.
Miscellaneous Insurance Tenders compare with current terms.

TA6

To introduce document imaging to both
Insurance & Superannuation

TA7

Pension Fund Investment Managers % of managers attending panel. closely monitored throughout the year and each attend a panel meeting at least once over the year.

TA8

To assist in the Council meeting its Council meets its Efficiency target.
WAG Efficiency targets

Terms favourably Annual savings of £200k achieved

Document imaging operating during financial year?

Pensions installed.
For Insurance, partial implementation in 06/07, to be progressed in 07/08.
Major & active managers in plan to be seen at panel. Passive to be visited. Both already begun.

Target met

Appendix B

BUSINESS OBJECTIVES FOR FINANCIAL SERVICES - 2006/07
VENUES MANAGEMENT
CORPORATE PLAN - KEY PRIORITIES


Ensure that Cardiff Castle and Cardiff City Hall as world class visitor attractions continue to work with the Council’s key partners to attract high calibre events that will build on the City’s already outstanding reputation as a world class host and destination.

DIVISIONAL OBJECTIVE
VM1

VM2

VM3

VM4

Market and promote Cardiff
Castle working with partners such as Visit Wales and Visit
Britain
to domestic and international catchments to improve visitor income by 2% and to maintain the position of the most visited paid heritage attraction in Wales.
Target a 5% growth in relation to the number of educational visits to the Castle through the recently opened
Castle
Education Centre.
Deliver the renovation of Cardiff
Castle which will include a 15 year plan for the Castle and its parklands in partnership with the
Heritage Lottery Fund – to be managed through the initiation of a Project Quality Assurance
Programme.
To continue the development of
City Hall as a major conference and meeting facility.

PERFORMANCE MEASURES - INDICATORS

UPDATE / PROGRESS

• Local KPI 2% improvement on 2005/06 actual • At Month 11 paid admissions to Cardiff Castle have performance – Income target £1,107,914 Admissions increased by 10.79% to a record total of 201,422. target 200,156. Monthly performance figures to be
Gross income shows a 21.10% increase to reported to the Venues BIM with a three monthly formal
£1,226,729.
review of progress.

• Leisure & Culture WPI Core Indicator 5% improvement on • At Month 11 organised school visits to the Castle
2005/06 actual performance 6,525. Monthly performance
Education Centre have increased by 14.05% to figures to be reported to the Venues BIM with a three
7,442.
monthly formal review of progress.
• As per the agreed scheme programme developed in • An agreed Programme Initiation Document has conjunction with the Major Projects section. been developed in conjunction with Major Projects and progress reported on a monthly basis to the
Programme Management Board. A financial model has been developed for the contract and capital allocations to the Interpretation Centre and
Restoration Contract.
• Local KPI 2% improvement on 2005/06 actual • At Month 11 Cardiff City Hall has hosted 474 events performance – Income target £538,419 Events target 438 generating a room hire income of £537,319. This
Monthly performance figures to be reported to the Venues represents a business growth of 10.2%. Operational
BIM with a three monthly formal review of progress. recovery ratio was also the highest in the APSE

Appendix B
DIVISIONAL OBJECTIVE

VM5

PERFORMANCE MEASURES - INDICATORS

UPDATE / PROGRESS

Benchmarking Family Group.
To continue the development of • Local KPIs ‘A Creative & Exciting City’ Civic Venues • At Month 11 Combined number of attendances for
Cardiff Castle, Cardiff City Hall
Grouping 2% improvement on 2005/06 actual the grouping are 293,998 a 3.51% improvement on and County Hall increasing performance – Combined number of attendances 284,014 the annual target. Total income is £1,811,327 a annual visitor attendance, Total income £1,703,171 Customer satisfaction 85%
6.35% improvement on the annual target and income and customer Monthly performance figures to be reported to the Venues customer satisfaction is recorded at 86.8% satisfaction by 2%.
BIM with a three monthly formal review of progress.

VM6

To provide a quality venue • DSU budgeted surplus target Building Maintenance • At Month 9 Net expenditure for Venues DSU management service that will
£50,196 Building Cleaning £1,900 Commercial Catering
Building Maintenance £16,580 Building Cleaning offer a clean, well maintained,
£38,983 Monthly performance figures to be reported to
£5,540 Commercial Catering £225,490. safe and welcoming service the Venues BIM with a three monthly formal review of environment. progress.

VM7

To increase commercial • Achieve the Green Dragon Environmental Management recycling initiatives at all civic
Standard by 31st March 2007. venues including Cardiff Castle,
Cardiff City Hall and Cardiff Old
Library.

• Corporate achievement of the Level 1 Green
Dragon Environmental Management Standard.

Appendix D.
FINANCIAL SERVICES
REVENUE ESTIMATE 2007/08

SERVICE
ANALYSIS
BUDGET HEADING

EXCHUEQUER
& DEVELOPMENT

TECHNICAL
ACCOUNTANCY

AUDIT

PROCUREMENT
& SUPPLIES

SERVICE
ACCOUNTANCY

REVENUE
SERVICE

PROJECT
ACCOUNTANCY

STRATEGIC
ESTATES

VENUES
MANAGEMENT

SERVICE
TOTAL

£000

£000

£000

£000

£000

£000

£000

£000

£000

£000

1,852

1,277

927

1,428

2,336

2,722

760

1,141

4,122

16,565

Premises
Repairs & Maintenance
Other Premises Costs

0
1

0
1

0
1

20
177

0
1

0
1

0
59

181
442

581
4,266

782
4,949

Transport
Running Costs of Vehicles
Other Transport Costs

0
2

0
1

0
11

12
4

0
6

4
34

0
0

0
14

48
24

64
96

62
84
13

18
46
30

5
9
(2)

1,418
39
11

9
35
(7)

63
163
166

2
507
9

19
9
114

1,388
56
1,482

2,984
948
1,816

0
0

0
0

0
0

0
0

0
0

0
17

0
0

0
0

0
33

0
50

0
159
0
0
2,173

0
84
0
0
1,457

0
71
0
0
1,022

0
14
0
0
3,123

0
164
0
0
2,544

0
322
0
0
3,492

0
6
0
0
1,343

0
269
0
0
2,189

0
611
(1,177)
0
11,434

0
1,700
(1,177)
0
28,777

0
0
0
(118)
0
0
(941)
(88)
(1,147)

0
0
0
0
0
0
(67)
(541)
(608)

0
(149)
0
(9 )
0
0
(117)
(19)
(294)

0
(50)
(597)
(254)
0
0
(1,820)
(168)
(2,889)

(25)
(7 )
0
(9 )
0
0
(1,020)
0
(1,061)

(760)
0
0
(737)
0
0
(82)
0
(1,579)

0
0
0
0
0
0
0
(65)
(65)

0
0
0
(45)
(2,290)
(2 )
(233)
(41)
(2,611)

0
0
(3,150)
(1,367)
(823)
0
(7,926)
0
(13,266)

(785)
(206)
(3,747)
(2,539)
(3,113)
(2 )
(12,206)
(922)
(23,520)

1,026

849

728

234

1,483

1,913

1,278

(422)

(1,832)

5,257

Employees

Supplies & Services
Equipment Furniture & Materials
Communications & Computing
Other Supplies & Services
Third Party Payments
Third Party DSU Payments
Other Third Party Payments
Transfer Payments
Support Services
Less Recharges Within Service Area
Capital Financing
GROSS EXPENDITURE
INCOME
Government Grants
Other Grants
Sales
Fees and Charges
Rents
Interest
Recharges to other Services
Other Income
GROSS INCOME
NET EXPENDITURE

Cardiff Council - Financial Services

13

Appendix E (i)

CARDIFF COUNTY COUNCIL
SUSTAINABILITY APPRAISAL MATRIX
PROJECT, PLAN OR PROGRAMME BEING ASSESSED:
Element

PROTECTION OF ENVIRONMENT AND
PRUDENT USE OF RESOURCES
01 Protecting and enhancing biodiversity

COMPLETED BY:

Expected effect of project / plan / programme
Negative
-

Neutral
0

Evidence

DATE:
Action required / comments Positive
+



Disposal of Council development land Further disposals to in south – east Cardiff follows CCW follow these principles. guidelines for development in SSSIs, including provision for additional POS, reen and pond habitats.

02 Reducing air, land, water, noise and light pollution √

Home working pilot is reducing journey to work, whilst Procurement cards as part of Sustainable Procurement Policy can also reduce journeys. Effects of other service activities on other forms of pollution generally neutral but potentially negative with development of further housing areas through disposal of development land.

03 Mitigation of climate change - minimising energy use and / or utilising renewable energy √

Council’s approved Energy Policy and
Carbon
Management
Programme
contains specific measures and proposals for energy efficiency and renewable energy.

Issue 2

Appendix E (i)

Element

PROTECTION OF ENVIRONMENT AND
PRUDENT USE OF RESOURCES
04 Adaptation to climate change

Expected effect of project / plan / programme
Negative
-

Neutral
0

Evidence

Action required / comments Positive
+



As above

05 Reducing consumption of materials and natural resources



Implementation of Sustainable
Procurement
Policy encouraging reduction in consumption of natural resources. Potential negative impact in promoting new developments as part of land disposals.

06 Encourage waste reduction / increasing reuse and recycling



Implementation of Sustainable
Procurement Policy; work of Service
Area Green Teams in promoting recycling; use of central copiers/printers. 07 Reducing water usage

Issue 2



Although Council’s Energy Policy covers water use and conservation it is proving difficult to monitor usage due to difficulties in collecting data.

Council should also be considering requiring developers to exceed energy efficiency targets in its land disposals. More progress required in this area to prevent water leaks and reduce financial costs. Appendix E (i)
Element

Expected effect of project / plan / programme

09 Land regeneration

Element
SOCIAL PROGRESS THAT RECOGNISES
THE NEEDS OF EVERYONE
10 Involving people in shaping their local community and quality of life

11 Health of individuals

Issue 2

Neutral
0

Action required / comments √

Financial Services is responsible for main offices at County and City Halls and participates in and promotes
Travel Plans and a range of sustainable and well being initiatives
e.g. improved shower and changing facilities, car share bays.

Council could consider developing policies in application of its car loan policies to favour smaller cars and less environmentally damaging models.



PROTECTION OF ENVIRONMENT AND
Negative
PRUDENT USE OF RESOURCES
08 Encouraging walking, cycling, use of public transport and reducing car dependency Evidence

Council promotes land regeneration in disposal of its previously developed sites for alternative uses.

Positive
+

Expected effect of project / plan / programme
Negative Neutral Positive
0
+





Evidence

Financial Services participates in
Citizens Forum meetings and its
Revenues Section holds regular
Landlord and Student fora on Council
Tax.
The Sustainable Procurement Policy aims to ensure that food procurement delivers sustainable development outcomes and health gains. Financial
Services’ Health and Safety Policy also covers areas relating to DSE
Regulations, stress awareness, and first aid cover. Initiatives undertaken in section 8 are also relevant.

Action required / comments Appendix E (i)
Element

Expected effect of project / plan / programme

SOCIAL PROGRESS THAT RECOGNISES
Negative
THE NEEDS OF EVERYONE
12 Reducing crime / fear and increasing safety of individuals

Neutral
0

Positive
+



13 Access to local facilities



14 Reducing poverty



15 Reducing homelessness

Issue 2



Evidence

Financial Services applies lone working policies; a bailiff alarm system within the Revenues Section; and undertakes benefit fraud investigations as part of its audit schedule.
Revenues operate a pay point and card system to make payment of
Council Tax easier; and Strategic
Estates is responsible for undertaking access audits on behalf of Service
Areas and sourcing and distributing funding for access improvements to
Council buildings.
As part of Council Tax system front line staff and bailiffs are trained to ensure all benefits are being claimed and a hardship scheme is in place to arrange appropriate repayments for those who require it.
None of the Service’s policies and practices have a direct impact although arrangements outlined above for repayment of Council Tax could be relevant. Action required / comments Appendix E (i)
Element

SOCIAL PROGRESS THAT RECOGNISES
THE NEEDS OF EVERYONE
16 Equality of opportunity

Expected effect of project / plan / programme
Negative
-

Neutral
0





18 Increasing understanding of sustainability



ECONOMIC GROWTH AND EMPLOYMENT
19 'Green' purchasing

Issue 2

Expected effect of project / plan / programme
Negative
-

Neutral
0

Action required / comments See previous references above in 13 regarding DDA access audits and funding. In addition the Service implements the Council’s standard recruitment policies.
Service Area provides opportunities for development of staff through professional training opportunities and work placement; links between
Revenues and Council Enterprise
Centres.
The Service Area undertakes a range of relevant activities including: Energy
Policy Awareness Sessions, Service
Area Green Team activities and development of
Sustainable
Procurement Policy.

Potential to examine use of additional languages in Council tender documents.

Evidence

Action required / comments Positive
+

17 Providing opportunities for learning

Element

Evidence

Positive
+



Development of Council’s Sustainable
Procurement Policy; purchase of
“green” electricity and use of recycled paper. Appendix E (i)
Element

ECONOMIC GROWTH AND EMPLOYMENT

Expected effect of project / plan / programme
Negative
-

Neutral
0

Evidence

Action required / comments Positive
+

20 Supporting ethical trading and global equity. √

Council’s Pension Fund is operated by
Financial Services and has a policy of ethical investment for a proportion of its portfolio.
The Sustainable
Procurement Policy also promotes ethical purchasing and fair trade.
Financial Services manages the
Council’s shops and workshops portfolios, the latter supporting SMEs and local employment; the Service
Area also supports Capital Times and
Cardiff Works and the Sustainable
Procurement Policy.

21 Provision of local jobs and reduction of unemployment √

22 Production of local goods and services



The Sustainable Procurement Policy promotes purchase of local goods and services. 23 Consumption of local goods and services



The Sustainable Procurement Policy again promotes purchase of locally produced goods, investigation of origin of purchases and use of local services and businesses.

24 Investment in the local economy and businesses √

Sustainable
Procurement
Policy encourages investment in local economy and local businesses.

SUMMARY OF SUSTAINABILTIY APPRAISAL (highlight positive and negative effects of the project / plan / programme being assessed):

Issue 2

Appendix E (i)
Generally positive effects mainly related to the Sustainable Procurement Policy and Carbon Management.
WHAT CHANGES HAVE BEEN MADE TO THE PROJECT / PLAN / PROGRAMME AS A RESULT OF THIS APPRAISAL:
None.

Issue 2

Appendix E (ii)

CARDIFF COUNCIL
MAINSTREAMING EQUALITIES DIAGNOSTIC MATRIX 2007
Service Being Assessed:
Name of Lead Assessor:
Date:
Question
1.

Financial Services
Mark Munnery OM Venues
26th February 2007
Negative

Neutral

Positive

Evidence

Action to be Taken / Comments



OMs attended the 2007 Equality &
Diversity Training Programme. Lee
Harding Performance Management
Officer nominated to lead on equality issues.
Venues Management achieved the new IIP Standard in September
2006.
Financial
Services
undertaking an agreed IIP Action
Plan through an internal Champions
Group.

Individual training action plans to be cascaded through the service area as part of the development review process.
Front line employees to undertake
Equality Awareness training.
IIP Criteria 3: ‘Culture of equality, respect, inclusiveness and valuing people’s contribution’ to be embedded in the organisation prior to external assessment. Team plans to be completed in 2007/08.
Corporate core values agreed for Proud
Capital Vision.

LEADERSHIP

1a. How far do your managers and employees understand their roles and responsibilities in mainstreaming equalities into your business?
1b. Have you a strategic approach to the equality and diversity training needs of your employees? COMPLIANCE
WITH
EQUALITY LEGISLATION
2a. How far do you feel protected from risk of non-compliance with equality legislation?



2.



Robust risk assessment and Risk management methodology being prioritisation undertaken for high utilised in the annual business planning level business processes. process.
Attendance at briefings for new legislation. Identified key areas include Council Tax & Business
Rates and Procurement of Goods &
Services ( Race Equality Scheme
May 2005 ).

Appendix E (ii)
2.

COMPLIANCE WITH EQUALITY
LEGISLATION
2b. How far do your services eliminate discrimination on the grounds of race, gender, age, disability, sexual orientation, preferred language, religion or belief?
2c. How far do your services promote equality of opportunity?
COMMUNITY RELATIONS AND
ENGAGEMENT
3a. How far do you involve minority groups in planning and reviewing your services?



2006 review of service area information and front line staff training undertaken.



Lack of monitoring data and feedback from minority groups.



N/A internal market arrangement providing a full range of financial services to the Council.
N/A
internal market arrangement providing a full range of financial services to the Council.
Access
audit and consultation with Disabled
Users Group with regard to Cardiff Castle HLF
Project. Strategic Estates maintains the Council’s
Property
Database.
Language line available for Council tax enquiries.

Personal Development and IIP commitment to individual training plans including job specific skills for front line staff.

3.

3b. How do your services promote good relations between different minority groups, and between majority and minority groups?
3c. Do your services make it easier for people from minority communities to participate in public life?

4. EMPLOYMENT
4a. Does your workforce reflect the demographics of Cardiff in terms of race, gender, disability, age, sexual orientation, Welsh language etc?







Subject to the Council’s
Recruitment and Selection
Policy
and current employment legislation. All appointments made on merit. Strategic Estates developing the
Council’s Asset Management Plan, updating progress on disability access audit reports and coordinating the DDA allocation for access improvement works.

Appendix E (ii)
4.

EMPLOYMENT

4b. What action does your service undertake to remedy any equality imbalances in your workforce?



4c. Does your service show commitment to eliminating harassment of employees from minority groups?



4d. Do you seek satisfaction of minority groups?



to identify the employees from

SERVICE
ASSESSMENT
AND
MONITORING
5a. How ready is your service area to undertake equality impact assessments?

3.4% of Council employees are of ethnic minority origin.
2001
Census shows that
Cardiff’s minority ethnic population is 8.4%. No positive action recruitment campaign in place within the service area or
Council.
No race or disability related cases of harassment reported within the service area.
No satisfaction surveys undertaken. However IIP
Diagnostic
Report interviews undertaken with
60 staff members.

5.

5b. How far does your equality monitoring data demonstrate that you provide a fair service to all?
5c. What do you do if your monitoring data identifies disproportionate use of your services by certain groups?






Lack of monitoring data Policies and practices to be and feedback from reviewed.
Equality
impact minority groups. assessment to be completed by
October 2007.
Monitoring of the equal Corporate Procurement Strategy opportunity practices of developed in line with guidance suppliers and contractors. from Value Wales ( Procurement ).
Lack of monitoring data and feedback from minority groups.

Appendix E (ii)
6. ACCESSIBILITY
6a. How effectively do you communicate with people with sensory impairments or learning difficulties, or with people who speak English as an additional language? 6b. How accessible are your offices, service points and built infrastructure? √



Awareness training for front line employees especially Reception and
Counter staff including sign language interpretation. Cardiff
Castle is a Visit Wales quality assured attraction.
Induction loop provided at
City Hall and County Hall main reception areas.
Council’s
Asset
Management Plan in place for prioritising service area accessibility improvements.
Building
managers have also undertaken the Disability
Duty briefings.

Personal Development and IIP commitment to individual training plans including job specific skills for front line staff

The Council’s civic buildings are relatively advanced in their access plans and improvements continue to be made to comply with the requirements of the Disability
Discrimination Act.

SUMMARY OF EQUALITY DIAGNOSTIC (highlight positive and negative effects of the project / plan / programme being assessed):

Lack of monitoring detail and feedback from minority groups – clearer pathway between workforce planning and equalities needs to be established (-)
No Council positive action recruitment campaigns being undertaken (-)
Risk management methodology embedded in the annual business planning process (+)
Access audits undertaken and improvement works identified (+)
Individual training action plans to be established for all staff (+)
WHAT CHANGES HAVE BEEN MADE AS A RESULT OF THIS APPRAISAL?

Equality impact assessment to be completed by October 2007.

Appendix F.

Business Continuity
Priority Classification
PRIORITY

DEFINITION

1

Function needing to be restored within 0-24 hours

2

Important function needing to be restored within 3 working days

3

A function needing to be restored within 7 working days

4

A function which can be restored progressively after 7 working d ays Consider the impact of loss of functions in respect of:
Loss of Life, Human Welfare, Environment, Legal Obligations, Finance, Reputation, Ability to
Respond to Emergencies
Function
Priority
Function
Priority
Function
Priority
(1-4)
(1-4)
(1-4)
Payroll & Pensions

1

Financial Management Advice

3

Risk Management /
Insurance

4

Investment

1

Accountancy

3

Pension Fund Mgt

4

Accounts payable (inclusive of Fosters / Care)

2

Major initiatives / projects financial oversight

3

Land Strategy & Asset
Management

4

VAT

3

DSU management

3

City Hal l /Cardiff
Castle / Old Library

4

Accounts Receivable

3

Audit & Financial Probity

3

Management of accommodation a/c

4

Collection of CTAX / NNDR

3

Fraud investigations

3

Valuation / Acquisition
/ disposal of Property

4

Budget / Budgetary Control

3

3

Corporate procurement /
Supplies

4

Procurement of goods / works
/services – advice & guidance

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