DEVELOPMENT AND nEIGHBOURHOOD SERVICES

DEVELOPMENT AND NEIGHBOURHOOD SERVICES

PERFORMANCE AND BUSINESS SERVICES DIVISION

SERVICE IMPROVEMENT PLAN

2007/08 – 2009/10

Performance and Business Services Service Improvement Plan

CONTENTSPage

Foreword 2

Section 1 Core Purpose and Service Context 4

Background to the Performance and Business Services DivisionBusiness Units Chart Performance and Business Services’ Vision and Strategic ObjectivesLinks to Community StrategyKey Achievements 2006/07

Section 2 Changes, Improvements and Priorities 8

LegislationBest ValueComprehensive Performance Assessment (CPA) and Comprehensive Area Assessment (CAA)Programme/Project ManagementPerformance Management and Data QualityE-Government / ICT DevelopmentOrganisational and Service ObjectivesResourcesSingle StatusBusiness Units

Section 3 Action Plan 2007/08 – 2009/10 11

Section 4 Performance Indicators 2007/08 – 2009/10 27

Section 5 Medium Term Financial Plan 2007/08 – 2009/10 29

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Foreword

Vision

The Council in partnership with Stockton Renaissance and our local communities has a vision of “promoting achievement and tackling disadvantage”. This core theme has been our consistent focus over the last ten years and aims to remove barriers that prevent many of the people in the Borough participating in a culture of achievement.

Promoting achievement and tackling disadvantage underpins our three part vision for the Borough:

Stockton-on-Tees driving economic renaissance at the heart of a vibrant Tees Valley city region

An enhanced quality of place, including renewed town centres and improved local neighbourhoods

Enhanced well being and achievement for all adults, children and young people.

Delivering this vision

Stockton Renaissance and the Council aim to deliver this vision by focusing on five priority improvement themes:

Vision Priority Improvement Theme

Economic Renaissance 1. Economic regeneration and transport

Quality of Place 2. Liveability- Environment, Housing and Community Cohesion3. Safer communities

Well being and achievement 4. Children and Young People5. Healthier Communities and Adults

Core Values

We aim to be the best performing council in the country and deliver on this vision by:

1. Working effectively in partnership2. Communicating, engaging with and listening to local people3. Putting our customers first4. Delivering top quality services5. Being flexible and continually improve how we work6. Actively learning and developing.

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Competency Framework

In order to improve on excellence and ensure we provide the best quality of service the Council has adopted a new competency framework which consists of six core competencies that are to be demonstrated by all employees and three additional competency bands which are appropriate to managers.

Additional competencies for middle managers.The second outer band, ‘Organisational Context’ contains additional competencies for middle managers.

Core competenciesThe six core competencies apply to all employees regardless of grade or occupation.

Common competencies for all managers.The competencies in the first outer band, ‘Leading andDeveloping Others’, ‘Focusing On Results’ and ‘Personal Impact’, are relevant to all, managers in the Council.

Additional competenciesfor senior managers.In addition to the competencies in the first and second outer bands senior managers will also need to display those contained in the ‘Leading the Organisation’, or third outer band.

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SECTION 1: CORE PURPOSE AND SERVICE CONTEXT

1.1. Background to the Performance and Business Services Division

1.1.1 Performance and Business Services contains several key front-line council services and also provides essential support to the other services within Development and Neighbourhood Services.

1.1.2 Among the front-line services provided are Registration and Bereavement Services, Waste Awareness, Promotions and the Events Service, with business support, geographical information services (GIS), performance management and ICT systems development services being provided across the service grouping.

1.1.3 Although much of the division might be considered to be the traditional supporting arm for the service grouping, Business Services is very much about customer focussed and improved service provision. It acts as a support, advice and guidance centre for managers, interpreting and implementing corporate policies and procedures, thus removing the burden from front-line services and allowing them to get on with the day job.

1.1.4 A summary of the business units within the division is provided on the next page, together with a list of core service functions.

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1.2 Business Unit Chart

Performance and Business Services

Performance Improvement

Team

Business Support Geographical Information

Systems

Customer First Registration and

Bereavement Services

Events, Waste Awareness, Promotions,

Marketing and Research

Systems Development and Support

Performance Management

Service Planning

Service Improvement

Data Quality

Quality Management Systems

Benchmarking

Satisfaction Surveys

Best Value Reviews

Inspection co-ordination

Internal and Peer review co-ordination

Policy Development and Support

Business Continuity planning

Programme management co-ordination

Annual Events i.e.

Fireworks

Christmas Events inc. lights switch on

Carol Concert

Motor Show

Mobile Skatepark

Waste Awareness and Education

Freda the Frog

Funded Projects e.g. WRAP, NEAT

Promotions and campaigns

Publicity materials

Press Releases

Binding and finishing

Presentations

Research and Surveys

Marketing plans and strategies

Maintenance and Development of service specific IT systems e.g. Flare, Saffron

Developing and delivering training to end users

Maintenance of Web Site and Intranet

Support in implementing corporate systems e.g. CRM

Information Legislation including Data Protection, FOI and related issues

Records and Document Management

Research and Information

Comments, Commendations and Complaints

Consultation

Digital and pap-based mapping

Management and analysis of spatial data

Applications development

Photographic material resource

Graphical work

GIS training, support and consultancy

Customer First Programme

Service Standards

Comments, Commendations and Complaints system

Registration of:Births, Deaths & Marriages

Family History

Naming Ceremonies

Wedding Ceremonies

Re-affirmation of Vows Ceremonies

Citizenship Ceremonies

Civil Funeral Ceremonies

Civil Memorial Ceremonies

Partnership Ceremonies

Bereavement Advice Service

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1.3 Performance and Business Services Vision and Strategic Objectives

1.3.1 Our vision is to:

“Support the Council, Corporate Director and Heads of Service to drive and deliver the modernising agenda and to foster a culture of continuous improvement, innovation and challenge in order to deliver top quality services where customer needs are paramount”

1.3.2 This vision is underpinned by four strategic objectives:

1. supporting the performance management framework to deliver best value, excellence and continuous improvement;

2. to support the delivery of strategic ‘joined-up’ policy initiatives and development;

3. foster a ‘Customer First’ culture in all aspects of service delivery; and4. pursue business development opportunities in all services including systems

development to enhance service delivery:

and three front-line, service specific objectives:

1. to provide a dignified, efficient and professional Registration and Bereavement Service, offering greater freedom of choice to meet changing needs of our customers;

2. provide a programme of entertainment and events which allows access for all at nil or low cost; and

3. to promote community engagement and involvement and to improve communications with regard to waste and recycling issues.

1.4 Links to the Community Strategy

1.4.1 All of the policy platforms within the Community Strategy are supported by the work of Performance and Business Services, which illustrates our diverse nature.

1.5 Review of 2006/07

1.5.1 2006/07 was a challenging and successful year for Performance and Business Services. Some of our key achievements include:

Assisting the Council to achieve its best ever CPA result of “Four- star and improving strongly”;

Supporting service areas to achieve the best ever set of results for the four service sub-blocks under CPA;

Winning the LGC Award for IT and E-government; Winning the Cemetery of the Year Awards for Thornaby Cemetery; Leading on the development of a Council-wide Data Quality Strategy; Assisting Tristar Homes to achieve a significantly improved inspection score of

“Two-stars with promising prospects for improvement”; Assisting the Supporting People service to achieve an inspection score of “Two-

stars with promising prospects for improvement”;

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Supporting the scrutiny review of the Environment and Regeneration Select Committee on cemeteries;

Successfully re-launching the Customer First Programme and increased success from seven services passing Stage I to 19 services by December 2006;

Completing Stage II of the Customer First Programme which takes best practice and lessons learned from Stage I as well as national best practice (new standards from the new Charter Mark standards have been incorporated into our Stage II following our work with the Cabinet Office - we were asked to be one of only twenty organisations to comment on the proposed new Charter Mark standards);

Ongoing participation in a NE project to identify levels of customer service skills across the authority which will be used to identify areas where we perform well and areas for development. The information gained from this project will be used for individual personal development as well as corporate workforce planning;

Celebrated success through the re-introduction of the customer excellence nominations for staff and teams as well as the mystery shopping programme where the results are used to identify the winners for the Best Reception award;

Went live with Saffron Version 6 software; Implementing innovative mobile technology within the Community Protection

Enforcement Team tackling antisocial behaviour and envirocrime issues; Securing £52k for Waste Awareness Team, to deliver the Recycling

Communication Plan 2007/08; Highly Commended in NLPG Exemplar Awards for building GIS applications that

used LLPG; Continued expansion in use of maps@stockton. Intranet version now averaging

over 120 users each day, generating between them about 2500 maps per day; Successful Open Space Audit and public consultation. Project involved using GIS

to capture and categorise areas of open space and web mapping to consult; Conclusion of a successful procurement of aerial photography for Tees Valley.

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SECTION 2 CHANGES, IMPROVEMENTS AND PRIORITIES

Key Drivers and Challenges 2.1 Legislation

In response to the government’s modernisation and service improvement agenda we anticipate a number of key Government papers which will impact upon service delivery including:

The Local Government White Paper – “Strong and Prosperous Communities”;

Preparations for deregulation and reforms for the modernisation of Civil Registration Services;

Burial Law and Policy in the 21st Century;

Preparations for the new Comprehensive Area Assessment framework.

2.2 Best Value

Whilst there are no formal reviews or inspections planned, based upon our experience in the last three years we will be undertaking internal service reviews and supporting peer reviews within the service grouping on an ‘as needs’ basis, particularly in relation to value for money issues, applying best value principles and developing comprehensive improvement plans to deliver excellent services.

2.3 Comprehensive Performance Assessment and Comprehensive Area Assessment (CPA and CAA)

Stockton Council will undergo a Corporate Assessment of all its service in 2007, with the result feeding into its CPA rating in 2008 and 2009. We will co-ordinate the input of Development and Neighbourhood Services into ensuring a successful outcome for the Council.

There are significant changes proposed to the way in which authorities will be assessed in the period from 2007 to 2009, which sees the transition from CPA to CAA. We will contribute both directly and as a support to Heads of Service and Service Managers to ensure that the necessary arrangements and systems are in place to maintain our position as one of the top performing authorities in the country.

2.4 Programme/Project Management

Performance and Business Services will be co-ordinating the service grouping’s approach and input to reporting on key projects including monitoring and review of milestones and risks.

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2.5 Performance Management and Data Quality

The performance management framework in place has greatly improved the information available and we have well-established mechanisms for monitoring and reporting of performance across all service areas. In addition each service has developed its own range of standards, performance indicators and individual targets contained within their Service Improvement Plans (SIPs) and Business Unit Plans (BUPs). Progress against these is discussed at quarterly review meetings attended by Senior Management, Service Managers and shared with both work groups and individuals.

Performance and Business Services will lead in the implementation of the Council’s Data Quality Strategy and roll-out of the systems assessments methodology to all key and medium risk areas within the service grouping. This will assist in continuing the improvement in the quality of data resulting from the Council’s activities.

2.6 E-Government/ICT Development

The Division will lead on the application of e-technology and key changes to services to further develop our internal systems to improve efficiency and achieve targets on behalf of the service grouping.

We will also support the further development of the authority’s Internet and intranet, satellite websites and service specific systems such as Flare, Saffron, GIS, etc.

2.7 Organisational and Service Objectives

The Division's principle focus will be to support the Community Strategy and Council Plan objectives. There are also a number of initiatives and projects that will require careful strategic planning and appraisal to ensure that the Council is best placed to deliver better operational and customer focussed services.

2.8 Resources

The Gershon review requires a continued focussed approach to providing efficiency if we are to meet the 2.5% savings per annum. It is anticipated that the efficiency agenda will become much tougher in the future and await the outcome of the Comprehensive Spending Review to consider the impact for services.

The Division will continue to respond to and comply with the requirements of the Council in terms of its policies and practices. It will seek to influence and advocate change in the interests of service improvement, particularly in matters relating to financial and human resource management.

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2.9 Single Status

It is envisaged that job evaluation and single status development will have a considerable impact in 2007/08 although the financial outcome is impossible to predict at this stage.

2.10 Business Units

Each of the Business Units within the Division has its own Business Unit Plan which contains the detailed plans to meet the priorities of the Performance and Business Services Division. The key objectives of the Business Units are summarised below:

Business Support and GIS (Events, Waste Awareness, Promotions, Marketing and Research, Systems Development and Support)

Further improve the events portfolio; Increase awareness and attendance at all events; Further develop communications and promote community engagement with

regards recycling and waste minimisation across all age groups; Delivery of the NEAT Officer project to raise awareness and achieve targets; Develop systems (including ICT) to improve efficiency and implement

enhancements to increase and improve management information; and Provide essential management, business and information service.

Registration and Bereavement Services

Review and restructure the registration service in lieu of legislative changes; Improve consultation and communications strategy to further develop

business opportunities; Prepare for Bereavement Services reforms (Burial Law and Policy); and Explore funding options for the essential works required to restore the

borough’s cemeteries to reasonable health and safety standards.

Performance Team

Support the performance management framework and improve systems to help provide excellent services;

Support policy development and the delivery of strategic, joined-up policy initiatives;

Assist service managers to effectively address areas of underperformance, particularly in priority areas detailed within the Council Plan; and

Support corporate initiatives to improve data quality throughout services.

Customer First

Delivery of Customer First Programme Stage I; Development and launch of the Customer First Programme Stage II; and Development of appropriate service standards

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Section 3 – Action Plan

Theme: Service Delivery and Resource Management

Development Priority: P&BS1: further develop performance management systems that support the provision of excellent services

Key actions By when Outcomes and Success Criteria

Support services to maximise the Council’s CPA ratings on the service sub-blocks

June 2007 Maintain or improve all ratings for the Benefits (currently 4/4), Culture (3/4), Environment (3/4) and Housing (4/4) CPA service blocks

No BVPI’s qualified as being unreliable

75% of Council Plan targets achieved

75% of Corporate Basket of Indicator targets achieved

Undertake preparations to ensure successful Corporate Assessment

December 2007

Undertake service assessments of all high and medium risk systems within D&NS to improve data quality

December 2007

Enhance the performance management framework to ensure the effective monitoring of progress on key and high risk projects within Development and Neighbourhood Services

April 2007

Develop methodology to ensure effective management of projects June 2007

Strategic review of Business Services support to ensure structures are appropriate to meet future service demands

December 2007

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Resource implications: 07/08 08/09 09/10

Revenue Through existing budgets Through existing budgets Through existing budgets

Capital None None None

Assets None None None

ICT None None None

Procurement Activity None None None

Human Resources Staffing review of Business Support

Possible rollover from 2007/08

N/A

Risk Assessment Impact Score - 4 Likelihood Score - 2 Total Score – 8LOW RISK

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Theme: Service Delivery and Resource Management

Development Priority: P&BS2: improve customer service standards throughout the Council


Launch Stage Two of the Customer First Programme June 2007 Increased satisfaction levels with customer service across Council services

50% of all services to achieve Stage Two Customer First accreditation by April 2008

75 staff to participate in skills audit programme by December 2007

Customer service standards agreed and published by December 2007

Establish team of internal Customer First assessors June 2007

Review and update current customer service standards May 2007

Identify customer service skills gap in preparation for roll-out of access to services strategy

December 2007

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Revenue Through existing budgets Through existing budgets Through existing budgets



ICT None None None


Human Resources Training implications for internal assessors

Possible Training implications for internal assessors

N/A


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Theme: Liveability

Development Priority: P&BS3: provide a dignified, efficient and professional Registration and Bereavement Service


Strategic and structural review of the Registration Service in line with legislative changes relating to the Civil Registration Service

December 2007

Achieve a “4” approval rating from General Register Office in preparedness

95% of appointments kept for registration

Improvement in customer satisfaction levels – targets to follow

Five-year cemeteries development plan developed

Prepare for Bereavement Services Reforms – Burial Law and Policy in the 21st Century

March 2008

Review and develop policies and guidance for the borough’s cemeteries in line with the recommendations of the Environment and Regeneration Select Committee

March 2008

Participate in scrutiny review of memorials in the borough’s cemeteries

March 2008

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Revenue Review of fees and charges to feed into MTFP review

MTFP review Through existing budgets

Capital Capital bids to be considered by the Asset Management Capital Working Group

Capital bids to be considered by the Asset Management Capital Working Group

Capital bids to be considered by the Asset Management Capital Working Group

Assets Increased value of assets Increased value of assets Increased value of assets

ICT None None None

Procurement Activity Possible capital procurement activity

Possible capital procurement activity

Possible capital procurement activity

Human Resources Structural review of Registration Service in line with legislative changes

Actions may slip from 2007/08 depending on the progression of Bill through Parliament

N/A


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Theme: Liveability

Development Priority: P&BS4: make Stockton a cleaner, greener place to live, work and visit


Deliver the Communications Plan for waste awareness, promotion and education

March 2008 Increase local membership of Freda the Frog’s Fantastic Fan Club by 5% in 2007/08

BVPI 199 – ensure 95% of streets are of an acceptable level of cleanliness

Increase combined recycling and composting levels to 30% by 2010

Increase in public satisfaction by 2010

Deliver the Neighbourhood Environmental Action Team project within the Parkfield/Mill Lane area

December 2007

Explore funding options for continued delivery of NEAT project at end of WRAP/ERDF funding period

March 2008

Participate in national campaigns, e.g. Encams food litter campaign

March 2008

Develop communication plan for Highway Improvements June 2007

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Revenue WRAP/ERDF funding ends. Other funding streams to be explored

Funding to be sought Funding to be sought



ICT None None None


Human Resources Possible implications for staff if funding not secured

Risk Assessment Impact Score - 3 Likelihood Score - 3 Total Score – 9MEDIUM RISK

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Theme: Healthier Communities and Adults

Development Priority: P&BS5: provide a programme of events which allows access to all at nil or low cost


Introduce two new events to the borough’s events calendar July 2007 Increase number of events from 6 to 8

Increased attendance levels at events

Increased satisfaction levels of visitors and residents with events

Carry out feasibility study of a skate park facility within the borough

August 2007

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Revenue Consider options for future of skate park

MTFP review Within existing resources



ICT None None None


Human Resources None None None

Risk Assessment Impact Score - 2 Likelihood Score - 5 Total Score – 10MEDIUM RISK

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Theme: Organisational Development

Development Priority: P&BS6: undertake all relevant actions within the Council’s Equality Plans and other cross-cutting strategic plans


Develop and promote the borough’s Offensive Incidents Procedure

March 2008 Outcomes relating to the improved accessibility of services to all people and improved community cohesion

Ensure all staff have undergone relevant training on race, faith, belief and diversity

March 2010

Provide events information in all formats and promote the use of the Internet for events listings

September 2007

Revise the Customer First criteria in consultation with the Disability Advisory Group

December 2007

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Revenue Within existing budgets Within existing budgets Within existing budgets



ICT None None None


Human Resources Equality training Equality training N/A

Risk Assessment Impact Score - 3 Likelihood Score - 2 Total Score – 6 LOW RISK

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Development priority: (Res15) Organisational Development – Corporate Health

Community Strategy theme and other links People Development and Learning, Resource Management and Operational Efficiency

Outcomes and success criteriaAll services are committed to a number of Organisational Development objectives. These demonstrate how the service contributes to the achievement of the organisations ‘corporate health’.

SICKNESS ABSENCESickness absence remains high across the Council compared to other local authorities and therefore it is imperative that sickness is targeted for reduction. Sickness absence is measured via BVPI12 and all services need to contribute to the corporate target of a reduction of at least 0.5 days lost per FTE due to sickness.

ON CONTRACT SPENDAll services contribute to making savings via better procurement. Value for money contracts have been arranged for areas of corporate spend such as mobile phones and stationery. In order to maximise savings, services have been set a target of 97% for ‘on contract’ spend for these contracts.

PAYMENT OF INVOICESThe Council is measured for the time taken to pay invoices. Prompt payment is important to our supply base and helps improve their cash flow which in turn keeps them profitable and helps economic development of the locality. Payment of invoices is measured by BVPI8 and all services contribute to the corporate target of at least 85% of invoices paid within 30 days.

APPRAISALSHighly trained and motivated employees are necessary for the delivery of modern, effective and efficient services. Consequently the employee appraisal scheme has been revised and improved to ensure staff have the relevant skills and development opportunities. All services have been set a target of undertaking appraisals for at least 90% of employees.

GERSHON EFFICIENCY SAVINGSThe Council is subject to an annual 2.5% efficiency target and many services contribute in one way or another. Services will set their targets via the forward looking Annual Efficiency Statement (April) which includes both the financial targets and any associated quality cross checks.

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VALUE FOR MONEY REVIEWSCouncil services are subject to the requirement to demonstrate value for money in order to show the public that money is spent effectively. The process also feeds into the Use of Resources service block in CPA . Services subject to reviews are those with apparent high costs compared to other local authorities and the initial focus of reviews is to determine why this is the case.

PARTNERSHIP HEALTHCHECKSNew government policies and legislation frequently involve partnership working. The major policy initiatives for local government all depend for their success on effective joint working. There is a growing policy focus on area governance and service delivery at regional, sub-regional and the neighborhood level; this may involve local authorities and a variety of partners at each level. Consequently, well developed and effective partnerships are becoming an essential feature for Stockton Borough Council’s success.

DATA QUALITYThe council is assessed against its corporate management arrangements for Data Quality. Good quality data is essential in supporting effective decision making at all levels across the organisation. All services are working towards improving data quality further by responding to the recommendations made following the Data Quality Audit 2006 and implementing the actions highlighted within the Data Quality Strategy.

Resource implications: 07/08 08/09 09/10Revenue Achievement of efficiency target as

per the Annual Efficiency Statement

Achievement of efficiency target as per the Annual Efficiency Statement

Achievement of efficiency target as per the Annual Efficiency Statement

Capital

Assets

ICT

Procurement Activity Ensure corporate spend is ‘on contract’

Ensure corporate spend is ‘on contract’

Ensure corporate spend is ‘on contract’

Human Resources

Risk Assessment. Combined risk assessment excluding reduction of sickness absence which is assessed separately and is included as a high risk objective in the Corporate Risk Register

Impact score

2

Likelihood score

2

Total score

4LOW RISK

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Key Actions to implement the Development Priority By when. Who is responsible.

Sickness Absence

Continue the implementation of the new sickness absence process.Monitor performance via quarterly reports and identify areas for improvement.

2007/ 08 Head of Service / Service Managers

Payment of Invoices

Monitor performance via quarterly reports and identify areas for improvement.

Work with Corporate Procurement and Payments to improve performance.

2007/ 08 Head of Service/ Service Managers

Appraisals

Implement new appraisal scheme.

Monitor performance.

2007/ 08 Head of Service/ Service Managers

Gershon Efficiency Savings

Identify targets (both financial and quality cross checks) for the forward looking Annual Efficiency Statement.

Monitor performance.

April 2007

2007/ 08

Head of Service/ Service Managers

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Value for Money Reviews

Undertake value for money reviews (where programmed).

Report outcomes and where necessary a cost reduction plan.

As per agreed timetable Head of Service

Partnership Healthchecks

Undertake partnership healthcheck (where programmed).

Report outcomes and action plans.

As per agreed timetable Head of Service

Data Quality Review

Implement the actions highlighted within the Data Quality Strategy As per agreed timetable Head of Service/Service Managers

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SECTION 4: PERFORMANCE INDICATORS 2007/08 – 2009/10

PI Ref PI Description 2004/05 Performance

2005/06 Performance

2006/07 Performance (to date)

Target 2007/08

Target 2008/09

Target 2009/10

Responsible Officer


Local Percentage of targets achieved on Corporate Basket of Indicators

N/A 70% 73% 75% 80% 85% P Diggins

Local Percentage of Council Plan objectives fully achieved

N/A 68% 75% 75% 80% 85% P Diggins


Local Satisfaction with services:Performance TeamRegistration and Bereavement ServicesEventsWaste Awareness, Promotions, Marketing and ResearchSystems Development and Support

N/A N/A N/A Baselines to be established and targets set for continuous improvement

P DigginsJ Robins

Tara ConnorTara Connor

Tara Connor


Local Achieve an Approval Rating of “4” from General Register Office

N/A 2 Approval rating of 3

4 N/A N/A J Robins

Local Percentage of appointments kept for registration

N/A N/A N/A Baseline to be established and targets set for continuous improvement

J Robins

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BVPI 199 Street cleanliness – percentage of land areas not cleansed to acceptable standards

5% 5% 5% <5% <5% <5% J McCann

LPSA 1 (BVPI 82a and b)

Recycling rate - percentage of household waste recycled or composted

15.90% 16.65% 21% >24% >26% >30% J McCann

Local Recycling rate – Neighbourhood Renewal areas

N/A N/A Baselines to be established and targets set for continuous improvement

J McCann

BVPI 84 Waste minimisation – kgs of household waste collected per head of population

497.3 480kg 470 <450 <420 <420 J McCann

Local Increase local membership of Freda the Frog’s Fantastic Fanclub

N/A N/A 4,500 >5,000 >5,250 >5,500 T Connor


Local Percentage increase in overall attendance figures

N/A N/A Baselines to be established and targets set for continuous improvement

G Reeves


Local Sickness days per FTE N/A 9 days <8.5 days

<8 days <7.5 days

All

Local Invoices - percentage of non-order invoice payments

N/A N/A <10% <8% <5% All

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SECTION 5 - Medium Term Financial Plan

Performance and Business Services 2007/08 2008/09 2009/10 '000 '000 '000 Base Budget Position Expenditure 2,071 2,132 2,202 Income / Recharges (1,578) (1,626) (1,673) Net Budget Position 493 506 529 Legislative Changes Demand led Pressures Mobile Skate Park (2) 0 0 0WRAP - Recycling awareness (3) GIS equipment maintenance and fee increase Service Growth Reductions Efficiency Savings Bereavement - Reducing Impact/removal of MS Events EMT cut Total Budget Requirement 493 506 529 Funded by : Resource Allocation 375 379 382Use of Managed Surplus (A) 118 127 147Total Funding 493 506 529 Shortfall 0 0 0

base budget position.

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Medium Term Financial Planning - MS / MC Statement 2006/07 2007/08 2008/09 '000 '000 '000 (MS) / MC Brought Forward (71,856) 96,206 213,933 Utilised in Budget Setting (A) 73,829 117,727 127,063 In Year Variance (Budgetary Control) 94,233 0 0 (MS) / MC Carried Forward 96,206 213,933 340,996

NB – Provisional Medium Term financial plan outturns are based on December 2006 actual and reflect a growing deficit over the three year medium term. During the 2007/08 alternative funding streams will need to be sought and a strategy developed to balance the medium term budget.

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DEVELOPMENT AND nEIGHBOURHOOD SERVICES

Business

business services vision

quality services

frontline services

bereavement services

neighbourhood services

service context

events service

service grouping