Examples of Organisational Objectives

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1 Examples of Organisational Objectives 1. Essex Policing Plan 1999/2000 Organisational Objectives Boundary Changes In June 1998, the Home Secretary decided to change the boundaries of Essex Police, which will be enlarged to take in Chigwell, Buckhurst Hill, Loughton, Waltham Abbey and Debden. The target date for these changes is 1st April 2000, which coincides with the creation of the London Police Authority. A project team is working closely with the Metropolitan Police to ensure the smooth handover of the area. The Millennium We are preparing for an increased workload during the 'Year 2000' celebrations. Potential failure of computer systems which cannot cope with the date change, and the large number of events organised, may create heavy demands on the police. All police leave has been cancelled during the period and contingency plans have been drawn up so that the deployment of resources can be effectively managed. We have also prepared an audit of our own IT systems with particular emphasis on network and radio communication. This testing strategy has been based on accredited standards. The Essex Police internet site has full details of preparations for the millennium. Best Value Strategy We are committed to maintaining tight control over expenditure and are set to achieve real savings through increased efficiency, without adversely affecting operational capability. Therefore, best value will underpin every area of activity. We will challenge traditional ways of providing services; compare performance against other similar forces as well as our own targets, and use competition to ensure support services are delivered in a cost effective manner. Policing Rural Essex New community policing teams are being introduced across the rural sections of Essex to improve community safety in the countryside. Following an extensive review of the existing detached beat system, and a three-month period of public consultation, the new teams will become operational at the end of April The community policing teams maintain the strong links forged by having a nominated officer for each area, reinforced by back up and support from the rest of the team when this officer is unavailable. Based at section stations within their area, the teams will work with the community to identify and deliver crime reduction measures and solutions to community safety problems. TMPL Consultants copyright exists in all documents 2008 Page 1

2 Youth Offending Teams In support of the Government's intention to reduce youth crime, Essex Police remains fully committed to tackling these problems through the implementation of Youth Offending Teams. Throughout 1999 we shall be working with partner groups to establish, across Essex, a total of six such teams which are to be fully operational by 1st April 2000, in line with the Government's requirement. By providing a multi-agency approach, Youth Offending Teams will offer services, assessment and support to those actively involved in crime and anti-social behaviour. The coming year will provide the opportunity to develop best practice in programmes which will be designed to prevent children and young people from future offending. 2. Hyndburn and Ribble Valley Primary Care NHS Trust Organisational objectives for 2002/03 To appoint to key positions and establish and organisational structure with clear roles and responsibilities To establish the Professional Executive Committee (PEC) and arrangements for clinical advice and leadership To confirm the respective responsibilities of the PCT Board, PEC and Management Team To establish a full range of Board and PEC sub-committee's, confirming individual areas of responsibility To produce and implement an organisational strategy To confirm the guiding vales and mission of the newly-established PCT To produce a communications strategy for the PCT, facilitating staff and public involvement To establish and maintain means for public engagement and influence at a locality level To establish and maintain effective and respected formal consultation and negotiation arrangements between management and staff representatives on human resources issues To harmonise terms and conditions of service across staff groups who have transferred into the PCT from different sources To establish and maintain efficient processes for the remuneration and other forms of support to general practice To provide a range of support to promote the delivery and development of general practice and the effective functioning of independent practitioners To establish and maintain arrangements for effective clinical governance and risk management To host agency functions as agreed for all East Lancashire PCT's and ensure that agency services are provided in an efficient and effective manner TMPL Consultants copyright exists in all documents 2008 Page 2

3 To host the specialist services commissioning function for all Cumbria and Lancashire PCT's and promote the application of a consistent, co-ordinated approach to investment in specialist services and the appropriate development of such services To host the Health Protection function for all Cumbria and Lancashire PCT's and ensure the effective supply of Health Protection public health services in support of the PCT's 3. Black Communities Aids Team Organisational Objectives develop models of prevention tailored to different Black Communities, taking into account their gender, sexual orientation, religious and cultural beliefs. develop appropriate needs assessment, training and consultancy services for Community Organisations, Healthcare, Service Users and the wider Commercial, Independent and Local Authority sector(s). raise public awareness of HIV/Sexual Health issues through Campaigning, Training, Advocacy, Community Development, provision of information and needs assessment. raising our profile, drawing on local, regional and national service developments and research. strengthening our infrastructure and internal policies. continue improving strategic, business and work planning processes. identifying training needs and undertaking support, appraisal and development of staff, volunteers and Management Committee. developing healthy alliances and undertaking joint work with other appropriate providers in support, care and prevention 4. Australian Association of Occupational Therapists Organisational Objectives The Association's objectives are to: Develop and maintain OT AUSTRALIA as an organisation able to deliver efficient and effective services for members and the profession; Achieve and maintain a high level of awareness, understanding and use of occupational therapists' services by governments, employers and the wider community; Develop and promote a standard of excellence in occupational therapy practice (research, academic and clinical); Develop an educated and professional occupational therapy community; Develop the philosophical, theoretical and practical foundations of the science and art of occupational therapy. 5. Commonwealth Association of Museums Awareness, understanding and action will be promoted: TMPL Consultants copyright exists in all documents 2008 Page 3

4 1. by networking with related NGOs 2. by promoting professional debate at regional, national and international museum fora 3. by encouraging critical reviews of exhibits and activities for publications worldwide, focusing on issues relating to peace, democracy and good governance 4. by addressing the governments of the Commonwealth on issues of peace, democracy and good governance as they affect museums, using written and exhibit forms CAM will place a priority on a programme to celebrate the UN International Year for the Culture of Peace (2000) and encourage museums to involve themselves in that celebration CAM will explore the possibility of facilitating an international interpretive exhibition on peace and democracy issues for the year 2000, which will travel in the Commonwealth CAM will explore the possibility of facilitating several museum exhibits and programmes at the regional or national level on peace, democracy or good governance and sharing the results. The best means of disseminating information and gathering data on the level of awareness within the Commonwealth museums about peace, democracy and governance issues will be investigated including the extent to which museums institutional structures and programmes address these issues CAM will make specific information available through its Bulletin and by other means, e.g. publications, internet, regarding guidelines for good practice and examples of museum exhibits, programmes and projects relating to peace, democracy and good governance Museum training institutions and other appropriate museum professionals bodies will be encouraged to identify the knowledge and skills required from external sources and by museum staff to address peace and democracy issues in museum operations and programmes, and to include appropriate training opportunities within the Commonwealth museum community. CAM will work with related organisations to examine the best ways of monitoring locations of conflict and threat to cultural and natural heritage, of assisting in the protection of heritage in danger, and of assisting museums and museum staff in times of conflict and disaster. Working with other related organisations and institutions, CAM will propose a Museum Summit, within the years , in the Commonwealth to develop a new collective vision and a new mission, and to evolve practical strategies, and to take positive action to meet the challenges of peace, democracy and good governance and its distinct issues in the Millennium. In pursuit of this vision and objectives, we call on all Commonwealth museums, other colleagues and partners, national and international organisations to join CAM in implementing these principles through action and; We therefore invite the Secretary General of the Commonwealth, the Director General of UNESCO and other humanitarian and development organisations to assist and work with the Commonwealth Association of Museums in the realization of these goals. TMPL Consultants copyright exists in all documents 2008 Page 4

5 6. Resource Resource is a Non-Departmental Public Body sponsored by the Department for Culture, Media and Sport. Its vision is: Museums, archives and libraries belong at the very heart of people s lives; contributing to their enjoyment and inspiration, cultural values, learning potential, economic prosperity and social equity. Its key organisational objectives are to: Provide strategic leadership and promote changes; Act as an authoritative advocate and champion for the sector; and Advise on best practice and the delivery of specific objectives. 7. University of Cambridge Student Community Action Our organisational objectives: to provide equal opportunities for all students to become involved in the organisation's activities to provide a variety of volunteering opportunities to students by running a variety of projects to provide opportunities for students to become involved in the management of the organisation and its projects to allow client groups opportunities to guide the organisation towards providing the services that they require to work in partnership with other organisations 8. Office of the Deputy Prime Minister Objective I: Work with the full range of Government Departments and policies to raise the levels of social inclusion, neighbourhood renewal and regional prosperity. 1. Promote better policy integration nationally, regionally and locally; in particular to work with departments to help them meet their PSA floor targets for neighbourhood renewal and social inclusion. 2. Make sustainable improvements in the economic performance of all English regions and over the long term reduce the persistent gap in growth rates between the regions, defining measures to improve performance and reporting progress against these measures by Joint target with HM Treasury and DTI. Objective II: Provide for effective devolved decision making within a framework of national targets and policies. Provide the opportunity by the end of this Parliament for a referendum on regional government in regions where there is a demand for it. improve delivery and value for money of local services by: TMPL Consultants copyright exists in all documents 2008 Page 5

6 Objective III: introducing comprehensive performance assessments and action plans, and securing a progressive improvement in authorities' scores; overall annual improvements in cost effectiveness of 2% or more; and assisting local government to achieve 100% capability in electronic delivery of priority services by 2005, in ways that customers will use. Deliver effective programmes to help raise the quality of life for all in urban areas and other communities. Achieve a better balance between housing availability and the demand for housing in all English regions while protecting valuable countryside around our towns, cities and in the greenbelt - and the sustainability of existing towns and cities - through specific measures to be set out in the Service Delivery Agreement. All local planning authorities to complete local development frameworks by 2006 and to perform at or above best value targets for development control by 2006 with interim milestones to be agreed in the Service Delivery Agreement. The Department to deal with called in cases and recovered appeals in accordance with statutory targets. By 2010, bring all social housing into decent condition with most of this improvement taking place in deprived areas, and increase the proportion of private housing in decent condition occupied by vulnerable groups. 9. Graeae Theatre Company 2008 Graeae s Vision To create a new dramatic language that demolishes the barriers to the performance and appreciation of theatre. Graeae s Mission To produce trailblazing, world-class theatre placing D/deaf and disabled people centre stage, challenging assumptions through a high quality, dynamic and diverse artistic programme. Strategic aims Our four strategic aims for the life of this business plan are: World-class theatre: creating and touring high quality, high impact theatre that is unmistakably Graeae s, providing a platform for the skill, vision and excellence of disabled artists Training and education: creating a programme of inclusive training and education activities which engages, inspires and nurtures emerging and professional disabled artists Championing accessibility: creating, operating, supporting and advising on accessible environments and practice Excellence in governance: to develop excellent governance across the company through the development of robust policy, procedures and practice. TMPL Consultants copyright exists in all documents 2008 Page 6

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