Service Plan 2004/05

Directorate: Corporate Services

Service Area: Finance & Business Services

Produced by: Paul Wilkinson

Phone Number: 3650

Location: County Hall

Date completed: 29 August 2003

Services covered: Accountancy, Audit, Customer Accounts, Insurance, Payment Services, Pensions Administration, Procurement, Revenues and Benefits

Contents: Service Plan Summary, Structure and Budget, Previous Year’s Improvement Plan, Key Objectives, Key Performance Measures, Consultation, Resource Bids

1.Service Plan Summary-2004/05

For information

The Council’s Corporate objectives

1. Improving health, housing and the quality of life for all

2. Encouraging job creation and economic prosperity

3. Raising education standards and promoting lifelong learning

4. Creating safe and crime-free communities

5. Improving public transport and the highways infrastructure

6. Protecting the Island’s physical environment

In addition these are specific commitments from the Annual Action Statement

7. Strong, political and managerial leadership

8. Strategically driven excellence in Service delivery

9. Improving a community focus

10. Organisational improvement and staff development

Statutory service commitments

11. Section 151 and other finance legislation

12. Benefits standards

The numbers indicating the Council’s corporate and key objectives and commitments are used throughout this Service Plan for reference purposes.

Directorate & Service :

Corporate Services – Finance & Business Services

Service Description:

Accounting, budgeting, monitoring, financial advice, treasury management

Internal audit of all activities

Customer accounts

Housing benefit assessment and payment

Insurance and risk management

Payroll and payments to creditors

Pensions administration

Procurement

Tax and business rate collection

Linked to statutory objectives:

Section 151, LG Act 1972, Accounts & Audit Regulations, benefits and taxation law etc.

Critical Success Factors (from section 4c)

Factor	Measured By	Reported as
Prioritisation of resources	Budget process	D A Management Letter
Decision making	User feedback	D A Management Letter
Internal audit CPA score	D A assessment	D A Management Letter
Risk management	External assessment	D A Management Letter
Procurement practice	External assessment	D A Management Letter
Benefits performance	Performance indicators	QPMA
Business continuity	Comprehensive plan	Operational Risk Group
Benefit take-up	Performance measures	Select committee
E - agenda	Performance measures	GAGs reviews

Key Achievements from 2003/04:

(from section 3)

· Prioritisation exercise underway and incorporated in service planning

· Risk management incorporated in service planning – service risk registers

· Procurement capacity improved, and strategy being implemented

· IIP accreditiation obtained

· Successful case for more Revenue Support Grant

· Audit capacity improved

· Risk based methodology for Audit introduced

· Debt recovery rates improved

· Payroll and pensions intranet site launched

· Further implementation of electronic data transfer to Inland Revenue

· Additional benefits service at remote locations

· Top quartile performance for tax collection

Key Objectives and Improvements for 2004/05:

(from section 4a and b)

· Improved budget process

· Better trained and informed financial managers

· Internal audit effectiveness

· Risk management development

· Procurement strategy delivery

· Benefits standards and performance

· Business Continuity

· Benefit take up

· E-Government

· Productivity & capacity

Longer term objectives:

· Sustainable asset management

· Pooled budgeting with partners

· Long term investment planning

· Business process re-engineering

· Joint service provision

Checklist

Issue	Please complete all rows Y/N-if N please give explanation
Service Plan agreed with Portfolio Holder	Meeting arranged
Links to corporate and key objectives and priorities	Y
Progressing e-government	Y
Issues from Staff Survey	Y
Key Partner input to Service Plan	Y

Issue	Please complete all rows Y/N-if N please give explanation
Equalities	Y
Section 17 - Crime & Disorder Act	Y
Risk Management	Y
Procurement	Y
GAGS	Y
Social Inclusion	Y
Environment and Sustainability	Y
Health and Safety	Y
Communication issues arising from your objectives/targets	Y

2. Structure and Budget 2004-05

Team	Workforce (FTE)	Staff Costs (£)	Other costs (£)
Accountancy	17.8	580	33
Audit	8.9	264	103
Customer Accounts	7	130	22
Insurance	4.5	125	102
Payment Services	19.3	471	84
Pensions Administration	4.8	120	23
Procurement	5.1	85	16
Revenues & Benefits	73.5	1,650	384

Key Partners:

Primary Care Trust (pooled commissioning budget for nursing care)

Rent Officer Service

District Valuer and Valuation Officer

Registered Social Landlords

Welfare Organisations

Head of Housing

Accommodation:

1^st & 2^nd Floor, County Hall

Civic Centre, Sandown

Also seconded accountancy staff within client departments and one-stop benefit service at various locations around the Island

3. Previous Year’s Improvement Plan-2003/04 (to section 1 – summary)

Task	Target Date	Outcome	Achieved & Comments	Corporate Objective
Prudential Code on Capital Finance	Sep 03	Project plan complete & approved	Slight delay due to lack of Government guidance	7,11
	Mar 04	Successful implementation	On target, subject to legislation	7,11
New Treasury Strategy	Feb 03	Approval by Executive	Complete	7,11
Improved VAT service	Sep 03	Better trained staff & reduced risk from VAT inspection	In place	11
e-Government	Sep 03	Project plan for financial systems	Subsumed into e-Government project	8
Ongoing development of medium term budget planning linked with corporate planning process	Mar 03 to Feb 04	3 year rolling budget, driven by service plans	Underway – requires considerable input from members and directors to succeed fully	7,8,11
Cost centre management training	Oct 02 and ongoing	Training for cost centre managers	Underway	11
Social Services – Evaluate feasibility of Joint Commissioning and Pooled budgets	October’03	Enhanced service provision through shared funding arrangements	Joint commissioning in place. Government guidance required for further progress	9
Social Services – Consolidate Supporting People Initiatives	September’03	Seamless transition from current benefit regime to that under the Supporting People framework	In place	12
Improved delivery of Audit Plan	Mar 04	Improved productivity, effectiveness and resources. Risk based audit plan	On target	11
Provide work experience posts where possible	Apr 03	Improved performance + local skills enhanced	Service policy in place	2
Risk Management Stage 2	Sep 03	Produce and review Risk Register, Arrange training in RM, support Corporate wide embedding of RM principles	On target	11
Use internet to promote communication links to external stakeholders	Sep 03	Communication conduit for claimants and interested parties	Partially complete	8
Provision of annual pension benefit statements	Mar 04	Information for customers, less demand for estimates	On target	8
Stimulate an increase in the awareness and adoption of good procurement practice throughout the Authority.	December 2004	Substantial progress towards implementation of Procurement Strategy	In progress	8
Develop the various policies, guidance material, training and other initiatives identified in the Procurement Strategy Action Plan.	December 2003	Well-presented, relevant and informative material developed and targeted effectively.	In progress	8
Greater use and improved revenues service at local offices	July 2003	Improved service to customers, accessibility	In place	1
Closer working with welfare organisations	Sept 2003	Better access to our customer base	In progress	1
Benefit take-up campaign	July 2003	To meet objectives for social inclusion	Complete	1
Full self-assessment against DWP/BFI benefit standards	Sep 03	To achieve expected service improvements	Complete	1
Partnership working with RSL’s and Welfare Groups	Dec 03	To meet customer needs and to improve liaison	On target	1
Improved revenues visit process	July 03	Increased efficiency	Complete	1
Maximise income from Fraud investigation	July 03	To meet DWP targets and reduce levels of benefit fraud	Complete	12

4. Key Performance Measures

4a Objectives of Service 2004/5, 2005/6, 2006/7 (to section 1 – summary)

Objective	Action	Outcome	Target/ Date	Key Officer/ Partners	Link to Corporate Objective	Bid
Ascertain with greater certainty partnership roles and financial contributions	Social Services – Evaluate feasibility of Joint Commissioning and Pooled budgets	Enhanced service provision through shared funding arrangements	Ongoing	K Hubbleday	9
Excellence in service delivery	Social Services – Enhance the monitoring arrangements for Specific Grants	Clearer information on expenditure relating to specific grants to assist claims and audit requirements	Apr 04	K Hubbleday	11
Excellence in service delivery	Financial Information system – make the system more user friendly to encourage use by cost centre managers	Access to be encouraged by providing windows based front end or direct access via internet	Apr 04	S Fraser/E Sharkey	8,11
Excellence in service delivery	Financial information system – new server to improve accessibility and facilitate systems improvements	New server to improve access to the system and ensure maintenance capability is improved to reduce potential downtime	Apr 04	P Wilkinson	8,11
Staff development	PC updates – regular replacement to ensure staff are kept up to date with available technology	Ability to maximise use of resources through availability of modern technology	Replace every 3 / 4 years	S Fraser/E Sharkey	8
Staff development	Network printers – servicing and renewal – ensure staff are kept up to date with available technology	Ability to maximise use of resources through availability of modern technology	Replace every 5 years	S Fraser/E Sharkey	8
Staff development	ICT training – ongoing training to enable optimum use of systems	Ability to maximise use of resources	Ongoing	All	8
Excellence in service delivery	Report Writer Package – ability to write tailor made reports for service users	Improved reports to response to service managers’ requirements	Apr 04	E Sharkey/R Strong/I Bruce	8
Staff development	Professional training – CIPFA/CIMA	Succession training to provide ability to sustain business	Ongoing	A Carpenter/A Taylor/A Gregory	8
Excellence in service delivery, effective leadership	Ongoing development of medium term budget planning linked with corporate planning process	3 year rolling budget, driven by service plans	Mar 03 and ongoing	P Wilkinson	8
Excellence in service delivery	Performance management	Framework in place across Unit and regular quarterly reports to Service head	Ongoing	P Wilkinson/Mgt Team	8
Being transparent, open and accountable	Website development	On-line financial information with links to documents as appropriate	Ongoing	S Fraser/R Strong/I Bruce	8
Commitment to strong political and managerial leadership	Document Image Processing	Improved access to source finance documents	?	A Carpenter	8
Developing staff skills and abilities	Ongoing staff development initiatives	Training & development plan	Ongoing	P Wilkinson/Mgt Team	8
Commitment to strong political and managerial leadership	Accounting procedures updated to advance closure of accounts deadlines	Compliance with statutory deadlines	Ongoing	All	11
Excellence in service delivery, improved financial management	Cost centre management training	Training for cost centre managers/financial administrators	Sep 03 and ongoing	S Fraser/H Gaches/T Ringer	8,11
Excellence in service delivery, improved financial management, staff development, succession planning	Budget management and financial systems manuals/procedure notes/document processes	Systems user manual in place plus documentation of processes and procedure notes	Apr 04	S Fraser/E Sharkey/R Strong/I Bruce	8
Staff development	Office environment	Improvements to office environment including air conditioning, heating, health and safety issues	Ongoing	All/A Morris	8
Staff development	Absence management	Framework in place across Unit	Ongoing	F&BS Mgt Team	8
Staff development	Stress audits	Completed for all staff	Ongoing	F&BS Mgt Team	8
Continuous organisational improvement	Paperless systems including facility for e-payments etc	Automatic data transfer, on-line remote access	Ongoing	All/E Sharkey	8
Certification to BS EN ISO 9001:2000	Improved quality assurance	Consistent, high quality product	1/4/05	G. Richardson	11
Risk management embedded in the organisation.	Improved risk management	All managers own and use risk registers to manage their operations	1/4/06	G. Richardson	11
Maintaining an adequate and effective service despite loss of experienced staff.	Improved succession planning	Recruitment of trainee auditors	31/03/04	G. Richardson	11
Maximise effectiveness through synergised activity.	Maintain liaison/relationships with Audit Commission, and improve same with BV Team, Accountancy, HB Fraud Team and Risk and Insurance.	Coordination of related activities	31/03/04	G. Richardson	11
Meet targets from CPA and DA Management Letter. Demonstrate review of Risk Register.	Risk Management Risk Register	Live current Risk Register compiled via Service Planning Risk Registers and emerging risks.	Start date Nov 03	CS	11
Providing high quality Council services	Return all misdirected calls to Switchboard	Less waste of staff time and education to switchboard staff who may be unaware of the errors they make	Ongoing	ALL	8
Providing high quality Council services	Improve collection rate of Overpayments of Housing Benefit	Collection of income due to the Council in a timely manner	April 2004	DJW	8,12
Providing high quality Council services	Improve collection rate of Interest Free Loan and Bed & Breakfast arrears	Collection of income due to the Council in a timely manner	April 2004	DJW	8
Providing high quality Council services	Direct Debit notification letters to print same telephone number on letter as is held on Section details	Clients making contact with the member of staff who deals with the particular type of income – improving service to client	June 2005	LHB	8
Providing high quality Council services	Scrap phone free days and staff to work with their ‘telephone buddy’ and use of voicemail to enable them to complete tasks quickly and more efficiently – less mistakes	To minimise errors and aid concentration when working on specific tasks	Ongoing	ALL	8
Providing high quality Council services	Automated Pre-summons letter	Improved automated practices	June 2004	LHB	8
Providing high quality Council services	AVT Unit having direct input to debtors system of an improved download facility	Improved automated practices	June 2004	LHB	8
Providing high quality Council services	Amend invoices to include staff name and e-mail address	Improved customer focus and increased communication methods	June 2004	LHB	8
Maximise the use of e commerce to achieve e government targets	Document Image Processing – storage & management	Achieving e government targets and improving working practices	Mar 05	LHB	8
Providing high quality Council services	Direct debit date – extra date provided	Improving flexibility of payment methods offered to debtors	May 04	DJW	8
Encouraging job creation and economic prosperity	Offer regular 3 month work experience placements	Giving valuable work experience to those who require this – improved performance, due to an extra ‘pair of hands’	Ongoing	LHB	2
All Managers trained via training modules at Learning Centre as part of key competencies or via R M workshops.	Risk Management Training	All HOS and key senior officers trained – Sep 03 Start next tier training from Dec 03 – all Managers trained – rolling programme to be ongoing	Sep 03 and from December 03	CS/DK	11
Hold expanding data on R M to demonstrate compliance with CIPFA /SOLACE guidelines, CPA ,and DA requirements.	Risk 2003 phase 1	All data held on Strategic Risk Profile, RTAP and key milestones onto database.	Start date Nov 03	DK	11
Hold expanding data on R M to demonstrate compliance with CIPFA /SOLACE guidelines, CPA ,and DA requirements.	Risk 2003 Phase 2	HOS have access to Service risks on Risk 2003 and view all of Risk Register. Risk Link Officer appointed for each service. Licences available. Training in Risk 2003.	From Apr 04	CS/DK	11
Embedding Risk Management. Cross Council Forum. Effective Risk Treatment Action Plan. Reviewed Risk Register Reporting to Executive.	Managing SRG and ORG	SRG, to ensure Strategic approach to RM. ORG, provide a forum for members from all services of the Council for exchange of information, debate, external input and monitoring of RTAP.	Ongoing quarterly	CS	11
Embedding RM	Consider methods of engaging and embedding RM ie Newsletter, mailshots, distribution of Broker, Insurers periodicals. workshops	Greater breadth of knowledge and updates of emerging risks, current claims and legal issues affecting cost to authority.	Start date Jan 03	DK	11
Easily accessible information on insurance and risk issues	Use Intranet to inform stakeholders and claimants – phase 1	Information on the Intranet for internal stakeholders	March 04	RW/DK	11
Accessible information	Use internet to promote communication links to external stakeholders	Communication conduit for claimants and interested parties. E Government.	Sep 04	RW/DK	11
Protection of the Council’s assets by internal/external provider.	Review of current policies. Renewal of externally placed insurances.	Insurance renewed with best quality, cost effective insurer to fit changing needs of the Council.	April 04	CS/RW	11
E Government. Accurate reporting for Managers and HOS.	Electronic Data Interchange with ZM	Accurate and timely information leading to accurate reporting and reserving.	Sep 04	RW	11
Service efficiencies	Upgrade CASE travel & subsistence package	Web enablement, remote input	Mar 04	MC	8
Service efficiencies	Upgrade PIPs	Web enablement, self-service	Mar 07	MC	8
Service efficiencies	Increase number of supplies paid by BACS	Fewer cheque payments	On going	MC	8
Service efficiencies	Replace existing Creditor Payments & Purchasing Commitments system	New system in place, to conform with E-Government, before Wealden system removed.	Mar 05	MC	8
Service efficiencies	Upgrade to BACSTEL-IP	Replacement of current BACS release which is being phased out.	Mar 05	MC	8
Better service, potential efficiencies	Provision of annual benefit statements (all contractual employees only)	Information for customers, less demand for estimates	Mar 05	GF/AB	8
Access to services	Leaflet updates	As required by statute	On-going	GF	8
Error reduction, efficiencies	Word integration	Document automation from benefit calculations	On-going	PW/GF	8
Efficiency, risk management	Multi-function staff	Better skills cover, succession planning	Mar 05	GF/PW/AB	8
Access to services	Launch of intranet site	Information for customers	May 04	AB	8
Reduced error, efficiency	Automatic interfaces	E-government agenda & eliminate double data capture	Mar 05	GF	8
Increase the awareness and adoption of good procurement practice throughout the Authority	Review realistic timescales for implementation of Procurement Strategy action plan in light of the earlier slippage, the BVR outcome and the emergence of the national strategy, etc.	Procurement Strategy largely implemented and principles embedded in everyday working practices	Individual tasks in accordance with Procurement Strategy action plan (revised) timescales	J Spencer/ R Streets/ Executive and Director level “champions”	11	-
Improve the effectiveness of the contracts database	Take responsibility for maintaining the existing record summary. Develop it as a more effective and pro-active control tool for effective procurement.	More accurate information helping to ensure better forward planning for tendering programme and greater transparency of procurement requirements.	Updated database completed by April 2004. A comprehensive Purchaser Profile (“Selling to the Isle of Wight Council” guide), including the forward plan for future contract renewal dates, published on website by May 2004. All required OJEU notices published in accordance with legal requirements.	J Spencer/ V Squibb	11	-
Further develop professionalism and capacity of Procurement Section	Continue with existing training and development initiatives for staff within section.	Section becomes widely recognised as a creditable corporate resource, possessing the necessary focus and expertise to help deliver genuine improvements in the Council’s procurement performance.	Ongoing. Aim for up to 50% of procurement section staff to be CIPS qualified by December 2005	J Spencer	11	-
Communications	“Library” of procurement good practice guidance and information established and maintained. “Purchasing News” to be revamped to cover wider procurement issues. To be published every quarter.	Procurement intranet pages developed as a source of highly useful information regularly accessed by staff in all Council departments.	To be developed progressively. Usefulness of established content to be identified by questionnaire to users in November 2004. Annual readership survey confirms at least 70% of recipients consider it worthwhile in terms of content being relevant, useful and interesting	J Spencer/ V Squibb/ A Johnson	11	-
Contract management	The section’s designated portfolio of corporate contracts continues to be managed effectively and re-tendered in a timely manner	Contracts providing high standards of user satisfaction and good overall value for money	New office cleaning contract awarded by October 2004. New food supplies contract to be awarded by June 2004.	J Spencer/ L Hebditch A Johnson/ L Hebditch/ Consortium for Purchasing & Distribution	11	-
Measure the Council’s spend in the local economy	Calculate the % of the Council’s total procurement expenditure that is currently spent with local suppliers and contractors.	Establish baseline position (ref. Procurement Strategy)	Analyse data from Creditors system to provide baseline figure by June 2004	J Spencer/ A Johnson	11
Wider availability of procurement training	Suitable procurement training courses/ initiatives available to relevant staff across the authority	Well-targeted “free to users” procurement training made available	At least three pilot procurement courses for Council staff run by July 2004.	J Spencer	11
Contribute to e-procurement project	Actively participate as member of project team	Development of more efficient procurement processes.	Appropriate solution(s) identified and implementation progressing incrementally.	E Brown/ J Spencer/ Project Board	11	-
To develop quality benefits services for our customers	Carry out survey	Service improvements to meet expressed needs	Year on year basis	Principal Revenues officer/All staff	1,8
To meet the Benefit Performance standards in all areas	Draw up an action plan	Improved claim processing times	2004/5 year	Managers/staff	1,8	Yes
To maintain high levels of tax collection		Collection levels in the upper quartile	All years	Principal Revenues Officer	1,8
To develop partnerships to increase benefit take-up	Agree a strategy	Full anti poverty strategy	Increased number of claims by Oct 2004	RSL’s and welfare groups	1,8
To utilise modern technology to improve communication and access to services	Review current needs and analyse options	Meeting targets for electronic service delivery	Paperless direct debit April 2004, e-billing by 2005	Principal System Officer/Billing staff	1,8	Yes
Improve benefit processing times	Review procedures taking into account BFI report	Introduce revised procedures	DWP Standards	Principal Revenue Officer and Principal Benefit Officer	1,8
Re Reduced waiting times for customers	Survey to establish needs via best value review	Quality service that meets claimants expectations	To provide resources on the basis of need	Principal Revenue Office/ Customer staff	1,8
Better performance monitoring	Extend to all areas	Improved management information	BFI action plan	Revs and Benefits Manager	1,8
I To improve the administration of benefit overpayments	Increase resources and investigate new methods of recovery	Improved recovery rate	Better BVPI	Principal Revenue Officer	1,8	Yes

4b Service Improvement Plan 2004/5, 2005/6, 2006/7 (to section1 –summary)

Objective	Action	Outcome	Target	Key Officer/Partner	Linked to Corporate Objective	Bid
Enhancing the Organisation’s capacity to prioritise resources	· Completion of prioritisation process · Budget links to best value, risk management, procurement · Prudential code implement-ation	Medium term budget driven by service planning process	Improved link between objectives and resource allocation by March 2004	CFO	8,11
Better informed decision making	· Training · Improved access to information	Improved financial management skills across the organisation	All budget managers and members offered training and consulted on reporting needs by March 2005	SRF	8,11
Improved CPA rating for Internal Audit Function	· Improve capacity to deliver plan · Productivity raised to peer group average · Risk based audit approach	Audit element of ‘Use of Resources’ scored as ‘good’	Compliance with CPA ‘3’ by December 2003	GR	8,11
Improving risk management capacity and techniques	· Management of strategic risk register · Links to service plans · Service risk registers	Risk management techniques embedded within the organisation and scored as ‘good’ under CPA ‘Use of Resources’	Compliance with CPA ‘3’ by March 2004	CS	8,11
Development of good procurement practice throughout the Organisation	· Policy for high risk/strategic procurements · Roll out of procurement strategy	Compliance with National Procurement Strategy	March 2005	JS	8,11
Improving the benefits service	· Close performance management · Restructuring · New hardware · Staff training and development	Compliance with DWP performance standards	Compliance by March 2005	MT	8,12
Business continuity	· Risk management · Staff capacity · Performance planning · ICT replacement	Securing continuation of existing service delivery	Full action plan by September 2004	SRF	8,11
Improved benefit take up	· Closer working with welfare groups · Full anti-poverty strategy · Links with Housing and other partners	Claims from those currently entitled but not claiming	Strategy and partnerships in place by September 2004	MT	8,12
Support for e-agenda	· Positive contribution to corporate agenda · Effective exploitation of ICT	Service improvements from GAGS, e-Government and process re-engineering	Browser enabled systems, electronic transfer, on-line input, DIP, back office split	SMT	8
Productivity & capacity	· Absence management · Stress audit · Training & development review · Systems documentation · Succession planning · Modern apprenticeships · Business planning · Exploitation of ICT · H & S training	Enhanced ability to cope with sickness, staff changes and retireements or other potential disruptions to service delivery	All processes in place or complete by March 2005	SMT	8
To increase our services available electronically by ….% by (date)			100% Compliance by December 2005		8

4c Critical Success Factor Table (to section 1- summary )

Critical Success Factor	Outcome	Key Actions	Key Dates
Enhancing the Organisation’s capacity to prioritise resources	Medium term budget driven by service planning process	· Completion of prioritisation process · Budget links to best value, risk management, procurement · Prudential code implementation	Full implementation by March 2004
Better informed decision making	Improved financial management skills across the organisation	· Training · Improved access to information	Rolled out between July 2003 and March 2005
Improved CPA rating for Internal Audit Function	Audit element of ‘Use of Resources’ scored as ‘good’	· Improve capacity to deliver plan · Risk based audit approach	Full implementation by December 2003
Improving risk management capacity and techniques	Risk management techniques embedded within the organisation and scored as ‘good’ under CPA ‘Use of Resources’	· Management of strategic risk register · Links to service plans · Service risk registers	Framework fully developed by March 2004
Development of good procurement practice throughout the Organisation	Compliance with National Procurement Strategy	· Policy for high risk/strategic procurements · Roll out of procurement strategy	Rolled out by March 2005
Improving the benefits service	Compliance with DWP performance standards	· Close performance management · Restructuring · New hardware · Staff training and development	Full compliance by March 2005
Business continuity	Securing continuation of existing service delivery	· Risk management · Staff capacity · Performance planning · ICT replacement	Full action plan by September 2004
Improved benefit take up	Claims from those currently entitled but not claiming	· Closer working with welfare groups · Full anti-poverty strategy · Links with Housing and other partners	Strategy and partnerships in place by September 2004
Support for e-agenda	Service improvements from GAGS, e-Government and process re-engineering	· Positive contribution to corporate agenda · Effective exploitation of ICT	e-Government target date is 2005

5. Key Performance Measures and Targets 2004/05

5a Targets for the Annual Action Statement 2004/05

Target Description	Target 2003/04 If app.	Target 2004/05	Benchmark figure and year if app.	Source
Days to process new benefit claims	36	30	36	Government target
Housing benefit claims paid within 14 days	65	90	87	Upper quartile
Process a benefits change of circumstances	9	7	9	Government target

5b Mandatory targets 2004/05

Performance Indicator and source	Target 2002/3	Actual 2002/3	Target 2003/4	Target 2004/5	Bench-mark Figure	Source
Invoices paid in 30 days (%)		93	94	95	91 86 91	SCUBG Unitaries NUB (UQ)
Council Tax collected (%)	97.7	98.86	97.8	98
Non-domestic rates collected	98.2	98.2	98.3	98.4
Days to process new benefit claims	45	64.9	36	30	36	Government target
Days to process changes of circumstance	35	11.96	9	7	9	Government target
Percentage of benefit overpayments recovered	55	55.75	58	60
Accuracy of benefit processing		98.2	98.5	98.8
% of services transactions received, processed electronically	Subject	To ICT	resource	+ GAGS	progress

5c Other key targets 2004/05

Performance Indicator and source	Target 2002/3	Actual 2002/3	Target 2003/4	Target 2004/5	Benchmark Figure	Source
Sundry debtor recovery rate (%)	97.14	97	98	98.14
Home help debtor recovery rate (%)	94.14	95	95.14	96
Cost per customer invoice (£)		7.36	7.75	7.95	8.89	CIPFA Unitaries
Insurance claims processed with 16 days (%)	80	76	85	85
Payroll cost per employment (£)	38.04	31.95	39.37	40.55	48.52 52.80	SCUBG Unitaries
Cost per supplier invoice (£)	1.15	1.04	1.19	1.23	1.26 1.55	SCUBG Unitaries
Payment of retirement benefits in 5 days (%)	95	97	97.5	98	95.4	LGPC
Weekly incorrect benefit	116,106	118,602	106,424		106,424	DWP target

6a Consultation 2003/04

Subject for Consultation	Dates and Contact	Consultation with whom	Key Results of Consultation	Actions taken/ cross ref to Key Objectives/ Improvement Plan
Various management and staffing issues	May 2003	All staff	Problem areas identified within individual sections	Each topic will be dealt with by Service Management Team on a monthly cycle
Supplier challenge days	June 2003	Suppliers & contractors	Views on Council/supplier interface	Still being analysed
Procurement skills	June 2003	Staff involved in procurement	Gap analysis of procurement skills	Reflected in procurement training bid

6b Future consultation 2004/05, 2005/06, 2006/7

Subject for consultation	Dates and contact	Consultation with whom
Service standards	All services by March 2004 Benefits - June 04	Key service users (questionnaires, user groups or one-to-one as appropriate)
Insurance & risk management gap analysis	Sep 03	Identify current position and target gap with training/information
Service perceptions	August 03 & Jan 04	Benefit claimants
Benefits service (for best value review)	Oct/Nov 03	Service users
Benefit service telephone response times	Sept 04	Service users
Benefits service quality	July 04	Registered Social Landlords
Usefulness of procurement intranet site	Nov 04	All council departments
User friendliness of tender invitation documentation	March 05	Recent bidding contractors
Payroll focus group and PIPS user group	Regular meetings	Users
Payroll and creditor services	April 04	Schools
Debtors user group	Sep/Oct 2003	Users
Audit plan	Nov 03 – Jan 04	Managers, members and District Audit
Audit service user forum	Oct 03	Users
Funding issues	Regular meetings	Schools
Accountancy focus group	2003	Users

7. Resource Bids Summary

Reference Number	Description	Financial Implications
		2004/5 £000	2005/6 £000	2006/7 £000
FB1	Benefit overpayments	21.5	20.5	21.0
FB2	E-billing	TBA	TBA	TBA
FB3	Wider provision of procurement training	8	6	5

Resource Bid

Reference number: FB1 (Benefit overpayments)

Service Area: Revenues and Benefits

1. Nature of service

The calculation and payment of Housing Benefit

2. Key objectives delivered

The provision of support to meet rental payments for clients with limited financial means thus allowing them access to housing accommodation. Objectives met are:

· Social Inclusion

· Improving health and quality of life

· Growing and sustaining the economy

· Improving access to services

3. Current resource use
	Gross £000	Income £000	Net £000
Benefits	1,165,990	897,689	268,301

4. Service volumes and outputs
Benefit Claims processed per annum	9200
Benefit Reviews processed per annum	16000
Benefit paid per annum	£36m

5. Key performance indicators
	IWC Current	IWC target	Bench-mark	Comments
Overpayments recovered	55.75%	58%	65.26%	NUB Group 2002/3

6. Benchmarking data

7. Service development proposal

To increase the resources available to recover benefit overpayments by recruiting an additional member of staff. The will enable us to meet the benefit performance standard for this area and to respond to the concerns raised in the inspection by the Benefit Fraud Inspectorate

8. Additional resources required (if any)
	2004-5 £000	2005-06 £000	2006-07 £000
One full time member of staff	17	18	18.5
Office equipment	2	1	1
Total	19	19	19.5

9. Training and Development requirements (if any)
	2004-05 £000	2005-06 £000	2006-07 £000
Benefits Legislation	2	1	1
Debt Recovery	.5	.5	.5
Total	2.5	1.5	1.5

10. Linkages to partners, other services, corporate values

Links to the anti-poverty strategy and the recovery of council tax, also to the Department of Works and Pensions (Benefit Performance Standards) and landlords

11. Impact on key performance indicators – measure of success

The proposal will improve the collection levels reported in BVPI’s and will help to raise awareness of the requirements on both claimants and landlords to ensure changes of circumstance are reported promptly.

12. Key corporate objectives delivered by the bid

An increase in the amount of overpayments recovered thus improving the Council’s financial management

Resource Bid

Reference number: FB2 (Electronic Billing)

Service Area: Revenues and Benefits

1. Nature of service

The collection of Council Tax and Business rates

2. Key objectives delivered

The provision of support to meet rental payments for clients with limited financial means thus allowing them access to housing accommodation. Objectives met are:

· Social Inclusion

· Improving health and quality of life

· Growing and sustaining the economy

· Improving access to services

3. Current resource use
	Gross £000	Income £000	Net £000
Council Tax	588,173	135,960	452,213
Business rates	144,688	255,621	110,933cr

4. Service volumes and outputs
Number of council taxpayers	63,039
Amount Collected	£55m
Number of ratepayers	5797
Amount Collected	£22m

5. Key performance indicators
	IWC Current	IWC target	Bench-mark	Comments
Council Tax collected	97.7%	98.86%	96.95	Nub Group
Non domestic rates collected	98.2%	98.2%	98.3%	Nub Group

6. Benchmarking data

7. Service development proposal

To implement the e-billing legislation for both council tax and business rates in 2004/5 which will require additional software

-

8. Additional resources required (if any)
	2004-5 £000	2005-06 £000	2006-07 £000
Salary costs for set up work	8.5
Software purchase	TBA
Annual support and maintenance	TBA	TBA	TBA
Total

9. Training and Development requirements (if any)
	2004-05 £000	2005-06 £000	2006-07 £000
System Training	2

10. Linkages to partners, other services, corporate values

Legislative requirement and the ability to meet e-government target as well as offering improved access to services.

11. Impact on key performance indicators – measure of success

Enable us to maintain cost effective and efficient collection systems which are reflected in the Performance Indicators for collection of local taxes

12. Key corporate objectives delivered by the bid

This meets all of the objectives through the improved access to services.

Resource Bid

Reference number: FB3 (Wider provision of procurement training)

Service Area: Prucurement

1. Nature of service

Co-ordinating and helping to facilitate improvements in procurement activity across the Council.

2. Key objectives delivered

Strategically driven excellence in service delivery.

Organisational improvement and staff development.

3. Current resource use
	Gross £000	Income £000	Net £000
Controllable expenditure 2003-4	87	9	78
Recharges	2	1	1
Total	89	10	79
Manpower (full time equivalent)	5.1
Accommodation	Room 320 County Hall - 30 sq. metres

4. Service volumes and outputs

Managing a number of corporate framework contracts including:-

Mobile phones £100k pa (700+ users)

Office stationery £160k pa (230 customer delivery codes)

Photocopiers £214k pa (200 copiers)

Food supplies £140k pa

Fire extinguisher servicing £23k pa (280 sites)

Office cleaning £160k pa (49 sites)

5. Key performance indicators
	IWC Current	IWC target	Bench-mark	Comments

6. Benchmarking data

N/A

7. Service development proposal

Procurement is a highly devolved activity within the Council, with many staff in all Directorates being involved to various degrees and with differing levels of expertise. There is increasing recognition, both by Government and local authorities in general, that more needs to be done to increase procurement skills capacity and thus help drive improvements in procurement performance. The Council’s own Procurement Strategy recognises this need, although it is not necessarily the highest priority on individual service units’ plans. Accordingly this proposal is for a provisional sum to “pump prime” improvements in procurement know how across the Council through the provision of some suitably targeted short courses run by an appropriate external training provider on a pilot basis. This would effectively make such training “free at the point of delivery” to a wider group of staff and will add further momentum to the Council’s drive to secure further procurement improvements. The specific course content has yet to be determined, although the recent procurement skills self-assessment exercise will help inform the process.

8. Additional resources required (if any)
	2004-5 £000	2005-06 £000	2006-07 £000
Training	8	6	5
Total	8	6	5

9. Training and Development requirements (if any)
	2004-05 £000	2005-06 £000	2006-07 £000
Total

10. Linkages to partners, other services, corporate values

Procurement is identified as an important corporate governance issue and one that features in the CPA improvement plan.

11. Impact on key performance indicators – measure of success

It is difficult to measure the impact of this proposal in finite terms; however it would clearly help stimulate an increased awareness and understanding of important procurement issues within the Council and thus contribute to raising standards generally. Tentatively this initiative could cover approximately 100 staff.

12. Key corporate objectives delivered by the bid

8 (Strategically driven excellence in Service delivery)

10 (Organisational improvement and staff development)