Annual Performance Plan 2009-10 - Amazon Web …fs-fileshare-eu.s3.amazonaws.com/corby/imported... · Comprehensive Performance Assessment 2008 page 7 ... tasks and resources ...

AnnualPerformance Plan

2009/10

ContentsIntroduction page 3

Organisational structure page 4

Planning for the future page 5

An inspector calls; what they said about us:Comprehensive Performance Assessment 2008 page 7

Performance management approach page 9

Data quality page 12

National performance indicator outturns 2008/09 page 13

• Culture and Leisure

• Customer First

• Environmental Quality

• Financial Services

• Neighbourhood Pride

• Regeneration and Growth

Further information page 24

2

IntroductionThis document summarises Corby Borough Council's achievements through 2008/09 and details our performance against targets and standards set within eachof the Council's service areas.

The Plan is written to ensure that our residents, elected members and staff are fully informed about what has been achieved and the challenges for the future inachieving our ambitious One Corby agenda. As well as describing our progress against our strategic objectives and improvement plans, it outlines what we aredoing to build a bigger, better, brighter Corby.

The performance plan covers:

• How the Council operates;

• Current inspection ratings;

• How we are performing compared to other authorities.

The Annual Performance Plan is an important document for achieving and monitoring continuous improvement in services. It indicates how we are takingperformance and value for money seriously and details our arrangements for addressing the improvements required.

The Annual Performance Plan should be read in conjunction with our Corporate Plan "One Corby" which sets out our priorities for the future under six keyheadings; Regeneration and Growth, Climate Change and Environment, Economic Development, Jobs and Skills, Safer, Stronger Communities, Health and Well-Being and Customer First. These are not just priorities on paper; we will put money, staff and energy into them to make sure things happen.

Feedback

Please read through this document, and let us know your comments or opinions by e-mailing [email protected]

3

Management Structure

Corby Borough Council employs approximately420 staff and has a Core Management Team,which includes the Chief Executive, twoCorporate Directors and is supported by anAssistant Chief Executive. In addition, theAuthority has a number of Heads of Service whoare responsible for delivering on the strategicdirection of the Council and the management andcoordination of day to day activities.

Forums and Working Groups

A number of forums and working groups exist toensure that information and learning is sharedacross the Council, maximising available capacityand promoting joined up working. Examples areas follows:

• Leader / Chief Executive Workshopsenable staff to discuss key corporate issueswith the leadership of the Authority.

• Middle Managers Forummeet on a bi-monthly basis to discuss currentcorporate and service led projects.

• Bi-Monthly Leadership Forumpermits the Core Management Team to meetwith Middle Managers and explore innovative

ideas and engage on corporate and strategicthinking.

• Strategic Management Team Meetingsheld weekly with the Core Management Teamto discuss and progress corporate issues.

• The Purchasing Gateway Groupprovides procurement and contract advice toofficers with spending approval.

• The Asset Management Groupin place to ensure capital assets are used totheir full potential and maximum use.

Political Composition

Corby Borough Council has 29 Elected Membersrepresenting the community, all of whom sit onFull Council. They represent fifteen Wardsgeographically distributed throughout theBorough; and are made up of:

• 16 Labour Councillors

• 8 Conservative Councillors

• 5 Liberal Democrat Councillors

Councillor's roles and responsibilities are set outin the constitution and an Elected Member /Officer protocol also exists to reinforce these.

Lead Members

To promote and enhance service delivery, theauthority also has "Lead" Members who areresponsible for each of the six themes of theCorporate Plan; each Lead Member hascorporate objectives along with their ownindividual priorities, which they deliver on.

Decision Making Structure

The Council operates a streamlined Committeesystem based on one principal committee, theOne Corby Policy Committee supported by anOverview and Scrutiny Panel and an Audit andGovernance Committee.

The purpose of the Overview and Scrutiny Panelis to assist with policy development, ensureopenness and transparency, monitorperformance, ensure there is effectiveconsultation and enhance the Council's servicedelivery. The Panel has the ability to hold the OneCorby Policy Committee to account. There arealso four other permanent committees, theDevelopment Control Committee, Licensing andRegulation Committee, Standards Committee andthe Local Plan Committee.

4

Organisational structure

The golden thread indicates how all CorbyBorough Council's plans are linked to ensure theCouncil focuses on delivering the aims andaspirations set by local residents andstakeholders.

1. Employee Development Scheme (EDS)

Employee appraisals are undertaken each year toensure staff are aware of how their role linkswithin the objectives of the Service Plans and toidentify competency levels for the followingthemes:

• Communication

• Customer Service

• Problem Solving

• Delivery of Work

• Teamwork

• Corporate Awareness

Personal development plans are then producedfrom the appraisal to ensure that any learningneeds are identified and addressed to allow foremployee development.

5

Planning for the future

Per

form

ance

Pla

n

‘One Corby’The Corporate Plan

Service Plans

EmployeeDevelopment Scheme

Community Plan

Service Delivery -meeting the needs and

expectations of thecommunity

Section 3 summarises thetasks and resourcesrequired to achieve thetargets set and allocatestimescales for achievingthese

Section 4 identifies andprioritises the risks thatmay affect the service areain achieving the objectivesset down in the serviceplan

Section 5 allows eachservice area to analyseperformance and forwardplan to ensure continuousimprovement is achieved

3. One Corby - CorporatePlan (2008 - 2013)

One Corby is our strategyto regenerate Corby,provide top class facilitiesand infrastructure andservices that rank with thevery best in the country.

The Corporate Plan setsout how the Council aimsto achieve this and whatthe main high level

priorities are for theCouncil to deliver on inorder to help deliver theobjectives of theCommunity Strategy.

To ensure serviceimprovement is beingachieved and to monitorthe progress of the key"One Corby" prioritiescontained in the CorporatePlan, a performance reportis produced on a quarterlybasis which is monitoredby Elected Members.

This report highlightsperformance trends of allkey national performanceindicators and progressagainst the key corporatepriorities as detailed withinthe Corporate Plan. This isreported to the StrategicManagement Team,Overview and ScrutinyPanel and the One CorbyPolicy Committee.

The Corporate Plan issupported by a MediumTerm Financial Strategy toensure financial resources

are available to deliver thepriorities specified.

4. Community Strategy -More in Corby (2008 -2013)

Corby Local StrategicPartnership (LSP) wasformed in 2002 andproduced its currentCommunity Strategy, Morein Corby, in 2008. "More inCorby" was written as afive-year strategy (2008 -2013) outlining what thecommunity wants inrespect of the Borough. Itwas developed throughconsultation with localpeople and sets out howwe will work with partners(including police, localgovernment and publichealth bodies plus thevoluntary, business andcommunity sectors) as partof a Local StrategicPartnership to achieve thecommunity's main aimsand expectations.

A countywide three-yearLocal Area Agreement

6

(LAA) forNorthamptonshire wasagreed and signed off byGovernment in April 2006.The local and nationaltargets and fundingstreams for the Local AreaAgreement are divided intoseven themes as outlinedbelow:

• Stronger, Empoweredand CohesiveCommunities

• Building SaferCommunities

• Improved Life Chancesfor Children

• Improved Adult Healthand Well Being

• A Stronger LocalEconomy

• ImprovedEnvironmentalSustainability

• Tackling Exclusion andPromoting Equalities

2. Service Plans

Service Plans areproduced by each servicearea within the Council andare used to detail howobjectives will be achievedand assist in the delivery ofCouncil wide andcommunity objectives.

Corby Borough Council'sCorporate Plan 2008 -2013, highlights what weintend to achieve. Eachservice area will outlinehow they intend to meetthese objectives throughthe submission of a three-year service plan.

The service plans aredivided in to five keysections as follows:

Section 1 details five keytargets for the service areato achieve within theforthcoming three years.

Section 2 highlights howthe objectives link in to theOne Corby agenda and theCommunity Strategy

1. Corporate Priorities and Leadership

• Leadership, particularly from the Leader andChief Executive of the Council, is strong andcontributes to a positive culture in the Council,and this is driving improvements.

• The Council is managing its capacity to deliverits corporate vision and priorities well.

• Sound strategies support the delivery of thepriorities.

• The Council uses service standards tocommunicate effectively the quality of servicesthat the public can expect.

• Councillor capacity is variable and overviewand scrutiny is not delivering a consistentchallenge.

• Investments in capacity have supported thedelivery of priorities effectively.

• Investments in both people and technology areincreasing the capacity of the Council to deliverits corporate priorities.

• Decision-making is now clearer with roles andresponsibilities better defined.

• Effective leadership is ensuring that ambitionsaddress not only short and medium termimprovements but also deliver a vision for thelong-term future of Corby.

• A strategic approach to ensuring that equalitiesare integral to the delivery of priorities is not inplace.

• The Council has developed priorities tounderpin its vision and ambitions well, (which)are based on extensive consultation andneeds analysis; they accurately reflect what isimportant to the public.

• Priorities have been extended appropriately toreflect local issues with health and the nationalprioritisation of climate change.

• Staff own the priorities and these form aconsistent theme in service planning anddelivery both within the Council and across itspartnerships.

2. Performance Management

• Over the last three years, there have beensignificant improvements in many areas ofservice quality and performance.

• Performance management is adequate (and)has been improved since the last assessment.

• Whilst performance systems are improving,inconsistencies in the way they are appliedremain and some aspects of performancemanagement are yet to be developed.

• Effective performance systems are enablingboth councillors and officers to keep abreast ofperformance and drive performanceimprovement.

• Performance systems have been improvedalthough these continue to require furtherdevelopment.

• Services are generally improving throughinvestment and restructuring of teams to focuson neighbourhoods.

• Improvements are often from a very low base

7

An inspector calls; what they said about us:Comprehensive Performance Assessment 2008

and performance in some key areas such ascrime remains low when compared to othercouncils [and] the Council is not consistentlyachieving its own targets.

• The Council is managing waste moreeffectively and keeping the streets cleaner[and] it is taking positive action to reduce itsown environmental impact.

• The Council is improving the quality of itsservices, particularly in priority areas, well.

• Learning is contributing to performanceimprovement in the Council.

3. Partnership Working

• Partnership working is strong and increasingcapacity to deliver community and corporateobjectives.

• The Local Strategic Partnership's ambitions forthe Borough are clear and challenging todeliver a major transformation for Corby.

• The Council and its partners are taking positiveand effective action to improve the health oflocal residents.

4. Ability to Demonstrate Value for Money

• Financial management is good, as is progressin delivering an extensive capital programme.

• Value for money is adequate and improving.

• The Council invests effectively in priority areas.

Recommendations for the future included:

The Council should ensure that it knows that, andcan show that, it is meeting the needs and

aspirations of all of the diverse communities inCorby by:

• monitoring outcomes for individual groups;

• implementing robust plans to address areas ofunder-performance; and

• embedding equalities as an integral part ofcorporate and service planning and delivery.

The Council should ensure that comprehensiveperformance management is fully embedded bothinternally and across its partnerships and that it iseffectively driving the challenging improvementsplanned for Corby.

The Council should ensure that sufficient capacityis available for the delivery of future plans throughsuccession planning and the development of astrategic approach to workforce and councillordevelopment.

8

Corby Borough Council has made sustained progress sinceits corporate assessment in 2004 when it was judged to be

‘weak’. It is now rated as ‘good’.

Performance management approachAlong with reporting and monitoring performance on a regular basis there is also a need to have in place an effective performance management culture to ensurethat we constantly strive for continuous improvement.

Roles and responsibilities of each Officer and Elected Member within the Council in relation to Performance Management are shown in the table below:

9

PLANNING MONITORING MANAGING PERFORMANCE

ELECTED MEMBERS Set policy, priorities and improvementtargets Monitor corporate performance Provide scrutiny and challenge

CORE MANAGEMENT TEAM / HEADSOF SERVICE / STRATEGIC

MANAGEMENT TEAM MEETINGS

Strategy and project development

Set targets

Monitor corporate and serviceperformance

Remove barriers to achievement

Re-allocate resources if required

HEADS OF SERVICE ANDMANAGERS

Set team and individual targets andobjectives / actions

Report and monitor service performanceindicators and achievement of

objectives, in line with corporatedeadlines and standards

Identify and address issues, manageperformance, achieve

ALL STAFF Understand targets and own role Receive feedback Respond to feedback, perform

ASSISTANT CHIEF EXECUTIVE’SDEPARTMENT

Ensure consistency of approach

Provide support

Ensure compliance with framework

Quality Control

Provide support and training

Coordinate Hotspot Teams

10

Our Performance Management Framework is set out below and shows how we monitor and take action on areas of poor performance.

One CorbyPlanning

FrameworkPerformanceMatters PI’s

Service PlanAll PI’s

Service PlanAction Plan

ONE CORBY VISION

EDS Action Plans& Targets

External Drivers

Community Strategy

Corporate LevelStatutory

Plans / StrategiesImprovement Plans

Service Level

Individuals

Monitoring and Management

Officers Members

CMT / HoS OCPC CommitteeExceptions Performance

Monthly Update

CMT / HoS Monthly CouncilHot Spot Teams Each Meeting

Management Meetings / Performance Clinics

Monthly

Scrutiny Panels(Basket of PIs)

One to Ones

Planning and Target Setting

Our reporting format enables both ElectedMembers and the Core Management Team tomonitor and review national performanceindicators, local performance indicators andprogress against key corporate priorities. This is akey exercise to help measure the rate of progressin achieving our corporate priorities and targets.

The Overview and Scrutiny Panel plays an activerole in monitoring performance to ensurecontinuous improvement is being achieved. Thereport is a standing item on the agenda andHeads of Service attend on a cyclical basis to givea presentation on performance of their serviceareas. This provides Elected Members with theopportunity to drill down, in more detail, on keyissues of interest to them.

All service areas hold monthly PerformanceClinics, chaired by the Head of Service andattended by departmental management teamsand staff with responsibility for performance. The

clinics allow service areas to monitor direction oftravel and discuss corrective action to be taken incases of adverse performance.

Why we have performance indicators?

Each year the Council is required to collect anumber of national performance indicators tomeasure how services are being delivered to thelocal community. Therefore, to be able to monitorservice provision and respond appropriately toactual performance, each service area reports ona set of performance indicators.

Performance indicators provide key informationon:

• The levels of service being provided;

• How well the Council is performing against itsaims and priorities;

• Whether expectations and set standards arebeing achieved;

• The effect on service delivery of any changeswe make;

• The cost of services, to enable us to improvevalue for money and maximise oureffectiveness and efficiency

Performance indicators provide a form ofaccountability to the local community to show howwell services are performing and are always oneof the main factors by which the AuditCommission judges the performance of theCouncil.

In addition to national performance indicators, theCouncil also collects a number of indicators on alocal basis, which are developed internally andare used to monitor performance in areas whichare key to our local priorities.

11

Managing performance effectively is key to improvingservice provision for the residents and businesses of Corby.

Data qualityThe purpose of Data Quality is to encourage the improvement of data used for decision making. The Council should have information that is fit for purpose withwhich to manage services and account for performance. As increasing reliance is placed on performance information in performance management andassessment regimes, the need to demonstrate that the underlying data is reliable has become more critical.

There are six key characteristics of good quality data:

• Accuracy Data should be sufficiently accurate for their intended purposes, representing clearly and in enough detail the interaction provided at the pointof activity.

• Validity Data should be recorded and used in compliance with relevant requirements, including the correct application of any rules or definitions.

• Reliability Data should reflect stable and consistent data collection processes across collection points and over time, whether using manual or computerbased systems, or a combination.

• Timeliness Data should be captured as quickly as possible after the event or activity and must be available for the intended use within a reasonable timeperiod.

• Relevance Data captured should be relevant to the purposes for which they are used.

• Completeness Data requirements should be clearly specified based on the information needs of the body and data collection processes matched to theserequirements.

To ensure data quality is maintained throughout the outturn process, the year-end outturn paperwork has been created electronically, highlighting areas whichneed completion, defaulting data to the correct number of decimal places and removing the requirement to calculate the variances manually, although currentguidance states all automatic calculations should be double checked for accuracy.

12

The Council has built upon areas of good practice and takenpositive action to address issues identified in the previous

corporate assessment.

National performance indicator outturns 2008/09

13

CULTURE AND LEISURE

What are we measuring? Historical Performance Comparative Data* Current Outturn

Performance Indicator Description

NI 8 Adult participation in sportand active recreation Annual Higher is

better N/A 19.7% 19.9% 22.1% 24.0% 20.7% 20.8%

NI 11 Engagement in the arts Annual Higher isbetter N/A N/A 38.6% 44.6% 49.7% 0.0% 44.8%

NI 57Children and young

people’s participation inhigh-quality PE and sport

Annual Higher isbetter N/A N/A No data No data No data 85% 92%

NI 110Young people’s

participation in positiveactivities

Annual Higher isbetter N/A N/A 65% 69% 73% 0% 62%

NI 119Self-reported measure of

people’s overall healthand well-being

Biennial Higher isbetter N/A N/A 72.7% 75.9% 79.2% PS** 68.4%

CollectionInterval Polarity Outturn

2006/07Outturn2007/08

BottomQuartile2008/09

Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

14

CUSTOMER FIRST



NI 14 Reducing avoidablecontact Annual Lower is

better N/A N/A 28.6% 20.8% 12.9% 50.0% 22.9%

NI 140 Fair treatment by localservices Biennial Higher is

better N/A N/A 66.7% 71.1% 75.6% N/A 69.8%

NI 189 Flood and coastal erosionrisk management Annual Higher is

better N/A N/A 100% 100% 100% N/A 100%


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

15

ENVIRONMENTAL QUALITY



NI 123 Stopping smoking Quarterly Higher isbetter N/A N/A 155 196 236 796 1,038

NI 182Satisfaction of business

with local authorityregulatory services

Monthly Higher isbetter N/A N/A No data No data No data 75% 80%

NI 184

Food establishments inthe area which are broadly

compliant with foodhygiene law

Monthly Higher isbetter N/A N/A No data No data No data 90 94

NI 185 CO2 reduction from localauthority operations Annual Lower is

better N/A N/A No data No data No data N/A N/A

NI 186per capita reduction in

CO2 emissions in the LAarea

Monthly Higher isbetter N/A N/A 0.8% 1.3% 1.7% N/A N/A

NI 187 Tackling fuel poverty Monthly Lower isbetter N/A N/A 14% 10% 7% 5% 3%


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

16




NI 188 Planning to Adapt toClimate Change Annual Higher is

better N/A N/A 0 1 1 1 1

NI 191 Residual household wasteper household Monthly Lower is

better N/A N/A 661 Kg 587 Kg 512 Kg 576 Kg 557 Kg

NI 192% of household waste

sent for reuse, recyclingand composting

Monthly Higher isbetter N/A N/A 29.91% 37.15% 43.18% 42.00% 41.33%

NI 194 a Air quality: Annual %primary PM reduction Annual Lower is

better N/A N/A No data No data No data 2.0% 0.0%

NI 194 b Air quality: Annual % NOxreduction Annual Lower is


NI 194 c Air quality: Total primaryPM tonnes Annual Lower is



2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

17




NI 194 d Air quality: Total NOxtonnes Annual Lower is


NI 195 aImproved street and

environmental cleanliness(litter)

Triannual Lower isbetter 5% 3% 8% 6% 3% 2% 1%

NI 95 bImproved street and

environmental cleanliness(detritus)


NI 195 cImproved street and

environmental cleanliness(graffiti)


NI 195 dImproved street and

environmental cleanliness(fly-posting)


NI 196Improved street and

environmental cleanliness- fly tipping

Annual Lower isbetter N/A Not

EffectiveNot

EffectiveNot

Effective Effective VeryEffective

VeryEffective


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

18

FINANCIAL SERVICES



NI 179 Value for money Biannual Higher isbetter N/A N/A £657 £3,693 £6,729 £1,462 £1,492

NI 180

The total number ofcircumstances which

affect customers’ HB /CTB benefit entitlement

within the year

Monthly Higher isbetter N/A N/A 965.1 1,167.3 1,369.6 1,500.0 1,320.0

NI 181Time taken to process HB/ CTB benefit new claims

and change eventsMonthly Lower is

better N/A N/A No data No data No data 12.0 days 11.8 days


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

19

NEIGHBOURHOOD PRIDE



NI 1

% of people who believepeople from different

backgrounds get on welltogether in their local area


NI 2% of people who feel they

belong to theirneighbourhood


NI 3 Civic participation in thelocal area Biennial Higher is

better N/A N/A 12.0% 13.9% 15.8% PS** 11.9%

NI 4% of people who feel theycan influence decisions in

their localityBiennial Higher is

better N/A N/A 26.6% 29.1% 31.7% PS** 32.9%

NI 5 Overall / generalsatisfaction with local area Biennial Higher is

better N/A N/A 72.1% 78.2% 84.4% PS** 76.9%

NI 6 Participation in regularvolunteering Biennial Higher is

better N/A N/A 19.7% 22.1% 24.6% PS** 19.5%


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

20

NEIGHBOURHOOD PRIDE



NI 17 Perceptions of anti-socialbehaviour Biennial Higher is

better N/A N/A 26.9% 21.3% 15.8% PS** 24.9%

NI 21

Dealing with localconcerns about anti-social

behaviour and crimeissues by the local Council

and Police


NI 22

Perceptions of parentstaking responsibility forthe behaviour of theirchildren in the area


NI 23

Perceptions that people inthe area treat one another

with respect andconsideration.


NI 27

Understanding of localconcerns about anti-social

behaviour and crimeissues by the local Council

and Police



2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

21

NEIGHBOURHOOD PRIDE



NI 37Awareness of civil

protection arrangementsin the local area


NI 41Perceptions of drunk orrowdy behaviour as a

problemBiennial Lower is

better N/A N/A 35.4% 30.6% 25.8% PS** 32.7%

NI 42 Perceptions of drug use ordrug dealing as a problem Biennial Lower is

better N/A N/A 39.1% 31.8% 24.5% PS** 29.4%

NI 138Satisfaction of people over

65 with both home andneighbourhood


NI 139

The extent to which olderpeople receive the support

they need to liveindependently at home



2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

NI 35 Building resilience toviolent extremism Annual Higher is

better N/A N/A No data No data No data 1 1

22

NEIGHBOURHOOD PRIDE



NI 158 Percentage of non-decentCouncil homes Monthly Lower is

better 17.6% 13.3% 32.7% 19.3% 5.8% 5.0% 7.5%

NI 156Number of households

living in temporaryaccommodation

Quarterly Lower isbetter 13 10 78 45 13 15 5

NI 160Local authority tenants’

satisfaction with landlordservices

Annual Higher isbetter N/A N/A No data No data No data 81.00% 77.20%


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

23

REGENERATION AND GROWTH



NI 154 Net additional homesprovided Monthly Higher is

better 44 14 274 484 695 680 476

NI 155 Number of affordablehomes delivered (gross) Annual Higher is

better N/A N/A 50 138 225 136 114

NI 157 aProcessing of planning

applications: majorapplications

Monthly Higher isbetter 77.50% 76.08% 60.00% 74.44% 88.89% 78.00% 68.91%

NI 157 bProcessing of planning

applications: minorapplications


NI 157 cProcessing of planning

applications: otherapplications


NI 159 Supply of ready todevelop housing sites Annual Higher is



2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

24

REGENERATION AND GROWTH



NI 197 Improved localbiodiversity Annual Higher is

better N/A N/A 21% 32% 44% 1% 17%


2006/07Outturn2007/08


Average2008/09

TopQuartile2008/09

Target2008/09

Outturn2008/09

*Comparative data will be entered once the quartile results have been published.

**Target 2008/09 data marked PS relates to indicators collected through the biennial Place Survey, outturn data at both County and Borough level will be used asa baseline to agree targets against Place Survey indicators going forward.

Further informationIf you have any questions, or would like any further information about Corby Borough Council's performance, please contact:

Chris Everett (Performance and Partnership Officer)Corby Borough CouncilFirst Floor, Deene HouseNew Post Office SquareCorbyNorthamptonshire NN17 1GD

Tel: 01536 46 4685E-mail: [email protected]: www.corby.gov.uk

Annual Performance Plan 2009-10 - Amazon Web …fs-fileshare-eu.s3.amazonaws.com/corby/imported... · Comprehensive Performance Assessment 2008 page 7 ... tasks and resources ...

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