Service Plan 2004/05

Directorate: Corporate Services Service Area: Legal and Democratic Services

Produced by: John Lawson Phone Number: 823207

Location: County Hall Date completed: Draft 4 - 8 September 2003

Services covered: Democratic Service (Civic Office, Committee Administration, Elections, Member Support); Local Land Charges; Legal; Registrars; Support Team; Word Processing Unit

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

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 community focus Organisational improvement and staff development

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/Legal and Democratic Services

Service Description

A path finder service leading and enabling the Council and its partners in identifying and delivering agreed objectives in a lawful, efficient and effective manner. Delivering a small range of excellent and continuously improving services, particularly local Land Charges and Registration services, direct to the public

Committee Administration

Enabling, facilitating and ensuring high standards of decision making by elected members; sharing skills where resources allow with non-decision making member/officer groups and with partner agencies.

Elections

Administration of flawless European, Parliamentary, Local and Parish elections; efficient provision of an accurate electoral register.

Legal

Providers and procurers of an added value, full service legal provision.

Member Support and Civic Affairs

Enabling and facilitating elected members discharge duties as Leader of the Council; Portfolio Holders; and community representatives. Supporting and enabling the community leadership role of the Chairman of the Council, promoting formal International Friendship links.

Register Office

Registration of births, marriages, still births and deaths. Conduct of Citizenship Ceremonies, civil funerals, naming ceremonies and renewal of vows.

Word Processing Unit

Delivering an increasing range of word processing and associated technical support to elected members and officers

Local Land Charges

A good practice deliverer of a modernised statutory Local Land Charges service.

Support Unit

Providing an expanding range of cost effective support services to the legal team and into the rest of the service.

Linked to statutory objectives:

Elections: Functions under the Representation of the People Acts

Local Land Charges: Function of responding to search requests on properties and areas of land

Register Office: Functions in relation to civil registration of marriages, births, deaths, citizenship ceremonies

Committee Administration: Functions in relation to the conduct of local authority business under the Local Government Acts

Corporate Governance Roles: Support/enabling of substantive functions under local government, equalities; crime and disorder, human rights and best value legislation

Critical Success Factors (from section 4c)

Critical Success Factor	Outcome	Key Actions	Key Dates
High score on corporate governance part of CPA balanced scorecard	Excellent CPA rating in 2006	Establish and deliver corporate resource of corporate governance advice and training Achievement of CIPFA/SOLACE standard	Annual to 2006
E-enabled, externally accredited, excellent service delivery	Great access to great services	Seek and maintain Chartermark; Lexcel; IIP accreditation; General Register Office inspection; NLIS Level 3	Annual 12/04
Centre of excellence delivering and assisting delivery of lawful, effective information management	Maximise legitimate use of council’s information resources	Resource, recruit to and develop corporate centre of excellence	01/05 Freedom of Information Act implementation

Key Achievements from 2003/04:

Local land charges – completion of data capture; Legal team, retention of Lexcel accreditation; elections, completion of polling stations review

Key Objectives and Improvements for 2004/05:

CPA reassessment & reclassification to Good; European Election; Obtain/maintain charter mark; Achieve CIPFA/SOLACE corporate governance standard

Longer term objectives:

High score on corporate governance CPA scorecard

2. Structure and Budget 2004-05

2003-04 - Budget Analysis
		<------------------------2003/04------------------------>
			Other	Other non-	Total
		Staff	Controllable	Controllable	Other	Total
		Costs	Expenditure	Expenditure	Costs	Budget	fte staff
Democratic Representation & Management
0430	Civic Duties	0	33,185	0	33,185	33,185	0.0
0435	Committee Costs	115,809	15,556	44,354	59,910	175,719	3.8
0553	Democratic Representation & Management	0	788,692	222,194	1,010,886	1,010,886	0.0
A430	Civic Affairs Section	33,393	32,660	9,539	42,199	75,592	1.0
BE51	Leader & Member Support	41,669	6,707	6,811	13,518	55,187	2.0
		190,871	876,800	282,898	1,159,698	1,350,569	6.8
Registrars
L472	Registration of Births, Deaths & Marriages	124,325	-77,423	30,382	-47,041	77,284	5.0
Conducting Elections
0612	Elections	0	24,638	0	24,638	24,638	0.0
Registration of Electors
L470	Electoral Registration Office	28,472	27,201	19,984	47,185	75,657	2.0
L47C	Electoral Registration Canvassing	0	35,523	0	35,523	35,523	0.0
L47S	Electoral Registration Store	0	6,475	0	6,475	6,475	0.0
		28,472	69,199	19,984	89,183	117,655	2.0 (+ ad hoc support)
Local Land Charges
LE81	Local Land Charges	103,468	-661,686	17,487	-644,199	-540,731	4.0
Financial Assistance to Parishes (Grants)
SG10	Financial Assistance Parishes	0	17,510	0	17,510	17,510	0.0
Support Services - Legal Services
0418	Legal Services	472,448	-459,845	4,022	-455,823	16,625	15.5
0428	Receivership Cases	3,199	-1,215	10	-1,205	1,994	0.0
43A6	Ethics, Probity & Data Protection	30,000	0	0	0	30,000	1.0
43A7	Monitoring Officer	0	0	0	0	0	0.0
LE76	Word Processing Section	62,621	-20,240	12,472	-7,768	54,853	3.6
		568,268	-481,300	16,504	-464,796	103,472	20.1
	Total Legal & Democratic	1,015,404	-232,262	367,255	134,993	1,150,397	37.9

Key Partners:

Land Charges	National Land Information Service (NLIS)
Elections	European Constituency Returning Officer
Legal	Commercial partners under call-off contracts
Registrars	Registrar General & Office

Accommodation:

County Hall – parts of ground floor, floors 3 & 4; Elections Store; Part of Somerton Store (replacing Samuel Whites)

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

	TASK	TARGET DATE	OUTCOME	COMMENTS	KEY OBJECTIVES* *See key at appendix 1	ACHIEVED As at 1 September 2003
1	• Reorganise human and financial resources (including possible addition of further teams)	06/03	More efficient, flexible and responsible delivery of services (measure: satisfaction of users)	• Agreement by Members; stakeholders; staff • Achieving stakeholder agreement delayed process	B1, B3, B5, B6, B7 D2, D3, D4 8, 10	Achieved for Civic Office; Revised target date elsewhere to 03/04
2	• Re-organise accommodation	09/03	Facilitation of task 1 - achieving more efficient, flexible and responsive delivery of services (measure: improved proximity to colleagues and other resources)	• Council wide accommodation review	B1, B3, B5, B6, B7 D2, D3 8, 10	Achieved
3	• Establish service specific Intranet editorial group	10/03	Enhanced and continually improving Intranet resource for this service and whole Council (measure: hits?/frequency of additions and updates?)	• Sufficient technology for measurement	A2 B1, B3, B4. B5, B6, B7 D5 8, 10	On target
4	• Review arrangements for Chairman’s charitable activity	09/03	Either increase turnover or reduce cost or both	• Chairman’s approval of methodology • May need to defer to 04-05 (new Chairman in May 04)	B2, B3 9	At risk due to re-organisation of team
5	• Write and publish civic handbook	04/04	Tool kit for new office or post holders and reference source for interested third parties	• Available resources after re-organisation • Engagement of civic office holders	B2, B3, B6 D5 9	On target
6	• Unsung heroes awards	TBC	Establish and deliver process for awards to agreed criteria and timetable	• Chairman’s approval of process • Budget identification • May need to defer to 04-05 (new Chairman in May 04)	B1, B4 9	At risk due to re-organisation of team
7	• Co-lead on Local Democracy Week	10/03	Vibrant programme of high profile events attracting participation of 100+ individuals (especially young people) and generating significant media coverage	• Co-ordination with Youth Service • Member support and participation	A2 B4, B5 9	Action plan in place
8	• Crystal marking of key constitutional documents	03 / 04	External validation of clarity of at least three key parts of the constitution	• Budget identification • Identification of key documents • Delivery by external validator	B2, B5 D1 7, 9	Draft project plan in place, on target
9	• Wootton Parish review	08/03	Completed robust review of Wootton Parish Council boundary with clear recommendation.	• Resource identification • Agreeing methodology	B4 7, 9	Achieved
10	• Agree service specification with Leader/Portfolio Holders; Chairman; non-Executive Members	06/03	Clarity of resource and prioritisation of available support to Members	• Agreement with Member stakeholders • Now restarted with initial discussions with stakeholders	B2, B3 7, 8, 10	Paused due to re-organistaion of team– new target date 12/03
11	• Procure and implement new software system for Local Land Charges	10/03	State of the art, efficient, GIS/ NLIS compatible Local Land Charges software package	• Contract letting and Management • Identification of budget	B3 C4 8, 10	Procurement on target
12	• Complete data capture	10/03	Fully electronic database and search facility for Local Land Charges function	• Availability of staff for task	B3 C4 8	Achieved
13	• Review Local Land Charges staffing needs post data capture and software implementation	12/03	· Efficient, cost effective Local Land Charges service · Identify and reduce cost per search	• Completion of other tasks	B3 C4 8, 10	Partially achieved/on target
14	• Procure and implement case management/time recording system	10/03	Efficient, cost effective, reduced paper Legal and Committee administration system	• Identification of budget and human resources for implementation	B1, B3 D5 8, 10	Procurement on target
15	• Establish a strategic partnership with one or more private providers of legal advise	07/03	· Cost effective, added value, procurement of external legal advice · No work externalised outside of partnership(s) other than to Counsel	• Agreeing specification • Budget identification for process • Identifying suitable partner(s)	B3 D2, D3, D4 8, 10	Procurement under way but delayed. New completion target 10/03
16	• Establish an Isle of Wight Council prosecutions forum	04/03	A forum for exchange of good practice, standardisation of processes, identifying economies of scale among IWC Officers who undertake criminal investigations	• Engagement of stakeholders • Identification of funding for activity	A1, B1, B3, B7 8, 10	Achieved
17	• Deliver elements of procurement strategy	12/03	Less risky - more efficient procurement practice Corporate timetable amended following IdeA healthceck	• Funding bid • Client Departments identifying funds	B1, B3, B7 D2, D3, D4 7, 8, 10	Paused for redraft of strategy
18	• Produce guidance and training on new legislation	03 / 04	More confident, better informed Members and Officers	• Financial and human resources • National legislative timetable • Engagements of potential delegates	B3, B7 D1 10	Paused – awaiting new local government legislation Parliamentary timetable for Local Government Bill subject to change
19	• Preparation for transfer of liquor licensing functions	01 / 04	Comprehensive preparation for assumption of new statutory duties, including training of Members and Officers, development of systems and processes.	• Primary Legislation • Resource identification	A1, B3 D1 8, 10	On target – statutory commencement date likely to be delayed to 03/04
20	• Progress to NLIS Level 2	04/03	Contribution e-government targets set out in IEG 2 statement. Improved service delivery	• Delivery of training and hardware by NLIS	B3, B7, C4, D5 8, 10	Achieved
21	• Support standards Committee in ethical audit of Isle of Wight Council	12/03	Increased confidence in standards of ethics and probity in Isle of Wight Council	• Standards Committee Work Plan	B2, B5 D4 7, 9	On target for delayed completion – by 03/04
22	• Support standards Committee in review of arrangements to ensure ethics and probity in Parish and Town Councils	12/03	Increased confidence in standards of ethics and probity in Parish and Town Councils	• Standards Committee concentrating on new regulatory provisions and ethical audit.	B2, B4 7, 10	Delayed due to competing priorities for Standards Committee time
23	• Establish information management/ Data Protection centre and expertise and advice	08/03 revised to 03/04	Demonstrable improvement in corporate capacity to discharge statutory framework for FOI/ Data Protection	• Budget identification	B3, B6 D1 7, 8, 10	Delayed due to budget constraints & awaiting outcome of audit commission assessment of progress
24	• Review of constitution	01/04 revised to 03/04	Lawful, useful constitutional documentation	• Agree methodology	B2, B5 D1 7, 10	Draft project plan in place
25	• Review and agree new charging structure for Legal services	09/03	• Increase accuracy of measurement of cost of Legal services • Increase choice and contractibility of budgets by Client Departments	• Agreed, corporately and with Clients	B3, B7 8, 10	Achieved
26	• Delivery of training and development	03 / 04	100 hours face-to-face training and development; • decision making training • access to services workshops • induction • new legislation	• Development of corporate training programme • Sufficient attendees • Agreement on funding • National legislative programme	B1, B3, B7 D1 7, 10	Ongoing & on target
27	• Develop Legal support to Select Committees	03 / 04	• Timely and useful Legal contributions to report to Select Committees • Attendance at and advice to Select Committees	• Agreement of systems with Select Committee Chair • Select Committee work programmes	B5, B7 7, 10	On target
28	• Review of polling stations	06/03	• More accessible polling station provision	• Availability of premises not within Council control	A2 9	Achieved
29	• Reduce cost per registered elector of producing electoral roll	11/03	§ More efficient, best value, statutory service § 2% saving on cost per registered elector	• Agreement to change canvassing practice	A2, B4, C2 10	On target
30	• Action Plan to harmonise and modernize Bylaws	12/03	Progress towards harmonization and modernisation of Bylaws	• Agree priorities with Members • Resource identification	B1, B3, B7 8, 9	At risk – may be re-prioritised
31	• Major projects for key clients • Education and Community Development • Social Services • Property Services • Other Clients ?	On-going	Heads of Service to agree	• Engagement of Heads of Services – Robustness of service planning	B1, B3, B7 all	At risk –few identified
32	• To relocate Register Officer to Northwood House	01/04	§ Deliver service improvements identified by Inspector	• Agreement with Northwood House Trustees. • Identification of necessary funding	B3, B7 8, 9, 10	AT risk – negotiations with trustees very slow
33	• Register Office application for Charter Mark	12/03	§ Accreditation – external validation of quality. § Contribution to BVPI 177	• Meeting new criteria • Self assessment December 03	B3, B7 8, 10	On target
34	• Maintain percentage of work completed within clients’ timescales at 94%	03/04	§ Further improved service.		B3, B7 8	Short term at risk due to staff turnover
35	• Maximise efficiencies from legal case managements software. • Target and enhance the support available to elected Members (particularly the Executive) • Maximise efficiencies in producing agendas, reports and decision records by procuring new software and/or developing new systems	03/04	§ To further integrate the Word Processing Unit with the Member Support, Democratic Services and Legal Services Teams.	• Procurement of new IT systems software • Development of working systems. • Delivery of training.	B3, B7 8, 10	On target
36	• Elimination of duplication in delivery of support services across the Team	03/04	§ Delivery of more efficient and focussed support services.	• Identification and prioritization of improvement potential	B3, B7 8, 10	On target
37	• Complete transition to using Word	10/04	§ Contribution towards achieving single corporate word processing package	• Identification of regular dedicated time slots (1.5 hr per week) • Further training/development	B3, B7 8, 10	At risk due to staff turnover

4. Key Performance Measures

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

Objective	Action	Outcome	Target & date to be achieved	Key Officer/ Partners	Link to Corporate Objective	Bid to budget process
Legal Trading Account to break even with any increase in hourly rate below inflation	Achieve efficiencies in service delivery	Reduce real cost of in house legal provision	Reduce overheads per fee earner and increase chargeable hours. Financial years 04/05; 05/06	Team Leaders/Private practice partner providers	All	No additional cost
Local Land Charges to reduce average search times by 1 day per year	Invest fee income in joining up intradepartmental response	Quicker service for users	Reduction achieved and sustained by last quarter of financial year 04/05; 05/06	Team Leader	8	Any additional cost funded from fee income
Word Processing Unit	Excellent and improving word processing service	Well supported members and staff	94% of work completed within client’s timescale	Team Leader	8, 10	No additional cost
Delivery of statutory electoral functions	European Election May 2004;	Flawless contribution to delivery of returning officer duties	Unchallenged delivery of polling	Team & Unit Leader/Home Office/European Returning Officer	8, 9	No additional cost
	Conduct reduced cost canvass	Reduce cost per registered voter of annual canvass	2004 canvass to cost less per elector than 2003 canvass	Team & Unit Leader	8, 9	No additional cost
	All Council and General Elections 2005/6	Flawless contribution to delivery of returning officer duties	Unchallenged delivery of polling		9	No additional cost
Democratic Services	Lawful administration of elected member decision making	Efficient and unchallengeable decision making processes	100% of member decisions administered lawfully and in accordance with the constitution	Team Leader	7, 8, 10	Resource bid 1
Register Office	Delivery of services to (revised) scheme standards	Satisfied stakeholders; Good inspection outcome	Maintenance of Chartermark annually Good GRO inspection outcome Stakeholder endorsement through survey	Registrar/General Register Office	8, 9	No additional cost
Civic Office	Delivery of support as specified by the Chairman of the Council	Satisfied stakeholder	Periodic assessment of stakeholder satisfaction (six monthly during Chairman’s term)	Team & Unit Leaders	7, 9	No additional cost

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 to Budget process
To lead delivery of improved standards of corporate governance
	Ensure legal input into select committees	Increased corporate governance input to select committees	Agree service protocols with select committee administrators/chairs	Head of Service/ Team Leaders/Select Committee Administration	7, 8, 10	Resource bid 2
	To support application for CPA reassessment in autumn 2004	Revised CPA assessment	Re-classification to Good by 12/04		7, 8	No additional cost
	To ensure the development of an information management centre of excellence	Creation of appropriate corporate information management culture	Full implementation and compliance with Data Protection, Freedom of Information and related legislation	Head of Service	7, 8, 10	No additional cost
	Establish corporate fund for corporate governance advice, training, monitoring officer function	Excellent CPA rating	3 or 4 out of for score on balanced score card for hoe the council is run (or equivalent)	Head of Service	7, 8,10	Resource bid 2
	Achievement of CIPFA/SOLACE Corporate Governance Standard	Deliver of corporate governance to national benchmark	Audit complete 06/04 Statement of Compliance in annual accounts, August 04; July 05; June 06	Head of Service	7, 8, 10	No additional cost
To deliver e-governance within the service area
	Enable and encourage take up of full on-line delivery of local land charges	Fully e-enabled service	Differential charging by 05/04 NLIS level 3 by December 04	Team Leader/NLIS	8, 10	Any additional cost funded from fee income
	a)Offer wider choice in where a birth or death can be registered. b)Accept payment for services via www	Fully e-enabled service Payments can be made 24/7	April 05 (dependent on software from GRO) April 04	Head of Service/ GRO ICT	8, 10 8	No additional cost Cost met from existing ICT budgets
To continue the improvement in quality and professionalism of the service
	Maintain Investors in People compliant management standards	Well informed, motivated, highly skilled teams	Renew accreditation by December 2004	Head of Service/ Accreditation agency	7, 8, 10	No additional cost
	Maintain LEXCEL compliant legal practice management standards	Well managed, reduced risk, efficient, externally accredited legal practice	Renew accreditation by July 2004	Team Leaders/Accreditation agency	7, 8, 10	No additional cost
	Gain at least one charter mark accreditation	Externally validated excellence in service delivery	Chartermark for Registration Service by July 2004	Registrar	BVPI 177	No additional cost
	Improve IT skills	More confident and efficient use of IT	ECDL qualification for 30 members of team by 03/05	Head of Service/ Team Leaders/ Training provider	8, 10	No additional cost
	Integrate Word Processing Support into other areas of the team	More efficient, integrated support function	Review location & organisation of team by 12/04		8, 10	No additional cost
	Plan and deliver prioritised programme of risk assessments	More controlled, les risky working environment	Adopt prioritised programme 04/04 Deliver by 04/06	Head of Service/Team leaders/HSE	10	No additional cost
To deliver legislative changes in the service area
	Support/facilitation of new responsibilities for liquor licensing regime	Efficient, lawful delivery of members decision making roles	Recruit/procure staff/expertise to deliver advice and support to all parts of the new function, particularly member decision making by March 2004	Team Leaders	4, 7, 8, 10	Bid Reference: 1
	Register Office to respond to Delivering Vital Change agenda	Legislative change delivered to maximum benefit of users	Confident preparation for next GRO inspection. Expected June 2004	Registrar	8, 10	No additional cost
	Lead corporate preparations for Local Government Bill	Maximise potential benefits of new legislation through confident well informed members, staff and partners	Action plan January 2004	Head of Service	7, 8, 10	No additional cost

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

Critical Success Factor	Outcome	Key Actions	Key Dates
High score on corporate governance part of CPA balanced scorecard	Excellent CPA rating in 2006	Establish and deliver corporate resource of corporate governance advice and training Achievement of CIPFA/SOLACE standard	Annual to 2006
E-enabled, externally accredited, excellent service delivery	Great Access to Great Services	Seek and maintain Chartermark; Lexcel; IIP accreditation; GRO inspection; NLIS Level 3	Annual 12/04
Centre of excellence delivering and assisting delivery of lawful, effective information management	Maximise legitimate use of council’s information resources	Resource, recruit to and develop corporate centre of excellence	01/05 Freedom of Information Act implementation GAGS Roadmap dates

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
European Election	N/a	May 2004	N/a	Statutory timetable
Obtain/maintain charter mark	Preparation for assessment	June 2004	N/a	Compatible with BVPI 177
Achieve CIPFA/SOLACE corporate governance standard	Undertake baseline audit	December 04	N/a	CPA Improvement Plan

5b Mandatory targets 2004/05

Performance Indicator and source	Target 2002/3	Actual 2002/3	Target 2003/4	Target 2004/5	Benchmark Figure	Source
N/a

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
Register Office – User satisfaction survey						Charter mark criteria
Local election turnout	No local election	No local election	No local election	No local election	Local election 1997 (2001 General election discounted)	BVPP
Local land charges search times	100% within 10 days	100% within 10 days	100% within 10 days	100% within 9 days		BVPP
In house legal charge % increase in fees	N/a	N/a	Restructure charge	Less than inflation		Service plan/consultation with clients
Word processing unit	94% turnaround within clients timescale		94%	To be agreed with clients		Service plan/consultation with clients
Circulation of minutes of Regulatory Committees within 5 days	95%	95%	95%	100%	N/a	Local target
% of adult population on electoral roll	100%	99.7%	99.8%	99.9%	N/a	Local 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
Service standards and development 03/04	30 April 03 Liaison Group	Local Solicitors/Conveyancers	Confirmed local demand for differential charging for NLIS	Included in service plan 03/04
Legal service performance	Continuous	Instructing Officers	Case specific feedback on performance	Hourly fee level target
Service Plan 04/05	24 June 03	Team Members	Draft Service Plan	Draft targets

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

Subject for consultation	Dates and contact	Consultation with whom
Local Land Charges	Spring, annual liaison group	Local Solicitors/Conveyancers
Registrars	Continuous	Users, undertakers, clergy, approved premise licence holders.
Legal service case specific feedback – to expand to obtain comparative data from use of call off contracts.	Continuous	Instructing Officers

7. Resource Bids Summary

Reference Number	Description	Financial Implications
		2004/5 £000	2005/6 £000	2006/7 £000
1	Support for liquor licensing function	21,000	21,500	22,300
2	Corporate Governance – Legal Advice, Monitoring Officer	50,500	52,000	53,500

Resource Bid Forms

Reference number: 1

Service Area: Democratic Services (Committee Administration)

1. Nature of service

.Support/facilitation of elected member responsibilities of liquor licensing regime

2. Key objectives delivered

Efficient, lawful delivery of members decision making roles

3. Current resource use
	Gross £000	Income £000	Net £000
N/a

4. Service volumes and outputs

Transfer of c1,000 of licenses within 6 months of assumption of function

Weekly meeting of Licensing Committee

5. Key performance indicators
	IWC Current	IWC target	Bench-mark	Comments
1	N/a	N/a	Turnaround time from receipt of application to determination	Meaningful benchmarks difficult to identify, therefore to be agreed with those responsible for licensing function and these are suggested measures
2			Minimise number of adjournments
6. Benchmarking data
As new service no historical performance data – current judicial process is not comparable with new administrative functions
7. Service development proposal
New function assumed under Licensing Act 2003. Extends existing similar responsibilities/activity in supporting member decision making. Requires additional scale 4 member of staff. As volume of work after initial settling in period is unknown, recruitment for 2 year fixed term contract in the first instance. The proposal dovetails with service developments in the licensing team, which are to be funded by fees charged to licensees. Estimated fee income will not cover the administration of member decision making parts of the process.

8. Additional resources required (if any)
	2004-5 £000	2005-06 £000	2006-07 £000
Scale 4 team member (salary, equipment; consumables)	20,000	21,000	22,000
Total	20,000	21,000	22,000

9. Training and Development requirements (if any)
	2004-05 £000	2005-06 £000	2006-07 £000
	1,000	500	300
Total	1,000	500	300

10. Linkages to partners, other services, corporate values

Additional burden on this service mirrored by additional responsibilities on licensing and legal functions, the latter to be funded by the licensing function through the legal trading account.

11. Impact on key performance indicators – measure of success

Success will be measured by completion of the transfer process and smooth assumption of new role. This is a new statutory duty and some additional cost is not avoidable.

12. Key corporate objectives delivered by the bid

The new function, at a policy and operational level will contribute to the creation of safe crime free communities and to encouraging job creation and economic prosperity. This bid, however, is concerned with the lawful and efficient discharge of the statutory process.

In terms of the summary on page 2 of this plan, contribution will be to 2 and 4 and more dierectly to 8, 9 and 10.

Reference number: 2

Service Area: Corporate Governance – Legal Advice, Monitoring Officer

1. Nature of service

Delivery of corporate governance legal advice; training and monitoring officer functions free at the point of delivery. Aligns financial provision to match change in structure effective September 02, relocating monitoring officer duties.

2. Key objectives delivered

To lead delivery of improved standards of corporate governance

3. Current resource use
	Gross £000	Income £000	Net £000
Legal advice to members	7,947 Outturn 02/03 28,140	0	7,947 Outturn 02/03
There is no discrete budget for monitoring officer activity	0 Outturn 02/03 £1,388	0	028,140 Outturn 02/03 £1,388

4. Service volumes and outputs

250 Hours per year of senior legal advice on corporate governance issues (to include an average of 1 hr of advice to each Select Committee meeting)

Funds for Monitoring officer function - 100 hours per year & 1 investigation/special project

Delivery of training 16 days per year

6. Benchmarking data

N/a

7. Service development proposal

To align funds with current and predicted demands for corporate governance legal advice and monitoring officer function.

This is NOT a bid for new money, as the service volumes and inputs are already delivered, but are funded as part of the legal overhead and therefore fall to service budgets (and therefore disproportionately on services with a high spend on technical legal services, such as property services and social services). The cost of legal services to all users of the in house legal service will fall by up to 5% if bid approved.

5. Key performance indicators

Delivery of significant parts of Dimensions 2 (service delivery), 3 (structures and processes) and 5 (standards) of CIPFA/SOLACE corporate governance standard.

8. Additional resources required (if any)
	2004-5 £000	2005-06 £000	2006-07 £000
250 hours of senior legal advice	22,500	23,000	23,500
Advice to select committees	5,000	5,000	5,000
Monitoring Officer funding	15,000	15,500	16,000
Delivery of training	8,000	8,500	9,000
Total	50,500	52,000	53,500

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

10. Linkages to partners, other services, corporate values

Legal advice supports audit commission, internal audit and inspection regimes – and underpins the corporate

11. Impact on key performance indicators – measure of success

Essential to deliver CPA improvement plan, achievement of CIPFA/SOLACE corporate governance standards and to becoming an excellent authority.

Much of the current demand is borne as an overhead on the legal trading budget. This proposal will assist in limiting increases in the hourly rate and reduce the corporate spend on non corporate governance legal advice.

S5(1)(b) Local Government and Housing Act 1989 provides that it is a duty of the authority to provide the monitoring officer with resources sufficient to allow the performance of his duties

Links to critical success factors:

	IWC Current	IWC target	Bench-mark	Comments
1	2 out of 4 score on “How the Council is Run” section of CPA balanced scorecard	To become an excellent authority by 2006 – at least 3 out of 4 – ideally 4 out of 4	Unitary authority CPA scores
2	Partial conformance with CIPFA/SOLACE standard	Annual certification of full compliance with CIPFA/SOALCE standard	CIPFA/SOLACE standard

12. Key corporate objectives delivered by the bid

Excellent CPA rating

Strong, political and managerial leadership

Strategically driven excellence in Service delivery

Organisational improvement and staff development