NIGALA Business Plan 2011-2012 is closely aligned with NIGALA ˇs Corporate Plan1 for 2010-2013...

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CONTENTS PAGE

1. About our Business Plan1.1 Why we have a Business Plan1.2 The Agency’s Mandate

2. About Us2.1 Our Board2.2 Our Stakeholders2.3 Our Mission2.4 Our Strategic Themes and Objectives2.5 Our Values2.6 Our Principles

3. Our Plans and Targets3.1 Key Areas of Development 2011-20123.2 Assumptions for Purposes of Business Plan3.3 Key Performance Indicators 2011-2012

4. NIGALA’s Operational Objectives 2011-20124.1 Effectiveness and Efficiency4.2 Service Outcomes4.3 Customer Satisfaction4.4 Learning and Development

5. Finance5.1 Financial Resources Management5.2 Salary Breakdown

6. Appendices

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ABOUT OUR BUSINESS PLAN

1.1 Why we have a Business Plan

This document lays out the plan of business for the Northern Ireland Guardian Ad Litem Agency (NIGALA) for the financial year 2011-2012. It is closely aligned with NIGALA’s Corporate Plan1 for 2010-2013 which sets out our vision and strategic direction for the yearsahead and puts our work in the context of HSC Priorities for Action2 and the 10 Year Strategy3 for children and young people in NorthernIreland enunciated by the Office of First Minister and Deputy First Minister in 2006. This Business Plan details our specific operationalobjectives for the year ahead and also provides a financial projection for revenue and capital funding for NIGALA in 2011-2012.

1.2 The Agency’s Mandate

The NIGALA’s mandate is to provide a guardian ad litem service in specified public law proceedings and adoption proceedings. The abilityto continue to meet that mandate in full is in question for 2011/12 with the spectre of public sector cuts in expenditure which may resultin inadequate resources to meet projected demand. We still await new adoption legislation which will empower the courts to appoint aguardian ad litem in specified guardianship proceedings and there remains the potential for this legislation to be introduced during thecourse of 2011/12. Finally, the Access to Justice Review instigated by the Minister of Justice in September 2010, should be completed inthe near future and it will be of interest if it includes a recommendation on the appointment of guardians ad litem in complex private lawproceedings. However the assumption is made that, even if it did so, an extension of the Agency’s work into private law would not occurduring 2011/12.

1 NIGALA Corporate Plan 2010-2013 (see website www.nigala.hscni.net)2 HSC Priorities for Action 2010/113 Our Children and Young People – Our Pledge 2006 – 2016 OFMDFM

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www.nigala.hscni.net

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ABOUT US

2.1 Our Board

BOARD MEMBERS

Mr Jim Currie (Chairman)Mr Alistair Steenson (Non-Executive Director)Ms Ann McMahon (Non-Executive Director)

Mr Greg Kelly (Non-Executive Director)Mr Ronnie Williamson (Executive Director

Principles of Good Governance adopted by the NIGALA Board:

1. Engaging stakeholders and making accountability real.2. Performing effectively in clearly defined functions and roles.3. Promoting values for the whole organisation and demonstrating good governance through behaviour.4. Focusing on the organisation’s purpose and outcomes for citizens and service users.5. Developing the capacity and capability of the governing body to be effective.6. Taking informed, transparent decisions supported by robust financial controls and risk management.

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2.2 Our Users and Stakeholders

The recipients, or users, of the guardian ad litem service are the children who are the subjects of proceedings and the courts whichappoint the guardians ad litem. Our main stakeholders are Health & Social Services Trusts; the Northern Ireland Court Service; AccreditedChildren Order Panel Solicitors and Family Law Barristers. See Diagram 1 below.

DIAGRAM 1

NIGALAOther Professionals/Disciplines

Instructing (on the direction of the court)appropriate expert witnesses and ensuringthat recommendations are informed by allprofessionals/ disciplines involved with the

child.

Law Society (NI) Accredited SolicitorsAppointing and briefing a solicitor for thechild in public law proceedings and workingwith the Law Society for Northern Ireland

to maximise the effectiveness of the systemof tandem representatives.

ChildrenEngaging with the child and ensuring

representation in public law proceedingsand in adoption proceedings.

HSS Boards & TrustsMaintaining liaison arrangements with

each HSS Trust.

Bar Council (NI) & Other LegalRepresentatives

Working closely with barristersspecialising in family law, the CentralServices Agency Legal Directorate

and individual legal practicesrepresenting HSS Trusts.

Trade UnionsConsulting and working with trade unions

on issues affecting staff.

DHSSPS/Child Care Policy UnitWorking with Child Care Policy Unit to provide

accountability and to inform policy and strategyon delivery of services to children.

The Courts and the JudiciaryProvision of an individual service to thecourt and working with the establishedframework (COAC & FCBCs) to improve

the quality of service to children.

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2.3 Our Mission

To advise the courts of children’s wishes and feelings and to independentlyrepresent and safeguard the interests of children in specified public law

and adoption proceedings in Northern Ireland

The Mission Statement expresses the core principles enshrined in

Articles 3 and 60 of the Children (Northern Ireland) Order 1995.

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2.4 Our Strategic Themes and Objectives

In an increasingly difficult environment engendered by an ever increasing workload and enhanced expectations of a static number ofguardians, the NIGALA remains resolute in its desire to deliver the five strategic themes identified in the 2010-2013 Corporate Plan. Theyare as follows:

Compliance with Legislation and Guidance Efficient Use of Resources Promotion of Children’s Welfare within the Court Process Valuing Staff and Promoting Learning Delivery of Quality Service to Agreed Standards

The five themes translate into strategic objectives for the Agency which are outlined in the Strategy Map (see page 8) under theheadings:

Customer Perspective Financial Perspective Internal Process Perspective Learning and Development Perspective

The Strategy Map thus produced affords staff and stakeholders a visual representation of the way ahead for the NIGALA. Fundamental tosuccess, however, is the alignment of individual performance measures with the Agency’s organisational goals with everything based on arobust performance management system. The illustration (see page 9) of the dynamic which links the Agency’s mission statement to theobjectives of individual members of staff provides a visual representation of the cohesion deemed necessary to meet our strategicobjectives.

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DIAGRAM 2 - STRATEGY MAP

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DIAGRAM 3 - LINKING THE MISSION TO INDIVIDUAL OBJECTIVES

MISSION

VALUES

VISION

STRATEGY: mapping of Key Objectives

BALANCED SCORECARD: performance measures, targets, initiatives

CASCADING MEASURES: individual performance measures that align with organisational goals

STRATEGIC MANAGEMENT SYSTEM: linking the balanced scorecard to processes

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2.5 Our Principles

Paramountcy of the child – the interests of children and young people are paramount.

Dignity and Respect – The uniqueness and intrinsic value of the individual is acknowledged and each person is treated withrespect and this is reflected in practice.

Independence – Children and young people have as much control as possible over their lives whilst being protected againstunreasonable risks.

Rights – In the context of services delivered to them, the individual and human rights of children and young people are promotedand safeguarded.

Equality and Diversity – Children and young people and staff are treated equally and their background and culture valued andrespected.

Privacy – Children and young people are protected from unnecessary intrusion into their affairs and there is a balance betweenthe consideration of the individual’s safety, the safety of others and the Agency’s responsibilities.

Empowerment – Children and young people are enabled and supported to achieve their potential in terms of emotional andsocial well-being. Staff are supported and developed to realise their ability and potential.

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Confidentiality – Information about children and young people and staff is managed appropriately and everyone involved in theservice respects confidential matters.

Safety – Every effort is made to keep children and young people, staff and others as safe as possible and free from exploitation,neglect and abuse.

Participation – The views and experiences of service users, stakeholders and staff are taken into account in the planning anddelivery, evaluation and review of services.

Effectiveness – Staff are suitably qualified and skilled, regularly supervised and adequately trained to provide an effective service.

Quality – Systems are in place to provide assurance on standards and enable continuous quality improvement across theorganisation.

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OUR PLANS AND TARGETS

3.1 Key Areas of Development 2011-2012

The NIGALA is facing a sustained surge in demand, in particular, care order applications have risen by 54% over the last five years and theoverall public law workload has risen by 35% in the same period of time. The number of guardian ad litem staff, for which the Agency isfunded, has however remained relatively static over the same time period at approximately 38wte.

In order to keep pace with unprecedented levels of demand from the courts, the Agency has sought in-house efficiencies throughinitiatives such as, the introduction of ‘remote’ working for guardians, the introduction of a fully computerised information and recordingsystem linked with the comprehensive use of digital recording devices. Measures to optimise the use of guardians’ time within the threetiers of courts in Northern Ireland were also agreed in 2010 with the judiciary. The combined effect has allowed us to maintain ourservice to children and the courts, a creditable performance when one considers that there has been resort to emergency measureselsewhere in the UK in recent years.

At the time of writing, although we have received indicative financial allocations for the next four years, we as yet have not been advisedof the finalised financial allocation for 2011/12 or, indeed, the actual savings required over the four year period to 2014/15. TheNorthern Ireland Executive’s Draft Budget 2011-15 was announced by the Minister for Finance and Personnel on 15th December 2010.The Department of Health, Social Services and Public Safety issued a consultation paper entitled The Draft Budget 2011: Settlement andProposals. Both sought responses by 16th February 2011 and 9th February 2011 respectively. Thereafter it will be critical to thefunctioning of the service that the Agency’s financial allocation for 2011-12 and covering the financial years up to 2014-15 will be madeknown with minimum delay.

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Retrenchment is now a fundamental requirement. In order to position the NIGALA to maximise savings in 2011/12, we have produced aBusiness Plan which may be actioned with immediate effect at the beginning of the financial year. The assumption of an indicativefinancial allocation of £3.6m for 2011/12 is made with an expectation of further expenditure cuts over the subsequent three years. Inabsolute terms, this equates with a reduction of £164,000 compared with the budget for 2010/11. This represents a 4.4% reductionwhen inflationary costs are included.

The Agency is determined to protect front line services for as long as possible from the full impact of the expenditure cuts. To that end,we will forfeit a manager’s post (currently vacant and will not be re-advertised). This decision has been taken with extreme reluctancebecause the NIGALA has already attained the leanest possible structure with a small number of managers and administrators eachcarrying a varied portfolio of responsibilities. The remaining managers will now have to assume the duties of the aforementioned post.

Other expenditure cuts in 2011/12 can be found under a number of budget headings, for example the training, communications andcontracts budgets. Additionally, a critical decision taken by the NIGALA Board, again with considerable reluctance, is not to providefunding in 2011/12 for the legal representation of guardians ad litem when the ‘competent’ child chooses to divide from the guardianand independently instruct his/her legal representative.

None of these decisions are palatable but the NIGALA Board has deemed them necessary to protect service delivery to the vulnerablechildren that we represent and to the three tiers of court in this jurisdiction.

The NIGALA has been managed with the utmost diligence to attain financial “breakeven” each year since its inception in 1996. We intendto do so again in 2011/12, although we are under no illusion regarding the magnitude of the task. In the coming financial year, we willalso prepare an Action Plan to meet fiscal imperatives through until 2014/15. The proposals, some of which may have to be radical, willbenefit from consultation with our key stakeholders before finalisation and agreement by the NIGALA Board.

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The Agency has a number of operational objectives apart from those relating to finance (see page 17). A priority for NIGALA is to furtherdevelop meaningful opportunities to enable the views of stakeholders, individually and collectively, to be heard and to inform servicereview and planning. In 2011/12 we will introduce the opportunity for online evaluation of our service by children and young people. Inorder to avail of meaningful feedback which can inform service improvement, planning and delivery, the organisation Voice of YoungPeople in Care (VOYPIC) will undertake interviews with a number of children and young people on behalf of NIGALA to gather qualitativedata. Central to the guardian ad litem role is to ensure the voice of the child is heard within the court process. This involves the guardianutilising a range of skills and using materials and mechanisms appropriate to age and level of ability. To assist guardians, materialsappropriate to different elements of this task are being collated into an interactive computer based workbook.

The NIGALA Social Care Governance (SCG) committee involves representatives of key external stakeholders who bring valued knowledgefrom their own perspective to good governance within the NIGALA to enable us to further improve the quality of our service. In 2011/12we will undertake a consultation process with our key stakeholders on broader dimensions of service development and areas ofoverlapping responsibility to learn their perspectives with a view to jointly considering improvement and streamlining.

NIGALA has also identified a range of objectives flowing from the audit of inequalities that informed the revised equality scheme. Thedraft scheme is subject to public consultation until 18/03/11. Amendments will be made reflecting consultation feedback ahead ofsubmission to the Equality Commission by 01/05/11.

The NIGALA equality lead will engage with relevant voluntary sector organisations to consider the best means to categorise and captureinformation pertaining to children’s ethnicity and disability and devise a directory of resources and key contacts thereby promotingpositive links with relevant Section 75 groups. This initiative is reflective of the increasing numbers of children from minority ethnicgroups who are the subjects of court proceedings and the importance of guardians having a realistic appreciation of the culturaldimension in respect of safeguarding their needs and interests.

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Finally, information governance is now established as a key consideration for all HSC organisations. This Business Plan outlines a numberof objectives for the forthcoming year which will serve to strengthen the standard of the Agency’s information governance practice. Wewill continue to build on the solid foundation achieved to date by improving our policies and practices as well as ensuring that ourtechnology systems remain fit for purpose.

In the final analysis it is the people who work for the NIGALA who, with their determination to provide a service to children which is ofthe highest quality, are its greatest asset. Management, administration and professional staff are united in achieving this goal and it isthat unity of purpose which will be the Agency’s greatest strength in the challenging times ahead.

3.2 Assumptions for Purpose of Business Plan

The status of NIGALA to remain as a Special Agency.

A Savings Plan will be required from 2011/12 to 2014/15 (inclusive) as a result of government cuts in public sector expenditure.

Demand in terms of the number of new appointments directed by the family courts will remain at the level projected for 2010/11,namely 540 new appointments

No additional functional responsibility regarding adoption duties due to a delay in the introduction of new adoption legislation inNorthern Ireland

No additional functional responsibility for private law proceedings

Revenue funding of £3.6m will be allocated to the Agency for 2011/12

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3.3 Key Performance Indicators for 2011-2012

Key Performance Indictor Definitions Target

KPI 1: Public Law & Adoption An average of 10 ‘live’ cases at any point in time per whole time equivalent(wte) guardian ad litem to be achieved as a workload figure in 2011-2012

Average of 10 ‘live’cases per wte gal

KPI 2: Public Law Allocation 70% of Case Appointments by First hearing 70%

KPI 3: Adoption Allocation 90% of Case appointments within 5 days of notification 90%

KPI 4: Corporate.Satisfaction Rating

90% of children (8 yrs +) surveyed by means of paper questionnaire orViewpoint to give a satisfaction rating of ‘good’ or ‘excellent’

90%

KPI 5: CorporateSatisfaction Rating

90% of the judiciary surveyed to give a satisfaction rating of ‘good’ or‘excellent’

90%

KP1 6: CorporateSatisfaction Rating

95% of accredited solicitors surveyed to give a satisfaction rating of ‘good’or ‘excellent’.

95%

KPI 7: Corporate.Appraisals

100% of appraisals as required under Agenda for Change completed for alleligible staff

100%

In addition to the key performance indicators the NIGALA Board has instigated a range of performance indicators covering all aspects ofgovernance within the agency.

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NIGALA’S OPERATIONAL OBJECTIVES 2011-2012

CUSTOMER PERSPECTIVE

Operational Objective Performance Measure/Target Target DateWhom[grade]

Support Initiatives toachieve targets

Link to Strategictheme

Monitor the impact of the Guide toCase Management in Public LawProceedings in relation to theguardian ad litem service.

Monitoring report incorporatingadditional performance indicatorsagreed by the Board

September 2011March 2012

AD (PL) Accurate recording of CaseManagement data byGuardian ad Litem staff.

AD representation onReform ImplementationTeam (RIT).

Compliance withlegislation andguidance.

Identify and respond to professionalissues raised post implementation ofthe Guide to Case Management.

Management approved action planin place arising from SCG/TrainingReference/ ProfessionalDevelopment Groups.Management approved action planin place arising from Reform andImplementation Team (RIT)

March 2012 AD (PL) Involvement in regionalworking groups i.e. COAC,Law Society and RIT


Enhancement of Specific Public LawIssues relating to Practice throughengagement with Trusts via RIT.

Quarterly progress reportsapproved by the Social CareGovernance Committee

June 2011September 2011December 2011March 2012

AD (PL) Involvement with RIT Promotion ofchildren’s welfarewithin the courtprocess.

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Improve efficiency of informationexchange between the NI Courts andTribunals Service and NIGALA

Management Approved action Plancompleted on a quarterly basisbetween NIGALA and the NIC&TBs.

Court Performance Reportproduced quarterly for theNIC&TBs

March 2012

June 2011

CSM andAD(PL)

Efficient use ofResources

Promote best practice in the guardianad litem role in adoption proceedings.

A Comprehensive adoptioninformation resource implementedwithin the GCIS document library.

Adoption issues integrated withinthe management approved in-house training programme.

April 2011

June 2011

AD(Adopt)

Establishment of SpecialInterest Group onAdoption. .

Promotion ofchildren’s welfarewithin the courtprocess

Revise the protocol for the workingrelationship between Children OrderPanel solicitors and Guardians AdLitem.

Board approved protocol for theworking relationship between thechildren’s solicitor and theguardian ad litem.

June 2011 AD(Adopt)

Liaison with legalrepresentation on SCGCommittee to progressconsultation with panelsolicitors.

Promotion ofchildren’s welfarewithin the courtarena.

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Delivery of Agency’s PPI strategythrough enhancement of practice,better communication andengagement with stakeholders

Children and Young People

1. Enhancing the process forobtaining qualitative feedbackfrom children and young peoplewho have received service.

2. Promotion of appropriate vehiclesto enhance opportunities ofchildren and young people’s senseof participation in decision making

SMT approved service levelagreement with voluntaryorganisation

a) Facilitation of training andpeer discussion on means andmethods of enablingparticipation

b) Development of onlineresources to assist withchildren’s participation andprovision of feedback in liaisonwith ‘Viewpoint ‘and VOYPIC

May 2011

March 2012

AD (SCG)

AD (SCG)

Enter into agreement withVOYPIC to facilitatequalitative interviews andobtain feedback

Engagement of Guardiansand SMT in thedevelopment and approvalof proposals



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3. Review of purpose and methods ofestablishing feedback fromchildren/young people

4. Establish consultation withchildren and young people onrelevant organisational issues

Other Stakeholders

5. Review and Revise the feedbackmechanisms in place for Judiciary and Solicitors and

HSC Trusts

SMT approved report on findingsand recommendations followingconsideration by SCG committee

Board Approved consultationscheme with young people

Board approved revised feedbackscheme for Judiciary and Solicitors

Board approved feedback schemefor HSC Trusts

October 2011

October 2011

June 2011

October 2011

AD (SCG)

AD (SCG)

AD (SCG)

Support from guardians onthe Children’s Feedbackgroup

Support from VOYPIC onproviding a young personsforum



Enhance Adoption practice byengagement with relevant regionalbodies in respect of new initiatives egFamily Care - Concurrent Planningproject; Adoption Routes “Next Steps”

SMT approved awareness trainingplan implemented and informationshared with Staff on the impact ofregional initiatives in practice

April 2011 AD(Adopt)


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project; BAAF ‘ARIS project’

Improve culturally sensitive childrepresentation of foreign nationals inadoption and public law proceedings

SMT approved Training plan forstaff on

(a) Cultural issues(b) Child trafficking

SMT approved guidance for staffon accessing translation andinterpreting services

SMT approved Database on ‘Usefullinks’

April 11

May 2011

May 2011

AD(Adopt)


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FINANCIAL PERSPECTIVE




Prepare an action plan to meet theplanned reduction in revenueexpenditure from 2011/12 to 2014/15

Draft action plan approved by theNIGALA Board for the purposes ofcirculation to key stakeholders forconsultation.

Stakeholder consultation responsesreceived on the Draft Plan

Board approved action plan

May 2011

June 2011

September 2011

ED DHSSPS specifying thepercentage reduction infunding received up to2015

Efficient use ofresources

Preparation of an annual financial bidfor resources taking into considerationthe agreed efficiencies required underthe Cash Savings Release Scheme(CSR)

Financial Bid approved by theBoard

February 2012 CSM Negotiations with theChild Policy Unit(Sponsoring Department)


Preparation of the annual budgetbased on the annual revenue andcapital funding allocated by theDHSSPS

Budget approved by SMT and theNIGALA Board

June 2011 CSM Assistance from Ad’s,QA&T Manger andBusiness Managers


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Develop key performance indices forcase load management to ensure afair and equitable sharing of case workamong all guardian ad litem staff

Final KPIs based on the GCIS caseload approved by the Board

June 2011 CSM Review of case loadweighting system andsupporting data inputinitiatives


Ensure the dissemination ofremote/mobile working technologyfor all professional staff

Completed awareness raising,implementation and training forstaff who have signed up for accessto NIGALA’s network systems.

May 2011 CSM/AD(PL)


Ensure the Agency achieves break-even in 2011/12 and acquirescertification by the NI Audit Office

Annual Accounts approved by theBoard and NIAO.

March 2012 CSM Assistance via the ServiceLevel Agreement with BSOFinance


Review and develop the NIGALA ICTsystem to support the delivery of thecorporate objectives

Network downtime of majornetwork resources limited to nomore than 5% of available workinghours per quarterSMT approval on server efficiencyplans to include the freeing up ofstorage resources through theremoval of non-business files andinformation

May 2011

July 2011

BM(ICT/Rec)

Staff awareness achievedby disseminatinginformation through staffmeetings


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INTERNAL PROCESSES PERSPECTIVE




Revise NIGALA court report formatsfor Public Law in line with qualitystandards and efficiencies.

Board approved report format forPublic LawImplementation of report formatfor Public Law

April 2011

June 2011

AD(PL)/QS&TM

Messages from QUB taskgroup.Establishment of TaskGroupConsultation with staffand stakeholders

Delivery of a qualityservice to agreedstandards.

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Implementation of the NIGALAInformation Governance Framework

1. Achieve compliance with thedepartmental guidanceregarding data protection

2. Implementation of theNIGALA Records ManagementFile Plan on the EDRMS

SMT approval obtained on theInternal Data Protection Auditshowing substantive compliance

Approval of the Final EDRMS FilePlan by SMT

Progress Report to the InformationGovernance Committee onmanagers and administration staffaccessing and storing documentson the EDRMS with network filesand folder contents fully imported.

December 2011

September 2011

December 2011

BM(ICT/Rec)

Support from SMT toensure all staff are awareof what is required

Attendance of all relevantstaff at one-to-oneworkshops to implementtheir respective file planareas

Attendance of all relevantstaff at EDRMS trainingsessions to ensure thatstaff are skilled in this area

Compliance withlegislation andguidance

Development of an informative andcompliant corporate website tosupport communication with staff,stakeholders and users

SMT approval on the populatedstaff websiteSMT approval on the populatedCorporate Website

SMT approval on the system formaintenance of the corporate andstaff websites

May 2011

June 2011

June 2011

BM(ICT/Rec)

BM(ICT/Rec)

BM(ICT/Rec)

All required information tobe determined byInformation Manager withinput from SMT colleagues


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Ensure the annual assessment ofrelevant controls assurance standardsin preparation for review by InternalAudit

Controls assurance assessmentsapproved by the audit committeeand submitted to the DHSSPS

May 2011 CSM Business Manager inputon completion of controlsassurance questionnaires


Implementation of the Guardian CaseInformation System (GCIS)development plan which assists allstaff in the delivery of efficiency andenhanced productivity

GCIS development report approvedby SMT and the Board

June 2011 CSM Assistant Directorsassistance in deliveringrecommendations

Efficient Use ofresources

Implementation of the DataConsolidation project which involvesthe transfer of all NIGALA data andapplications to the HSC Data CentreWarehouse

Data Consolidation action planapproved by SMTEvaluation report on dataconsolidation project presented toSMT and the Board

June 2011

December 2011

CSM Support from BSO ITS Efficient Use ofresources

Enhance internal communicationthrough staff participation andengagement

SMT approved Questionnaire forstaff on the subject ofcommunication

SMT approved report andrecommendations on the review ofthe staff meeting structures

Delivery of the NIGALA quarterly

September 2011

September 2011

April 2011

CSM

AD (SCG)

CSM

Valuing staff andpromoting learning

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newsletter for all staff July 2011December 2011March 2012

Implement the NIGALA revisedequality scheme.

Board approved quarterly reports.

Board approved report on annualreview of progress submitted tothe Equality Commission.

June 11September 11December 11March 12

September 11

AD(Adopt)

Avail of assistance fromBSO equality unit andcross-reference progresson targets with nominatedSMT colleagues.


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LEARNING AND GROWTH PERSPECTIVE




Respond to the diversity challengewithin the Agency through training,learning and professional practice

Delivery of an annual training eventdevoted to the promotion ofdiversity

April 2011 QA&TManager

Training themes identifiedand prioritised within thetraining reference group


Develop policy on the achievement ofrequirements under the Specialistand/or Leadership Award for the newPQ Framework

SMT approved policy on theachievement of specificprofessionals awardsHalf Yearly Progress report to SMTon award opportunities andachievement within the guardianad litem workforce.

April 2011

June 2011

March 2012

QA&TManager

Commitment fromguardian/s to participate

Adequate financialresources in place


Provision of a comprehensiveAppraisal and Development Systemfor the Agency that meets the needsof all staff groups and supportsengagement with the Agency'sobjectives

Performance management anddevelopment policy and procedureapproved by the NIGALA Board

Personal Development Plan inplace for all staff

June 2011

September 2011

CSM

CSM



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Development and delivery of internalRecords Management training for allstaff

Approval of Records managementtraining workshop by InformationGovernance Committee/SMTCourse evaluation rated as good toexcellent by all staff

May 2011

December 2011

BM(ICT&Recs)

Input from SMT colleaguesas appropriate


Promote the health, safety and wellbeing of NIGALA staff

SMT approval of the NIGALA healthand safety bulletins prepared bythe NIGALA Health and SafetyCommitteeProgress report to SMT on theimplementation of the E-LearningApplication for Health and SafetyAnnual Risk assessment reportdelivered to SMT

December 2011

July 2011

February 2012

CSM Valuing staff andpromoting learning

Prepare an internal trainingprogramme for all staff

Training plan approved by SMTEvaluation report on trainingapproved by the NIGALA Board

May 2011March 2012

QA&TManager



Re-focus the role of ProfessionalDevelopment Groups withinprofessional practice ensuring that theprocess of self reflection, learning anddevelopment is incorporated

SMT approved professionaldevelopment group structure

June 2011 QA&TManager

Agreement of guardians tochair and minute meetings


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Facilitate and assist with the re-registration of all social work staff withthe NISCC

SMT approved report onprofessional staff re-registration toinclude verification of appropriatehours of CPD

July 2011 QA&TManager

Dependant on staffcompleting their record ofachievement within theagreed timescales

Valuing staff andpromoting learningDelivery of a qualityservice to agreedstandards

Undertake an evaluation of the jointNIGALA/QUB critical thinking project,disseminate the learning andinvestigate how any future projectmight be progressed

Board approved report on theproject recommendations andaction plan for improvement.

May 2011 QA&TManager


Dependant on the projectbeing positively evaluated


Update the Quality Standards andintegrate within the Datix RiskManagement System

Standards evidence moved intoDatix system with annual report onachievement provided to SMT

March 2012 QA&TManager

CSM

Delivery of a qualityservice to agreedstandards

Implementation of the NIGALA HumanResources Strategy taking intoconsideration recommendations madeby Investors in People and the HSCSurvey report for the Guardian adLitem Agency

Board approval of the HumanResources Strategy

Action plan agreed by SMT

June 2012

September 2012

CSM Delivery of a qualityservice to agreedstandards

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FINANCE

5.1 Financial Resources Management

Northern Ireland Guardian Ad Litem AgencyBudget Breakdown

2010-2011 2011-2012 2012-2013 2013-2014 2014-2015%

11/12CAPITALGeneral Capital 25,000 25,000 25,000 25,000 25,000 50.00GCIS Development Capital 25,000 25,000 25,000 0 0 50.00TOTAL 50,000 50,000 50,000 25,000 25,000 100.00

REVENUERent 68,000 68,000 68,000 68,000 68,000 1.86Service Charge 25,000 23,000 23,000 23,000 23,000 0.63Electricity 15,000 15,000 15,000 15,000 15,000 0.41Rates 40,500 42,500 43,308 44,130 44,969 1.17Cleaning 8,500 9,000 8,500 8,500 8,000 0.25Car Parking 30,000 25,000 20,000 18,000 16,000 0.69Postage 3,400 3,400 3,000 3,000 2,500 0.09Communications 35,000 32,000 29,000 28,000 25,000 0.88Marketing 13,000 12,000 8,000 7,000 6,000 0.33Brd Mems fees 19,400 19,400 16,478 16,478 16,478 0.53Brd Mems Expns 1,600 0 0 0 0 0.00Training 26,500 21,000 15,000 10,000 8,000 0.58Expert/legal Services 1,300 1,000 500 500 500 0.03Service Level Agreements 90,000 82,000 75,000 75,000 70,000 2.25Misc Supplies 27,000 22,000 18,000 17,000 12,000 0.60

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Recruitment&Selection 5,300 5,000 2,000 2,000 1,000 0.14Contracts, Maintenance & Equipment 50,000 45,000 38,000 35,000 33,000 1.23Legal representation 0 0 0 0 0 0.00Other fees 500 500 500 500 500 0.01Salaries 3,007,000 3,051,052 3,050,431 3,052,828 3,055,966 83.66

Travel 175,000 170,000 160,000 155,000 150,000 4.660.00

TOTAL 3,642,000 3,646,852 3,593,717 3,578,936 3,555,913 100.00

GDP Salaries 1.900%where salaryis >£21k

GDP Operational Costs 1.700%

% Breakdown 2011/12 £ %premises 91,000 2.50overheads 334,800 9.18salaries 3,051,052 83.66travel 170,000 4.66total Revenue 3,646,852 100

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5.2 Salary Breakdown

Salary Breakdown for the Financial Year 2011-2012

Total 13.3% 9.00%

41 WTE GalsActualBasic Superann Nat Ins Total Travel

Management 336,393 44,740 27,548 408,681 9,000Administration 288,186 38,329 26,225 352,740 1,100Gals 1,855,414 246,770 187,447 2,289,631 159,900

Totals 2,479,993 329,839 241,220 3,051,052 170,000

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APPENDIX 1

WORKLOAD MODEL

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A New Cases B (A+B)/2 KPI Total AbsenceTotalwd WTE Gross

MonthCases

B/F Adoption Specified CompletedCases

C/fAvrLive

CaseNoper

WTE WTE's Sick Annual Maternity /mnth Cover WTE'sApril 403 10 29 44 398 400.50 12.00 33.38 24 73 22 22 5.41 38.78May 398 14 37 40 409 403.50 12.00 33.63 55 45 21 21 5.76 39.39June 409 8 32 58 391 400.00 12.00 33.33 45 47 22 22 5.18 38.52July 391 9 35 36 399 395.00 12.00 32.92 49 160 22 22 10.50 43.42August 399 3 39 28 413 406.00 12.00 33.83 47 153 22 22 10.09 43.92September 413 8 37 54 404 408.50 12.00 34.04 46 91 22 22 7.23 41.27October 404 8 26 47 391 397.50 12.00 33.13 48 86 21 21 7.38 40.51November 391 15 42 47 401 396.00 12.00 33.00 45 73 22 22 6.36 39.36December 401 5 41 40 407 404.00 12.00 33.67 68 159 20 20 12.35 46.02January 407 6 43 28 428 417.50 12.00 34.79 28 36 22 21 4.10 38.89February 428 13 27 30 438 433.00 12.00 36.08 26 42 20 21 4.19 40.27March 438 15 38 37 454 446.00 12.00 37.17 25 67 21 23 4.91 42.08

454114 426 489 506 1032 257 21.58 6.96

Total cases 540Average No ofWTE's Required 41.04

NIGALA Business Plan 2011-2012 is closely aligned with NIGALA ˇs Corporate Plan1 for 2010-2013...

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