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					CABINET – 26 July 2007 Report of the Chief Executive ITEM 6 COPORATE PLAN REFRESH

Purpose of Report To agree a draft of the Corporate Plan for consultation with partners, stakeholders and local communities. Recommendation 1. To endorse for consultation with key partners the revised Introduction and ‘Top Twenty’ sections of the current Corporate Plan as set out in the Appendix 1. 2. To recommend the modified Corporate Plan to Council for agreement after the close of the consultation and subject to any changes as may be required in response to the consultation. 3. To delegate to the Chief Executive, in consultation with the Leader, authority to modify the Corporate Plan proposals, as set out in Appendix 1, in response to the key partner consultation and prior to submission to Council. Reason 1. To seek the views of key partners on the corporate plan. 2. To have the new corporate plan adopted in accordance with the constitution. 3. To allow for the final version to take into account views expressed during the consultation. Policy Context The seven year Corporate Plan is normally reviewed on a bi-annual basis. Informed by the Community Strategy, as well as local, regional and national priorities., it is the key document for medium and long term planning in the authority. Alongside the five cross cutting strategies it provides focus and strategic resource allocation for the formulation of more detailed annual service delivery plans which culminate ultimately in the assignment of individual and team goals Background The last review of the Corporate Plan in the summer of 2006 and endorsed for consultation on 21 September of that year. It returned to Cabinet and was finally agreed by Council on 20 November 2006. Since then there has been a new administration formed in the Borough Council with an infusion of new ideas. Although the top twenty objectives of the Corporate Plan remain unaltered there are new proposals as to how they may be achieved. Alongside the revision to the introduction, these proposals have been incorporated into the ways in which the top twenty objectives will be achieved. These appear in Appendix 1. The introduction has been rewritten and the changes in the delivery of objectives are highlighted in yellow.

It is intended that the views of key partners will be invited over three weeks, then the final recommendations be taken to Council in September for agreement. This will provide the backdrop to this year’s Service Delivery Planning. In the longer term it is expected to revise the Corporate Plan more fundamentally early in the next calendar year. The timing of such a review would be appropriate for other major developments currently under way. Charnwood Together, the District LSP, is currently working with the County Council to revise its Sustainable Community Strategy to incorporate ‘place shaping’ aspects, in time to have the County wide strategy in place to support the new style Local Area Agreements, due to be introduced from June next year. The Corporate Plan needs to have regard to the Sustainable Community Strategy, and this will be the earliest opportunity to take advantage of these developments. At the same time, the Comprehensive Spending Review 2007 (CSR07) will be announcing its results in broad terms in October, and at the level of the District grants for three years in December. This is intended to give a clear picture of the authorities resources in the medium term and can serve as a basis for realistic longer term planning in the Corporate Plan. CSR07 is expected to be both radical and challenging, and the Corporate Plan will need to take these changes into consideration as quickly as possible. Financial Implications The additional commitments within the proposed changes to the Corporate Plan have been costed and are within the affordability envelope of the existing Financial Strategy. The financial implications section of Cabinet reports which implement these proposals are providing the details of how they will be funded, as for instance has been the case with Bulky Waste collections. Risk Management Risk Identified That opportunities for achieving Corporate Plan objectives will be missed if it is not modified to accommodate more recent thinking Key Decision: Background Papers: Likelihood Impact M M Risk Management Actions Planned Refresh relevant areas of the corporate plan

No Corporate Plan – Report to Cabinet on 21 September 2006 Corporate Plan – Report to Council on 20 November 2006

Officer(s) to contact: Brian Hayes (01509634600)

Appendix 1 – Introduction & Top Twenty in Corporate Plan See next page

Welcome & Introduction - What’s Our Corporate Plan?

“CHARNWOOD is facing immense opportunities and challenges. It will never stand still or unchanged. New ideas, new jobs, new ways of working together keep communities thriving and alive and this Corporate Plan is the backbone to the work which must lead on this. This Plan has now been strengthened by new pledges following the Local Government Elections (2007).The Plan was formed following direct consultation with residents and now goes further by including additions from newly elected Councillors, truly demonstrating local democracy.

New investment and development will be made forces for good and the Borough must lead in that process. Charnwood must be a place where people are proud to live, where good services are provided at a fair price. This Plan sets out how we will work towards a new understanding, a new way of working, in Leicestershire and beyond; sharing work and costs and so saving public money, to help our communities prosper.” Cllr Richard Shepherd, Leader


Our ‘Top Twenty’
The Borough Council is an organisation which provides a wide variety of services, from cemeteries to housing. Within each of these areas there are services to be delivered and improvements to be made. These will be reflected in the Service Delivery Plans for the Directorates.
This Corporate Plan, however, highlights the ‘Top Twenty’ goals that the Council wants to reach over the period of the plan – where we intend to concentrate our efforts and by which we intend to be judged.These are divided into two groups of ten – the Top Ten things we need to get right, and the Top Ten things ways we need to improve in order to do them well. This is where we will set out the things that we are going to do over the next seven years that people will see on the streets and parks around them.They are spread across three themes.The current proposals are:
What we want to achieve Why do we want to do this What we will do to achieve this Performance Measures

The Top Ten things we need to get right

Theme 1: Leisure & Environment Creating safe and liveable areas – cleaner, safer, greener living environments with a focus on deprived areas.
Clean and safe streets and public places with the Council maintaining and enforcing high standards of cleanliness throughout the Borough Reduction of crime and clean streets figured as 1st and 3rd respectively, priorities in the 2003 Citizen’s Panel Survey and the Best Value User Satisfaction Survey 2003/4. In both those surveys they were also listed as the top two things that most needed improving. This goal supports the sixth action area of the Charnwood Community Strategy on liveable areas and reflects national agendas in the national Cleaner Safer Greener programme and the LGA campaign on Developing the Reputation of Local Government. - Development of Street Management Service combined with Civil Parking Enforcement in partnership with the County Council. - Work with partners through a programme of control measures to reduce levels of anti-social behavior including CCTV developments. - Reduce anti-social behaviour and the fear of crime in the Borough. - Work with the University and Residents’ Groups to develop a Student Management Strategy that enhances the cleanliness and environment for all and integrates students into the community including Environmental Action Days. - Introduce a new street cleansing contract that meets residents’ requirements more cost effectively. - Increase the frequency of street cleaning and make schedules easily available. - Provide 24 hour CCTV cover in the control centre. - Work to reduce nuisance in towns and villages and examine the need for more alcohol-in-street free zones. - Build on the Grot Spot initiative with residents reporting issues directly to the Council to ensure a speedy resolution. - Public education & promotion targeting the reduction of kitchen and paper waste in the residual waste stream, reinforced by appropriate enforcement if required. - Achieve 45% recycling rates by 2009/10. - Design and tender for a new waste & recycling service designed to achieve a further step change in waste minimisation and recycling. - Approach and work with others to reduce, reuse, recover and recycle.This includes key partners. - Collect bulky waste from homes free of charge to residents.


- Achieve 76% for people satisfied with cleanliness standards by 2010. - Reduce the proportion of land and highways having litter and detritus below an acceptable level to 12% by 2009. - Remove 98% of abandoned vehicles within 24 hours from point at which legally entitled to remove.


A sustainable Borough which minimises waste and increases recycling

Preserving the environment and recycling ranked 2nd in our 2003 Citizen’s Panel Survey and 6th in the areas needing improvement. Since then the new recycling service has more than doubled the recycling rate and the 2005 Survey found nearly 89% of residents were satisfied with the service but 95% thought it was important to recycle.This goal supports the Community Strategy’s Climate Change action area, and supports national government targets and key Leicestershire Local Area Agreement targets on the reduction of waste to landfill.

- Achieve 45% recycling rates for household waste by 2010. - Achieve a reduction in the number of kilograms of waste (collected per head of population) to 349kg by 2010.


Our ‘Top Twenty’
Theme 1: Leisure & Environment Cont.
What we want to achieve Why do we want to do this What we will do to achieve this Performance Measures


Improved public enjoyment of our green spaces and the promotion of ‘Green Flag’ parks in the Charnwood Borough


Top quality leisure, arts, cultural and sports facilities, activities and events for local communities

The Best Value User Satisfaction Survey 2003/04 ranked parks and open spaces 8th in importance, and the Citizen’s Panel Survey of 2003 identified these as the 7th area for improvement in the Borough.This goal is aligned with objectives within the national ‘Cleaner Safer Greener‘ programme, supports national targets for physical activity, and also the specific Leicestershire Local Area Agreement target on Green Flag parks.

- Projects to systematically involve users and improve the quality of our parks, achieving green flag status with awards for Queen’s Park and Outwoods in 2007/08 and three other parks by 2010. - Develop and promote green ways, nature trails and other open air recreational facilities accessible to the whole community.

- Achieve 82% for residents satisfied with parks and open spaces by 2010. - Achieve green flag status for 5 parks by 2010. - Achieve 25% reduction in complaints relating to grounds maintenance by 2009.

Satisfaction with these facilities and activites was average in 2003 for similar authorities, but our Citizen’s Panel Survey found it ranked 5th in importance, and 10th in that survey and the Best Value User Satisfaction Survey 2003/04 of areas for improvement. Programmes operating out of leisure facilities also support national targets for physical activity and sport, and other health related targets.

- Enhance leisure facilities particularly in the south of the Borough. - Develop campaigns designed to increase the involvement of ‘hard to reach’ groups including increased use of Leisure Pass and Summer Activity programmes.

- Achieve 60% for residents satisfied with sports and leisure facilities by 2010. - Achieve 5% increase in the total number of visits to leisure centres per 1000 population by 2010. - Achieve 5% increase per annum in Leisure pass members. - Achieve a level of 6950 per annum for the total number of 5-18 year olds participating in activity programmes by 2010.

Theme 2: Housing & Health To nurture healthy and strong accessible communities – healthy, cohesive and engaged communities leading to active citizens and civil renewal.


High performance on housing repairs and rent collection and secure at least a 2 star rating for our Housing Service

Affordable decent housing ranked 4th in importance in the 2003/04 Best Value Survey, and 6th in our Citizen’s Panel Survey.The 2006 Housing Inspection revealed serious problems in the Council controlled housing stock which are being urgently addressed.These improvements are also the pathway for raising significant resources for investment in those houses. Affordable decent housing ranked 4th in importance in the 2003/04 Best Value Survey, and 6th in our 2003 Citizen’s Panel. It was also the 7th improvement area in the 2003/04 Best Value Survey. Improving the existing stock is one path to this outcome.This target supports national targets on decent homes.

- Implement the Housing Improvement Programme and achieve 2 star status by 2008. - Manage housing through a dedicated organisation, ALMO. - Develop effective tenant participation structures. - Give tenants greater choice over services delivered. - Involve tenants in determining the standards of service and investment. - Focus discretionary housing grants capital on schemes to deliver decent homes to vulnerable occupiers, ensuring that no fewer than 70% of vulnerable people living in the private sector are in decent homes by 2010. - Develop with tenants a capital programme which will provide decent homes in line with Government standards, achieving 100% decent homes by 2010. - Allocate money to help provide affordable housing.

- Achieve a minimum of a 2 star rating for our Housing Service by 2008. - Complete 80% of repairs within timescales each year. - Collect 98.5% of rent owed each year.


Decent Homes Standard in both the Public & Private Sectors

- Achieve 100% for the proportion of council owned housing meeting the Decent Homes Standard by 2010. - Achieve 70% of the proportion of Private sector homes, which house vulnerable people, are classified as Decent by 2010.


What we want to achieve
Protects the environment and the health of its residents by the reduction of Greenhouse gases and reducing the effects of Climate Change

Why do we want to do this

What we will do to achieve this

Theme 2: Housing & Health Cont.

Performance Measures
- Procure 100% of Council’s electricity from renewable sources by 2010. - Reduce Council’s carbon dioxide emissions by 12% below 2004 levels by 2010. - Reduce amount of Council’s own waste going to landfill by 20% by 2010.


Protecting public health featured 7th on the 2003 Citizen’s Panel Survey, and Climate Change is one of the Community Strategy action areas.The Council is also a signatory of the Nottingham Declaration on reducing the effects of Climate Change.

- Delivery of Climate Change Strategy commitments in Air Quality,Transport and Energy Efficiency. - Ensure that in all major new development schemes, 10% of the energy requirements are from on site renewable sources. - Support public transport improvements to achieve an annual 1% or greater growth in bus passengers. - Enhancements of the railway station and public transport interchange through the Eastern gateway regeneration project. - Promote measures to protect the environment and continue the campaign for adequate controls for noise management at East Midlands Airport.

Theme 3: Development & Regeneration Maximising opportunities for a dynamic Charnwood economy – thinking and planning ahead to retain and enhance the strong Charnwood economy.


Deliver the vision for Charnwood in 2015 by making decisions now that will provide quality homes, affordable social housing, and places of work within sustainable communities served by accessible transport facilities Promote Loughboroug h as a subregional centre and a magnet for high skilled employment and investment

Protecting the countryside and tough planning action came 4th in importance in the 2003 Citizen’s Panel, and 3rd in areas for improvement. The Local Development Framework: Charnwood 2021 is a legislative requirement.


Although the Borough performs well in economic indicators, the modern economy is intensely competitive. Charnwood sits at the Heart of the Three Cities, within the EMDA Urban Action Plan, it needs to resist the erosion of employment.This goal supports Community Strategy action areas on promoting local achievements and pride, competitiveness, growth and learning and the renewal of Eastern Loughborough. Creation of local jobs will increase the robustness and sustainability of Charnwood’s economy, improve its transport system and maintain viable local communities.

- Produce a Local Development Framework for Charnwood in accordance with the approved Local Development Scheme. - Publish a consolidated Sustainability Appraisal alongside all Development Plan Documents. - Deliver average density of 40 homes per hectare in major development. - Deliver 60% of new homes on brown field sites over the period to 2010/2011. - Deliver 30% affordable housing. - Ensure the most economical use of land in delivering necessary development. - Secure the delivery of balanced communities and promotion of community cohesion. - Ensure effective partnership with the County Council and the Highways provision to create an effective infrastructure, linking to the effective implementation of Section 106 agreements. - Communicate effectively with the local communities on Planning and Development issues, particularly around the Regional Plan and Affordable Housing initiatives. - Promote markets, farmers’ markets etc and business startups. - Work with others to develop the bus services people need and support free concessionary fare schemes. - Complete & implement the Loughborough Town Centre Master Plan. - Promote key developments such as the Eastern Gateway, Dishley Grange and the Loughborough Science Park. - Build on the success and dynamism of Loughborough University. - Promote investment and regeneration projects throughout the whole Borough and beyond Borough boundaries. - Attract new employers to Loughborough and Shepshed to take advantage of our location and workforce. - Introduce pay-on-exit car parking.

- Deliver 20% affordable housing by 2010 and 30% affordable housing by 2015. - Deliver average density of 40 homes per hectare in major development.

- Promote 110 business events via the website per annum. - Provide 2 job fairs per annum in the Borough. - Respond to 100% of business enquires by providing, advice, information or support. - Respond to 100% of enquires that have occurred as a result of inward investment promotion and support activity.


Our ‘Top Twenty’
Theme 3: Development & Regeneration Cont.
What we want to achieve Why do we want to do this What we will do to achieve this Performance Measures

10 Sustain

Charnwood’s economy by ensuring that the Borough remains attractive to investors and residents alike through the conservation and enhancement of the natural and built environment and promoting excellence in design and public art

This is related to the importance expressed in the 2003 Citizen’s Panel on protection of the countryside (4th) and improving town centres (8th), as well as the improvement need for planning to protect towns and villages (3rd). In addition, it supports the Community Strategy action areas on local achievement and a sense of pride and helps meet national and Local Area Agreement targets on biodiversity.

The Top Ten things we need to improve

- Conserve and enhance the quality and character of the historic and built environment. - Seek excellence of design and inclusion of public art in all major developments. - Conserve and enhance the Borough’s natural heritage, landscape character and accessible open spaces. - Support preparation of a minimum of 2 Village Design statements per annum. - Prepare a Character Appraisal and Management Plan for all Conservation Areas. - Increase the proportion of nationally important wildlife sites in favorable condition. - Adopt a Supplementary Plan Document to guide the provision and adoption of open space in new development and to guide the preparation of landscape character appraisals. - Protect the unique identity of towns and villages in Charnwood and seek to ensure necessary infrastructures are embedded in health, education and roads.

- Achieve 83% for conservation areas in the Local Authority area with up to date character appraisals by 2010. - Achieve 83% for conservation areas in the Local Authority area with published management proposals by 2010. - Organisation of Biennial Design Award. - Provide 3 days per annum in respect of design tours, review or training events for elected members, officers and agents at 90% satisfaction level by 2010.

These goals will set out how we are going to make sure that we succeed in delivering our the first set of ten in a way that is in line with what residents want at the best possible price and are also spread across three themes. Current proposals for these are:
What we want to achieve Why do we want to do this What we will do to achieve this Performance Measures

Theme 1: Customers & Partners Putting customers and services at the heart of everything we do and to that end joining up our thinking and action with that of partners from across all sectors in the Borough


Promote a pride in Charnwood as a place to live, work and play and improve the public’s satisfaction with their Council


Improve customer satisfaction from the people who receive our services through thoroughly

Recent research links quality of life and community well being with a sense of pride in the locality. Public satisfaction with their Council both enhances and is enhanced by this.This goal links to the Community Strategy action area on promoting local achievements and a sense of pride and nationally in the Local Government Associations Reputation Project. Customers, including all stakeholders and businesses, have increasing expectations of standards of public sector provisions and this is exemplified by the national ‘transformational government’ service standards.The Audit Commission also

- Establish service standards and development. - Extend the Customer Relationship Management System and integration with the back office. - Consult with service users. - Develop a single view of each user’s interactions with the Council to improve personalisation. - Achieve resolution of 90% of enquiries dealt

- Develop the Council’s reputation for being friendly, responsive and open, as well as a sense of pride, place and well being within the Community. This will be done through the whole organisation working with the Consultation, Communications and Partnerships Team to develop and hone services, listen and respond and communicate proactively with the public, including those who are residents and external stakeholders such as potential businesses and tourists. - Increase its overall satisfaction rating.

- Achieve 67% for citizens satisfied with the overall services provided by the Council by 2009.

- Resolve 90% of enquires dealt with by CRM system at first point of contact by 2010. - Achieve 44% for complainants satisfied with the handling of their complaint by 2010.


Theme 1: Customers & Partners Cont.
understanding their requirements and involving them in service improvement emphasises users experience of services across organisational boundaries. within through the new Customer Relationship Management (CRM) system at first point of contact by 2010. - Achieve 98% each year for customers rating the contact centre services as good or better. - Achieve 91% each year for customers fairly satisfied or very satisfied with their customer service centre experience. - Achieve Level 4 for the Equality standard in Local Government by 2008. - Carry out equality impact assessments for 100% of relevant policies, procedures and functions by 2008.

What we want to achieve

Why do we want to do this

What we will do to achieve this

Performance Measures


Promote community cohesion through a common vision and a sense of belonging for all our communities, the elimination of unlawful discrimination and the promotion of equal opportunities

In a comparison group of 16 ‘nearest neighbours’ from the 2003/04 Best Value Survey, Charnwood features in the worst quartile of areas where people fear attack on ethnic grounds and is the lowest ranking of areas where people feel community relations had improved over the previous three years. Council employment of ethnic minorities is also below target. Creating Stronger Communities and Reducing Inequalities are two key action areas of the Community Strategy.


Revitalised local democracy and effective community engagement across the Borough

Charnwood has a vibrant network of parish councils, and local empowerment features in both the stronger communities and liveable neighbourhoods action areas of the Community Strategy.This reinforces national ‘double devolution’ thinking and the Audit Commission`s emphasis on community engagement within the new Comprehensive Performance Assessment. Local Area Agreements are featuring ever more in national expectations over the joint delivery of public services as the Audit Commission moves to area based inspections. Charnwood Partnerships are also an action area within the Community Strategy.

- Implement Charnwood’s Equality and Diversity Action Strategy. - Support the delivery of the Community Strategy Community Cohesion Sub-group Action Plan. - Ensure accessible services and information designed to meet the needs of all sections of our community. - Work with the LSP and community to develop an annual Diversity Week. - Delivery of improvements to customer access in line with the Customer Service Improvement Plan. - Carry out Equality Impact Assessments on all relevant policies, procedures and functions by 2008. - Achieve Level 4 of the Equality Standard for Local Government by 2008. - Continued implementation of Licensing Act 2003, which ensures the effective and responsible provision of 24-hour drinking laws. - Make sure that expertise in finding funds and grants are available to voluntary organisations and youth groups. - Establish Neighbourhood Forums in four priority neighbourhoods. - All main public facing services are consulting locally with users, potential users and stakeholders to inform. service planning and improvement. - Consult annually with key partners about effectiveness of partnership management arrangements and develop and invest in partnerships. - Working closely with Parishes on local issues and the development of Parish Plans. - Promote the arts in Charnwood, working with partners such as Loughborough University, Charnwood Arts, the Arts Council (East Midlands) and the County Council.

- Achieve 75% for key partners satisfied with the way in which the Council consults and involves them in decisions by 2010. - Establish 4 Neighborhood Forums in priority areas by 2007.


Deliver shared outcomes for the community through business like arrangements with partners in county wide Local Area Agreements and the Charnwood Community Strategy Delivery Plan

- Neighbourhood management arrangements in place in four priority areas and extended to at least eight other areas contributing to Local Area Agreement Outcomes. - All key partnerships have written partnership agreements and risk assessments.

- Have written agreements in place for 100% of key partnerships by 2010. - Undertake risk assessments for 100% of key partnerships by 2010. - Achieve 100% for key partners clear about the Council’s objectives by 2010.


Our ‘Top Twenty’
Theme 2: Learning & Innovation Constantly striving for new ways to improve the quality of our workforce and the way we do business
What we want to achieve Why do we want to do this What we will do to achieve this Performance Measures


Develop innovative ways of delivering services and information to the public and harness new technology to improve the way we conduct our business

In the increasingly tight financial climate predicted, ICT will be essential in maintaining and improving services for less. The national ‘transformational government’ agenda emphasises improved services for the customer and builds on the previous electronic government work.


Develop our staff through the Charnwood Academy programme for ‘Learning in Leicestershire’, and develop our middle managers so they may become the future leaders of local government

Middle management development was identified as a priority through the Investment in People reaccreditation in 2005 and the returns of staff surveys.

- Develop innovative means of bringing Councillors together with their constituents including a programme of Ward Walks. - Improve and modernise methods of service delivery through the Transformational Government Strategy. - Achieve a single view of each user’s interactions with the Council by 2009. - Enable personalised self service access to Council services through web and CRM technologies. Implement the corporate telephony improvement plan focused on improved customer access via telephone based technologies. - Develop an excellence in mobile working technologies to improve our responsiveness and the delivery of services to our customers. - Introduce Smart card technology for the customer services by 2009. - Develop the intranet into the tool for internal communications and organising our business, improving the efficiency, accessibility and transparency of our operations. - Continue the trend of increasing the percentage (currently approx 10%) of our workforce that are able to work from wherever they need in support of ensuring a more efficient, effective and mobile service to our customers. - Improve & expand the Future Leaders Programme. - Deliver high quality training through the Academy. Extend interactive training via the intranet. - Introduce a Competency Framework to reflect Charnwood Values.

- Achieve 67% for citizens satisfied with the overall services provided by 2009. - Increase use of Eprocurement facilities for ordering of goods and services to 80% by 2010. - Increase use of Epayments by the Council for goods and services to 90% by 2010.

- Achieve a level of 96% for delegates on Academy courses who confirm through evaluation that the course objectives have been met. - Achieve a level of 90% for Academy delegates who identified through evaluation how the course will influence or change the way they work. - Achieve 85% participant satisfaction with the Future Leaders programme in meeting its objectives. - Achieve 20% for Future Leaders that have achieved career progression following involvement in the programme by 2010.


Theme 3: Efficiency & Effectiveness Making the most effective use of resources in delivering the best possible services for the people of Charnwood

What we want to achieve

Why do we want to do this

What we will do to achieve this

Performance Measures


Become an ‘Excellent Council’ by continually improving the way we do business, setting challenging but realistic targets and effectively monitoring their performance

Public reputation and confidence in the Council is increased both by the award and by the effective planning and co-operation which comes with the requirements of the new Comprehensive Performance Assessment framework.

- Achieve Excellence in business planning, risk management and performance management. - Achieve Excellent Council Status in the new Comprehensive Performance Assessment Framework.

- Achieve Excellent Status in Comprehensive Performance Assessment. - Achieve Level 4 in the Auditors Use of Resources assessment of the Council by 2008. - Achieve continued improvement in the Auditors Direction of Travel statement. - Deliver improvements in 65% of BVPIs by 2010 using 2002/03 as the baseline. - Realise 100% of Efficiency Savings which are identified. - Achieve Level 4 for Value for Money in the Auditors Use of Resources assessment of the Council by 2008.


Deliver value for money on all Council services

Resources for local authorities are expected to become tighter over the next spending review round. Maintaining services will require the effective pursuit of ‘Gershon’ savings. The Audit Commission’s new Use of Resources statement will assess local authorities on their achievement of these goals.

- Develop shared services options for the efficient delivery of back office services. - Demonstrate efficiency of services through benchmarking. - Review the delivery of all front and back office services through a risk / benefit based programme. - Increase the use of E-procurement facilities for ordering of goods and services to 80% by 2010 and extend the E- payments by the Council for goods and services to 90% by 2010. - Develop a centre of excellence in procurement and contract management. - Develop a BPR (Business Process Reengineering) capacity to fully exploit modern technology. - Achieve level 4 for Value for Money in the auditor’s Use of Resources assessment of the Council. - Encouragement of local firms to join the Council’s tender list. - Develop a new understanding between all councils and other public sector partners in Leicestershire and other areas to share work and costs and so save public money, to help communities prosper. - Promoting a project management culture, providing key skills and training, integrating project management into service delivery planning, promoting transparency in project delivery, and rigorously managing the quality and effectiveness of project execution. - Aim for 100% of key projects rated successful in post project implementation.

10 Deliver key

projects on time and within budget

Project management is being adopted increasingly across the public sector, and is seen as the only effective way of achieving the major changes in service delivery that we need to make. Failures in project management have been identified in internal reviews as a contributing factors in problems with the delivery of some capital and change projects.

- Achieve 90% for projects rated successful in post project implementation review by 2010. - Deliver 90% of Projects within budget by 2010. - Deliver 90% of projects within planned timescales by 2010.


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