Yorkshire And Humberside Service Centre Business Plan 2003/2004
SECTION 1 INTRODUCTION TO YORKSHIRE & HUMBERSIDE SERVICE CENTRE
The Yorkshire and Humberside Service Centre (SC) provides a range of services relating to Finance, Personnel, Facilities Management and Training Support to the four CPS Areas within the region, namely Humberside, North Yorkshire, South Yorkshire and West Yorkshire. In addition to assisting approximately 615 internal customers, the Service Centre supports various HQ Directorates and contributes to the overall aims of The CPS through it's professional dealings with a wide-ranging external customer base, particularly Victims and Witnesses of crime, and it's involvement in the formulation of national strategies.
The Service Centre has a number of vacancies and positions filled on a temporary basis and it is the intention of the new Service Centre Manager, in 2003/04, to fill these positions on a permanent basis so that the Service Centre will comprise of 31 full time posts.
The new Service Centre Manager is keen to enhance the profile of the Service Centre and promote the role of the Service Centre to all its customers though an increase in face-to-face contact at all levels.
It is intended, throughout the forthcoming business year to introduce a series of regular visits to Area Locations to further explore customer perceptions and requirements. In addition our focus will be to reinforce the need for Areas and the Service Centre to work in partnership through facilitating an exchange of knowledge/mutual streamlining of systems to enable payments and processes to be completed within the nationally and locally prescribed timescales.
SECTION 2 OBJECTIVES, PRIORITIES & DELIVERY OF THE PSA TARGETS
PUBLIC CONFIDENCE
Objective 1
To ensure an accurate and timely service to witnesses ensuring that witness are dealt with courteously at all times and given the correct information appropriate to their needs
Actions:
- To ensure payment of 100% of correctly completed witness expense claim forms within the prescribed timescales (95% within 5 working days, 100% within 10 working days of receipt)
- Ensure that Witnesses are able to give best evidence by arranging the appropriate travel and accommodation requirements.
- Provide training/guidance to staff on witness expense regulations
Objective 2
In partnership with Areas to provide an accurate and timely service in the payment of prosecution costs, outside suppliers and staff T&S claims which conforms with the Government Accounting rules and supports Resource Accounting
Actions:
- To process payments of:
- Counsels Fees within 20 working days
- Other Payments within 30 calendar days.
- To ensure payment of 100% of correctly completed and where necessary authorised Travel and Subsistence claim forms within 5 working days.
- Provide training/guidance to staff on the Government Accountancy Rules and Resource Accounting
Objective 3
To provide an accurate and timely payroll & personnel information management service to staff in the Yorkshire and Humberside Family Group.
Actions:
- To ensure that all actions in relation to pay are carried out by the Service Centre within the prescribed time limits.
- To inform ABMs where staff have been on T/P over 10 months.
- To provide to ABMS an up-to-date monthly list of SIP (including salary information.)
- Provide ongoing training/guidance to staff about operating personnel IT systems
Objective 4
To run recruitment/selection exercises that conform with laid down policies and which result in the recruitment/selection of competent staff
Actions:
- To maintain equality in recruitment campaigns
- To maintain an up-to date transfer register.
- To complete the 4 key stages of recruitment/selection campaigns within 5 working days of receipt of full information/paperwork required from Areas.
- Multi-skilling and ongoing development of staff
Objective 5
To provide advice to management and staff that conforms with the current policies and procedures, taking a pro-active approach in raising awareness of personnel policies
Actions:
- Provide Areas with advice on Discipline and manage the investigation process on behalf of Areas for Equal opportunity complaints.
- Advise ABMs of staff who have been absent for over 20 days without a referral to the BMI
- To ensure that all Areas have the correct up-to-date information available to deal with absence management effectively.
- Provide ongoing training/guidance to staff about personnel polices and procedures
Objective 6
To provide advice and support on estates, Health and Safety, Security and environmental issues, which conform with, laid down policies and statutory obligations.
Actions:
- Provide help and advice to Areas to meet requirements of DDA and Health and Safety regulations
- Provide advice and support on co-location issues in respect of the CJU/TU/Charging Initiatives.
- Provide training on Health and Safety, Manual Handling, Security, DSA and fire precautions
- Visits to each Area to discuss local issues and FMR programme
- Carryout annual assessments for Areas Certificates of Assurance covering estates management, Health and Safety, Security, energy management and file management and provide report to ABM.
- To provide Facilities Management advice on a range of issues.
- To ensure that the Service Centre has implemented The CPS Security Measures and that staff are operating them in accordance with the circulated guidance.
Objective 7
To demonstrate a commitment to ensuring that The CPS is a more diverse organisation and ensure that the value placed on Diversity by The CPS is met.
Actions
- To draft, implement and regularly review the Service Centre Equality and Diversity Action Plan for 2003-2004, identifying meaningful evaluation methods.
VALUE FOR MONEY
Objective 8
To provide an effective and timely Personnel, Procurement and Purchasing and Financial Service, to the Areas within the Family group, which conforms to CPS policies and statutory requirements.
Actions:
- To carryout a 10% sample check of witness expense claim forms prior to payment being processed to ensure The CPS receives value for money.
- Where possible co-ordinate regional recruitment exercises.
- To reduce the number of financial transactions not completed within the prescribed timescales attributable to the Service Centre.
- To carryout a 10% sample check of Travel and Subsistence Claim forms prior to payment being processed.
- To ensure that any financial expenditure conforms to Government Accounting rules and supports Resource Accounting.
- Arrange regional contracts for common services and monitor performance against those contracts on behalf of the region.
Objective 9
To ensure that resources are deployed cost-effectively to deliver CPS Business and that there is sufficient, reliable information to support decision-making, budget monitoring, performance measurement and reporting
Actions:
- To continually review the existing deployment of staff and split of work to ensure the best use of resources in order to deliver The CPS Business.
- To continually look for ways to improve systems and procedures to ensure value for money and share best practice.
- To consider using EQFM to inform resource decisions.
- To ensure that an effective system is maintained to monitor expenditure and identify at an early stage if there is likely to be an under/over spend.
- To deliver against targets and ensure that effective remedial action is taken if required.
Section 3 Targets
(not applicable)
Section 4 Volumes
(not applicable)
Section 5 Budgets
Annex E
Section 6 Staffing Profile and Non Ring Fenced Administration Spending
Annex F & F1
Section 7 Risks To Delivery
Annex A
KEY RISKS TO ACHIEVEMENT OF PSA TARGETS 2003-2004
AREA/ SERVICE CENTRE: S10 Yorkshire
Please show below the five principal risks you have identified to delivery of PSA targets during 2003/04
Number: 1:
- Risk: Unable to provide consistent expertise and guidance for Areas on issues relating to Facilities and Estate Management (VFM/PC)
- Owner: SCM
- Likelihood/ Impact (H,M,L): Likelihood – H, Impact – H
- Existing Countermeasures: B2 Head of Finance has facilities experience
- Risk Assessment Effectiveness and sufficiency of countermeasures: Measures are person dependant (short term) There is a need for a longer term approach.
- Risk Status (red, amber, green): RED
- Proposed Countermeasures: Appoint/set up a specific facilities manager/team to gain the expertise and provide the relevant guidance to areas on issues such as Health and Safety, Security, DDA and FMR programmes.
Number: 2:
- Risk: Late receipt of invoices and inaccurate information from Areas impacts on the SC ability to process payments/procedures within time limits. (VFM/PC)
- Owner: ABM
- Likelihood/ Impact (H,M,L): Likelihood – H, Impact – M
- Existing Countermeasures: Service Centre PI's record and ascertain responsibility for timeliness failure.
- Risk Assessment Effectiveness and sufficiency of countermeasures: Areas have a number of competing prioritises. Payment of invoices/providing information to SC is regarded as a low priority.
- Risk Status (red, amber, green): RED
- Proposed Countermeasures: Provide PI information to Areas to effect an improvement in return times. Set up SLA with Areas and provide awareness training to appropriate Area staff.
Number: 3:
- Risk: Need for Urgent recruitment/selection can override adherence to laid down timescales. (VFM/PC)
- Owner: Head of Personnel
- Likelihood/ Impact (H,M,L): Likelihood – H, Impact – M
- Existing Countermeasures: Specific Recruitment Officer's are in post as a focused resource and to gain expertise in this area
- Risk Assessment Effectiveness and sufficiency of countermeasures: Measures only go part way to meeting need
- Risk Status (red, amber, green): RED
- Proposed Countermeasures: SLA with Areas which includes timescales and targets. Educating Area staff on reasons for CPS policies - fair and open competition. CPS review of recruitment/selection.
Number: 4:
- Risk: Slow running & lack of access to ROSS affects SC ability to process payments in accordance with National Timeliness Targets (VFM/PC)
- Owner: Head of Finance
- Likelihood/ Impact (H,M,L): Likelihood – H, Impact – M
- Existing Countermeasures: Monitor and report all problems to the Helpdesk
- Risk Assessment Effectiveness and sufficiency of countermeasures: The system is subject to frequent delays and downtime. This is unlikely to change until Logica can resolve the issues with ROSS and CITRIX.
- Risk Status (red, amber, green): RED
- Proposed Countermeasures: Develop a Business Continuity Plan. Set up reciprocal arrangement with other SC in the event of a long period of down time. Identify high priority payments for manual processing in the event of system failure. Contribute to the effective
Number: 5:
- Risk: Unable to produce a budget outturn within budget due to inherited staffing profile and changing prioritises.
- Owner: SCM
- Likelihood/ Impact (H,M,L): Likelihood – M, Impact – H
- Existing Countermeasures: Monitoring procedures are in place but unaware of their effectiveness
- Risk Assessment Effectiveness and sufficiency of countermeasures: Only one member of staff knows how to update monitoring system so I am unsure whether all the relevant information is captured
- Risk Status (red, amber, green): AMBER
- Proposed Countermeasures: Review and implement a user friendly budget monitoring system and train relevant number of staff on how to update and interpret the information.
SECTION 5: 2003-04 ADMINISTRATION COSTS BUDGET - ANNEX E
AREA NO: S10
AREA NAME: Yorkshire and Humberside Service Centre
Details of Area Allocation Decisions
Total Prosecution Costs: N/A
Total Ring Fenced Running Costs £630,000
Total Capital Unknown
STAFF PROFILES AND NON-RING FENCED ADMINISTRATION COSTS - Annex F
AREA / SERVICE CENTRE S10 Yorkshire SC
Final Summary Costs 2003-04
Budget Baseline: 630000
Total SIP |
Average Staff Cost |
Total Staff Cost |
% of Total Budget |
||||
CCP |
CCP |
CCP |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Permanent |
Level E |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Permanent |
Level D |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Permanent |
Level C2 |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Permanent |
Level C1 |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Permanent |
Level B |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Casual |
Level C1 |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Casual |
Level B |
0.0 |
0 |
0 |
0 |
0.0% |
Lawyers |
Saturday Allowance |
0 |
0.0% |
||||
Lawyers |
Overtime |
0 |
0.0% |
||||
Lawyers |
Cost of Agents |
0 |
0.0% |
||||
Lawyers |
Total |
Total |
0 |
0.0% |
|||
Total SIP |
Average Staff Cost |
Total Staff Cost |
% of Total Budget |
||||
SCS |
Permanent |
SCS |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Permanent |
Level E |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Permanent |
Level D |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Permanent |
Level B3 |
1.0 |
35,160 |
35,160 |
0 |
5.6% |
Admin |
Permanent |
Level B2 |
3.0 |
27,380 |
82,140 |
0 |
13.0% |
Admin |
Permanent |
Level B1 |
5.0 |
23,033 |
115,166 |
0 |
18.3% |
Admin |
Casual |
Level B1 |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Total |
Level B |
9.0 |
- |
232,466 |
0 |
36.9% |
Admin |
Permanent |
Level A2 |
15.8 |
18,039 |
285,013 |
0 |
45.2% |
Admin |
Permanent |
Level A2 (PS) |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Permanent |
Level A1 |
4.0 |
13,797 |
55,189 |
0 |
8.8% |
Admin |
Permanent |
Level A1 (T) |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Casual |
Level A2 |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Casual |
Level A2 (PS) |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Casual |
Level A1 |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Casual |
Level A1 (T) |
0.0 |
- |
- |
0 |
0.0% |
Admin |
Total |
Level A |
19.8 |
- |
340,202 |
0 |
54.0% |
Admin |
Admin Total |
Admin Total |
28.8 |
- |
572,668 |
0 |
90.9% |
Admin |
Overtime |
0.0 |
- |
- |
0 |
0.0% |
|
Admin |
Agency Temps |
0.0 |
- |
- |
0 |
0.0% |
|
All Staff |
Total |
28.8 |
- |
572,668 |
0 |
90.9% |
|
Non Staff Costs
- Total Cost 57,332
- % of Total Budget 9.1%
Total Expenditure
- Total Cost 630,000
- % of Total Budget 100.0%
Variance on Budget
- Total Cost 0
- % of Total Budget 0.0%
