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Leading Edge - Corporate and Best Value Performance Plan

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					Darlington Borough Council




An inclusive approach
We wish to develop our future Corporate and Best        If English is not your first language and you would like
Value Performance Plans, and approach to Best Value     more information about this document, or if you
generally, in consultation with partners, residents     require information in large print, Braille or on tape
and service users. We welcome your views and any        please contact the Policy Unit on 388017
comments you wish to make on this Plan.




                                         01325 388017

                                                                              01325 388017


                                                                             01325 388017



                               01325 388017



                          01325 388017


                         01325 388017




                   Details on this document will be made available
                      on request in Braille, tape or large print.




  DARLINGTON BOROUGH COUNCIL
                                                                                                                       1




Foreword
          elcome to our third combined Corporate and

W         Best Value Performance Plan. It aims to
          present, in an easy to use format, a means of
assessing the Council’s overall performance and sets out
a clear summary of our future direction and priorities.
                                                                                                    Councillor
Details are presented of our performance across all                                                 John Williams
                                                                                                    Leader of the Council
services during 2004/05 so that you can see what we
have achieved. This plan includes further targets to show
how we intend to improve those services in future.
We have linked these to our priorities as we seek to
improve the quality of life in Darlington. We also include
comparative information so you can judge how well we
are performing compared to other councils.
                                                                                                   Ada Burns
Since 2002, the Council has been “Striving for                                                     Chief Executive
Excellence”. As planned, we attained an “excellent”
rating in 2004/05 from the Audit Commission as part of
their Comprehensive Performance Assessment.
During the first part of 2005/06 the Council enters a
period of time when it is investing resources in order to
deliver organisational change. The changes we are
planning will build on our “excellent” rating, and turn the
Council into one that is truly “leading edge”.
We don’t just want to be able to stand comparison with
the very best. Now is the time for Darlington to lead the
way.




Statement of responsibility
Darlington Borough Council is responsible for the preparation of this Corporate and Best Value Performance Plan, the
information and assessments set out within it, and the assumptions and estimates on which they are based. The Council is
also responsible for setting in place appropriate performance management and internal control systems from which the
information and assumptions in the plan have been derived. The Council is satisfied that the information and assessments
included in this plan are in all material respects accurate and complete and the plan is realistic and achievable.




                                                                                   CORPORATE PLAN & BVPP 2005/2006
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Contents

    PART ONE                                                  Page
    Section 1 VISION AND AIMS
    Shared vision and aims                                        7
    Strategic priorities                                         9
    Relationship to other plans                                  11


    Section 2 LEADING EDGE
    Purpose of this plan                                        13
    The Darlington approach                                     14

    A context of change                                         19
    Community consultation                                      23

    Performance management                                      25
    Service Planning                                            27

    Best Value review programme                                 32

    PART TWO                                                  Page

    Section 3 COUNCIL PERFORMANCE AND PLANS FOR IMPROVEMENT
    Summary                                                      35
    External assessments                                        39
    Performance information for each of our themes:              51
    • Improving the local economy                               52
    • Promoting inclusive communities                           60
    • Raising educational achievement                            71
    • Stimulating leisure activities                            82
    • Promoting community safety                                92
    • Improving health and well-being                          100
    • Enhancing the local environment                           111
    • Developing an effective transport system                 124
    • Enhancing our capacity to improve                        134




    DARLINGTON BOROUGH COUNCIL
                                                                                                   3




PART THREE                                                                             Page
Section 4 RESOURCES
Financial summary
- Medium term financial plan                                                             142
- Revenue budget/ spending                                                               142
- Capital programme                                                                      144
- Statement on contracts                                                                 145
Cabinet and Scrutiny Committees                                                          146
Departmental structure                                                                   148


PART THREE                                                                             Page

APPENDICES
Appendix 1 Best Value and Local Performance Indicators                                    152
Appendix 2 Best Value Performance Indicators with a 10% or more variance                 180
Appendix 3 National Quality of Life Indicators                                            191
Appendix 4 Local Public Service Agreement targets                                        199
Appendix 5 Glossary of key words and acronyms                                            201
Index of PIs Page references for performance indicators in Appendix 1                    205




                                                                 CORPORATE PLAN & BVPP 2005/2006
4



A Borough profile

Darlington is one of five boroughs (the others being Stockton-on-Tees, Middlesbrough, Redcar and
Cleveland and Hartlepool) that together make up the Tees Valley. Sitting astride main north-south, and
east-west transport corridors, Darlington acts as a gateway to the sub-region, and to the North East
region as a whole.

Darlington Borough is a compact area of some 19,000 hectares, comprising the town of Darlington
and a number of surrounding villages. Developed land is concentrated in a relatively small urban area
with almost 85% of the Borough remaining as countryside. The Borough currently has a population of
just under 100,000 people in 46,000 households. The compact size and geography of the area has
become one of its key strengths, lending itself to a focused administration and productive partnership
arrangements.

Darlington Borough Council was formed as a unitary local authority in 1997 having formerly been a
district within County Durham. The Council has 53 elected members, representing 20 urban and 4 rural
wards: current representation is 35 Labour, 16 Conservative and 2 Liberal Democrat. The council has
benefited from political stability in recent years that has enabled strong community leadership to
develop. The Council is Labour controlled with a majority of 35 out of the 53 councillors, operating an
effective leader and cabinet model of governance. The executive of 9 cabinet members is balanced by
5 scrutiny committees. The Council’s current revenue budget is £112 million, and a capital programme
of £24 million in the current year. The Council provides the full range of local government services
employing just over 4,700 staff working in four departments. The Council is an ‘Excellent’ rated
authority under CPA.

Darlington retains its market town character, with a wide catchment area, and functions as a sub­
regional centre for employment, shopping and culture in South Durham and the Tees Valley. But
Darlington presents an area of contrasts. Many residents and visitors enjoy a high quality of life that is
valued. Our challenge is to retain and improve on this whilst addressing the very real inequalities in
health, wealth and educational achievement that exist within the Borough and when compared with
other areas of the country. The development of an integrated hierarchy of plans and strategies,
including this Corporate and Best Value Performance Plan, is being used as an ongoing opportunity to
bring about improvements in those areas of need whilst retaining and building on our strengths for
the benefit of all.




    DARLINGTON BOROUGH COUNCIL
                                                                                                                  5




                               Durham

                                                                                           North Sea

         COUNTY DURHAM                                         Hartlepool
                                                                                   TEES VALLEY

                                                       Stockton-on-Tees


 Barnard Castle
                         DARLINGTON                                              Redcar & Cleveland
                                                                               Redcar & Cleveland
                                                              Middlesbrough



                 Richmond
                 Richmon
              Richmond


                                                                            NORTH YORKSHIRE
                                                                            NORTH YORKSHIRE
                                      Northallerton
                                      Northallerton



Darlington in the Tees Valley




Contact details

The Town Hall is the focal point for the Council and
it is the main point of contact for the residents of
Darlington. You can contact us here by:
Telephone - (01325) 380651
Fax - (01325) 382032
Minicom: (01325) 388088
or by mail, our postal address is:
Darlington Borough Council,
Town Hall, Darlington DL1 5QT
Our website can be found at: www.darlington.gov.uk
Email address: Policy.unit@darlington.gov.uk


                                                                                CORPORATE PLAN & BVPP 2005/2006
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Comments and feedback

Copies of this document have been widely            Please address any feedback or general
distributed, internally to all managers and         enquiries to:
individual teams, and externally to all those
agencies playing a significant role in the          Lorraine O’Donnell
Borough or currently working in partnership         Head of Policy
with the Council, covering organisations in the     Chief Executive’s Office,
public, private and voluntary sectors. Additional   Darlington Borough Council
copies will be available for public reference at    Town Hall,
the Town Hall reception area, neighbourhood         Darlington DL1 5QT
housing offices and libraries. A copy has been      Telephone: (01325) 388013
posted on our website.                              Fax:           (01325) 388018
We wish to develop our future Corporate and         Email: lorraine.odonnell@darlington.gov.uk
Best Value Performance Plans, and approach to
Best Value generally, in consultation with
partners, residents and service users. We
welcome your views and any comments you wish
to make on this Plan.




    DARLINGTON BOROUGH COUNCIL
                                                                                                                         7



SECTION 1 - VISION AND AIMS

‘Where quality comes to life’ - A Community Strategy for the future of Darlington was adopted by the Council and Local
Strategic Partnership in March 2003. The Council shares with its partners the vision adopted as part of that process.

Our vision for the future of Darlington



   Together our community will expect and strive to achieve:
   ●      An area creating and sharing prosperity - enhancing our economy and sharing
          the benefits with all our community.

   ●      A location for learning, achievement and leisure - raising aspirations and
          attainment, promoting creativity and leisure.

   ●      A place for living safely and well - reducing crime, making people feel safer
          and improving health.

   ●      A high quality environment with excellent communication links - making the
          most of our heritage, market town appeal and location.




Connecting themed aims
The Corporate and Best Value Performance Plan is structured into sections based on the four visionary goals and eight
connecting themes of the Community Strategy as follows.

                                                Four visionary goals

                                                                                                   A high quality
     An area creating             A location for learning,         A place for living            environment with
   and sharing prosperity        achievement and leisure            safely and well          excellent communications
                                             Eight connecting themes

                                                                      Promoting                      Enhancing
           Improving                     Raising                      community                       the local
       the local economy         educational achievement                safety                      environment
                                       Stimulating                    Improving                      Developing
          Promoting                       leisure                     health and                     an effective
    inclusive communities               activities                    well-being                  transport system




                                                                                    CORPORATE PLAN & BVPP 2005/2006
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The eight themed aims of the Community Strategy



    Theme                Aim
    Improving the         To develop a more enterprising, vibrant and diverse local economy that
    local economy         strengthens local businesses and enterprises and will attract investment,
                          share prosperity and create better employment opportunities for local
                          people
    Promoting             To reduce social inequalities, renew disadvantaged neighbourhoods,
    inclusive             protect the vulnerable and ensure equality of access for all members of
    communities           the community to services and opportunities

    Raising               To ensure the highest quality opportunities exist in education, learning
    educational           and training, improving school performance and raising aspirations and
    achievement           standards of achievement for all age groups

    Stimulating           To stimulate participation in cultural pursuits, promoting creativity and
    leisure               extending opportunities for people to experience high quality recreational
    activities            and leisure activities

    Promoting             To reduce crime and disorder and enhance feelings of safety amongst
    community             local people
    safety

    Improving             To improve the health, well being and social care of local people, reduce
    health and            inequalities and help people at all stages in their life to enjoy the best
    well-being            possible health

    Enhancing the         To create a more attractive environment that is safe, clean and tidy as
    local                 well as a more healthy and diverse natural environment
    environment

    Developing an         To produce a safe and effective transport system that balances the needs
    effective             of all users
    transport
    system

We are committed to ensuring that everyone and every organisation recognises their ability to contribute to all the
themes by highlighting the ways that the themes are related to each other.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                             9




Strategic priorities

Whilst we intend to move forward in all areas, our adopted shared priorities are:


    •    Improving the local economy - in recognition of its importance
         to all other aspects of improving quality of life.
    •    Raising educational achievement - to bring about the desired long­
         term investment and improvements for the area and life chances
         for individuals.
    •     Promoting inclusive communities - ensuring everyone has the
          opportunity to live active lives, participating in and contributing
          positively to all aspects of the community.

We will target our efforts specifically on three important groups of residents:




    •    Children and young people,
    •    Older people, and;
    •    Those living in the most deprived wards.


It is recognised that the life chances of young people, and options available to older people, are not however aligned to
one particular theme but are linked to all. We need therefore to ensure that our activities are helping to deliver quality
services to meet their needs and aspirations, which are cross-cutting across the full range of themes.




                                                                                      CORPORATE PLAN & BVPP 2005/2006
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Corporate objectives
Aligned to the goals and themed aims of our shared vision, Darlington Borough Council has adopted five corporate
objectives to shape its future corporate and service planning using a balanced scorecard approach.1



    Shaping a better                   ‘A better Darlington’ has been defined in the Community
    Darlington                         Strategy following extensive and inclusive consultation. This
                                       objective means that each service/strategy must identify how it
                                       specifically contributes to the Community Strategy.


    Providing excellent                Benchmarks/targets exist for practically all service areas. This
    services                           objective means that, in accordance with the principles of Best
                                       Value, each service/strategy needs to identify how it can
                                       become/remain excellent.

    Putting the customer               Ultimately, the opinion of service users determines the quality
    first                              of the service. This objective means that each service/strategy
                                       needs to be clear on who its customers are, what the service
                                       looks like to them and how excellent customer satisfaction can
                                       be achieved/maintained.
    Ensuring access for all            The authority is committed to equality and to eliminating both
                                       direct and indirect discrimination. This objective means that all
                                       services/strategies need to be able to demonstrate that they
                                       are working to reduce inequality gaps.


    Enhancing our capacity             Each service needs to ensure that it is cost-effective and
    to improve                         investing in improvement. This objective means that each
                                       service/strategy must ensure that it is being delivered with
                                       appropriate standards of financial management, human
                                       resource management, etc.

1
 By analysing how we are performing across each objective we aim to ensure that we balance, for example, excellent
services now with improving our capacity to deliver in future.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                           11




Relationship to other plans


                                                                                                               P

                                                                                                               E

                                                                                                               R

                                                                                                               F

                                                     Community                                                 O

       C                                              Strategy                                                 R

       O                                          “shared objectives &                                         M

       N                                        priorities for Darlington”                                     A

       S                                                                                                       N

       U                                       Corporate and Best
                                                                                                               C

       L                                                                                                       E

       T                                     Value Performance Plan
       A                                       “demonstrating effective,                                       M

       T                                    efficient & improving services”                                    A

       I                                                                                                       N

       O                                         Plans & Strategies                                            A

       N                                 “statutory & local documents which                                    G

                                         establish how issues will be tackled”                                 E

                                                                                                               M

                                          Departmental Service Plans                                           E

                                    “focus & direction for departments & services                              N

                                            including priorities & targets”                                    T


           A clear hierarchy of plans exists in Darlington, all resourced by the Medium Term Finacial Plan (MTFP)

The Corporate and Best Value Performance Plan exists             the area. It provides an annual assessment of our
within a framework and hierarchy of plans and strategies         performance against our aims, priorities and targets at a
which are aligned to provide ever greater levels of detail,      corporate level and our contribution to the Community
from at the top, a shared strategic direction, followed by       Strategy goals.
a corporate contribution and perspective, down to
                                                                 Statutory Plans and Strategies reflect the breadth of
individual goals and targets so that all and the sum of the
                                                                 services the Council provides or has an involvement in,
whole contribute to the shared vision for the area.
                                                                 and which are developed to translate aims into specific
The Community Strategy at the highest level articulates          spending programmes, targets and actions.
the vision and sets out the shared aspirations of all
                                                                 Departmental and Service Plans are created annually to
partners in securing outcomes for Darlington’s
                                                                 convert spending programmes into operational business
communities.
                                                                 plans for individual services. They provide a coherent
The Corporate and Best Value Performance Plan provides           framework of planned activity against objectives, allowing
the link between the Community Strategy and how the              for the appraisal of staff against agreed team goals and
Council as a service provider contributes to the longer-         individual targets.
term social, economic and environmental well-being of




                                                                                     CORPORATE PLAN & BVPP 2005/2006
12




Darlington’s planning framework                                subsequent two years in outline). Before completion of
                                                               service plans, the budget setting process considered all
                                                               actions that could not be financed within existing budgets
Darlington’s plans have been developed through a
                                                               and resourced those considered to be a Council priority.
combination of top-down and bottom-up planning. In the
former, the identification of four visionary goals, each
                                                               This approach, supported by investment in new
comprising two main themes; and the development of
                                                               performance management software has enabled the
five corporate objectives form the high level or top-down
                                                               authority to continue to build a balanced scorecard into
approach that shapes all other plans - departmental,
                                                               general planning.
service and statutory plans. The bottom-up approach
involves service areas considering their drivers for
                                                               To understand what this means, the five corporate
change, i.e. Government policy, local factors such as Best
                                                               objectives translate into the five broad type of indicators
Value Reviews (BVRs), performance levels and customer
                                                               introduced by the Government some time ago.
views, etc. and translating these into a series of potential
actions for the coming years (2005/06 in detail and



                 DBC Corporate Objective                            Type of indicator
                       Shaping a better                                    Strategic
                         Darlington
                     Providing excellent                              Service delivery
                           services                                      outcome
                  Putting the customer first                              Quality

                     Ensuring access for all                              Fair access

                    Enhancing our capacity                             Cost efficiency
                         to improve

This means that the authority can choose to report separately, e.g. on the main measures of equality of access, or
customer satisfaction and understand how each component of overall performance is being delivered to ensure that, when
necessary, the appropriate corrective action is taken.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                      13



SECTION 2 - LEADING EDGE


Introduction - Purpose of this plan                          ●	 how well Darlington Borough Council delivered
                                                                services for local people over the past year, and
This Corporate and Best Value Performance Plan sets out      ●	 the Council’s priorities and targets for delivering
an assessment of past and current performance against
                                                                services to the public in future years.
nationally and locally defined standards and targets. It
also sets out our future priorities and targets for          The Corporate and Best Value Performance Plan seeks to
improvement. This document combines both elements for        present this information in the context of the authority’s
ease of reference and completeness.                          aims and objectives, use of resources, programme and
                                                             results of Best Value Reviews and external assessments.
Effective organisations need to have clarity of purpose,     The Plan is structured into four main parts.
and a knowledge of both how well they are performing
and their strengths and weaknesses. In planning for the      PART 1 – describes the Council’s vision, its aims and
future it is important to have a clear set of goals with     corporate objectives. These elements are then set in the
priorities, targets and key actions identified. We do this   context of the organisational development strategy for
through the annual production of a rolling three year        the authority, and summarises the transition underway in
Corporate Plan.                                              this area.

Equally, to deliver the service improvements that local      PART 2 – contains details of the Council’s performance in
people have a right to expect, it is vital that local        summary, external assessments completed, and detailed
authorities have a comprehensive baseline of                 performance analysis for the last year using the
performance against which they and the people they           framework of the eight themes of the Darlington
serve can judge the progress they are making. We achieve     Community Strategy. For each theme this is followed by
this by the production of an annual Best Value               priorities and key actions that make up the Council’s
Performance Plan.                                            Corporate Plan. Derived from the service planning and
                                                             budget setting processes here we identify our priorities
Best Value was introduced in April 2000 as a key element     against the Council’s corporate objectives. Key actions are
of the Government’s programme to modernise local             summarised for the current year and following two years
government. It places local authorities under a duty to      for major initiatives. For both, performance indicators are
seek continuous improvement in the way in which they         identified which will be used to measure success.
exercise their functions.
                                                             PART 3 – provides details of the Council’s resources that
Best Value aims to develop a culture in which:               are organised to deliver the above. This covers an outline
                                                             of the medium term financial plan, revenue and capital
●	 continuous improvement is the norm;
                                                             spending and procurement practices. Details are also
●	 there is a flexible approach to service delivery, based   provided of the political and managerial structure of the
   on the needs of client groups and communities, and        organisation.
   not those of the local authority departments or public
   agencies;                                                 PART 4 – is made up of appendices that provide
●	 there is a focus on issues rather than on traditional     background detail in support of the main body of the
   service boundaries, and                                   plan, covering; annual reporting against the full set of
●	 authorities adopt an approach that, while complying       national Best Value performance indicators, government
   with the requirements set by central government, is       standards and local performance indicators, accounting
   implemented imaginatively, embraces innovation and        for major variances in Best Value performance indicators,
   allows for significant local choice.                      data on the Quality of Life Indicators for Darlington and
                                                             national comparison, Local Public Service Agreement
The purpose of producing a Corporate and Best Value          targets, a glossary of key words and acronyms and an
Performance Plan is to set out:                              index of performance indicators for quick reference.




                                                                                 CORPORATE PLAN & BVPP 2005/2006
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The Darlington approach                                        ●	 Seek opportunities to collaborate with other
                                                                  organisations through the Regional Centre of
Having become an excellent authority, to the planned              Excellence;
timetable, it is time now to plan to be a leading edge         ●	 Build in challenge from the beginning by securing
authority, i.e. one of the very best in the country. Having       early external opinion and challenge at the onset of
successfully driven up performance over the past few              the overall programme.
years, the task is now to become an increasingly effective
and efficient organisation. We will do this by ensuring        In simple terms, the efficiency review is therefore
that efficiency is at the heart of our corporate plan.         incorporated within our overarching strategy driving the
                                                               design and implementation of our major corporate
Innovation                                                     projects and programmes. This is explained in more detail
                                                               below.
In Darlington, our approach to the efficiency review is not
‘tick box’, externally imposed or peripheral. We are
relying neither on reinventing Best Value with its             Building on Strengths
associated bureaucracy, nor creative accountancy. The          Darlington has many strengths, as might be expected of
efficiency review is at the heart of our corporate planning    an excellent authority. Our approach to Gershon has
process. It is the next natural step of our organisational     been linked to these strengths in the following areas:
development and therefore is fundamentally linked to our
delivery of improved outcomes for local people.                ●	   Strong partnership working.
                                                               ●	   Robust and aligned strategic plans.
The efficiency review will benefit from key strengths in       ●	   Strong performance management.
Darlington: of partnership working, robust community           ●	   Good political and organisational leadership.
and corporate planning mechanisms and a highly
developed performance culture. At the same time it will
                                                               Addressing Areas for Development
enable us to address our areas for development: value for
money, re-engineering of core services and
                                                               The Audit Commission state that the hallmark of an
implementation of our ambitious procurement strategy to
                                                               excellent authority is that it knows where it needs to
ensure that we provide services in the most effective
                                                               improve. Our recent corporate assessment confirmed our
manner.
                                                               self-assessment of the following areas for improvement
                                                               which we shall address through our approach to the
We have built a delivery programme that will, in the
                                                               efficiency review:
medium term, more than address Gershon efficiencies
(See section on context of change). We have identified
                                                               ●	 Value for money – we have identified the main areas
the savings that we require as set out in our Medium
                                                                  in which we predict that efficiencies will be gained
Term Financial Plan 2005-2009. Our approach to the
                                                                  through a more open and challenging approach to
efficiency review is to:
                                                                  service delivery option appraisal. We have also built in
                                                                  an enhanced approach to value for money to our
●	 Effect cultural change in the organisation to seek out
   good practice, enhance our ability to challenge the            service and financial planning process;
   status quo and achieve greater innovation in service
   design;                                                     ●	 Procurement – our revised procurement strategy was
                                                                  very well received by external agencies. Implementing
●	 In so doing we shall continue to work very closely with
                                                                  key elements of the procurement strategy will be
   partners. Our well regarded Local Strategic
                                                                  central planks of our approach to Gershon;
   Partnership (LSP) is an excellent vehicle for
   considering partnership efficiencies;
                                                               ●	 Prioritisation – the overall programme described
●	 Identify all the major, corporate initiatives that we are      below is our prioritised set of the major changes we
   implementing over the next 3-5 years and assign a              are seeking to make corporately as an organisation.
   Gershon target to each – this is how we expect to              We are not trying to review everything. We are
   generate the majority of efficiencies beyond 2005/06;          focusing on those initiatives with the greatest
●	 Build in an enhanced approach to project and                   potential to deliver efficiencies and improved
   programme management to ensure that efficiencies               outcomes for local people.
   and other benefits are managed effectively and
   delivered on time;

     DARLINGTON BOROUGH COUNCIL
                                                                                                                             15




Organisational Development                                             means of development, encapsulating: people
                                                                       management, performance management and
Darlington’s approach to organisational development has                communications. This reflected our view that to
been both successful and well-documented. For example                  deliver real improvement, the culture must support
it featured as the main case study in the LGA’s publication            members and employees to perform well. Developing
Route Map of Improvement. To date it has followed three                this culture required visible leadership, managerial and
distinct processes as shown below:                                     member buy-in and an openness to communicate the
                                                                       key challenges.
●	 Seamless transition – On becoming the country’s
   third smallest unitary authority in 1997, seamless              Striving for Excellence agreed five core values and a
   transition was our improvement goal. Bringing                   contract of rights and responsibilities that every Council
   together two distinct cultures and running major                employee can expect and which should underpin the way
   services such as education for the first time were              everyone works and behaves.
   major challenges for us. Politically, anything other            The core values are:
   than seamless transition was not an option.
                                                                   ●	 Fairness and equality of treatment for all.
●	 Taking stock – The next phase entailed taking stock of
   our progress as an organisation. We invited the Local           ●	 Respect for everyone’s views and contribution.
   Government Improvement Programme to undertake a
   peer review in Darlington in 2000. Other sources of             ●	 Pride in delivering a high quality service to the best of
   opinion or evidence that were similarly useful were                our ability.
   less voluntary! We had an Ofsted Inspection, Joint
   Review and six Best Value Inspections within a year.            ●	 Trust: understanding, encouragement, support for
   All of this gave us a fairly detailed picture of how               innovation and new ideas.
   Darlington looked to others and helped us launch the
   next phase of improvement.                                      ●	 Openness: keeping people involved and making sure
                                                                      people know what is expected of them, how their
●	 Striving for Excellence - This was the stage in                    contribution is valued and fits into the overall picture.
   organisational development where we stepped up a
   gear. Striving for Excellence was launched as a holistic


                    Organisational

                    Development





             An excellent
               authority

                                                              Striving for
                                                              Excellence	

                                                    Taking
                                  Seamless          Stock
              One council
       Transition
              one culture




                                                                                                Time        
                            1997 1998 1999 2000 2001 2002 2003 2004 2005

                                                                                       CORPORATE PLAN & BVPP 2005/2006
16




Rights and responsibilities:                                   ●	 By creating a good working environment and culture
                                                                  that employees value and can be proud of, Council
●	 It is agreed that all employees have a right to be             employees will be able to plan for, and rise to the
   developed (in line with the organisation and individual        challenges the future will offer.
   needs), to be treated fairly, to be consulted and
   listened to, to achieve a work/life balance and to work     Evidence of delivery and therefore of the effectiveness of
   in a safe environment.                                      our chosen improvement route can be seen across all of
                                                               our major services. Even those for which improvement is
●	 All employees are responsible for being committed to        still required, the story over the past few years is positive
   providing a high quality, value for money service and       and the direction of travel is right. In early 2005 we were
   meeting Council targets, giving the maximum                 rated as an excellent authority.
   performance and attendance possible, communicating,
   following Council procedures and upholding the
   values of the Council.



               Organisational
               Development


      A Leading Edge
           Authority
                                                                     Leading Edge



                                                              Invest to change

        An excellent
          authority

                                                     Striving for
                                                     Excellence

                                              Taking
                                Seamless      Stock
         One council           Transition
         one culture



                                                                                                      Time        
                        1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007



Having become an excellent authority, we are aware that        Our approach to making effciency gains is therefore to
simply continuing to deliver services in the way we do         invest to change in the year 2005/06, which through the
now will not enable us to remain excellent for long.           successful delivery of the projects and programmes
We need to change to address our areas for development,        outlined below will secure Gershon efficiencies in
to free up resources to bridge our budget gap and for          forthcoming years. This is shown in the diagram above.
investment in frontline services.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                            17




A Leading Edge Authority                                         Priorities for Improvement
Darlington’s strengths of partnership working: tight             Our robust service and financial planning process led us to
geographical focus, the combination of high performing           identify 10 major corporate ‘priorities for improvement’
public agencies (Council, Police Authority and PCT) and          which are the significant projects and programmes that will
strong private sector and voluntary and community                change the organisation over the medium term (3-5 years).
involvement, together with the innovative approach to            All of these projects/programmes have been linked to our
Gershon outlined above, means that there is a real               community strategy goals and corporate plan objectives.
opportunity for us to move from being an excellent to a          Each is being managed through our developing corporate
leading edge authority.                                          project management methodology. Key benefits, including
                                                                 Gershon efficiency projections and risks have been
                                                                 identified for each. This is summarised below.


Diagram showing the linkages between the Community Strategy, Corporate Plan and the

ten priorities for improvement.


    Community Strategy
    Four visionary goals:                                         Targets have been set for key indicators.

    ● An area creating and sharing prosperity.
    ● A location for learning, achievement and
      leisure.
    ● A place for living safely and well.
    ● A high quality environment with excellent
      communications.

    Corporate Plan
    Five corporate objectives:
                                                                  Targets have been set for key indicators.
    ● Shaping a better Darlington.
    ● Providing excellent Services.
    ● Putting the customer first.
    ● Ensuring access for all.
    ● Enhancing our capacity to improve.


    Corporate Priorities for Improvement
    Ten projects and programmes have been
                                                                  Targets are being set for each project and programme.
    identified as DBC’s medium term response to
    change drivers, i.e. the things we need to change

    to ensure we deliver our Community Strategy and

    Corporate Plan, in accordance with our Medium

    Term Financial Strategy Plan. 



We have further distinguished between those change priorities that will immediately impact on and improve outcomes for
local people and those that are largely ‘behind the scene’, i.e. supporting, directing and facilitating organisational change.
These are shown in the diagram opposite. Our appreciation of the scale of change involved, i.e. the fact that we are
embarking on re-engineering of the majority of the council’s services, led to the realisation that this constituted our
approach to Gershon. In other words our local ambition to become a leading edge authority more than fulfils Gershon
requirements.


                                                                                       CORPORATE PLAN & BVPP 2005/2006
18




Diagram showing how the priorities for improvement identified above will enable us to become a
leading edge authority


 Leading Edge - the next phase in Darlington's organisational development strategy.
 This phase requires us to anticipate and respond promptly to changes in our environment.

 'External' changes - re-engineering major            'Internal' changes - re-engineering the
 frontline services and significant developments      organisation to facilitate the external changes.
 that will directly improve outcomes for local
 people.

 1. Children's Services - re-engineering children's   6. Single status/job evaluation - developing a
    social services and education and other              pay strategy that protects the authority from
    services around the needs of the child.              equal pay claims and makes the organisation fit
    Taking a 'family' approach to children's             for the future.
    services and championing life chances for
    Darlington's children.                        7. Depot relocation - a significant economic
                                                     regeneration programme requires movement
 2. Maximising educational attainment ­              of the council's depot. This is an opportunity
    changing our approach to the development and     for re-engineering and will be grasped as such.
    management of schools' assets so that
                                                  8. Comprehensive Performance
    improving attainment is paramount.
                                                     Assessment/Joint Area Review preparations ­
                                                     we will continue to assess best practice and
 3. Street Scene - re-engineering our approach to
                                                     shape the authority to ensure that the
    street services to improve liveability, i.e.
                                                     organisation remains excellent.
    making Darlington cleaner, safer and greener.
                                                      9. Waste - the waste disposal contract expires in
 4. Customer Service Centre - re-engineering the         2007. There is therefore a major opportunity
   Council's services around the needs of the            to re-engineer the authority's approach to
   customer.                                             waste management.

 5. Feethams development - re-developing parts        10. Gershon management - as outlined above
    of the town centre and unlocking the                our approach to Gershon is embodied by the
    potential to re-design the Council's                'Leading Edge' programme. Effective
    physical assets.                                    management of this programme is crucial to
                                                        the delivery of benefits across all 10
                                                        projects/programmes.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                         19




Context of Change                                            authority to plan and deliver efficiencies based on local
                                                             circumstances. Obviously, it will be important to relate
                                                             this to the council’s overall objectives.
Gershon
As set out in the Spending Review 2004, local                For further details on the Gershon Efficiency agenda contact
government is required to achieve efficiency gains of at     – Lorraine O’Donnell, Head of Policy. Tel (01325) 388013
least £6.45 billion by 2007/08. Over the next three years    [Internal Ext 2013]
each local authority is expected to achieve 2.5% per
annum efficiency gains compared to their 2004/05             Partnership Working
baseline.                                                    The Local Government Act 2000 gave councils a clear role
The MTFP shows that prudent use of £6 million of             in leading their communities, as ‘the organisations best
reserves over the next four years will still result in a     placed to take a comprehensive overview of the needs
budget gap in every year from 2006/07. At the same time,     and priorities of their local communities and lead the
the Gershon requirement for Darlington is that we must       work to meet those needs and priorities in the round’.
evidence 7.5% savings over 3 years or £5.7 million, of       Part One of the Act requires councils to produce a
which £2.85 million must be cashable. £325,000 was           Community Strategy.
identified as a change fund in the 2005-2009 MTFP in         In recognition of the reality that public services are
recognition of the fact that investment would be required    delivered by a range of agencies, and in accordance with
to deliver medium term savings through re-engineering        government guidance, the Council has developed its
services rather than salami slicing of budgets.              Community Strategy through ‘Darlington Partnership’ the
                                                             area’s Local Strategic Partnership (LSP). Following
Efficiency is about raising productivity and enhancing       extensive community engagement and consultation, the
value for money. Efficiency gains are achieved by one or     Council and LSP Board jointly adopted a Community
more of the following:                                       Strategy in March 2003.
●	 reducing inputs (money, people, assets, etc.) for the
                                                             Conversion of the strategy into practical actions to
   same outputs;                                             achieve the stated and desired outcomes is an ongoing
●	 reducing prices (procurement, labour costs, etc.) for     process. The constituent members of the partnership
   the same outputs;                                         produce an annual action plan for implementation.
●	 getting greater outputs or improved quality (extra        Monitoring and review is a key process for each of the
   service, productivity, etc.) for the same inputs;         four themed sub groups with wider feedback and
                                                             appraisal achieved via public assemblies at least twice a
●	 getting proportionally more outputs or improved
                                                             year.
   quality in return for an increase in resources.
                                                             For further details on the Community Strategy and/or
The guidance is clear that savings accruing from cuts will   Darlington Partnership contact – John Bosson in the
not count as efficiencies. A cut is characterised as a       Council’s Policy Unit. Tel (01325) 388016 [Internal Ext 2016]
significant reduction in the availability or quality of a
particular service that the public receive and value.
                                                             National Quality of Life Indicators
From 2006, a council’s appointed auditors will review the
robustness of the process by which the authority             Quality of Life indicators are designed to help local
identifies and calculates its efficiency gains. Further      authorities and their partners in Local Strategic
guidance is expected on how to carry out ‘quality            Partnerships to monitor their Community Strategies. They
crosschecks’ in each area where efficiency has been          cover three broad areas of economic, social and
reported. Where quality has fallen, there will be further    environmental well being and are intended to
external assessment to assess whether the claimed            complement Best Value performance indicators. The
efficiencies are actually cuts.                              Council took part in the piloting of these indicators in
                                                             2001/02.The final recommended set of voluntary quality
It should be noted that the ODPM will not prescribe          of life indicators was first published by the Audit
efficiency indicators, nor the proportion of savings to      Commission in September 2002. They are currently,
come from each service area (though schools and the          however, under review by the Audit Commission after
police are to be treated separately). It is for each         consultation.




                                                                                  CORPORATE PLAN & BVPP 2005/2006
20




The full set of 38 cross-cutting quality of life indicators are   ●	 Risk management and internal control
unlike traditional local authority performance indicators.        ●	 Standards of conduct
They are not limited to measuring the impact of the local
council’s activities and they cover a much wider set of           In order to show good Corporate Governance, the
well being issues. The set is designed to paint a picture of      authority must assess itself on the five dimensions listed
the quality of life in the local area and to challenge all        above. To do this, the main documents and functions that
partners locally to address these cross-cutting issues.           support Corporate Governance have been identified with
Details for the set of indicators used are provided at            three distinct types of actions identified:
Appendix 3.
                                                                  ●	 awareness - making sure that everyone who needs to
For further details on Quality of Life Indicators contact –
                                                                     know about the document or function does know
David Goodchild in the Council’s Policy Unit. Tel (01325)
                                                                     about it;
388015 [Internal Ext 2015]
                                                                  ●	 monitoring - ensuring that the duty is carried out and
                                                                     awareness raising actually happens;
Corporate Governance                                              ●	 review - parts of the corporate governance code will
                                                                     continue to evolve and develop as local government
“Corporate governance is the system by which local                   modernisation continues and legislation changes.
authorities direct and control their functions and
relate to their communities”                                      These documents and their contribution to each
                                                                  dimension have been detailed and published on the
The council has a key role in governing and leading the           Council’s Intranet: Local Code Implementation Progress.
community, and this relies on public confidence in elected        The documents themselves are process driven and are
councillors and officers. Good corporate governance               continually updated as the Local Code of Corporate
underpins credibility and confidence in the services that         Governance is in itself not a one-off piece of work, but a
we provide.                                                       fluid document. To this effect, since the Local Code was
                                                                  first approved by Cabinet, four new documents have been
There are three fundamental principles of corporate               added:
governance:
                                                                  ●	 Treasury Management;
●	 Openness – to ensure stakeholders can have
                                                                  ●	 Social Inclusion;
   confidence in the decision-making and management
   processes of the Council; and to ensure an inclusive           ●	 Equalities;
   approach;                                                      ●	 Information Governance.
●	 Integrity – based on high standards of propriety and
   probity in the stewardship of public funds and                 The Council’s external auditors, PricewaterhouseCoopers
   management of the authority’s affairs;                         (PwC) have recognised the Local Code as a key
                                                                  management tool for strengthening and improving the
●	 Accountability – whereby the Council and all                   Council’s corporate governance arrangements and again
   members of staff are responsible for their actions,            this year awarded the Council the maximum score of 4 for
   including their stewardship of public funds, and               Corporate Governance arrangements under the Auditor
   submit themselves to appropriate public scrutiny.              Scored Judgements through the Comprehensive
                                                                  Performance Assessment
The authority’s Local Code of Corporate Governance is
consistent with the principles and requirements of                For further details on the Local Code of Corporate
guidance issued by CIPFA/SOLACE. Our code is a                    Governance - contact Andrew Robinson, Policy Advisor.
framework that reflects the different dimensions of the           Tel. (01325) 388014 [Internal Ext. 2014]
authority’s business, which can be summarised as:

●	 Community focus
●	 Service delivery arrangements
●	 Structures and processes




     DARLINGTON BOROUGH COUNCIL
                                                                                                                      21




Local Public Service Agreement (LPSA)


    Target                                      Heading                                       Performance against
                                                                                                2004/05 targets

       1         Helping older people live independently                                               ★

       2         Reducing vehicle crime                                                                ●
                 Increasing the proportion of pupils achieving 5 or more
       3                                                                                               ▲
                 GCSEs A* - C or equivalent

       4         Improving the condition of highways                                                   ★

       5         Reducing unauthorised absence in schools                                              ▲

       6         Increasing the employment rates of disadvantaged areas and groups                     ▲

       7         Improving cost-effectiveness                                                          ★
                 Increasing PE and Physical Activity Sessions beyond the school
       8                                                                                               ★
                 curriculum

       9         Improving the street environment                                                      ★

      10         Improving the condition of private sector housing in Darlington                       ★

       11        Increasing the number of people receiving intermediate care                           ★

      12         Improving the speed and accuracy of benefits processing                               ▲

Local Public Service Agreement Summary Scorecard (Full details of each target are provided at Appendix 4)


In March 2004, the Council signed a Local Public Service        performance will improve during the final year of the
Agreement (LPSA) with central government, which                 LPSA. Both Social Care targets are performing well; and
challenged the authority to meet or exceed twelve               are on target to deliver the stretch in performance
extended targets during the period up to 2006. Granted          required to achieve the performance reward grant.
in excess of £750,000 pump priming grant to help                Vehicle crime is reducing after a substantial increase in
facilitate these extended, or ‘stretched’ targets, the          2003/04 as a result of specific circumstances although it
council has set out to improve performance in key areas         is the figure as at 31st March 2006 which will inform the
such as the economy, education and social inclusion, in         LPSA. Road condition is exceeding all targets, as is
line with priorities stated within the borough’s                Private Sector Housing and the cost effectiveness target.
Community Strategy.                                             A proportion of the Street Environment target is made up
Generally the LPSA is performing well. Seven targets are        of survey data that will be collected in 2006. For the
currently exceeding target above the tolerance                  remainder, BV199 is performing well and it is expected
parameters set within PerformancePlus (green stars). One        that the stretch will be achieved. Increasing physical
is within tolerance (blue circle) and four are below            activity sessions beyond the curriculum has exceeded the
tolerance (red stars).                                          interim target for 2004/05, with some 3500 pupils in
                                                                years 1-6 participating in 45 minutes beyond the
Both education targets, the increasing employment target        curriculum. Further work is needed in this area to ensure
and the benefits target are below target although it is         that the stretch target of 7320 pupils is achieved during
expected that the benefits and employment target                the coming year.

                                                                                   CORPORATE PLAN & BVPP 2005/2006
22




All targets were negotiated successfully with Central         ●	 Promotes effective procurement across the whole
Government Departments. Should the council meet, or              organisation.
exceed the required stretch in performance for all targets,
                                                              ●	 Sets out a flexible framework for the further
it will receive approximately £2.3 million as a performance
reward from the Government.                                      development and reform of procurement practices.
                                                              ●	 Ensures that issues of equality and sustainability are
Now in its final year, the LPSA has been a key driver in         considered at every stage in the procurement process.
improving performance in priority areas.
                                                              ●	 Secures commitment from Members and officers at all
For further details on the Local Public Service Agreement        levels of the organisation.
contact - Andrew Robinson, Policy Advisor. Tel (01325)        ●	 Provides a corporate focus to assist in the co­
388014 [Internal Ext 2014]                                       ordination of procurement activity to achieve both
                                                                 economic and efficiency savings.

Corporate Procurement                                         ●	 Maps out a way forward for the reform of the
                                                                 Council’s Corporate Procurement function.
In July 2001, the Council approved a first Procurement
Strategy that identified the need to develop the              ●	 Promotes long-term thinking and commitment to
procurement function to assist officers in routine               strategic procurement issues.
procurement. Following the appointment of the
Procurement Advisor, a programme of work was agreed;          The strategy includes an action plan that will be reviewed
meetings were held with the members of a working group        and revised annually and the progress made on
and key officers in departments, to get an overview of the    implementing the strategy will be monitored using
procurement situation in Darlington. This information         performance indicators in the Council’s Performance
was used to inform a strategy for a way forward. This was     Management Framework.
built around four main areas identified as essential to
improving procurement and some good progress has              For further details on the Council’s approach to
been made in these areas: ­                                   procurement contact -
                                                              Susan White, Procurement Advisor. Tel (01325) 388019
●	 Economies of scale - securing economies of scale by
                                                              [Internal Ext 2019]
   developing corporate contracts; reducing the number
   and cost of transactions; standardisation of products.
●	 Procurement infrastructure - evaluating and making
   improvements to our current system of procurement.
●	 Strategic procurement (BVRs) - contribute to
   improved option appraisals in BVRs and exploration of
   strategic partnerships.
●	 Training/awareness of procurement ­
   communications and people management aspects of
   procurement
However, the increased emphasis the Government has
placed on procurement through the Gershon and Byatt
reports, Comprehensive Performance Assessment,
Implementing Electronic Government and more recently,
the National Procurement Strategy necessitated the need
to review and revise the existing strategy to consider all
procurement beyond Best Value Review decisions. The
revised Procurement Strategy (adopted October 2004)
therefore:
●	 Reflects the Council’s Core Values and support the
   themes and objectives of the Community Strategy and
   Corporate Plan.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                        23




Consultation                                                  Key Consultation Activity
Best Value places a duty on local authorities to consult      The list below provides examples of the wide range of
with its partners, local people, businesses and service       consultation activity undertaken during the last year:
users about the exercise of their functions, the setting of
new targets for service delivery and the establishment of     ●	 Community Survey – Over 1,000 face-to-face
corporate priorities and objectives.                             interviews were completed with residents in
                                                                 September 2004.
We do this using a range of techniques to ensure all
interested parties are able to inform the development of      ●	 Citizens’ Panel – A database of over 1,000 residents is
service delivery and policy. The Council’s Consultation          maintained who have volunteered to complete
Strategy provides overall co-ordination, encouraging             surveys for us and take part in follow up discussions.
innovation within a framework of standards and                   Surveys were undertaken in May/June 2004 and
promotion of good practice.                                      November/December 2004.

                                                              ●	 Employee Survey – A third annual survey of all staff
                                                                 was undertaken in January 2005.

                                                              ●	 Darlington Assemblies – Open forums on topical
                                                                 issues linked to the Community Strategy, routinely
                                                                 attended by over 200 delegates, held June 2004 and
                                                                 January 2005.

                                                              ●	 Pedestrian Heart – Series of exhibitions,
                                                                 presentations and briefings inviting input and
                                                                 comments on the options and proposals for the town
                                                                 centre.

                                                              ●	 Town on the Move – A major piece of qualitative
                                                                 consultation in the Borough to establish a baseline of
                                                                 travel behaviour patterns supplemented by
                                                                 quantitative exercises to inform this nationally
 Groups            Consultation Methods                          sponsored project.
 External Partners Presentations, briefings and special
                                                              ●	 Major strategies – Programmes of consultation
                   meetings with partners boards, co­
                   ordination groups and forums, e.g.            events and activities to inform the development of a
                   Darlington Partnership, Parish                range of major strategies up for review: including the
                   Councils, Transport Forum                     Crime and Disorder Strategy, Local Transport Plan and
 Residents         Questionnaires, focus groups and              Local Development Framework.
                   meetings, e.g. Citizens’ Panel, Annual
                   Community Survey, Resident’s Panel
 Employees         Open presentations, briefings and
                   workshops with staff generally and
                   representative groups, e.g. Joint
                   Consultative Council, Employee Panel
 Service users     Questionnaires, focus groups and
                   events with users of specific services,
                   e.g. tenants, licensees and developers




                                                                                  CORPORATE PLAN & BVPP 2005/2006
24




Annual Community Survey                                               These results are used to inform a range of processes and
                                                                      are timed to be available in order to influence the annual
Since 1998 Darlington Borough Council has carried out an              review of budgets, business and service plans. Results are
annual Community Survey seeking the views of residents                increasingly being used not only by the Council but by
on overall satisfaction with the Council, satisfaction with           partner agencies as well. The Council can demonstrate an
its individual services and priorities for improving                  ever closer correlation between budget spend and
services. Increasingly, quality of life issues have been              citizens’ priorities.
picked up to address wider thematic considerations and
the Council’s contribution to partnership working.                    Comparison of responses from the 1998, 2001 and 2004
                                                                      Community Surveys shows a largely positive trend in
Results from the Annual Community Survey for 2004                     residents’ perception on the success of dealing with the
show that:                                                            themes of the Community Strategy.

●	 General satisfaction with the Council (at 69.3%) is best
   quartile and has remained relatively stable in recent                             Residents’ Satisfaction
   years with a positive trend emerging;
                                                                      Residents’ satisfaction with the Council overall has shown
●	 Satisfaction with local neighbourhoods is high overall             a positive trend since becoming a unitary authority.
   (at 77.9%) but this is variable, decreasing from rural
   wards (88.3%) down to the most deprived areas
   (67.5%);                                                                  80
● Those who live in Neighbourhood Renewal Strategy
                                                                     69.3%
                                                               % Satisfied




                                                                                               65.2%          67.0%
  priority areas were, however, more likely than others
                     70
                                                                                    62.9%
  to think things had got better over the past two years.

● Satisfaction with Council services indicates: 
                            60


 Services with the highest Services with the lowest                          50
                                                                                    1998       2000           2002    2004
  satisfaction levels are   satisfaction levels are
                                                                                                       Year
                                  Road maintenace and
       Street lighting                  repairs                       In 2004 69.3% (more than two thirds) of residents were
      Refuse collection           Pavement maintenance                satisfied overall with the way the Council is running the
                                                                      Borough.
        Upkeep and                 Car parking in town
       appearance of
        town centre                      centre

       Civic Theatre               Children’s play areas


●	 Citizens’ top priorities – identified as services most in
   need of improvement (with a corresponding low or
   negative net satisfaction rating) are:

      ●	 Road maintenance and repairs;
      ●	 Youth clubs and other facilities for young
         people;
      ●	 Pavement maintenance;
      ●	 Children’s play areas;
      ●	 Social care for older and vulnerable people.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                          25




Performance Management                                           The Planning Process in Darlington

                                                                 Service plans translate the organisation’s strategic
Introduction and overview
                                                                 direction into a series of actions and targets for service
“Since 2002 the council has focused well on Striving for         areas, through to individuals who actually deliver services
Excellence, its organisational development strategy;             on the ground. Managers and staff have a high level of
particularly the introduction of a new service planning and      awareness of how their work contributes to the
performance management framework. The effects of this            achievement of the council’s objectives, and what
are evident throughout the council and service performance       standards of service they are expected to provide.
has improved as a result.”                                       Service planning posters are produced for each key
                                                                 service area, setting out how it links to community
So said the Audit Commission in our Corporate                    strategy themes and corporate objectives, and these are
Assessment published in April 2005. The development of           widely displayed throughout council offices.
the Council’s Organisational Development Strategy
recognised that the attainment of a performance culture          The process has full departmental ownership, with named
was necessary in order to improve services systematically.       individuals leading on service planning on behalf of their
This culture is embedded throughout the authority and            respective departments, together with the Head of Policy
has been a key element in our attainment of ‘Excellent’          and members of the Policy Unit. This group, known as
status through the Comprehensive Performance                     the Corporate Planning Network (CPN) leads on
Assessment.                                                      developing and strengthening performance management
                                                                 in the authority and this includes the implementation of
As reported in last year’s plan, the authority invested in       PerformancePlus:
strengthening our approach to performance
management. Securing innovative funding allowed for              The service planning arrangements in place were
the purchase and implementation of new performance               recognised as a strength in the 2004 Corporate
management software: PerformancePlus, an integrated              Assessment, and our good practice has led to the
performance management software tool. This software              authority presenting our performance management
enables the Council to strengthen the links between the          arrangements to wide audiences at major conferences,
different levels in the planning and performance                 including the LGC ‘Excellent performance management in
hierarchy. The performance of various indicators,                local authorities’ seminar. This has led to many enquiries
including Best Value Performance Indicators, Quality of          from other organisations wishing to benchmark against
Life indicators, etc. are mapped within overall goals, aims      our arrangements.
and objectives as identified in the Community Strategy,
Corporate Plan and departmental and service plans.
                                                                                     Departmental       Policy
Performance reports from PerformancePlus are tailored           Department          Planning Network     Unit
for cabinet portfolios, scrutiny committees and                                      Representative Representative
departments, with the result that Councillors’                   Community           Sharon Brown        Andy Robinson
involvement in performance management has                         Services
increased. Portfolio holders are helping to develop
service plans and both cabinet and scrutiny                       Corporate           Ian Wilson           David Plews
committees receive regular reports on performance.                 services
Darlington Partnership has adopted the same
                                                               Development &         Peter Roberts         John Bosson
performance management system as the council,                   Environment
enabling seamless reporting against community
strategy themes and corporate objectives.                     Children’s Services   Julian Kenshole     David Goodchild

Improved performance management has contributed to            (Social Services)     Neville Simpson      Andy Robinson
demonstrable service improvements in key areas,
including social services and housing benefits, in turn
showing demonstrable improvements to key priority
areas of improving the economy and promoting inclusive
communities.



                                                                                     CORPORATE PLAN & BVPP 2005/2006
26




              Service Planning in relation to the Performance Management Framework





                                  COMMUNITY STRATEGY

                                    CORPORATE PLAN

                          BEST VALUE PERFORMANCE PLAN


Community           Corporate                                                   Chief Exec.
                                     D&E             Children’s Services
 Services            Services                                                     Office




                                                   PDRs




     DARLINGTON BOROUGH COUNCIL
                                                                                                                             27




The Service Planning process                                      communication, and link directly to staff Performance
                                                                  Development Reviews (PDRs). These ensure that
Service plans are key documents that assist in the                individual employees have clear personal objectives.
Council’s aim to provide excellent services. They
represent key priorities that have been identified via the        The service planning cycle can be represented
corporate planning template, resulting in posters that aid        diagrammatically as follows:




                                              SERVICE PLANNING



                                                                                Individual ‘Performance
                Corporate Service               Service Plan Posters
                                                                                 Development Reviews’
                Planning Template                Purpose : ensuring
                                                                                     Purpose : ensuring
                Purpose : ensuring a              service plans are
                                                                                   individuals have clear
                 consistent process                communicated
                                                                                    personal objectives




                                         Medium Term Financial Plan

                                                       Review
                                                September - November
                                        Assessment
                                        Assessment of national and local priorities,
                                            consultation, performance, events,
                                          consultation and performance, events,
   Implement                                resources, opportunities and risks
                                           resources, opportunities and risks.
                                                                                                              Draft
        April
                                                                                                       December - January
Service Plan ‘Posters’
Ser vice Plan ‘Posters’
                                                                                                    Performance departmental
                                                                                                   Produce draft Development
      on the walls.
      on the walls                                   Revise                                            individual service plans.
                                                                                                   and Reviews undertaken
                                                 February - March
                                            Revise of:­
                                            In light in light of:-
                                            • budget settlement
                                            •budget settlement;
                                            • projected and comparative performance
                                            •projected and comparative performance
                                              data;
                                               data
                                            • community consultation.
                                            • community consultation


Preparation for 2005/06 service planning began in                   national and local priorities, risk management,
October 2004, when departmental teams met to identify               stakeholder consultation, performance management,
core and non-core work, priorities for improvement, and             events, opportunities and available resources. Actions for
linkages to the medium term financial plan, so that                 improvement are prioritised and linked to the budget
budgetary implications could be assessed (Review). This             setting process. Service objectives are aligned to a
stage of service planning is achieved using a corporate             balanced set of performance indicators, ensuring that
template, which assesses drivers for change, to include             progress can be monitored, managed and reported.


                                                                                       CORPORATE PLAN & BVPP 2005/2006
28




Service planning templates remained in draft form until                                                                                                                      service planning process resulting in the production of 5
January 2005 when they were revised in light of targets                                                                                                                      departmental plans and 24 service plans*. These service
being set, budgetary demands, etc. Service plans were                                                                                                                        plans were translated into posters and communicated to
implemented from 1st April 2005, with the 2005/06                                                                                                                            all employees, for example:

                                                                                                                                                                                                                                                                                    2002-2003


                             Development & Regeneration Service Plan 2005/06                                                                                                                                                                                                        Community Legal Services
                                                                                                                                                                                                                                                                                    2003-2004
                                                                                                                                                                                                                                                                                    Child and Adolescent Mental Health Services
                                                                                                                                                                                                                                                                                    2004-2005
                                                                                                                                                                                                                                                                                    Crime and Disorder Partnerships




                                                      Darlington, where quality comes to                                                            Employment                                       16-18 year olds and                                Life expectancy



                                                                                                                                      PERFORMANCE
                              STRATEGY VISION




                                                                                                                                                                                                     adults in structured
                                                      life, through:-

                                                                                                                                        MEASURES
                                                                                                                                                                                                     learning
                                COMMUNITY




                                                                                                                                                                                                                                                        Teenage pregnancy
                                                                                                                                                    Earnings
                                                      ❖    An area creating and sharing prosperity                                                                                                   Residents using local
                                                                                                                                                                                                     leisure facilities                                 Standard of highways
                                                      ❖                                                                                             Deprivation                                                                                         cleanliness
                                                           A location for learning, achievement and leisure                                                                                          Play area standards
                                                                                                                                                                                                                                                        Recycling
                                                      ❖
Delivers this




                                                           A place for living safely and well                                                       Public buildings
                                                                                                                                                    accessible to disabled                                                                              Condition of roads and
                                                                                                                                                                                                     Feeling of safety
                                                      ❖    A high quality environment with
                                                                                                                                                    Pupils with 5+
                                                                                                                                                                                                                                                        footpaths
                                                           excellent communication links                                                                                                             Recorded crime                                     Road casualties
                                                                                                                                                    GCSEs at Grades A* - C

                                                      ‘A Leading Edge authority’, through:-                                                         Gershon efficiencies                  £2m                                                           CPA score                                     Progressing
                                                                                                                                                                                                                                                                                                        Strongly


                                                      ❖
                                                                                                                                      PERFORMANCE




                                                                                                                                                                                                                                                        Direction of travel statement:
                                                          Shaping a better Darlington                                                                                                                Employee satisfaction
                              CORPORATE
                              OBJECTIVES




                                                                                                                                                                                                     of the Council as a
                                                                                                                                                                                                                                                        ❖ Children’s Services
                                                                                                                                        MEASURES




                                                                                                                                                                                                                                          69%                                                                  3
                                                                                                                                                                                                     place to work
                                                      ❖   Providing excellent services                                                              Percentage BVPIs in top
                                                                                                                                                    quartile                             37%                                                            ❖ Social Care - Adults                                 3




                                                      ❖   Putting the customer first                                                                                                                 PDRs undertaken
                                                                                                                                                                                                                                            96%         ❖ Environment                                          3



                                                                                                                                                    Residents’ satisfaction               70%                                                           ❖ Benefits                                             4


                                                      ❖   Ensuring access for all                                                                                                                    Average number                                     ❖ Use of Resources                                     3


                                                                                                                                                                                                     days sick
                                                                                                                                                                                                                                                        ❖ Housing
Delivers this




                                                                                                                                                                                                                                             9.5                                                               3

                                                      ❖   Enhancing our capacity to improve                                                         Equality Standard for                Level
                                                                                                                                                    Local Government                       3                                                            ❖ Culture                                              3




                                                      ‘A Leading Edge authority’, through:-                                                         Road safety – total                              Percentage of household                  18%        Percentage of population                            37%
                                                                                                                                                                                          42
                                                                                                                                                    killed/seriously injured                         waste recycled and                                  satisfied with a) road
                              DEPARTMENTAL




                                                          Development & Environment Department is
                                                                                                                                      PERFORMANCE




                                                                                                                                                    Condition of non-principal                       composted                                           and b) pavement                                       37%
                               OBJECTIVES




                                                          working to achieve:                                                                                                                                                                            maintenance
                                                                                                                                        MEASURES




                                                                                                                                                    classified roads - %                8.2 CVI      Major planning                           60%
                                                                                                                                                    network with nil                                 applications determined                             Authority buildings                                 91%
                                                      ❖ An enterprising and vibrant local economy                                                   residual life                                    in 13 weeks                                         suitable for/usable
                                                                                                                                                    Percentage of new                                Minor applications                                  by disabled
                                                      ❖ Effective transport and accessibility                                                       homes built on
                                                                                                                                                                                         60%
                                                                                                                                                                                                     determined in 8 weeks
                                                                                                                                                                                                                                              65%
                                                                                                                                                                                                                                                         Average number of
                                                                                                                                                                                                                                                                                                                   8
                                                      ❖ A high quality sustainable environment                                                      previously developed                             Gap in percentage points                            working days lost to
                                                                                                                                                    land                                                                                        3.8      sickness/absence
Contributes to this




                                                                                                                                                                                                     between wards with
                                                      ❖ Safety and well-being for local people                                                      Share of external funding                        highest and lowest                                  Percentage of
                                                                                                                                                    awarded to Tees Valley                           unemployment rates                                  abandoned vehicles
                                                      ❖ An effective service delivery organisation                                                  Boroughs
                                                                                                                                                                                        15%
                                                                                                                                                                                                                                                         removed within 24 hours
                                 SERVICE OBJECTIVES




                                                      ‘A Leading Edge authority’, through:-                                                         Planning applications determined:                                         Jobless people supported into                                                    175
                                                      ❖ Strengthening the economy, securing development                                             • Major applications in 13 weeks                              60%
                                                                                                                                                                                                                              employment in target wards
                                                                                                                                      PERFORMANCE




                                                          and improving accessibility                                                               • Minor applications in 8 weeks                               65%         Grade achieved for LTP Annual                                  Average
                                                      ❖ Enhancing the environment and promoting heritage
                                                                                                                                        MEASURES




                                                                                                                                                                                                                              Progress Report
                                                                                                                                                    • ‘Other’ applications in 8 weeks                             80%
                                                      ❖ Developing/influencing clear plans and strategies                                           Number of visits/usages of museums
                                                                                                                                                                                                                              Percentage of rights of way that are                                             85%
                                                                                                                                                                                                                              easy to use
                                                      ❖ Operating problem solving regulatory services
                                                                                                                                                                                                                  505
                                                                                                                                                    per 1000 population
                                                                                                                                                                                                                              Local bus passenger journeys
                                                      ❖ Operating open, accountable, innovative services                                            Building Control plans checked &
                                                                                                                                                                                                                              Pedestrian flows into the
                                                                                                                                                                                                                                                                                                   10m

                                                      ❖ Reducing relative deprivation                                                               response given in                                             60%
                                                                                                                                                                                                                              town centre                                                                    28,800
 Doing this improves this




                                                                                                                                                    a) 21 days
                                                      ❖ Ensuring equal access to all services                                                       b) 35 days                                                    83%         Traffic flows on key corridors –
                                                      ❖ Maintaining and improving service performance                                               Jobs created through Council                           250
                                                                                                                                                                                                                              target 101.5% of 2000/01 level
                                                      ❖ Attracting resources and making best use of assets                                          funded assistance to companies

                                                      ❖   Progress Local Development Framework                                            ❖ Implement Economic Regeneration Strategy                                    ❖ Develop the Consultancy Support Partnerships
                                                      ❖                                                                                   ❖ Implement Best Value Review Action Plans                                    ❖ Continue to develop External Funding
                              ACTIONS




                                                          Develop Local Transport Plan 2
                              SERVICE




                                                      ❖   Influence Regional and sub-regional strategies                                  ❖ Improve delivery of strategic outcomes                                      ❖ Secure capital receipts to meet programme needs
                                                      ❖   Implement car-parking measures – on street charging and decriminalisation       ❖ Continue to engage with major companies                                     ❖ Implement changes to Building Regulations
                                                      ❖   Develop Council energy policy and strategy                                      ❖ Deliver LPSA employment target                                              ❖ Respond to new Economic Development powers
                                                      ❖   Deliver major development projects                                              ❖ Develop and implement Asset Management/Corporate Landlord proposals         ❖ Implement Strategic Environmental Assessments directive
                                                      ❖   Implement Town on the Move programme                                            ❖ Manage Planning/Building Control workload                                   ❖ Participate in review of Tees Valley Partnership & JSU
                                                      ❖   Implement Town Centre Business Plan                                             ❖ Implement Access to Services improvements                                   ❖ Implement the D&E Health & Safety Plan within D&R
                                                      ❖   Implement staff satisfaction improvements                                       ❖ Support corporate strategies and initiatives as appropriate
                             Agreed by :                  Cllr Lyonette                                    Delivered by :       John Buxton                                                                   Monitored by :       Cllr S Robson
                                                          (Cabinet Portfolio Holder)                                            (Director of Development & Environment)                                                            (Environment Scrutiny Chair)


Service planning posters attempt to simplify both the                                                                                                                        ● Directors, who are held to account by Executive
relationships between our large number of plans and the                                                                                                                        Members;
different, though inter-connected roles, of Executive                                                                                                                        ● Scrutiny, who monitor overall progress against plans
Members, Officers and Scrutiny Members. In brief, these                                                                                                                        and can call Executive Members to account for non­
roles are:                                                                                                                                                                     delivery.
                                                                                                                                                                                    * Note: 2005/06 represents a transitionary year in terms of service planning
●
 Executive Members, who agree the content of plans                                                                                                                                as separate Social Services and Education Departments cease to exist
                                                                                                                                                                                    following the creation of a Children’s Service Department.
   and have overall accountability for delivery;
                            DARLINGTON BOROUGH COUNCIL
                                                                                                                      29




Performance Management Framework (PMF)                       departments. The framework in place is not simply a data
                                                             gathering mechanism, but a system that collects,
In last year’s combined Corporate and Best Value             disseminates and uses performance information to drive
Performance Plan, it was reported that, along with the       forward service improvement. The Policy Unit manages
Local Strategic Partnership (Darlington Partnership), the    PerformancePlus, but it is a corporate system with full
Council had committed to a clear vision for performance      ownership from departments and the Darlington
management. The implementation of PerformancePlus            Partnership. All departments have modelled their service
software has followed a project plan, and delivered          plans and are entering performance data to an agreed
effective performance management information for the         timetable. The diagram below is still relevant, but will be
year 2004/05. Clear lines of responsibility and              modified in detail as the use of PerformancePlus in
monitoring systems are becoming well established in          managing performance develops:




      Monitoring                      Indicators / Targets                      Reporting Mechanisms


                                                                             Ongoing Review through
                                   Community Strategy                       Darlington Partnership (LSP)
      Externally:
                                                                              using Quality of Life PIs
 Performance Plan,
       systems &
                                 Corporate & Best Value                           6 monthly to:
 documentation by                  Performance Plan                       Corporate Management Team /
  Pricewaterhouse                                                               Cabinet / Scrutiny

        Coopers
                                                                            Quarterly to Departmental
                                        Service Plans                      Management Teams / Cabinet
      Internally:
                                                                           portfolio holder / Policy Unit
      Systems &
Documentation by
      Policy Unit                     Specific Service                          Monthly to: Team level
                                    Indicators / Targets
    Internal Audit
  Human Resource
    Management                        Performance                                     Annual PDR /
                                   Development Review                               6 monthly review
                                          (PDR)



Service plans are modelled in PerformancePlus as ‘causal     with performance indicators attached. Performance is
maps’, which are a series of objectives linked together      aggregated up the structure as data is entered.



                                                                                 CORPORATE PLAN & BVPP 2005/2006
30




Specimen causal map





     DARLINGTON BOROUGH COUNCIL
                                                                                             31




Performance data needs to be available in a format that
employees, managers and Members can use.
PerformancePlus enables scorecards to be produced that
summarise performance for any part of the service
required. The scorecard below shows performance for
2004/05 against the Council’s five Corporate Objectives,
using priority performance indicators. Achievement
against targets is depicted using symbols:


 ★     Above target performance

 ●     On target performance
 ▲     Below target performance
 ?    Insufficient data




Specimen PerformancePlus scorecard





These scorecards can be built into Briefing Books that
can be interrogated online or exported to a web page, to
be viewed by anyone with access to the internet or the
Council’s intranet.




                                                           CORPORATE PLAN & BVPP 2005/2006
32




Risk Management                                                during the year to enable them to be adequately managed
                                                               in a timely manner. All emerging risks (both departmental
                                                               and strategic) are to be raised ultimately through the
“The council has established robust risk management            Council’s Corporate Management Team. The Chief
arrangements. Improvements since 2002 have included            Internal Auditor is advised of any such risks in his
involving councillors in assessing and managing risks and      capacity as Risk Management Co-ordinator, who will then
ensuring that risk management becomes more of a                organise completion of the appropriate documentation
continuous process linked to service planning and the          with the relevant officer(s).
achievement of priorities.”
                                                               Risk management continues to be an essential
                   Corporate Assessment April 2005, p.12
                                                               management tool utilised across the authority. A Risk
                                      (Audit Commission)
                                                               Management Strategy has been in place since 2002, and
                                                               its implementation has helped in the achievement of the
Risk management is about making the most of
                                                               Council’s priorities.
opportunities (making the right decisions) and about
achieving objectives once those decisions are made – the       For further details on Risk Management, contact:

latter achieved through controlling, transferring and living   Brian James, Chief Internal Auditor.

with risks. Risk management is a strategic tool and is an      Tel: (01325) 388140 (Internal Ext 2140)

essential part of effective and efficient management and
planning. As is noted by the Audit Commission in the
above quote, a key strength of the Council’s risk
management procedures is that they are embedded into
                                                               Best Value Review Programme
the corporate service planning arrangements, thereby
ensuring that risk management is at the centre of              Introduction
everything that we do.
                                                               Best Value remains a central part of the Government’s
As reported in last year’s Corporate and Best Value
                                                               modernisation programme for local government. Under
Performance Plan, in 2003/04 the Council were assessed
                                                               Best Value arrangements, the authority has a duty to
by our external auditors PwC for risk management and
                                                               achieve continuous improvement across its functions,
scored 2/4. Although our arrangements were classed as
                                                               taking due account of improving economy, efficiency and
‘adequate’, we set out to implement improvements for
                                                               effectiveness.
2004/05. The risk management process was clearly
evidenced in departmental service plans, the risks
                                                               Each year the Council publishes its Best Value Review
identified were more specific to service objectives and
                                                               programme. Each review has to:
member involvement was explicit. Cabinet and CMT
together identified and analysed key corporate risks to
                                                               ●	 challenge why, how and by whom a service or
the Council’s business and similarly portfolio members
                                                                  function is being provided;
were involved in identifying and analysing risks as part of
                                                               ●	 secure comparison with the performance of others
the departmental service planning process, prior to the
presentation of those plans to Cabinet for formal sign off.       across a range of relevant indicators, taking into
Risks at service level that were considered to require            account the views of both service users and potential
further management were identified as priorities for              suppliers;
improvement with appropriate action plans and                  ●	 consult local taxpayers, service users, partners and
associated performance indicators monitored through the           the wider business community in the setting of new
Council’s performance management framework.                       performance targets;
                                                               ●	 use fair and open competition wherever practicable
Given this improvement, it was acknowledged through               as a means of securing efficient and effective services.
various external inspection processes that risk
management was well embedded within the Council,               Best Value Reviews in Darlington have largely been of a
integrated with service planning and considered strong.        cross-cutting, thematic nature and have been based upon
This was reflected in an increased score from 2 to 3 from      addressing areas of improvement identified by officers,
PwC under the CPA Auditor Scored Judgements.                   members, stakeholders and external inspection. External
Of course, the authority continues to review its               inspection of reviews has been largely positive and the
arrangements. A simplified process has been introduced         authority has learned and improved services from the
for 2005/06 to identify and document key emerging risks        process.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                         33




The authority works within a context of continuous                New methodology – an overview
improvement. The methodology of selecting reviews for
inclusion in the best value programme has to date been            A new strategic methodology has been devised to ensure
based upon performance, local/national priorities, etc.           that all major service areas are interrogated against key
However, with the council striving to become a ‘Leading           criteria including cost effectiveness, performance and
Edge’ authority, it is necessary to change our approach to        procurement. By interrogating key service areas with
selecting and undertaking Best Value Reviews in light of          these criteria, each service will effectively be analysed
our changing approaches to prioritisation, new forms of           according to the 4Cs methodology on an ongoing basis,
service delivery and more modern approaches to                    i.e.
procurement.


                           Cost effectiveness                 Performance information             Procurement
         Challenge          Y                                 Y                                    Y

         Compare            Y                                 Y                                    Y

         Compete            Y                                 Y                                    Y

         Consult                                              Y


Applying these criteria to each service area (utilising the       scoring services would require less, little or no
council’s service planning arrangements) will result in a         intervention.
value which can then be used to assess the degree of
intervention that service will then need in terms of              How does this change our Best Value
review, e.g. should a service area have below average             Programme?
performance, be high cost and use traditional
procurement arrangements, it would require intervention           Last year, it was stated that our Best Value Programme of
at the highest scale, i.e. an in depth review. Higher             reviews was as follows:


             2004/05 (Year 5)             Completion date               2005/06 (Year 6)               Completion date

             Combined review                October 2004                    Waste                        March 2006
              of Community                                                Management
             Safety and Street
               Environment

             Support Services                                           Support Services               September 2005
                                                                        (Continued from
                                                                           2004/05)

           Regulatory Services               August 2004


            Children’s Services                                        Children’s Services               March 2006
                                                                        (Continued from
                                                                            2004/05)




                                                                                       CORPORATE PLAN & BVPP 2005/2006
34




All of these reviews are being carried out as part of our       Corporate Management Team and having both Project
drive towards becoming ‘Leading Edge’. To assist with           Managers and Project Sponsors. These 10 key
effective challenge, these reviews and others as outlined       projects/programmes are our high level reviews for
elsewhere in this plan are being project managed                2005/06 and encompass our Best Value Review
according to corporate project management                       programme, as follows:
methodology, based on Prince2 principles, led by


            Existing Best Value Reviews                                      Ten Key Projects/Programmes
 Children’s Services                                          Children’s Services

                                                              Gershon
 Combined review of Community Safety and                      Street scene
 Street Environment
                                                              Education Assets
                                                              Single status/equal pay
                                                              Call centre/contact centre
                                                              Feethams
                                                              CPA/JAR
                                                              DLO relocation
 Waste Management                                             Waste Management


                                                              Additional reviews
 Support Services                                             Support Services
                                                                 ● ICT
                                                                 ● Finance
                                                                 ● Administration
                                                                 ● Public partnership
                                                              Repairs & Maintenance review


The review of Regulatory Services has been completed,           value for money judgement will be made by taking into
with an implementation plan developed.                          account cost effectiveness, satisfaction and procurement
                                                                arrangements. It is this judgement that will inform the
The new methodology in detail                                   degree of intervention required. This results in best value
                                                                not only being integrated into the council’s PMF, but in
Our Best Value Review programme for the year 2005/06            addition value for money becomes an intrinsic part of
is as scheduled in last year’s Best Value Performance Plan,     service review in Darlington.
with the addition of a number of other high priority
programmes/projects as outlined. New arrangements for           Intervention will be on 3 levels, with the degree of review
the best value intervention model will now come into            based upon the cost/performance over acceptable levels:
force.
                                                                ● Performance reviews (a desktop review)
A selection of cost indicators for each service area is         ● Best Value Reviews
being developed. These will be benchmarked against              ● Corporate projects
other providers, and assessed against a baseline position.
The service will then be interrogated against performance       All three types of review will however adhere to best
information resulting in a value for cost effectiveness. A      value principles and ensure that the four Cs are applied.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                               35



SECTION 3 - COUNCIL PERFORMANCE & PLANS
                FOR IMPROVEMENT
Summary                                                             approaches best quartile performance for over one-third
                                                                    of indicators, with 10% being worst quartile, that this rate
The authority continues to produce a combined Corporate             of improvement would moderate. In 2004/05 the
Plan and Best Value Performance Plan that looks at past             improvement in non-financial BPVIs, however, was 10.9%
performance and sets the agenda for the next three years.           (CR8) - reflecting excellent performance in particular for
All priorities for action are identified in the context of the      promoting inclusive communities, enhancing the local
Community Strategy themes and corporate objectives.                 environment, developing an effective transport system
Further prioritisation is reflected in the identification of a      and stimulating leisure activities. However, there is still a
number of priority PIs which comprise a subset of BVPIs,            need for further improvement against certain PIs. As
Social Services PAFs, Quality of Life indicators and local          regards the corporate objectives, performance was above
indicators. In 2003/04, the Council achieved an                     target in three and on target for two. Significant
improvement in non-financial BVPIs of 4.8%, building on             improvement in some of the corporate health PIs is
the more than 10% per annum achieved in each of the                 noteworthy signalling, for example, efficiency
previous three years. It is to be expected as performance           improvements.




                        Summary of achievement by Corporate Objective for 2004/05

                                       BVPIs and Local BVPP performance indicators



 Corporate Objective             Overall Status           Comment


 Shaping a better Darlington
                                          ★               Although some targets were not achieved for certain education
                                                          attainment indicators, overall good performance across the range
                                                          of PIs.
 Delivering excellent
 services
                                          ●               Targets not achieved for some planning indicators due to a large
                                                          increase in applications but action has been taken to improve
                                                          performance.
 Putting the customer first
                                          ★               Excellent performance on this small basket of indicators.



 Ensuring access for all
                                          ●               Performance needs improving for some benefits and educational
                                                          indicators.


 Enhancing our capacity to
 improve
                                          ★               Corporate health improved significantly from 2003/04.



 DBC
                                          ★               Overall excellent performance but with some services still
                                                          requiring improvement.




                                                                                         CORPORATE PLAN & BVPP 2005/2006
36




                 Summary of achievement by Community Strategy Theme for 2004/05

                                  BVPIs and Local BVPP performance indicators



Community Strategy Theme Overall Status          Comment


Improving the local
economy
                                    ●            More focus is required on addressing museum visits, the cost
                                                 effectiveness of financial support to businesses and measures
                                                 related to narrowing the employment/deprivation gap between
                                                 the most prosperous and most deprived areas of the borough.

Promoting inclusive
communities
                                    ★            Sound performance overall with excellent performance on housing
                                                 and e-government. Need for further improvement in some benefits
                                                 indicators.

Raising educational
achievement
                                    ●            Although the overall performance in this trend looks to be on
                                                 target, this is largely due to good performance on a range of local
                                                 performance indicators, early years performance and a school being
                                                 removed from special measures. Best value performance indicators
                                                 for attainment and attendance are overall below target. This is a
                                                 serious concern and being addressed urgently through the
                                                 development of Children’s services.

Stimulating leisure
activities
                                    ★            Overall good performance, although targets for leisure satisfaction
                                                 were not all achieved (although best quartile performance) nor
                                                 were targets for attendance at Eastbourne Sports Complex.

Promoting community
safety
                                    ●            Generally good performance across the board that demonstrates
                                                 the Council working effectively in partnership with Durham
                                                 Constabulary.

Improving health and
well-being
                                    ●            Good performance again demonstrating the benefits of partnership
                                                 working with Darlington PCT.

Enhancing the local
environment
                                    ★            Improved for many of these PIs but some planning BVPIs still
                                                 require further attention.

Developing an effective
transport system
                                    ★            Condition of roads has again improved considerably in line with
                                                 investment. Overall solid achievement against targets but bus
                                                 passenger numbers have again declined.

All themes                          ★            Excellent performance for most corporate health indicators
                                                 including early retirements. Sickness absence is on an improving
                                                 trend and this needs to be sustained.

DBC
                                    ★            As in 2003/04 a very satisfactory overall measure of
                                                 achievement against targets set against the Community Strategy
                                                 Themes. Given the priority of education attainment,
                                                 improvement in this area needs to be the focus in 2005/06.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                           37




The graph below illustrates that for the majority of non-        that the slope’s transition for the ‘Better’ performance is
financial BVPIs performance is improving and that the            further towards the zero indicating that more indicators
picture is somewhat more favourable than 2003/04 in              are improving by relatively larger amounts.




         Percentage difference between 2003/04 and 2004/05 Actuals (Non-financial BVPIs)





-100%       -80%        -60%        -40%        -20%        0%         20%         40%         60%          80%        100%
                      WORSE                                                                  BETTER




                                                                                     CORPORATE PLAN & BVPP 2005/2006
38




The graph below shows the percentage of non-financial                                  quartile and 56 (57.7%) in the middle half. It should be
BVPIs in the Best and Worst quartiles compared to all                                  noted from the table that the number of BVPIs included
English authorities. In 2004/5 there are 31 non-financial                              has decreased due only to the exclusion of the
BVPIs in the best quartile (32.0%), 10 (10.3%) in the worst                            satisfaction BVPIs that are collected every three years.


Number of BVPIs and percentage in all English authorities’ quartiles 


                                  Year               Best Quartile            Middle Half              Worst Quartile        Number of BVPIs

                                 2002/03               23 (31.9%)              43 (59.8%)                 6 (8.3%)                   72

                                 2003/04              46 (36.2%)               65 (51.2%)                16 (12.6%)                  127

                                 2004/05              31 (32.0%)               56 (57.7%)                10 (10.3%)                  97



                                           Percentage of Non-Financial BVPIs in the Best and Worst Quartile

                                  40


                                   35


                                  30
      % of Non-Financial BVPIs




                                   25                                                                                               Best
                                                                                                                                    Quartile
                                                                                                                                    Worst
                                  20                                                                                                Quartile



                                   15


                                   10


                                    5


                                   0

                                           1998/99   1999/00   2000/01   2001/02   2002/03   2003/04    2004/05
                                                                            Year

Headline Conclusions
                                                                                       It is pleasing to report that the authority is on track to
The authority made a 10.9% improvement in the non­                                     deliver the Corporate Plan in overall terms and for each
financial BVPIs in 2004/05 and this is more than twice the                             objective. Therefore the ambition and vision of the
improvement made in 2003/04. This is an excellent result                               Community Strategy and Corporate Plan is being
given the Council’s already high performance compared                                  translated into outcomes as planned.
to all English authorities.


     DARLINGTON BOROUGH COUNCIL
                                                                                                                          39




EXTERNAL ASSESSMENTS

               An ‘Excellent’ authority, improvement in Social Services and positive inspection results…
The authority has embraced external inspection and used the findings to enhance future service provision. Continued
improvement across service areas and corporately has resulted in the authority being measured as ‘Excellent’ in the way
that it serves its local people.
This section of the Performance Plan gives a commentary on the wide range of external audit and inspection activity that
has taken place within the Council over the last year. Key aspects and specific ratings from inspections can be found in the
following pages.




   Audit Commission
   ● Comprehensive Performance Assessment                         PricewaterhouseCoopers
     [service block scores] (December 2004)                       ● Audit and Inspection letter (December 2004)

   ● Comprehensive Performance Assessment                         ● Inspection of Housing Repairs and Maintenance
     [Corporate Assessment] (April 2005)                            (October 2004)
   ● Inspection of Supporting People                              ● Inspection of Transport Services (October 2004)
     (April 2005)




 Adult Learning                                 Commission for Social Care                  Office for Standards in
 Inspectorate                                   Inspection (CSCI)                           Education
 ● Inspection of Adult and                      ● Inspection of Physical                    ● Inspection of Youth
    Community Learning                             Disabilities (February                      Service (February 2005)
    (February 2005)                                2004)
                                                ● CSCI Star Rating
                                                   (November 2004)



                                                                                     CORPORATE PLAN & BVPP 2005/2006
40




Comprehensive Performance Assessment - April 2005





     DARLINGTON BOROUGH COUNCIL
                                                                                                                             41




                                              Comprehensive Performance Assessment - April 2005


In last year’s combined Corporate and Best Value                 How the council is run
Performance Plan it was reported that Darlington BC had
                                                                 The scorecard below summarises the performance of how

been measured as ‘Good’ in the way that it serves local
                                                                 the council is run. In assessing any council, the Audit

people. This overall rating was reached by looking at how
                                                                 Commission consider four issues:

the council is run (received a measurement of 3 out of 4)
and how the council’s main services perform. In October          What is the council trying to achieve?

2004 the council underwent a further Corporate                   How has the council set about delivering its priorities?

Assessment to assess how the Council is being run. In            What has the council achieved/not achieved to date?

addition, in December 2004 the performance of the                In light of what has been learnt, what does the council

Council’s main service areas were examined. This led to          plan to do next?

the Audit Commission assessing Darlington BC as an
                                                                 The council answered these questions initially via a self­

‘Excellent’ authority.
                                                                 assessment, followed by an intensive inspection process

                                                                 carried out by the Audit Commission. This resulted in the

‘Darlington’s overall rating of excellence was reached by
                                                                 following scorecard: 

looking at:
1.	 How the council is run
    (received a measurement of 4 out of 4);
2. How the council’s main services perform
    (received a 3 out of 4).

 Corporate Assessment Score

               Key Question                         Theme            2002 Final         2004 Un-            2004
                                                                      Weighted          Weighted           Weighted
                                                                       Score              Score             Score
   What is the council trying to                Ambition            3                  4                  4
   achieve?
                                                Prioritisation      2                  3                  3

                                                Focus               3                  4                  4

   How has the council set about                Capacity            3                  3                  3
   delivering its priorities?
                                                Performance         2                  3                  3
                                                management
   What has the council achieved                Achievement         9                  3                  9
   to date?
                                                Investment          8                  4                  8

   In light of what has been learnt,            Learning            3                  3                  3
   what does the council plan to do
   next?                                        Future Plans        3                  3                  3

   TOTAL THEME SCORE                                                36                                    40

 Overall Corporate Assessment score (4 out of 4)


                                                                                     CORPORATE PLAN & BVPP 2005/2006
42




How do the council’s main services perform?

Half of our service blocks (4 out of 8) have improved in score since the first CPA service block assessment in 2002.


                  Education                                     The Audit Commission has assessed core service
                                                                performance in the service areas shown alongside.

         Social Care (adults)                                   Each service is scored on a scale from 1 to 4, with 1
                                                                being the lowest and 4 being the highest.
       Social Care (children)
                                                                Education and social care are given more importance
                                                                in reaching the overall service score than other areas.
               Environment


                    Housing


         Libraries & Leisure



                    Benefits


           Use of Resources

                                     1     2       3      4

         Dec 2002               Dec 2003       Dec 2004         Overall service performance 3 out of 4


The Audit Commission stated:

‘Darlington Borough Council has changed from being good to excellent. It has made improvements in social care, benefits
and the local economy over the last year. Social care for adults and children improved significantly and the benefits service
improved once more. The council has worked with others to attract businesses and create jobs, and has established new
services in the most deprived areas of the borough. Local people’s satisfaction with council services is high and people feel
safer…

… Based on Darlington Borough Council’s plans, the council is well placed to continue to improve the way it works and the
services it provides to local people’.

The council recognises that notwithstanding this excellent result, there remains much to do. We have commenced on the
next stage of our organisational development strategy, i.e. to be a Leading Edge authority.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                           43




                                                Inspection of Supporting People Programme (June 2005)



‘Supporting People’ is the Government’s long-term policy         framework, delivered locally in response to identified
to enable local authorities to plan, commission and              local needs. Supporting People replaces the previous
provide support services, which help vulnerable people           complex and unco-ordinated arrangements for providing
live independently. The programme started on 1 April             housing related support services for vulnerable people.
2003.
                                                                 The service was inspected against two key criteria; how
The aim of the Supporting People programme is to                 good is the service and what are the prospects for
establish a strategic, integrated policy and funding             improvement:



                      Prospects for improvement?
                                     ★            ★★         ★★★
                      Poor           Fair         Good       Excellent


        Excellent



       Promising                                                                    ‘a good service
                                                                           A good
                                                                                    that has
                                                                           service? promising
       Uncertain
                                                                                    prospects for
            Poor
                                                                                    improvement’


The report stated that the service had been classified as         local people have access to housing related support to
‘good’, because “… the governance structures are in place         help them maintain independent living. There are some
and with all partners engaged and with the exception of           good examples of service delivery, which is delivering real
the core strategy group operating effectively. Relations          benefits”.
with service providers are good. Action has been taken to
ensure that legacy services are eligible for grant and            In addition, the service was acknowledged as having
savings have been made as a result. These have been re­           ‘promising prospects for improvement, with the
invested in priority areas to ensure gaps in service              inspection team stating… “there is no doubt that, the
provision can be addressed.”                                      Supporting People programme has delivered more
                                                                  services for the vulnerable people of Darlington. There
“The five-year strategy is complete within the agreed             are positive track records on delivering improvements
timescales, is based on need and has a clear focus on             both as part of the programme and corporately. There is a
priorities to be delivered in future. Where there are gaps        willingness to learn from others and make changes
in need research is planned to fill those gaps. Interim           following feedback.”
contracts have been put in place for all services and
accurate payments are being maintained to ensure the              The inspectors offered some recommendations in order to
continuous provision of services. Partnership working is          further improve service delivery and the authority will be
well established and is contributing to the delivery and          compiling an improvement plan to ensure this work is
achievement of shared objectives. A greater number of             carried out.


                                                                                     CORPORATE PLAN & BVPP 2005/2006
44




                                                         Inspection of Housing Repairs and Maintenance (October 2004)



As stated in last year’s Performance Plan, Darlington            judgment to assess services inspected and have applied
Borough Council was one of six pilot authorities where           the Audit Commission’s inspection methodologies.
PricewaterhouseCoopers (PwC) were undertaking
                                                                 The Council’s Housing repair and maintenance service
inspection work alongside their external audit work.
                                                                 was inspected in July 2004 and was judged to be a ‘fair’
PwC have used the Audit Commission’s criteria for                service with uncertain prospects for improvement.



                     Prospects for improvement?
                                    ★            ★★          ★★★
                      Poor          Fair          Good       Excellent


        Excellent



        Promising                                                                   ‘a fair service
                                                                           A good
                                                                                    that has
                                                                           service? uncertain
        Uncertain
                                                                                    prospects for
            Poor
                                                                                    improvement’




The inspectors found areas of strength within the service,       However, some weaknesses were raised including issues
notably regarding detailed consultation undertaken with          around value for money, the lack of tenant involvement,
tenants on the housing stock option; few properties              and the fact that delivery of the responsive repairs
within the council’s housing stock fail the Decent Homes         service was limited in a number of ways and lacked
standard; low slippage occurred in recent years on               customer focus.
planned maintenance; estate walkabouts which are held
with tenants and residents; a long-established residents’        The council has embarked on a range of initiatives aimed
panel, which provides a good forum for consultation on           at implementing the inspectors’ recommendations.
community wide issues; and 99% of properties were
found to have a gas-servicing certificate less than 12
months old as at the date of the inspection.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                              45




                                                            Inspection of Transport Services (October 2004)

This inspection covered transport services, including              through the local transport plan (LTP) was £3.189m in
transport policy, engineering, highways maintenance,               2003/04. The service was inspected in August 2004 and
road safety, car parking and public transport. The                 was classed as a ‘fair’ service, with ‘Excellent’ prospects
revenue cost of these services was £2.586m in 2003/04.             for improvement.
Capital expenditure on transport schemes, mainly funded



                    Prospects for improvement?
                                    ★            ★★           ★★★
                     Poor          Fair          Good         Excellent


       Excellent



      Promising                                                                      ‘a fair service
                                                                            A good
                                                                                     that has excellent
                                                                            service? prospects for
      Uncertain
                                                                                     improvement’
           Poor




The inspectors noted that the council can “demonstrate             additional investment and further improvements are
that it has developed clear aims for the service, which are        being sought to address this. Against other unitary
linked to the community strategy and underpinned by                authorities, comparative casualty rates are variable –
challenging targets in most areas. Performance is                  consistently low for motorcyclist and cyclists in recent
improving in key areas. In 2003/04 less than 5 per cent of         years, but not as low for car drivers, and despite
principal roads were in need of repair, compared to                investment in public transport infrastructure, bus
almost 30 per cent in 2000/01. At the same time non­               patronage levels have continued to decline, albeit at a
principal roads in need of repair were reduced from 38 per         slower rate in recent years.
cent to less than 10 percent. Furthermore, the number of
people killed or seriously injured on Darlington’s roads           The council’s prospects for improvement were judged as
has been reduced from 57 in 1998 to 37 in 2003. In some            excellent, with PwC stating, “there is strong leadership
areas the Council’s performance is now in the best                 that is focused on improving the service. Additional
quartile.”                                                         resources have been allocated to support this
                                                                   improvement drive and the service has a clear plan of
PwC did note some weaknesses, on which the council is              action to use these resources and achieve improvement.
working to improve service delivery. PwC noted that the            Capacity is being enhanced through additional staff and a
council’s delivery against its aims has been variable and          procurement exercise to identify a private sector partner
there are significant areas where the LTP programme has            for the consultancy Service. Going forward, the service
not been implemented on schedule or in a sustained                 has better capacity to improve than at any time since
manner. In addition, public satisfaction remains low in            local government re-organisation in 1997.”
the key priority area of highway maintenance, although


                                                                                       CORPORATE PLAN & BVPP 2005/2006
46




                                                             Audit and Inspection letter (December 2004)

PricewaterhouseCoopers (PwC) hold key audit                       monitored the implementation of the new system during
responsibilities within the authority, and report on three        the year and are pleased to report that considerable
key elements: performance, accounts and governance:               progress has been made”.

Performance                                                       Accounts
PwC reviewed the combined Corporate and Best Value
               “PricewaterhouseCoopers are pleased to issue an
Performance Plan for compliance with the Local
                   unqualified opinion on the Council’s statement of
Government Act 1999 and offered the following
                    accounts. PwC would like to commend the Council on the
conclusions:
                                                     quality of the working papers supporting the statement of
An unqualified audit opinion on the BVPP;
                        accounts and its adherence to a challenging closedown
No statutory recommendations on the procedures to be
             timetable. This enabled the statement of accounts to be
followed in relation to the BVPP, and;
                           certified by 30 September 2004, two months before the
No recommendation for referral to the Audit Commission
           current statutory deadline”.
or the Secretary of State.

                                                                  Governance
PwC also stated “on the basis of the work carried out (on

best value performance indicators) we conclude that the
          “Overall, PricewaterhouseCoopers were impressed with
Council’s arrangements to collect, record and publish its
        the Council’s arrangements to manage the financial
BVPIs are appropriate.”
                                          aspects of corporate governance and did not find any
                                                                  significant weaknesses… As a result of the work
“The council has continued to make progress with the
             undertaken, PricewaterhouseCoopers concluded that the
development of its performance management framework
              Council’s arrangements to ensure that its financial
during the year… PricewaterhouseCoopers have
                     position is soundly based are adequate”.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                                          47




                                                                              Capacity to improve?





                                                                                        promising excellent
                 Commission for Social Care Inspection

As reported in last year’s Corporate and Best Value
Performance Plan, the Social Services Inspectorate (now
known as the Commission for Social Care Inspection)
undertook an inspection of Darlington’s services for                                                                             Serving
disabled adults between 2 February 2004 and 13 February                 no       some                         most   yes         people




                                                                                         uncertain
2004. Using evidence gathered across various standards                                                                           well?
a judgement was made on two key questions; ‘Serving
people well?’ and ‘Likely to improve?’ The four possible
answers to the first question are ‘none’, ‘some’, ‘most’ or
‘all’. The possible answers to the second question are ‘no




                                                                                        poor
prospects’, ‘poor prospects’, ‘promising prospects’ or
‘excellent prospects’. Thee findings of the inspection and
the inspection report were not taken to Cabinet until July
2004 and as a result, at last year’s time of publication the         management team. There was a recognition of the need
findings of the inspection were embargoed.                           to drive forward and implement plans to improve the
The service was judged as serving most people well, with             quality of services to this group of people that had
promising prospects for improvement. SSI stated “…                   initially developed from the Best Value Review of
services to disabled people and those with sensory                   Disability. Some significant progress had been made and
impairment were moving positively in the right direction.            many other plans were in the process of development”.
There had been many changes in social services over the
last year, including the appointment and arrival of a new



                                                               The Social Services department was one of only 27 nationally to
                                                               receive an improved rating from the Commission for Social Care
                                                               Inspection (CSCI) in 2004, Darlington having received a two star
                                                               rating in a performance system, which ranks all social services
                CSCI Star Rating (November 2004)               from three stars for top teams to zero stars for the worst
                                                               performers. Darlington’s prospects for improving children’s and
                                                               adult services were classed as ‘promising’.

 Year     Serving       Capacity for improvement         Serving        Capacity for improvement                     Performance rating
          children        in children’s services?         adults           in adults’ services?
           well?                                          well?
 2004       Most                 Promising                 Some                  Promising
                                                                                                                            **
 2003       Some                 Promising                 Some                  Promising
                                                                                                                             *
 2002       Some                 Promising                 Some                  Promising
                                                                                                                             *




                                                                                        CORPORATE PLAN & BVPP 2005/2006
48




                      Youth Service inspection (February 2005)

The Office for Standards in Education (OFSTED) conducts                      transfer to the Community Services Department is
inspections of local authority youth services for young                      providing clear direction and a commitment
people, aged up to 16, under section 38 of the Education                     toimprovement and good support to staff”. The council
Act 1997. In February 2005 Darlington’s Youth Service                        has developed an improvement action plan in response to
was inspected, with the report published on 23rd May                         the inspection report, which will be monitored by Lifelong
2005.                                                                        Learning Scrutiny Committee. A considerable amount of
                                                                             progress has already been made in implementing the
The inspectors’ main findings were that Darlington                           actions, which are based around the key
Borough Council provided an inadequate youth service.                        recommendations made by OFSTED, as follows:
Key inspection grades were as follows:                                       ●	 ensure that sufficient resources are available and are
                                                                                effectively deployed to secure sustainable
                     Key aspect                              Grade              improvements to the service;
     1       Standards of young                                 4            ●	 improve the overall quality of youth work practice;
             people's achievement                                            ●	 involve young people more effectively in the overall
     2       Quality of youth work practice                     4               development, management and evaluation of the
                                                                                service;
     3       Quality of curriculum and                          4            ●	 review and strengthen the management structure and
             resources                                                          clarify roles and responsibilities;
     4       Strategic and operational                          4            ●	 review the quality assurance arrangements and ensure
             leadership and management                                          consistent implementation across the service;
The table above shows overall grades about provision. Inspectors make        ●	 improve the availability and reliability of management
judgements based on the following scale: Very Good (1), Good (2), Adequate      information;
(3) and Inadequate (4)
                                                                             ●	 further develop the curriculum to ensure that it meets
Following a review of Council services, on 1st June 2004                        the needs of young people in Darlington;
the Youth Service was transferred from the Education                         ●	 develop and implement service-specific policies and
Department to Community Services Department (Leisure                            plans in a number of key areas, including child
and Arts Division). The inspectors stated “the recent                           protection, equality and diversity and race relations.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                          49




                                                  Re-inspection of Darlington Borough Council’s
                                                  Community Learning Service

The Council’s Community Learning Service was                     As part of its judgement of leadership and management,
established in 2001, inspected in 2004 and, as a result of       the inspection report also looked at the previously
some unsatisfactory gradings in that inspection, re­             unsatisfactory area of English, languages and
inspected in April 2005.                                         communications and felt that performance in this area
At the end of the re-inspection, all aspects of provision        was now reflected in the overall score for leadership and
inspected were rated satisfactory or better.                     management: 2.

The inspection focused on two key areas: Leadership and          Key messages from the inspection were as follows:
Management and Information and Communications                    ●	 The service has clear strategic direction;
Technology.                                                      ●	 There is good operational management;
Scorecard: Grade 1= outstanding, Grade 2= good, Grade            ●	 There is an accurate and effective management
3= satisfactory, Grade 4= unsatisfactory, Grade 5= very             information system;
weak.                                                            ●	 Effective measures are in place to improve the quality
                                                                    of provision;
                                                                 ●	 There are very good strategies to widen participation
                Leadership and
                                                      2             and support disadvantaged learners;
                 Management
                                                                 ●	 The service provides responsive local community
                                                                    provision with good teaching and learning.
             Contributory Grades:
                                                                 But:
             Equality of opportunity                  2          ●	 The programme has a limited range;
                                                                 ●	 There has been a slow implementation of “skills for
               Quality assurance                      3             life” strategy in community learning;
                                                                 ●	 Further work needed on identifying the progression
             Information and                                        needs of learners and assessing their literacy,
                                                      2             numeracy or language support needs.
         Communications Technology
                                                                 In short, the inspection described a significantly improved
             Contributory Grades:                                service and noted the positive way in which the
                                                                 Community Learning Service had taken “rapid action”
        Adult and Community Learning                  2          following the previous inspection in order to tackle the
                                                                 weaknesses and build on strengths.




                                                                                     CORPORATE PLAN & BVPP 2005/2006
50




Recognition of achievements                                 Local Government Chronicle Awards

                                                            The Council’s Finance Team were runners up and ‘highly
Investors in People success                                 commended’ by the Local Government Chronicle at its
                                                            Annual Awards Ceremony held in March 2005. The
In September 2004, the council was re-assessed against      awards recognise the top achievers in performance and
the Investors in People standard and attained the highly    best practice in local authorities across the country.
regarded status for a further three years. The assessors
were particularly impressed with our planning framework     Chartered Institute of Public Relations Pride in the
which was described as exemplary due to our employees’      Region Awards
understanding of how they contribute to the overall
objectives of the council. In addition, they commented
                                                            Darlington’s Communications Team won PR Team of the
on the important role that the Performance Development
                                                            Year Award, and in addition won gold awards for Best In-
Review system and service planning posters had to play
                                                            House Campaign and Best Public Sector campaign. We
in developing employee knowledge. They also
                                                            were the only organisation in the country in either the
commented on our commitment to fairness and diversity
                                                            public or private sector to win awards for two
issues in respect of training and development and on our
                                                            publications in the Best Newsletter category and were
investment in developing management capacity at all
                                                            the only local authority to win gold in both the In-House
levels.
                                                            and Public Sector campaign categories (the ‘Town Crier’
                                                            won gold for Best Newsletter and ‘The Flyer’ won silver).
The Council has now held IiP status since 1996, having
been re-assessed three times and is still one of only a
small number of authorities to have council-wide
recognition.

Charter Mark


Services holding Charter Mark status which were re­
assessed leading to a further award (in 2004) for three
years covered:

●	 Environmental Services (Horticultural services and
   Building Cleaning).
●	 Technical (Woodburn Nursery plant production).
●	 Leisure and Arts (Dolphin Centre, Arts Centre, Civic
   Theatre, Stressholme Golf Centre and the Eastbourne
   Complex).
●	 Customer Services and Reception (Vicarage Road).

Horticultural, Building Cleaning and Customer Services
were awarded best practice for making arrangements
with other providers to actively provide a co-ordinated
service.

Woodburn Nursery was awarded best practice for making
the most of available resources, and Leisure and Arts
were awarded best practice for planning and realistically
working out the cost of proposed or future developments
and for being positively involved with the community.

Customer Services and Reception were awarded best
practice for arrangements being in place for the benefit
of the customer.


     DARLINGTON BOROUGH COUNCIL
                                                                                                                        51



COUNCIL PERFORMANCE AND PLANS FOR IMPROVEMENT


In last year’s plan, we set out our goals against the          officer who together are accountable for delivery; a target
themes of the Community Strategy, how each related to          date for completion and the performance measures which
our corporate objectives, our priorities and the indicators    will be used to determine, whether the course of action
of how we would measure progress against priorities.           has been successful.
                                                               These actions sit within a framework of the visionary goal
In the following section we present for each theme:
                                                               and theme of the Community Strategy to which the
                                                               action contributes, as well as the relevant corporate
●	 a high level summary of performance;
                                                               objective. Within this framework the key measures have
●	 more detail on outcomes secured and other                   also been identified.
   achievements;
●	 progress against planned actions;                           There are two main levels of performance assessment in­
                                                               year:
●	 areas for improvement.
●	 Case studies are also used to provide pen pictures of       ●	 By outcome as measured by progress against the key
   improvement since last year.                                   PIs identified;
An overarching theme is also offered at the end,               ●	 By progress against the key actions set out.
addressing the Council’s fifth corporate objective –
Enhancing our capacity to improve. This summarises the         It is a measure of the Council’s stage of development on
Council’s use of resources and organisational                  performance management that monitoring progress by
development in the same way as previous themes.                outcome is preferred. This will simplify reporting and
                                                               reduce bureaucracy. Some PIs will be supported by
The Corporate Plan element at the end of each theme is
                                                               several actions. Only where performance targets have not
set out as follows: each action which will deliver the
                                                               been achieved will performance progress be reported.
Council’s priorities is assigned a portfolio holder and lead




                                                                                   CORPORATE PLAN & BVPP 2005/2006
52




IMPROVING THE LOCAL ECONOMY                                      the developer for the Commercial Street shopping
                                                                 development, difficulties in securing the funding for the
Our aim is to develop a more enterprising, vibrant and           Pedestrian Heart and the discovery of regionally
diverse local economy that strengthens local businesses          important Romano-British archaeology on the Argos site,
and enterprises and will attract investment, share               could all have derailed key Gateway projects. The Council
prosperity and create better employment opportunities            successfully managed all of these issues by being
for local people.                                                responsive, flexible and entrepreneurial in its approach.
Context                                                          Argos was particularly complimentary about the quality,
The Council, working closely with its partners through the       speed and effectiveness of our services.
Darlington Partnership, has a very clear and ambitious           As well as building prosperity, a key focus for Darlington
strategy for strengthening and growing the local                 Partnership and the Council is on ensuring that everyone
economy. The focus of this strategy is the Darlington            in Darlington can share in that prosperity. The Economic
Gateway Development Framework, developed as a                    Regeneration Strategy 2004-09, published in 2004, sets
cornerstone of the Tees Valley Vision sub-regional growth        the direction for tackling economic deprivation and
strategy. The core of Gateway is the preparation of a            inequalities by supporting people into employment and
series of key sites within the borough that have the most        supporting new and existing businesses. Programmes like
potential to secure inward investment and economic               Skills for Success, Central into Work and financial support
growth in the future. In preparing and marketing these           to businesses have continued to create jobs and
sites, the aim is to achieve a step change in the diversity      opportunity in 2004/05. Unemployment has fallen further
and quality of the local economy. Gateway is well                during the year to 3%.
established as a strategy, and the focus in 2004/05 was on
making it happen. At the start of the year, activity on the      The town centre is a vital component of our regeneration
ground was only evident at one site, Morton Palms                strategy, and big strides have been taken to bring the
Business Park. By the end of the year, infrastructure works      Commercial Street shopping development and the
at Faverdale East Business Park are well advanced; the           Pedestrian Heart to fruition. These projects are focused
Argos development at Faverdale has been brought from             on ensuring that Darlington continues to prosper as an
initial enquiry to virtual completion, with a major              attractive and competitive sub-regional shopping centre.
archaeological excavation along the way; similarly Central
Park on Haughton Road has progressed from concept to             Building the Borough’s attractiveness and promoting its
construction of the new Darlington College; and the first        heritage is also important in attracting visitors. Research
phase of Morton Palms, providing 6,600 square metres of          during the year showed that tourism spending is now
prestige office accommodation, has been completed. It            worth around £72 million to the local economy, and
has been a year of translating ambition into achievement.        tourism is one of the largest local industries. 182,000
                                                                 people used the Information Darlington tourist
It has also been a year of challenges that have had to be        information service during the year.
carefully managed to keep Gateway on course. The loss of


                                            THE ARGOS DEVELOPMENT
  Argos chose Darlington for the location of its new direct delivery depot, serving northern England, Scotland and
  Northern Ireland. The 65,000 square metre building is now nearing completion at Faverdale. Opening in July 2005, the
  whole project will have been completed in only 18 months, due in no small part to what Argos has acknowledged as the
  Council’s ‘Can Do’ approach.
  The site at Faverdale had already been identified through Gateway for major inward investment and had outline planning
  permission. The Council was able to respond seriously and rapidly to an anonymous national enquiry put out to local
  authorities in January 2004. The previous preparatory work put Darlington in a strong position even before the identity
  of the developer was known. Site availability and the Council’s fast, committed response were key factors in winning the
  project for Darlington against strong competition. The first meeting with Argos was in March 2004, and detailed
  planning permission was granted in July. Work started on site in September.
  A routine archaeological survey found evidence of Romano-British remains on the site. The Council organised a full
  excavation whilst working with Argos to manage the impact on its development timetable. The remains were fully
  explored and documented, but were not found to be worthy of preservation in situ. The ‘Can Do’ approach ensured that
  the archaeology was properly surveyed and documented whilst ensuring that the development went ahead.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                  53




High level summary of performance 


                                                                                                  Progress against
 Corporate objective            Priority                                              PIs
                                                                                                      targets
 Shaping a                      Strengthen the local economy.                         DE11a             ●
 better Darlington.             Secure the development that Darlington needs.         DE11b             ▲
                                Tackle unemployment and low wages.
 Providing                      Promote the Borough’s heritage to residents and       BV170b            ▲
 excellent services.            visitors.                                             BV170c            ★
                                Attract resources and make the best use of assets.    DE4               ★
                                Manage key relationships nationally, regionally and   DE13              ●
                                sub-regionally.
 Putting the                    Be positive, problem solving, innovative and          DE14              ●
 customer first.                entrepreneurial.
                                Lobby Darlington’s case for new schemes
                                (e.g. Northern Way).
 Ensuring access for all        Reduce relative deprivation.                          DE15              ▲

Overall progress against aim.                                                                            ●




                                                                                CORPORATE PLAN & BVPP 2005/2006
54




More detail on outcomes secured and other achievements 


 Priority                    Outcome/achievement
 Strengthen the local        ● Strong progress in implementing Darlington Gateway, with key developments either on
 economy.                      site or progressed to the building stage.
                             ● Major expansion proposals for Durham Tees Valley Airport developed to planning
                               application stage.
 Secure the development      ● New developer (Discovery Properties) selected for Commercial Street shopping
 that Darlington needs.        development following withdrawal of St Martins Properties from all projects outside
                               London.
                             ● Funding secured for town centre Pedestrian Heart, design and consultation completed
                               and work started on the ground.
                             ● Central Park master plan published, design for new Darlington College prepared and work
                               started on site.
                             ● 6,600 m2 of prestige office accommodation completed at Morton Palms Business Park;
                               planning permission granted for phase two.
                             ● Faverdale East Business Park infrastructure works implemented with £2.2 million of ERDF
                               and Single Programme funding.
 Tackle unemployment         ● Funding secured to extend Skills for Success project for a further two years.
 and low wages.              ● Council grants to small and medium sized businesses have helped to create 260 jobs.
                             ● Argos development at Faverdale will create 700 new jobs.
                             ● A legacy of £1 million was negotiated with British and American Tobacco and is being used
                               to support business development/ training/job creation programmes.

 Promote the Borough’s       ● 182,000 people used Information Darlington visitor information service in 2004/05;
 heritage to residents and     tourism is now one of Darlington’s largest industries and tourism spend is around £72
 visitors.                     million per annum.
                             ● ‘BLAZE’, a highly praised opera production drew large audiences to the museum in July
                               2004.
                             ● The museum has been re-accredited under the Visitor Attraction Quality Accreditation
                               Scheme (VAQAS).
 Attract resources and       ● The 3 year Northgate Heritage Economic Regeneration Scheme, providing grants to
 make the best use of          improve buildings in Northgate, ended in March 2005; further funding has been secured
 assets.                       from English Heritage for a 2 year follow-up conservation programme.
                             ● Funding has been secured for a 3 year programme of grant aid to owners of buildings
                               around the Pedestrian Heart.
                             ● A development plan for Darlington Railway Museum has been agreed with partners and a
                               full Heritage Lottery Bid to fund the plan has been submitted.
 Manage key relationships ● The West Park area has been identified as a potential location for a regional ‘gateway’
 nationally, regionally and   visitor attraction in an initial approach to the Council by One North East.
 sub-regionally.            ● Tees Valley Regeneration has been allocated Single Programme funding for Central Park
                              of approximately £9 million over 3 years.
                            ● Lottery awards to Darlington projects were worth £2.23 million in 2004/05, the highest of
                              any of the Tees Valley Boroughs, and a total of £5.575 million has been won since 2002/03.
                            ● £6 million of Government Single Programme funding has been secured for Darlington
                              over the three years starting in 2004/05, including £3.25 million for the Pedestrian Heart,
                              and £2 million was spent on economic regeneration projects in 2004/05.
                            ● The Central Park development, led by Tees Valley Regeneration, will attract up to
                              £100 million investment against £15 million public sector investment.
                            ● The Council has succeeded in getting the Gateway strategy enshrined in the Regional
                              Spatial Strategy.



     DARLINGTON BOROUGH COUNCIL
                                                                                                                           55




 Priority                     Outcome/achievement
 Be positive, problem         ● Challenging difficulties in progressing two key Gateway schemes - Commercial Street
 solving, innovative and        and the Pedestrian Heart – were successfully managed by being creative, flexible and
 entrepreneurial.               entrepreneurial.
                              ● The Argos development, bringing 700 jobs, was attracted to Darlington and a very quick
                                development timetable achieved despite significant challenges.
 Lobby Darlington’s case      ● The ‘Northern Way’ growth strategy, published last summer, identifies the Tees Valley as a
 for new schemes (e.g.          city region location for growth; the City Region Development Plan, about to be published,
 Northern Way).                 will incorporate the Gateway concept and major Gateway sites.
                              ● A Darlington Development Showcase was staged in London in February 2005, profiling
                                Darlington to a national audience – the marketing showcases are an important aspect of
                                Gateway.
                              ● The Estates Gazette featured Darlington Gateway as a significant growth strategy in its
                                recent profile of the region.
 Reduce relative              ● Implemented first year of a two year programme to support unemployed people in four
 deprivation.                   target wards into employment.
                              ● Unemployment reduced to 3% in March 2005 from 3.2% in March 2004 and 5.3% in March
                                2001.
                              ● Deprivation in Firthmoor has reduced to a greater extent than the general reduction
                                across Darlington following completion of the Firthmoor regeneration programme.


External recognition                                             Strategy. The key priorities are the continuing delivery of
                                                                 major development projects: the implementation of the
The North East Chamber of Commerce presented the                 Economic Regeneration Strategy, Darlington Marketing
Council with the regional Best for Business Award in June        Strategy and the Town Centre Business Plan.
2004, as the most business-friendly council in the region.
A successful showcase of Darlington’s development                Some areas of performance have dipped below target in
potential as the gateway to the North East was staged in         2004/05. The main focus of improvement is on addressing
London. At the event, private sector companies that have         these, notably in relation to museum visits, the cost­
already invested in Darlington, including Argos, Marchday        effectiveness of our financial support to businesses to
plc, City and Northern and Peel Airports praised the             create jobs and measures related to narrowing the
Council’s ‘can do’ approach and recommended Darlington           employment/deprivation gap between the most
to the audience because the Council is serious and               prosperous and most deprived areas of the borough. We
proactive about attracting investment into the borough.          need to ensure that our targets for supporting people into
Comments received after the London Showcase included:            paid employment in the most deprived wards are
                                                                 achieved. However, we also need to develop a more
“…it is very encouraging to see the Council’s vision and
                                                                 comprehensive and balanced set of performance
enthusiasm. We work with a number of local authorities
                                                                 indicators to properly represent and measure our
and would recommend that more follow your example.”
                                                                 achievements in strengthening the local economy.
“Very well organised…the presentation was both informative
and entertaining.”                                               Other areas of focus for the coming year include the
                                                                 continuing development of our project management
The Council’s website was identified as one of four in the       methodology and practice, to ensure that projects deliver
region that are ‘Best for Business’ by the North East            the desired outcomes, engagement and partnership with
Chamber of Commerce.                                             local companies to promote Darlington and seize
                                                                 opportunities for growth; participating in the review of
Areas for improvement                                            the Tees Valley Partnership and the Joint Strategy Unit to
                                                                 ensure Darlington is fully represented in the outcome,
The priorities and actions for 2005/06 are largely focused
                                                                 and investigating the feasibility of using the new
on rolling forward work from 2004/05 and continuing
                                                                 economic development powers available to councils to
progress and achievement within the Gateway
                                                                 achieve enhanced outcomes for Darlington.
Development Framework and Economic Regeneration


                                                                                     CORPORATE PLAN & BVPP 2005/2006
56




Progress against planned actions 


 What we planned to do in 2004/05                   Did we deliver?
 Progress major development and investment          Yes – Significant progress in planning and/or implementation for all
 projects and ensure implementation of the          the key Gateway sites.
 Darlington Gateway Development Framework.
 Publish new Economic Regeneration Strategy.        Yes – New strategy published in May 2004.
 Engage with major companies and improve joint      Yes – Effective engagement with regional and sub-regional agencies
 working with regional and sub regional partners.   to progress Gateway and secure funding; and with companies and
                                                    developers to bring about investment in the local economy.
 Implement the Local Public Service Agreement       Yes – The Council is working with Jobcentre Plus to deliver ‘Central
 target for increasing employment opportunities     into Work’ supporting people into paid work/training in four target
 in target wards.                                   wards.
 Influence regional and sub-regional strategies.    Yes – Gateway has been progressed within the Tees Valley Vision and
                                                    has been enshrined in both the Regional Spatial Strategy and
                                                    ‘Northern Way’ growth strategy.
 Market Darlington as a location for business and   Yes – Darlington Development Showcase staged, following on from
 tourism.                                           events in Darlington, Newcastle and Leeds. Darlington Quality of Life
                                                    tourism/inward investment promotional CD ROM commissioned.
 Develop the town centre to maintain                Yes – £3.25 million of funding for the Pedestrian Heart was secured
 Darlington’s attractiveness as a market town:      within our Single Programme allocation against fierce competition
 - Pedestrian Heart,                                from other projects; the design of the scheme and consultation was
 - Commercial Street Shopping Centre.               completed and the first phase of works to enable re-routing of buses
                                                    is being carried out. A new developer for Commercial Street was
                                                    selected following the withdrawal of original developer St Martins
                                                    Properties from all projects outside London – the Council was
                                                    successful in using its land ownership within the scheme to promote
                                                    the development, manage the outcome of the sale of St Martins
                                                    ownership and secure an excellent outcome for Darlington.
 Support businesses in Darlington.                  Yes – The Council has continued to provide financial support and
                                                    advice to businesses to promote creation of new jobs and business
                                                    growth. In 2004/05, 48 businesses received support and this helped
                                                    to create 260 new jobs. The Skills for Success programme is also
                                                    available to provide support to businesses to develop their
                                                    workforces.
 Continue to access external funding and develop    Yes – The External Funding Team has continued to develop and
 the External Funding Team and processes.           embed its role across the Council and partner agencies, co-ordinating
                                                    lottery and European funding bids and leading in negotiating Single
                                                    Programme funding for Darlington. £6 million of Single Programme
                                                    money has been allocated to Darlington for the three years starting in
                                                    2004/05. Lottery bids totalling £5.575 million, co-ordinated by the
                                                    team, have been successful.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                57




Darlington’s unemployment rate compared to Tees Valley, the North East and Great Britain


                        10



                         9




                         8


                                                                                                                                                                Tees Valley
                         7
                                                                                                                                                                North East


                         6
                                                                                                                                     Darlington
Unemployment rate (%)




                                                                                                                                                                Great Britain
                         5


                         4


                         3


                         2


                         1


                         0
                          1997                                        1998          1999    2000         2001      2002       2003         2004
                                                                                                  Year




                        Average weekly earnings, Darlington as a percentage of Great Britain and Tees Valley


                                                                100


                                                                95
                                 % of average weekly earnings




                                                                90

                                                                                                                                             Darlington as %
                                                                85                                                                           of the Tees Valley
                                                                                                                                             Darlington as %
                                                                                                                                             of Great Britain
                                                                80


                                                                 75


                                                                70
                                                                             2001          2002             2003          2004

                                                                                              Year





                                                                                                                                     CORPORATE PLAN & BVPP 2005/2006
58




Council plans for improvement


 Community Strategy theme: Improving the local economy
         Corporate Objectives                     Priority                                    PIs
 Shaping a better Darlington.      Strengthen the local economy.            Jobs created through Council-funded
                                                                            assistance to companies (DE11a).
                                   Secure the development that
                                   Darlington needs.                        Percentage of residents who think the
                                                                            Council is successful in improving the
                                   Tackle unemployment and low wages.
                                                                            local economy (DE14).
                                                                            Gap in percentage points between
                                                                            unemployment rates for Darlington and
                                                                            for Great Britain (DE65).


 Providing excellent services.     Promote the Borough’s heritage to        Number of visits/usages of museums
                                   residents and visitors.                  per 1000 population (BV170a).
                                   Attract resources and make the best      Number of children visiting museums in
                                   use of assets.                           organised school groups (BV170c).
                                   Manage key relationships nationally,     Number of people using Information
                                   regionally and sub-regionally.           Darlington tourist information service
                                                                            (DE4).
                                                                            Number of jobs created through
                                                                            Council funded assistance to businesses
                                                                            (DE11a).
                                                                            Darlington’s share of external funding
                                                                            awarded to Tees Valley boroughs
                                                                            (DE13).



 Putting the customer first.       Be positive, problem solving,            Percentage of residents who think the
                                   innovative and entrepreneurial.          Council is successful in improving the
                                                                            local economy
                                   Engage with companies and other
                                                                            (DE14).
                                   partners in the local economy and
                                   lobby Darlington’s case for investment
                                   and new schemes.
 Ensuring access for all.          Reduce relative deprivation.             Average unemployment rate of five
                                                                            wards with highest rates compared to
                                                                            average for five wards with lowest rates
                                                                            – gap between highest and lowest
                                                                            (DE15).
                                                                            Number of jobless supported into a job
                                                                            in target wards (DE53a).
                                                                            Number of jobless from priority groups
                                                                            supported into sustained employment
                                                                            (DE53b).




     DARLINGTON BOROUGH COUNCIL
                                                                                                              59




Key actions


                                                 Portfolio Holder/      Date for             Measure
 Action
                                                 Lead Officer           Completion           of Success
 Progress major development and investment Cllr Lyonette                Ongoing in line      DE13, DE14
 projects and ensure implementation of     Richard Alty                 with project plans   DE65
 Darlington Gateway development Framework.
 Influence regional and sub-regional             Cllr Lyonette          Ongoing              DE11a, DE13
 strategies, partnerships and funding streams.   Richard Alty
 Develop the town centre to maintain             Cllr Lyonette                               DE13, DE14
 Darlington’s attractiveness as a market town:                          Ongoing to
 ● Implement Pedestrian Heart;                   Richard Alty           March 2008
 ● Complete planning procedures for              Steve Petch            2005/06
    Commercial Street;
 ● Support completion of Crown Street            Stuart Muckle          December 2005
    development;                                                        (Car park)
 ● Bring East Street car park top deck back      Bill Westland          During 2005
    into use.                                                           subject to legal
                                                                        procedures

 Implement Town Centre Business Plan.            Cllr Lyonette          Ongoing to           DE13, DE14
                                                 Gwenda Lyn Jones/      March 2007
                                                 Louise Toms
 Implement Economic Regeneration Strategy.       Cllr Lyonette          Ongoing to           DE11a, DE13
                                                 Richard Horniman       March 2009           DE14, DE15
 Implement ‘Marketing Darlington’ Strategy to Cllr Lyonette             Ongoing              DE04, DE11a
 promote Darlington as a location for business Caroline Taukulis
 and tourism.                                  Claire Boston Smithson
 Engage with major companies and implement Cllr Lyonette                Ongoing              DE11a
 the Investor Development Programme.       Gwenda Lyn Jones/
                                           Caroline Taukulis
 Implement the Local Public Service              Cllr Lyonette          March 2006           DE53
 Agreement target for supporting people into     Suzanne Clark
 work in target wards.
 Continue to secure external funding and         Cllr Lyonette          Ongoing              DE13
 develop the External Funding Team and           Richard Horniman
 processes.
 Continue to develop project management          Cllr Lyonette          Ongoing              DE14
 process and practice to ensure delivery of      Steve Petch/
 strategic outcomes from project                 Rebecca Clarkson
 implementation.




                                                                            CORPORATE PLAN & BVPP 2005/2006
60




PROMOTING INCLUSIVE COMMUNITIES                                   Following the Housing Stock Options Appraisal, there was
                                                                  overwhelming support from Council tenants for the
Our aim is to reduce social inequalities, renew                   Council to retain ownership and management of the
disadvantaged neighbourhoods, protect the vulnerable              Council Housing Stock. Tenants also helped the Council to
and ensure equality of access for all members of the              set out its priorities for housing investment in the future.
community to services and opportunities.
                                                                  £1.3 million of DEFRA funding was invested in
Context                                                           improvements to the Honeypot Lane Caravan Site to
The Council is clearer than many by what it means by              provide kitchen and toilet facilities for permanent
social inclusion: the processes and actions required to           residents and a transit site for travellers. Improvements to
improve the life chances of those who are suffering, or at        the site included the new Sure Start building, which will
risk of suffering, disadvantage and discrimination.               be used to deliver health and social services alongside
                                                                  services for the under 5s and their families.
The publication of “All Together Now: A Social Inclusion
Strategy for Darlington” has raised the profile of social         Eleven new schools achieved the Inclusive Schools award.
inclusion issues in Darlington. The Council formally              The award has been developed in Darlington to measure
supports the strategy. Darlington Partnership is                  inclusivity across a range of school activities. Social
responsible for delivery.                                         inclusion has also been embedded into the cluster model
                                                                  for extended schools as one of three key themes. All
Although only formally ratified in March 2005, more than          schools in Darlington now have access to a counselling
a fifth of the strategy’s three year action plan has been         service. With the adoption of complementary strategies
completed. Progress has been made in areas as diverse as:         for neighbourhood renewal, drug and alcohol harm
●	 the completion of detailed neighbourhood appraisals            reduction and crime and disorder reduction, the following
   in Darlington’s eleven most deprived wards and the             year will see an even stronger approach to the tackling of
   development of local action plans.                             the social problems associated with crime and
●	 bids submitted for the development of an information           disadvantage. This approach will be reinforced by the
   project for older people in Darlington.                        Council’s commitment to providing core funding for both
●	 commissioning the Information for All video, which             its community legal services liaison officer and its team of
   gives detailed information on how to access public             community development workers.
   services in Darlington. It is aimed at all the Social          The Audit Commission undertook an inspection of the
   Inclusion Strategy’s target groups.                            Housing Repairs and Maintenance Service in July 2004,
In addition, Darlington’s Community Partnerships                  and deemed the service to be a fair service that has
attracted 130 new volunteers. In total, these Partnerships        uncertain prospects for improvement. The
were awarded £325,414 to be spent by March 31st 2005.             recommendations made by the inspectors are being
This funding included £100,000 from the Big Lottery Fair          implemented and priority actions include: reviewing
Share Trust programme. That these funds will be invested          tenant participation arrangements in the Housing Service,
in the right priorities is supported by the results of a          market testing the repairs contract and developing and
recent survey. 89% of the 47 community partnership                implementing partnering arrangements that are Egan
volunteers questioned agreed, or strongly agreed, that            compliant.
Community Partnerships address local issues.



     EID CELEBRATIONS                                            JOINING FORCES
     Northgate ward has the highest population of Black and      Representatives from Red Hall and Firthmoor
     Minority Ethnic people in Darlington. In order to bring     Community Partnerships (two of the priority wards in
     the different cultures of the ward together, the            Darlington) joined forces to campaign for two new bus
     Northgate Partnership worked closely with a                 routes servicing both estates. The Council successfully
     representative from the local Asian Community to            obtained over £1 million from the Urban Bus Challenge
     organise an event to celebrate the Muslim religious         initiative. All routes have been planned at the request of
     festival of Eid at Darlington’s Dolphin Centre. More than   residents living on the two estates. The services link into
     150 people turned out for a fun evening, which gave         Eastbourne Sports Complex offering residents direct
     people the opportunity to sample food and enjoy music       travel to a variety of leisure activities, including the PCT
     from another culture.                                       cardiac rehabilitation course which is held at the centre.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                            61




High level summary of performance 


                                                                                                           Progress against
 Corporate objective                 Priority                                                 PIs
                                                                                                               targets
 Shaping a                           Drive forward the equalities agenda.                     BV2                  ●
 better Darlington.                  Increase voter turnout.                                  CR5                  ★
 Providing                           Reduce number of ‘children looked after’.                BV49                 ●
 excellent Services.                                                                          BV163                ▲
                                                                                              SS20                 ●
                                                                                              SS12                 ★

 Putting the                         Engage residents including those who may be ‘hard to BV75a                    ●
 customer first.                     reach’ in the provision and delivery of services.    CS31                     ★
                                     Develop Community Legal Services to empower          CS61                     ▲
                                     residents to seek good quality, timely advice.
                                     Develop more socially inclusive service provision.
 Ensuring access for all.            Strengthen partnership working with the voluntary        CS29                 ●
                                     and community sector to further empower residents        CS40                 ★
                                     in service delivery and regeneration initiatives.        CS42                 ●
                                     Work with our partners and community to promote          CS44                 ▲
                                     inclusive communities through the effective              CS51                 ★
                                     administration of community capacity building            CS52                 ▲
                                     initiatives.

Overall progress against aim.                                                                                      ★


  Welfare Rights Service                                          of entitlements including, Pension Credits, Child Tax
  Darlington’s Community Legal Service Partnership has            Credits, Working Tax Credits, Disability Living
  successfully developed a Business Plan for establishing         Allowance, and Income Support. The unit will assist
  a Welfare Rights Service for the town. The Council, in          people with their claims, give advice on the wide range
  partnership with Age Concern, has approved match                of benefits that are available and arrange
  funding for the service. The unit will be operational by        representation for appeals and tribunals.
  July 2005. It will offer free specialist advice on a range

 More detail on outcomes secured and other achievements 


 Priority                                              Outcome/achievement
 Drive forward the equalities agenda.                  ● The Council undertook equalities impact assessments in twenty of
                                                         its major service areas, with the rest scheduled for completion in
                                                         2005/06.
                                                       ● In partnership with Darlington Partnership, the Council adopted
                                                         “All Together Now: A Social Inclusion Strategy for Darlington”.
                                                         More than a fifth of the action plan has been delivered in the first
                                                         three months.
                                                       ● Strong corporate performance in equalities was noted in our
                                                         Corporate Assessment, Supporting People and Lifelong Learning
                                                         inspections.
                                                       ● Darlington turnout for European elections increased substantially
 Increase voter turnout.
                                                         from 19.58% in 1999 to 40.6% in 2004.
                                                       ● 100% of polling booths for the May 2005 parliamentary elections
                                                         were physically accessible.


                                                                                      CORPORATE PLAN & BVPP 2005/2006
62




 More detail on outcomes secured and other achievements 


 Priority                                           Outcome/achievement
 Reduce number of ‘children looked after’.          ● Against a national trend of an increasing number of “looked after
                                                      children”, the number in Darlington reduced from 145 to 138 due to
                                                      the impact of the Accommodation Startegy - designed to
                                                      maximise the opportunity to care for children in their own families
                                                      or through adoption.
 Engage residents including those who may be        ● Through the Housing Options appraisal process, a large number of
 ‘hard to reach’ in the provision and delivery of     tenants, including those deemed to be “hard to reach”,
 services.                                            overwhelmingly agreed that the Council should retain ownership
                                                      of Council houses.
 Develop more socially inclusive service provision. ● Tenant satisfaction for opportunities for being involved in the
                                                      decision making process for housing has increased from 51% to
                                                      67%. This performance is now in best quartile of local authorities
                                                      in England (BV75).
 Develop Community Legal Services to empower ● The Community Legal Service has continued to develop and whilst
 residents to seek good quality, timely advice.       the public awareness target of 55% (CS61) was not met (actual
                                                      performance: 45.9%), the service exceeded its target of ensuring
                                                      that 4 organisations received Quality Mark accreditation when 5
                                                      organisations were accredited (CS31).
                                                    ● Cabinet adopted the business case for welfare rights provision.
                                                      The service will be fully operational by July 2005.

 Strengthen partnership working with the            ● The Local Compact with the voluntary and community sector was
 voluntary and community sector to further            successfully launched. A major review of voluntary and community
 empower residents in service delivery and            sector funding has been completed, with a move towards the
 regeneration initiatives.                            granting of three year strategic funding packages to cover core
                                                      costs (CS44).
 Work with our partners and community to            ● Council and the LSP adopted Darlington’s first Neighbourhood
 promote inclusive communities through the            Renewal Strategy. Local action plans in Darlington’s priority wards
 effective administration of community capacity       have been developed with individual Community Partnerships
 building initiatives.                                (CS42).
                                                    ● All eleven Community Partnerships have now been established in
                                                      Darlington’s priority wards, in compliance with the target set by
                                                      One North East (CS29). The target to attract £193,164 external
                                                      funding has been exceeded by £132,250. In total, £325,414 was
                                                      raised (CS40).
                                                    ● A number of learning opportunities have been delivered in priority
                                                      Wards. Whilst performance was slightly under target in this area,
                                                      residents involved in Skills for Community Groups organised by
                                                      the Council and delivered by Darlington College were awarded the
                                                      Newsquest North East Communigate Award for Community
                                                      Learning, with the Chairman of Bank Top Community Partnership
                                                      receiving Community Learner of the Year (CS51).
                                                    ● Neighbourhood management arrangements at Firthmoor have
                                                      been reviewed and a community development model has been
                                                      established.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                             63




External recognition                                              Areas for improvement

The Council’s recent corporate assessment, published by           The Council is aware that it needs to follow the adoption
the Audit Commission, noted:                                      of its Neighbourhood Renewal, Social Inclusion, Crime
                                                                  and Disorder Reduction and Drug and Alcohol Harm
“The social inclusion agenda has been pursued through             Reduction Strategies with more action on the ground.
good improvements to social care and benefits services            This will be reinforced as the activities of the eleven
and following extensive consultation is now embodied in           community partnerships become embedded in the
a clear social inclusion strategy.”                               Council’s work.

Findings from Community Partnership evaluation showed             The development of the annual Community Strategy
that 89% of respondents involved in the Community                 Action Plan containing detailed plans for health
Partnerships felt that they were involved in addressing           improvement in Darlington will provide the Council with
their local issues. 91% of respondents are clear about how        more structured opportunities for partnership working in
they can contribute to the work of the Partnerships so            this area, especially with Darlington Primary Care Trust.
they are aware of how they are impacting on their
community. 85% of respondents agreed that the work of             The Council will continue to promote the benefits of the
the Partnerships is improving their local neighbourhood.          Supporting People programme and commission new
                                                                  services to meet gaps in service provision. We will
The Council has achieved best quartile performance (in
                                                                  continue to improve conditions in the private rented
comparison to all other local authorities in England) for
                                                                  sector and deliver the ‘Darlington Standard’ for council
tenant satisfaction with opportunities for participation in
                                                                  housing and services, which was set by Council tenants,
management and decision-making. A recent survey shows
                                                                  following an option appraisal process. We will continue to
that 67% of our tenants are satisfied or very satisfied with
                                                                  drive forward improvements in assessing Housing
the opportunities that exist for participation in
                                                                  Benefits and dealing with fraud. We will continue to
management and decision-making. This shows an
                                                                  develop the capacity of communities in Darlington’s
improvement of 16% over the last 3 years.
                                                                  eleven priority wards, providing support to local
As part of the Council’s Comprehensive Performance                communities to tackle local issues that are important to
Assessment, service blocks are also assessed. Housing             them. The establishment of the new Welfare Rights
scored 3 out of 4 and Housing Benefits scored 4 out of 4.         Service will enable us to be more proactive in ensuring
                                                                  that increased welfare benefit take-up among specifically
Darlington was one of the first authorities in the North
                                                                  targeted client groups is achieved.
East to achieve “Fit for Purpose” for both our Housing
Strategy and Housing Business Plan.

Progress against planned actions

 What we planned to do in 2004/05                     Did we deliver?
 Reduce the number of Children Looked After.          Yes – Against a national trend of an increasing number of Children
                                                      Looked After, the number in Darlington reduced from 145 to 138.
 Deliver a Social Inclusion Strategy.                 Yes – “All Together Now: A Social Inclusion Strategy for Darlington”
                                                      was ratified by Council and adopted by Darlington Partnership in
                                                      early 2005. A fifth of the action plan has already been delivered.
 Work towards attainment of Level 3 of the            Yes – Twenty equalities impact assessments were carried out in major
 Equality Standard.                                   service areas. On schedule, the Social Inclusion Implementation
                                                      Group has begun work on the Council’s second corporate equalities
                                                      review and plan.
 Develop three Estate Based Compacts.                 Ongoing – Estate Based Compacts were developed by residents on
                                                      three local Council estates. However, due to new Government
                                                      guidance published in March 2005, the compacts were not printed
                                                      and are to be reviewed in light of the new guidance. The target for
                                                      tenant satisfaction with opportunities for participation in
                                                      management and decision-making was exceeded.


                                                                                      CORPORATE PLAN & BVPP 2005/2006
64




Progress against planned actions 


 What we planned to do in 2004/05                   Did we deliver?
 Increase the number of ‘Quality Marked’            Yes – The numbers of advice providers obtaining Community Legal
 organisations.                                     Service quality marked accreditation has increased. The target of four
                                                    agencies was exceeded when five obtained accreditation.
 Implement Neighbourhood Renewal Strategy           Yes – The Neighbourhood Renewal Strategy Action Plan has been
 Action Plan.                                       adopted and is being implemented.
 Draw up business plan for establishment of         Yes – The business plan and funding for the establishment of the
 welfare benefit advice service including sources   welfare rights service has been agreed by Cabinet and the service will
 of funding.                                        be operational July 2005.
 Deliver 2004/05 Darlington Communities             Yes – Eleven Community Partnerships have been established in
 Capacity Building Project.                         Darlington’s priority areas. In addition, the council has agreed to
                                                    mainstream funding for the Community Development Workers.
 Reduce fraud and error by meeting the BVPI        No – Some targets have been achieved for SAFE (Security Against
 security targets, and implement the Benefit Take- Fraud and Error) reward targets Verification Framework visiting
 Up Strategy.                                      targets and fraud sanctions and prosecutions target. We have failed
                                                   to meet our local target concerning the number of claimants visited.
                                                   This was partly due to new fraud targets being introduced as there
                                                   was a lack of benchmarking information to establish a realistic target.
                                                   However, networking suggests that our performance will be in the
                                                   best quartile of all local authorities in England.
                                                    Yes – The Benefit Take-Up Strategy has been extremely successful
                                                    and a recent benefit campaign has resulted in 500 new applications
                                                    for benefit being received. The target of £50,000 was exceeded when
                                                    £51,022 was claimed in additional benefits (CS55a).
 Promote Direct Payments.                           Yes – The number of disabled children benefiting from direct
                                                    payments rose to 15. A total of 79 people in Darlington now receive
                                                    direct payments.
 Deliver the Tenants’ Communication Strategy        Yes – As part of Housing’s option appraisal process, the Tenants’
 and the Tenants’ Empowerment Strategy.             Community and Empowerment strategies have been delivered. The
                                                    option appraisal has been signed off by GONE.
                                                    Tenant satisfaction with opportunities for participation in the
                                                    decision making process has moved from being worst quartile at 51%
                                                    to best quartile performance (for all local authorities in England) at
                                                    67% (BV75).




     DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                   65




                           Percentage of authority buildings open to the public in which all public areas are

                                       suitable for and accessible to disabled people (BV156)

                            80



                            70



                            60

                                                                                                                                           2003/04 All English
% of authority buildings




                                                                                                                                           Best Quartile
                            50

                                                                                                                                           2003/04 All English
                                                                                                                                           Average
                            40
                                                                                                            Darlington


                            30



                            20



                            10


                             0
                                                                        2001/02   2002/03          2003/04       2004/05
                                                                                            Year



                                                                                  Number of Children Looked After

                                                                 180


                                                                 160


                                                                 140

                                  Number of Children cared for




                                                                 120



                                                                 100


                                                                 80


                                                                 60



                                                                 40



                                                                  20


                                                                   0
                                                                        2000/01     2001/02            2002/03         2003/04         2004/05
                                                                                                        Year


                                                                                                                                 CORPORATE PLAN & BVPP 2005/2006
66




Council plans for improvement


 Community Strategy theme: Promoting inclusive communities
         Corporate Objectives                     Priority                                 PIs
 Shaping a better Darlington.      Improve standards within private     Number of private sector dwellings that
                                   sector housing.                      are returned into occupation or
                                                                        demolished during the year as a direct
                                                                        result of action by the local authority
                                                                        (BV64, CS118b & LPSA).

                                                                        Number of private sector dwellings
                                                                        made fit [as part of BV 62] (CS118a &
                                                                        LPSA).

                                   Achieve Decent Homes Standard.       Average SAP rating of council
                                                                        properties (BV63).

                                                                        Satisfaction of overall service provided
                                                                        by landlord (BV74).

                                                                        The proportion of LA homes which
                                                                        were non-decent homes (BV184a).

                                                                        The percentage change to the
                                                                        proportion of non decent LA homes
                                                                        during the year (BV184b).




 Providing excellent services.     Improve access to legal advice and   Community Legal Service total
                                   welfare benefits for the most        expenditure (BV226a).
                                   vulnerable.
                                                                        CLS Quality Mark (BV226b).

                                                                        CLS Direct Provision (BV226c).

                                                                        Increase benefit taken up
                                                                        (CS55b).

                                                                        Raise awareness of the CLS (CS61).




     DARLINGTON BOROUGH COUNCIL
                                                                                                                          67




Council plans for improvement


 Community Strategy theme: Promoting inclusive communities
        Corporate Objectives                             Priority                                   PIs
 Providing excellent services (cont’d).   Improve performance in the              Fraud investigations:
                                          administration of Housing Benefit and   Number of claimants visited (BV76a).
                                          comply with performance standards in    Fraud investigations (BV76b).
                                          relation to HB/CTB.                     Fraud investigators (BV76c).
                                                                                  Number of fraud prosecutions (BV76d).

                                                                                  Percentage of data-matches resolved
                                                                                  within two months (CS146).

                                                                                  Average time processing new claims
                                                                                  (BV78a).

                                                                                  Average time registering change in
                                                                                  circumstances (BV78b).

                                                                                  Claims calculated correctly (BV79a).

                                                                                  Overpayments recovered (BV79bi).

                                                                                  Overpayment recovered as % of HB
                                                                                  overpayment debt (BV79bii).

                                                                                  Overpayment written off as % of HB
                                                                                  overpayment debt (BV79biii).

                                                                                  Cost of HB claim (CS020).

                                                                                  Percentage of new claims processed
                                                                                  within 14 days of receipt of all
                                                                                  necessary information (CS119 & LPSA).

                                                                                  Percentage of rent allowance claims
                                                                                  where the payment is made on time or
                                                                                  within 7 days of decision (CS123).

                                                                                  Percentage of new claims outstanding
                                                                                  over 50 days (CS145).

                                                                                  Percentage of applications for
                                                                                  reconsideration/revision notified within
                                                                                  4 weeks (CS147).

                                                                                  Percentage of appeals submitted to the
                                                                                  Appeals Service in 4 weeks (CS148).

                                                                                  Percentage of appeals submitted to the
                                                                                  Appeals service in 3 months (CS149).

                                                                                  Satisfaction overall service (BV80g).



                                                                                   CORPORATE PLAN & BVPP 2005/2006
68




Council plans for improvement


 Community Strategy theme: Promoting inclusive communities
         Corporate Objectives                      Priority                                     PIs
 Putting the customer first.       New Children’s Services Department to     Pupils achieving 5 or more A*-C GCSEs
                                   benefit children and their families in    or equivalent (BV38).
                                   Darlington by providing better and
                                   integrated services. The focus will be    Half days missed due to all absence in
                                   on improving a number of things for       secondary schools (BV45).
                                   children:
                                                                             Half days missed due to all absence in
                                   ● educational attainment,                 primary schools (BV46).
                                   ● physical and emotional well-being,
                                                                             Stability of placements of looked after
                                   ● safety from abuse and neglect,          children (BV49).

                                   ● involvement in shaping their own        Educational qualifications of looked
                                     lives,                                  after children (BV50).
                                   ● economic well being.
                                                                             Long term stability of children looked
                                                                             after (SS12).

                                                                             Re-registrations on the child protection
                                                                             register (SS2).

                                                                             Children looked after in foster
                                                                             placements or placed for adoption
                                                                             (SS28/PAF-B7).

                                                                             Health of children looked after
                                                                             (SS29/PAF-C19).

                                                                             Participation of looked after children in
                                                                             reviews (SS30/PAF-C63).


                                   Increase Tenant Involvement in the        (BV75) – Satisfaction of tenants in the
                                   Management and Delivery of Housing        decision making process.
                                   Services.

                                   Improve the life chances of those         Detailed PIs reported in Community
                                   experiencing or at risk of experiencing   Strategy Action Plan.
                                   discrimination and disadvantage.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                      69




Council plans for improvement


 Community Strategy theme: Promoting inclusive communities
         Corporate Objectives                      Priority                                    PIs
 Ensuring access for all.          Reverse the spiral of decline in          Develop Local Action Plans (CS42a).
                                   Darlington’s priority wards by building
                                   the capacity of communities.              Number of new individuals involved in
                                                                             Community Partnerships (CS30).

                                                                             External funding in priority wards
                                                                             (CS40).

                                                                             Percentage of people clear about the
                                                                             aims of Community Partnerships
                                                                             (CS162a).

                                                                             Percentage of people who agree that
                                                                             Community Partnerships address local
                                                                             issues (CS162b).

                                   Develop Services for Older People.        Percentage of people who feel they can
                                                                             influence Community Partnership
                                                                             decisions (CS162c).

                                                                             Percentage of occasions that a
                                                                             response and first action was instigated
                                                                             to an emergency call from Warden Link
                                                                             service within 3 minutes (CS01).

                                                                             Percentage of occasions that a mobile
                                                                             warden responds to cases within 20
                                                                             minutes (CS14).

                                                                             Internal Refurbishment of Sheltered
                                                                             Housing (CS48).

                                   Complete corporate programme of           The level of the Equality Standard for
                                   equalities impact assessments.            Local Government (BV2a).




                                                                               CORPORATE PLAN & BVPP 2005/2006
70




Key actions


                                                Portfolio Holder/    Date for        Measure
 Action
                                                Lead Officer         Completion      of Success
 Review Private Sector Renewal Strategy.        Cllr Dixon           December 2005   BV64, CS118a
                                                Pauline Mitchell
 Implement Business Plan (Target non decent     Cllr Dixon           March 2006      BV63, BV74, BV184a,
 homes within work programme).                  Pauline Mitchell                     BV184b
 Establish Welfare Rights Advice Service and    Cllr Harker          July 2005       BV55b
 increase benefit take up.                      Sharon Brown
 Increase the number of Quality Mark            Cllr Harker          March 2006      BV226a, BV226b,
 providers and spend on CLS.                    Sharon Brown                         BV226c, CS61
 Develop and implement Partnering               Cllr Dixon           March 2006      BV211a, CS021,
 arrangements that are Egan compliant and       Pauline Mitchell                     CS151
 market test all repair contracts.
 Implement LPSA target to improve HB/CTB        Cllr Dixon           March 2006      BV 76a,b,c,d, BV78a,b,
 performance in key BVPIs and reduce fraud      Anthony Sandys                       BV79b, CS020, CS119,
 and error by meeting security targets.                                              CS123, CS145, CS146,
                                                                                     CS147
 Review Tenant Participation Structures and     Cllr Dixon           March 2006      BV75
 Tenant Compacts and develop a Tenant           Sharon Brown
 Empowerment Strategy.
 Implement the first year of Neighbourhood      Cllr Dixon           March 2006      CS30, CS40, CS42a,
 Renewal Strategy and Develop the               Sharon Brown                         CS162a,b,c
 Community Partnership Network.
 Refurbish 10 Sheltered/Good Neighbour          Cllr Dixon           March 2006      CS01
 Communal Facilities and review use of          Jill Walton                          CS14
 Assistive Technology.                                                               CS48
 Implement year one of “All Together Now: A     Cllr Williams        March 2006      Community Strategy
 Social Inclusion Strategy for Darlington”.     David Plews                          action plan indicators
 Provide second transit site at Honeypot Lane   Cllr Harker          March 2006      Delivery in year
 Caravan Site.                                  Barry Pearson
 Attain level 3 of the Equality Standard for    Cllr Williams        October 2006    BV2a&b
 Local Government.                              David Plews
 Explore options to improve the physical        Cllr McEwan          March 2006      Options analysis
 provision of Education Other than at School    Margaret Asquith                     completed
 services.
 Promote Direct Payments.                       Cllr McEwan          March 2006      BV201
                                                Margaret Asquith
 Reduce the number of Looked After Children.    Cllr McEwan          March 2006      SS20, SS12, BV49,
                                                Margaret Asquith                     BV163
 Ensure a seamless transition to new            Cllr McEwan          March 2006      BV94, BV50, BV161,
 Children’s Services department.                Margaret Asquith                     BV162, BV163, BV197,
                                                                                     BV38, BV39, BV40,
                                                                                     BV41, BV181, BV194,
                                                                                     ED118
 Formalise links between PCT management         Cllr Williams        March 2006      Improving Health
 team and CMT to link and mainstream health     Lorraine O’Donnell                   and Social Inclusion
 and inclusion agendas.                                                              PIs in Community
                                                                                     Strategy
     DARLINGTON BOROUGH COUNCIL
                                                                                                                        71




RAISING EDUCATIONAL ACHIEVEMENT                                 particularly at Key Stage 1 and Key Stage 2 will remain a
                                                                significant challenge to the Council and our schools. On a
Our aim is to ensure the highest quality opportunities          positive note Carmel RC Technology College celebrated
exist in education, learning and training, improving school     its best ever year for performance at ‘A’ level.
performance and raising aspirations and standards of
achievement for all age groups.                                 Good progress has been made on major capital schemes
                                                                for schools in the borough. The new Education Village is
Context                                                         being constructed and due to open in November 2005.
                                                                The new Alderman Leach Primary School is now open and
Such is the Council’s priority on raising educational
                                                                construction work is ongoing at Skerne Park and
attainment that the mixed performance in 2004/05 is a
                                                                Middleton St. George Primary Schools. A £3.5 million
cause for concern and the subject of enhanced focus
                                                                replacement for Cockerton CE Voluntary Controlled
within the new Children’s Services Department. Children’s
                                                                School is currently at project development stage.
Services was formally in place from 1 April 2005. The
                                                                Although disappointing that the authority was not
detailed description below of performance over the
                                                                included within an early round of the Building Schools for
previous year forms the basis for identifying
                                                                the Future programme, the Council remains determined
improvements to be made in setting and hitting targets,
                                                                to continue investment in the secondary sector and
achieving consistency of improvement across the board
                                                                submitted a £15 million targeted capital bid for the
and improving our comparative performance and value
                                                                refurbishment of Hummersknott School and Language
added ratings. In other words, the focus will be on
                                                                College in May 2005. The Council is also lobbying hard for
achieving the highest standards of performance through
                                                                the early release of capital funding of the DfES to
consistent and sustainable improvement.
                                                                facilitate the closure of Eastbourne Comprehensive
At Key Stage 1 performance at level 2+ continued to             School and the opening of an enlarged Hurworth School
decline in all subjects so that the authority is ranked third   Maths and Computing College on a new site within the
quartile for Reading, Writing and Maths. Key Stage 2            Yarm Road area of the town.
performance at Level 4 and above saw a dramatic                 The Council’s amalgamation programme continued, with
improvement after having plateaued in previous years,           Whinfield Infant and Junior Schools amalgamating at the
with particular gains in English. Although the DfES target      beginning of September 2004 after a decision by the
was not met, our general rate of improvement was such           School Organisation Committee. There were no
that it received particular recognition from the Minister       objections with respect to the amalgamation of
for School Standards. The proportion of pupils attaining        Harrowgate Hill Infant and Junior Schools and that will
the higher Level 5 in the Key Stage 2 tests increased in        formally take place on 1st September. 2005 when the
English, Mathematics and Science. Darlington is now             school moves to its new buildings. Eastbourne Nursery
above national, statistical neighbours and regional             and Heathfield Nursery schools closed and were re­
performance in all subjects at Level 5.                         opened as integrated Foundation Stage Units within
In the secondary sector there was also a mixed picture.         Dodmire Infants and Heathfield Primary Schools
The gains of previous years at Key Stage 3 were                 respectively. The recommendations made by the LifeLong
consolidated and at level 6 improved upon, although             Scrutiny Committee following a major review of primary
there was a dip in Science and ICT Assessments both of          education have been responded to and proposals to close
which now fall within third quartile performance. GCSE          Rise Carr Primary and Albert Hill Nursery Schools have
performance after seven years of better than average            been agreed by the School Organisation Committee. The
increases fell to 48.8% achieving 5 or more A* - Cs leaving     Nursery school will be integrated with Gurney Pease
the authority almost 5 percentage points adrift of the          Primary School to form a Foundation Stage Unit.
national average and placing performance within third           Eastbourne Comprehensive School was successfully
quartile performance. Overall figures also mask some            removed from Special Measures in November 2004,
stark variances in performance. For example at Key Stage        although with any such school improvement requires
4 performance ranged between a high of 79.3% and a low          close monitoring and support. Following OFSTED
of 33.7% and with the exception of one all secondary            inspections Bishopton/Redmarshall Church of England
schools failed to achieve their GCSE performance targets.       School was categorised as having Serious Weaknesses,
2004 also witnessed a worrying trend in the number of           whilst Branksome Comprehensive was categorised for
pupils not achieving any passes from 4.1% in 2001, 4.5% in      Special Measures. At an HMI monitoring visit conducted
2003 to 4.9% in 2004. The challenge to the Council and          in March 2005. the causes for Serious Concern at
schools is to prevent these dips in performance from            Bishopton/Redmarshall were judged to have been
escalating into a continued downward spiral. Closing the        removed. Both schools will however continue to receive
gender differential between girls and boys performance          intensive support from the Local Authority.

                                                                                   CORPORATE PLAN & BVPP 2005/2006
72




Two significant developments, planned during the last            secondary schools and hopefully remain in Darlington to
academic year, were inaugurated on 1st September 2004.           teach. Alongside the successful School Centred Initial
The Council, with Hummersknott School and Language               Teacher Training operating in a large number of our
College as the lead school, supported the creation of a          primary schools, we are well placed to train and then
Training School based on all secondary schools in the            recruit our own teachers across all sectors.
Borough. This will enable up to 25 teachers to train in our

High level summary of performance

                                                                                                        Progress against
 Corporate objective                 Priority                                              PIs
                                                                                                            targets
  Shaping a                          Lead, challenge and secure support for schools in     BV38                ▲
  better Darlington.                 raising achievement.                                  BV39                ●
                                                                                           BV40                ▲
                                                                                           BV41                ●
                                                                                           BV48                ●
                                                                                           BV50                ★
                                                                                           BV181               ▲
                                                                                           BV194               ▲
  Providing                          Secure comprehensive and high quality early years     BV192               ★
  excellent services.                services, facilities and education.                   ED11                ●
                                     Improve services aimed at including young people as   ED12                ●
                                     active and engaged citizens.                          ED13                ▲
                                                                                           ED15                ●
 Putting the customer first.         Maximise efficiency and effectiveness within          BV118               ●
                                     available resources through the provision of high     ED15                ●
                                     quality responsive and customer focused services.     ED21                ★
                                                                                           ED22                ▲
                                                                                           ED26                ★
                                                                                           ED35                ★
                                                                                           ED51                ●
                                                                                           ED56                ●
                                                                                           ED58                ●
                                                                                           ED65                ★
                                                                                           ED61                ★
                                                                                           ED62                ●
 Ensuring access for all.            Promote educational and social inclusion.             BV43                ▲
                                     Promote and develop learning and basic skills         BV44                ▲
                                     in the community.                                     BV45                ▲
                                     Pilot Children’s Trust.                               BV46                ▲
                                     Every Child Matters.                                  BV118               ●
                                                                                           BV159               ●
                                                                                           ED1                 ★
                                                                                           ED2                 ●
                                                                                           ED5                 ★
                                                                                           ED11                ●
                                                                                           ED13                ▲
                                                                                           ED21                ★
                                                                                           ED25                ★
                                                                                           ED26                ★
 Overall Progress against aim.                                                                                 ●

     DARLINGTON BOROUGH COUNCIL
                                                                                                                      73




                                    EXCELLENT KEY STAGE 2 RESULTS
Extract from letter of congratulations to Director of Education from David Milliband when Minister of State for
School Standards (August 2004)

‘It gives me great pleasure to write and say that schools in your authority have achieved excellent Key Stage 2
results this year.

The results for both English and Maths combined mean that the cumulative results achieved by children in your
authority are amongst the most improved this year. I would like to pass on my congratulations to pupils and
teachers, and to colleagues at LEA level, for that achievement.’




                                            EDUCATION VILLAGE
The country’s first ever Education Village is set to be completed in Darlington in November 2005. The £34 million
project will bring together, on one site, pupils from Springfield Primary School, Haughton Community School and
Beaumont Hill Technology College. From November around 1,400 pupils, aged three to sixteen, will be able to take
advantage of a range of state-of-the-art facilities all under one roof.

The groundbreaking scheme is being built on the site of Haughton Comprehensive School in Rockwell Avenue.
As well as modern classrooms, all with computers and interactive white boards, the education village will have an
Internet café and a range of top class sporting, drama and music facilities. These include a 25 metre swimming pool
and hydrotherapy pool, a village green for performances and events, outdoor classrooms, eight outdoor sports
pitches, an artificial cricket square and multi-use games area, a performance hall with separate dance and drama
studios and music therapy rooms.

The site is being constructed by the Kajima Corporation under a Private Finance Initiative.
The company will run some services such as cleaning and maintenance but overall control will remain with
Darlington Borough Council.




                                                                                 CORPORATE PLAN & BVPP 2005/2006
74




 More detail on outcomes secured and other achievements 


 Priority                                      Outcome/achievement
  Lead, challenge and secure support for       ● Performance at Key Stage 2 improved significantly in 2004. The
 schools in raising achievement.                 improvement in English was well above the national rate of
                                                 improvement and in Maths it was above the rate of national
                                                 improvement (BV40 & BV41).
                                               ● The proportion of pupils attaining the higher level (Level 5) in the Key
                                                 Stage 2 tests increased in English, Mathematics and Science.
                                                 Darlington is now above national, statistical neighbours and regional
                                                 performance in all subjects (BV194a & b).
                                               ● Performance at Key Stage 3 improved significantly in 2003. This
                                                 momentum has continued in 2004, with continued improvement in
                                                 English and Mathematics. The proportion of pupils attaining the higher
                                                 level (Level 6) increased for the second year in succession (BV181).
                                               ● The first Collaborative Restart programme in the country initiated
                                                 between Eastbourne and Hurworth Comprehensive Schools has
                                                 delivered results with Eastbourne School being removed from Special
                                                 Measures in November 2004. However, despite impressive gains in
                                                 public examinations the school remains fragile and in need of
                                                 continuing intensive support.
                                               ● The Council has worked closely with a combination of secondary
                                                 schools, colleges, Connexions, the Learning & Skills Council and work
                                                 based training providers to establish the Darlington 14-19 Trust which
                                                 is charged with taking forward proposals for this phase of education.
                                                 Good progress has been made with Young Apprenticeships and
                                                 common timetabling.
 Secure comprehensive and high quality early ● Foundation Stage Profile national assessment was implemented.
 years services, facilities and education.     Darlington practitioners have worked collaboratively to develop the
                                               Darlington Foundation Stage Profile, which is used on children from
 Improve services aimed at including young     entry to Foundation Stage at age 3. The Darlington profile has been
 people as active and engaged citizens.        held up as excellent practice by the DfES as a tool for identifying early
                                               intervention.
                                             ● The Early Years, Childcare and Sure Start Service opened the
                                               Darlington Children’s Information Service in April 2004 to provide a
                                               childcare matching service for the residents of Darlington.
 Maximise efficiency and effectiveness         ● The number of successful school admission appeals has continued to
 within available resources through the          reduce due to close working arrangements developed between the
 provision of high quality responsive and        Admission Team and Headteachers specifically looking at the contents
 customer focused services.                      of appeal statements. The Admission Team also successfully
                                                 implemented the co-ordinated admission scheme for primary
                                                 admissions for entry into for 2006.
                                               ● Through the provision of careful and supportive financial guidance and
                                                 advice no schools produced a budget deficit during 2004/05. This
                                                 compares to six schools in deficit during the previous financial year.
                                               ● Improvements to the long-term absence insurance scheme for schools
                                                 resulted in a significant rebate for those schools that opted to buy in,
                                                 as well as a reduced level of administration and speedier payments.
                                               ● Despite the difficulties and pressures created through the introduction
                                                 by the DfES of a new centralised process for Student Support
                                                 applications, the Council was able to maintain its record of processing
                                                 all accurately completed applications within DfES timescales.

     DARLINGTON BOROUGH COUNCIL
                                                                                                                                75




 More detail on outcomes secured and other achievements 


 Priority                                              Outcome/achievement
 Promote educational and social inclusion.             ● The former Education and Social Services Departments developed a
                                                         joint strategy for looked after children.
 Promote and develop learning and basic                ● An Attendance Strategy was adopted that has resulted in increased
 skills in the community.                                publicity, community awareness raising events, truancy sweeps and
                                                         proposals for the issue of penalty notices and the introduction of a
                                                         borough-wide school pass system. Attendance rates are now
                                                         improving.
                                                       ● As part of the Adult Learning Inspection, Family Learning was awarded
                                                         the first Grade 1 in the country for its outstanding delivery of learning
                                                         for adults and children. The service also attracted an additional 200
                                                         learners during the year, appointed 34 new tutors and delivered
                                                         courses from an additional 3 venues.

External recognition

 The Audit Commission School Survey 2004 tracked considerable improvement in the overall perception of schools of the
Local Authority between 2003 and 2004. In particular nearly 66% of questions now fall into the best 2 quartiles compared
to only 21% the previous year and in terms of LEA Strategy no questions now fall within the worst quartile of national
performance. Four areas of questioning are now ranked within the top ten of national performance:

 ●   The quality of financial information, including comparative data.
 ●   The quality of financial support and advice.
 ●   The quality of programming and management of building projects.
 ●   The effectiveness of educational psychology support.

The graph below illustrates the improvement of questions falling within best quartile performance between 2003 and
2004.


                                                 Audit Commission School Survey

                                   Percentage of results in best, upper, lower and worst quartiles


                             100
                             90                                     18.6%
                             80
                                                                                                  Worst Quartile
                             70                                     15.7%
                                               64.3%
                                                                                                   Lower Quartile
             % of results





                             60
                             50                                                                    Upper Quartile
                                                                    41.4%
                             40                                                                    Best Quartile
                             30                14.3%
                             20
                                               14.3%                24.3%
                              10
                              0
                                               7.1%
                                               2003                  2004

                                                         Year


                                                                                            CORPORATE PLAN & BVPP 2005/2006
76




Areas for improvement                                            Travellers will be a major theme in the move toward
                                                                 integrated services for Children and Young People. The
The focus for the year will remain on raising standards of       emphasis on improving rates of school attendance will
achievement at all key stages and reducing differential          remain and be strengthened further to ensure that
performance between schools. Support to schools                  children receive the best possible life chances through
causing concern and in particular those under Measures           receipt of their education. Greater emphasis will be
or recently out of Measures will feature strongly. The           placed on meeting the needs of those children who risk
greater targeting of support to meet the needs of                exclusion from the mainstream education system
vulnerable children including SEN, CLA, EAL, BME and             including ‘hard to place’ pupils.

Progress against planned actions

 What we planned to do in 2004/05                     Did we deliver?
 Develop and commence implementation of 14-19         Yes – Strategy agreed and launched in October 2004.
 Strategy.
 Develop Strategy for Extended Schools.               Yes – Extended School pilot between Hummersknot and Skerne Park
                                                      schools has been extended to all schools working within clusters.
 Open Darlington Education Village.                   Yes – The construction phase remains on programme with the school
                                                      due to open in November 2005.
 Implement Strategy to develop and review SEN         Yes – Independent consultant report commissioned. Action plans
 provision.                                           developed in response to recommendations are being implemented.
 Improve GCSE attainment at 5 or more grades          No – Performance fell from 50.8% in 2003 to 48.8% in 2004 (BV38).
 A*- C through implementation of LPSA Action
 Plan.
 Improve school attendance rates through              No – Secondary total absence rate remained static at 9.2% (BV45).
 implementation of LPSA Action Plan.                  Primary total absence rate reduced from 6.4% in 2003/04 to 6.1% in
                                                      2004/05 (BV46). LPSA targets were not met.
 Enhance support for Gifted and Talented              Yes – School Improvement Officer identified as lead officer for Gifted
 Children.                                            & Talented. EiC identifies Gifted & Talented strand within the
                                                      Excellence in Cities action plan.
                                                      National Association for Able Children in Education Challenge Award
                                                      (Gifted & Talented self-evaluation framework) identified as vehicle to
                                                      support Gifted & Talented children was launched with schools.
                                                      Two summer schools for Gifted & Talented children were hosted at
                                                      Haughton and Hummersknott Schools and attended by 80 pupils in
                                                      total.


 Develop a joint Education/ Social Services           Yes – Joint strategy adopted and key actions being implemented.
 Strategy to ensure that Looked After Children
 receive maximum educational opportunity.
 Improve service delivery to support behaviour        Yes – Team expanded from 0.3 teachers plus 2 Teaching Assistants to
 support in schools.                                  1 team leader plus 2 Coaches, 2 Teaching Assistants and 2 peer
                                                      mentors.
                                                      All primary schools offered 6, 12 or 15 days support. All Secondary
                                                      Schools being offered the equivalent of 9 days support from EOTAS
                                                      Team.
 Remove Eastbourne Comprehensive School from          Yes – School removed from Special Measures in November 2004.
 Special Measures.
 Subject to confirmation of inclusion in an early     N/A – Darlington was not included within an early round.
 wave develop detailed strategy for a full Building
 Schools for the Future programme.

     DARLINGTON BOROUGH COUNCIL
                                                                                                                    77




                                  Percentage of pupils in local authority schools achieving
                                           five or more GCSE grade A*-C (BV38)


               55
               53
               51
                                                                                                National Average
               49
               47                                                                               Stat. Neighbour
 % of pupils




                                                                                                average
               45
                                                                                                Darlington
               43
                                                                                                GONE average
               41
               39
               37
               35
                    1998/99   1999/00   2000/01   2001/02   2002/03 2003/04 2004/05

                                                  Year





                         Percentage of pupils in schools maintained by the authority achieving
                                    Level 4 or above in Key Stage 2 English (BV41)


               80
               78
               76
               74                                                                               National Average
               72
% of pupils




                                                                                                Stat. Neighbour
                                                                                                average
               12
                                                                                                Darlington
               12
                                                                                                GONE average
               12
               64
               62
               60


                    1998/99   1999/00   2000/01   2001/02   2002/03 2003/04 2004/05
                                                  Year




                                                                                  CORPORATE PLAN & BVPP 2005/2006
78




Council plans for improvement


 Community Strategy theme: Raising educational achievement
         Corporate Objectives                     Priority                                   PIs
 Shaping a better Darlington.      Lead, challenge and secure support for   % achieving 5 or more
                                   schools in raising the achievement of    GCSEs grade A*-C (BV38).
                                   children and young people helping        % achieving 5 or more
                                   them to become active and fully          GCSEs grade A*-G (BV39).
                                   engaged citizens.                        % achieving Level 4 or above
                                                                            at KS2 English test (BV40).
                                                                            % achieving Level 4 or above
                                                                            at KS2 Maths test (BV41).
                                                                            % achieving Level 5 or above
                                                                            in KS3 English (BV181a).
                                                                            % achieving Level 5 or above
                                                                            in KS3 Maths (BV181b).
                                                                            % achieving Level 5 or above
                                                                            in KS3 Science (BV181c).
                                                                            % achieving Level 5 or above
                                                                            in KS3 ICT test (BV181d).
                                                                            % achieving Level 5 or above
                                                                            at KS2 English test (BV194a).
                                                                            % achieving Level 5 or above
                                                                            at KS2 Maths test (BV194b).
                                                                            % achieving Level 2B or above
                                                                            at KS1 Reading/ Writing/
                                                                            Maths/Science (ED118a/b/c/d).
                                                                            % BME achieving 5 or more
                                                                            GCSEs grade A*-C (ED110).
                                                                            % BME achieving 5 or more
                                                                            GCSEs grade A*-G (ED111).
                                                                            % BME achieving Level 4 or above
                                                                            at KS2 Maths test (ED112).
                                                                            % BME achieving Level 4 or above
                                                                            at KS2 English test (ED113).
                                                                             % BME achieving Level 5 or above
                                                                            in KS3 English (ED114a).
                                                                            % BME achieving Level 5 or above
                                                                            in KS3 Maths (ED114b).
                                                                            % BME achieving Level 5 or above
                                                                            in KS3 Science (ED114c).
                                                                            % leaving care with 1 or more
                                                                            GCSE grade A*-G (BV50).
                                                                            % schools rating the quality of
                                                                            strategic planning for school
                                                                            improvement as satisfactory
                                                                            or better (ED35).




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Council plans for improvement


 Community Strategy theme: Raising educational achievement
         Corporate Objectives                     Priority                                       PIs
 Providing excellent services.     Secure comprehensive and high quality % of 3 year olds with access to good
                                   early years services, facilities and  quality, free, early years education
                                   education.                            (ED15).
                                                                              Quality of early years & childcare
                                                                              leadership (BV222a).
                                                                              Quality of early years & childcare
                                                                              leadership – Postgraduate input
                                                                              (BV222b).
                                                                              % early years settings judged by
                                                                              OFSTED as satisfactory or better
                                                                              (ED12).

 Putting the customer first.       Maximise efficiency and effectiveness      % schools satisfied with financial
                                   within all available resources through     support & advice (ED56).
                                   the provision of high quality responsive   % schools satisfied with support to
                                   and customer focused services.             develop governing body (ED59). .
                                                                              % schools satisfied with the co­
                                                                              ordination of admissions process
                                                                              (ED61).
                                                                              % schools satisfied with home to school
                                                                              transport (ED63).
 Ensuring access for all.          Promote educational and social             % SEN statements issued within 18
                                   inclusion.                                 weeks (BV43a&b).
                                                                              % half days missed in secondary
                                                                              schools due to total absence (BV45). .
                                                                              % half days missed in primary schools
                                                                              due to total absence (BV46).
                                                                              % permanently excluded offered 21
                                                                              hours alternative tuition (BV159).
                                                                              % schools satisfied capacity to support
                                                                              SEN (ED21).
                                                                              Number of children with additional
                                                                              needs accessing mainstream provision
                                                                              or links (ED11).
                                                                              % schools satisfied with support for
                                                                              ethnic minority pupils, refugees &
                                                                              travellers (ED25).
                                                                               % schools satisfied with how the LA
                                                                              promotes access to education and
                                                                              social inclusion (ED26).
                                                                              Wheelchair access to schools (ED5).
                                                                              % schools satisfied with educational
                                                                              psychology (ED22).
                                   Promote and develop learning and           % adult learners gaining accreditation
                                   basic skills in the community.             (ED49).



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Council plans for improvement


 Community Strategy theme: Raising educational achievement
         Corporate Objectives                        Priority                                      PIs
 Ensuring access for all (contd).                                                % of Learners judging their learning as
                                                                                 satisfactory or better (ED116).
                                                                                 Aggregate library opening hours (ED72).
                                                                                 % static libraries providing access to
                                                                                 information resources on internet
                                                                                 (ED73)..


 Enhancing our capacity to improve.   Maximise efficiency and effectiveness      % schools satisfied with support to
                                      within all available resources through     make them effective purchasers of
                                      the provision of high quality responsive   traded services (ED55).
                                      and customer focused services.             % of schools satisfied with support to
                                                                                 develop the effectiveness of governing
                                                                                 bodies (ED58).
                                                                                 % schools satisfied with support for the
                                                                                 professional development of school
                                                                                 workforce (ED103).




     DARLINGTON BOROUGH COUNCIL
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Key actions


                                                  Portfolio Holder/   Date for           Measure
 Action
                                                  Lead Officer        Completion         of Success
 Develop and implement strategy for raising       Cllr McEwan         July 2005          BV38, BV39, BV40,
 education attainment through Children’s          Margaret Asquith                       BV41, BV181, BV194,
 Services.                                                                               ED118
 Continue to support the 14-19 Trust including    Cllr McEwan         September 2005     ED104
 broadening the Key Stage 4 curriculum and        John Thorley
 extending opportunities for vocational
 training.
 Expand extended school activity to all           Cllr McEwan         July 2005          ED109
 schools/clusters through the production of       Julian Kenshole
 cluster plans.
 Continue to implement workforce reform       Cllr McEwan             July 2005          ED103
 including the development of pay and grading Julie Sowerby
 model for all support staff.
 Improve processes for the safeguarding of        Cllr McEwan         September 2005     ED106
 children including agreeing a protocol for the   Gill Walker
 admission arrangements of ‘hard to reach
 pupils’.
 Review children Looked After Strategy.           Cllr McEwan         July 2005          BV50
                                                  Gill Walker
 Implement recommendations emanating from Cllr McEwan                 September 2005     ED21
 the independent consultants review of SEN. Cate Crallan
 Improve standards at Key Stage 1, particularly   Cllr McEwan         On-going           ED118a,b,c,d
 in writing.                                      David Walker
 Improve standards at Key Stage 2.                Cllr McEwan         On-going           BV40, BV41
                                                  David Walker                           BV194a&b
 Improve standards at Key Stage 3.                Cllr McEwan         On-going           BV181a,b,c,d
                                                  David Walker
 Improve standards at Key Stage 4.                Cllr McEwan         On-going           BV38
                                                  David Walker                           BV39
 Continue implementation of LPSA action plan Cllr McEwan              September 2005     BV45
 and Attendance Strategy including the       Gill Walker                                 BV46
 extension of the EMS attendance module to
 schools.
 Continue to enhance support for able, gifted     Cllr McEwan         July/August 2005   ED102
 and talented pupils including offering           John Thorley
 summer schools.
 Improve the coordination of training and         Cllr McEwan         July 2005          ED103
 professional development opportunities for       David Walker
 schools and the department.
 Review Access Strategy and School Access         Cllr McEwan         March 2006         ED026
 Plans.                                           Cate Crallan
 Improve EOTAS provision increase hours and       Cllr McEwan         July 2005          BV159
 rates of reintegration including the             Gill Walker
 completion of a needs analysis.



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STIMULATING LEISURE ACTIVITIES                                   new cultural facility for the town and the surrounding
                                                                 area.
Our aim is to stimulate participation in cultural pursuits,      Following a corporate review of the Council’s services, the
promoting creativity and extending opportunities for             Youth Service was transferred from the Education
people to experience high quality recreational and leisure       Department to Community Services Leisure and Arts
activities.                                                      Division on 1 June 2004. Following the publication of the
                                                                 government’s Transforming Youth Work Agenda, the
Context                                                          transfer was seen as a key means of providing additional
                                                                 capacity to support the work with young people. This
A considerable amount of headway has been made in the
                                                                 gives greater access to facilities for the arts, drama, music
delivery of the Local Cultural Strategy ‘Moving Up’ and
                                                                 and sport and consolidates existing partnership working
significant developments have taken place including
                                                                 with outside agencies to potentially increase the reach to
securing funding for the refurbishment of existing
                                                                 young people. It is envisaged that this will improve
facilities. The recruitment of the Visual Arts Officer by
                                                                 opportunities for young people to be involved more
the Leisure and Arts Division provides more consistent
                                                                 effectively in the decisions and planning processes that
advice to raise confidence in how cultural schemes can
                                                                 develop young people’s programmes. Additionally, by
shape developments. Public art requirements have been
                                                                 expanding the existing links for the Youth Service, this
built into the planning briefs and planning requirements
                                                                 move will provide further opportunities for the delivery of
for several major developments such as Commercial
                                                                 quality youth work. A key task following a recent
Street, Haughton Road and West Park.
                                                                 inspection by OFSTED is to make improvements to the
Creative markets have been established within the town,          Youth Service in line with the inspection
e.g. the French Market, Farmers Market, Winter                   recommendations and ensure that sufficient resources
Wonderland and Christingle Markets. These markets                are available and are effectively deployed to secure
enable opportunities where traditional skills and products       sustainable improvements to the service. Key to this will
can be showcased. In addition the Council, through its           be to establish the level of resources that are required to
medium term financial plan, has allocated £50,000 for            improve the overall quality of youth practice and
improvements to the covered market.                              curriculum activity, giving young people the opportunity
Building works at the former Borough Road Music School           to be involved more effectively in the overall
have been completed and the Forum Music Centre has               development, management and evaluation of the service.
now been officially launched. This facility provides a new       A priority for action is to develop a borough-wide
home for live music in Darlington and is an important            Strategy for Young People.




           INCREASING PHYSICAL ACTIVITY                            NEW NORTH LODGE PLAY AREA OPENS
     Big Lottery funding of £1.075m has been secured for the     North Lodge Park underwent a £270,000 refurbishment
     delivery of PE and Sport Programmes. The funding will       using a Transforming Your Space Grant through the
     provide brand new sports facilities on nine school sites    Lottery and has been the result of a partnership
     and improved sports facilities at High Force Residential    between Darlington Council, The Friends of the Park,
     Centre. The grant is designed to increase and enhance       the Children’s Fund and Sure Start. The refurbishment
     participation in physical activity in schools within and    includes the installation of CCTV, improved footpaths,
     beyond the curriculum. A Zone Action bid has also           lighting and landscaping works plus the installation of
     been successful, levering in £184,470 to deliver physical   new play equipment that is designed to be more
     activity in some of Darlington’s priority wards over 3      accessible to a wider section of the community. New
     years. The Zone Action bid was developed with 3             fencing and coloured safety surfacing adds to the
     Community Partnerships operating in the priority            security and overall design of the area.
     wards.




     DARLINGTON BOROUGH COUNCIL
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High level summary of performance 


                                                                                                          Progress against
 Corporate objective                 Priority                                                 PIs
                                                                                                              targets
 Shaping a                           To drive the operation and development of leisure        CS18a              ▲
 better Darlington.                  and arts to enhance the local environment and            CS18b              ▲
                                     maximise commercial opportunity whilst promoting         CS18c              ▲
                                     inclusion.
 Providing excellent services.       Provide Best Value services throughout leisure and       CS63               ▲
                                     arts and proactively work towards recognised quality
                                     standards.
 Putting the customer first.         Offer a safe and welcoming visitor experience for all.   BV118              ●
                                                                                              BV119              ▲
                                                                                              CS18               ▲
                                                                                              CS26               ●
 Ensuring access for.                Develop IT systems to enable effective marketing of      BV119              ▲
                                     leisure and arts and promote greater access.             CS17a              ▲
                                     Work in partnership with public, private and             CS17b              ●
                                     voluntary sector to develop rich and diverse leisure     CS17c              ★
                                     and arts opportunities.                                  CS17d              ●
                                                                                              CS17e              ★
                                                                                              CS25               ●
                                                                                              CS32a              ★
                                                                                              CS32b              ★
                                                                                              CS32c              ★
                                                                                              CS62               ▲
                                                                                              CS69               ●
 Overall Progress against aim.                                                                                   ★




              SPORTS CENTRE REVAMP                                on the road to recovery and are used by Darlington
                                                                  Primary Care Trust and the Darlington Coronary
   Darlington M.P. Alan Milburn performed the official            Support Group for cardiac rehabilitation.
   reopening of the newly refurbished Eastbourne Sports
   Complex, which has undergone a £70,000 makeover                In addition to the Sports Centre revamp a new pavilion
   transforming it into a state of the art facility, which has    at Eastbourne Sports Compledx was completed. The
   cutting edge Techogym cardiovascular and fixed                 new £80,000 building has a range of modern facilities
   resistance machinery. Over the last five years                 including a function room that can accommodate up to
   Eastbourne Sports Complex has played host to 700,000           fifty people. The new pavilion provides a safe and
   visitors. The emphasis is very much on healthy lifestyles      attractive environment where bowlers can enjoy their
   to help fight heart disease, cancer and obesity. The           sport and it provides an ideal venue for community
   facilities have been invaluable in putting heart patients      groups.




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More detail on outcomes secured and other achievements 


 Priority                                   Outcome/achievement
To drive the operation and development of   ● The consultants appointed to design the Town Centre Pedestrian Heart
leisure and arts to enhance the local         works are making good progress and the concept design for the
environment and maximise commercial           Pedestrian Heart Scheme including a revised traffic management
opportunity whilst promoting inclusion.       system has been completed.
                                            ● The cultural dimension is increasingly becoming mainstreamed within
                                              the Council. The Visual Arts Officer now has input into new planning
                                              developments to raise the profile of how art and other cultural
                                              schemes can be involved in new developments. For instance, an
                                              artistic dimension has been included in engineering projects such as
                                              the design for the new footbridge over the A66 and as part of the
                                              Gateway Development framework to upgrade railway bridges at Bank
                                              Top. An artist has been commissioned in the development of the
                                              Pedestrian Heart Scheme taking forward the next stage of design for
                                              the water feature, chronological lighting and ‘life pulse’ ideas.
                                            ● In terms of enhancing urban and rural landscapes in ways that
                                              preserve Darlington’s biodiversity and sustainability, 6 new nature
                                              reserves have been declared and 38 hectares of tree planting
                                              completed, including 100 native black popular trees. Additional land
                                              has been purchased at Skerningham Manor for a primary gateway site.

Provide Best Value services throughout      ● A Marketing Officer funded by Arts Council England has been
leisure and arts and proactively work         appointed to take forward the marketing of cultural events across the
towards recognised quality standards.         Tees Valley and a national PR agency has been contracted to raise the
                                              profile of events and festivals.
                                            ● Leisure and Arts were awarded Charter Mark for service provision.
                                            ● The first ever formal Community Access Agreement has been signed,
                                              prioritising women’s team participation and inclusion. This agreement
                                              has been mentioned as an example of good practice by Sport England.
                                            ● Specialist Sports College bid for Longfield was successful. Funding
                                              obtained from Libraries and the Community Learning Service has
                                              supported the building of a dance studio at the school.
Offer a safe and welcoming visitor          ● Eastbourne Sports Complex has been refurbished and now offers state
experience for all.                           of the art equipment.
                                            ● Satisfaction with sports and leisure facilities - whilst not meeting the
                                              72% satisfaction target set (performance being 65%) it is expected that
                                              performance will remain in the best quartile (CS18a).
                                            ● Whilst the target of 35% for satisfaction for children’s play facilities was
                                              not met (performance achieved being 32%), over the last 3 years
                                              satisfaction in the area has steadily improved (CS26).
                                            ● Whilst the targets for Festival and Arts were not achieved, through
                                              partnership working with other Tees Valley authorities a full time
                                              Marketing Officer has been appointed and a national PR agency has
                                              been contracted to raise the profile of events and festivals. Through
                                              the new mechanism all opportunities for Culture 10 projects will be
                                              maximised. ‘Rhythm n Brews’ festival has been accepted on to the
                                              Culture 10 programme for 2005 (CS18b).
                                            ● In improving satisfaction for community sports and arts it is hoped
                                              that the implementation of the Zone Action bid and working closely
                                              with Community Partnerships will make a difference (CS18c).


     DARLINGTON BOROUGH COUNCIL
                                                                                                                           85




More detail on outcomes secured and other achievements 


Priority                                       Outcome/achievement
Develop IT systems to enable effective         ● The e-library opened in Crown Street Library and the Library is now
marketing of leisure and arts and promote        badged as ‘family friendly’ and is improving its services to families
greater access.                                  (BV118).
                                               ● The Council website has been revamped and includes information on
                                                 all the council’s cultural facilities. The target to increase the number of
                                                 hits on the leisure and arts website has been exceeded.
Work in partnership with public, private and   ● Targets to increase participation at the following have been exceeded:
voluntary sector to develop rich and diverse     Stressholme driving range, adults and juniors participating in
leisure and arts opportunities.                  swimming, and attendance at Theatre and Arts venues. Attendance at
                                                 Eastbourne sports complex was not achieved and has been suffering
                                                 due to outdated equipment. The centre was closed for 2 weeks for
                                                 refurbishment and all signs are that this will improve attendances
                                                 (CS17a-e).
                                               ● Big Lottery funding of £1.075 million has been secured for the delivery
                                                 of PE and Sport Programmes. The funding will provide brand new
                                                 sports facilities on nine school sites and improved sports facilities at
                                                 High Force Residential Centre. The grant is designed to increase and
                                                 enhance participation in physical activity in schools within and beyond
                                                 the curriculum (CS32a-c). A Zone Action bid has also been successful
                                                 levering in £184,470 to deliver physical activity in some of Darlington’s
                                                 priority wards over 3 years. The Zone Action bid was developed with 3
                                                 Community Partnerships operating in the priority wards that this
                                                 initiative will be delivered within (CS62).
                                               ● A Better Play application has been successful which has enabled the
                                                 appointment of an Inclusion Co-ordinator to enhance confidence
                                                 amongst families with adults and children who have disabilities in
                                                 accessing inclusive family based cultural opportunities.
                                               ● A Learning in Leisure project has been developed jointly funded by the
                                                 Learning and Skills Council and European Funding. The scheme has
                                                 focused on giving unemployed young people, and parents returning to
                                                 work, the skills to work in the leisure industry.
                                               ● Ten Community Access Agreements have been successfully entered
                                                 into with schools. The LPSA target for increasing sport and physical
                                                 activity beyond the curriculum is being taken forward (CS62).
                                               ● Performance against partnership funding was slightly short of the
                                                 target (CS25).


External recognition                                             Darlington Arts Team the Gala established an agreed
                                                                 realistic subsidy for the theatre from the City Council,
The Leisure and Arts service was awarded Charter Mark            and achieved external funding from the Arts Council and
for excellence in public service in 2004. Awarded by the         Northern Film and Media. Through professional
Government the Charter Mark recognises commitment to             management of the budgets, the theatre ended for the
continuous improvement. It also measures performance             first time in its history with a surplus, which was invested
in key service areas such as consulting users, setting           into the programme. In January 2005, the Durham City’s
standards and using resources effectively.                       risk register was reassessed and the Gala Theatre was no
                                                                 longer assessed as a risk and the management of the
The Leisure and Arts Service took over and successfully          theatre was handed back to Durham City Council.
managed Durham’s Gala Theatre for 2004/05. Under the

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Areas for improvement                                             predicted that performance attained will still place us
To further stimulate leisure activities there are a number        within best quartile performance. With the aim of
of challenges for the year ahead. In particular, working          increasing customer satisfaction and participation, we
with our partners we aim to contribute to the town’s drive        have an ambitious programme to refurbish our existing
to reduce obesity, smoking and alcohol abuse. A priority is       facilities - in particular the Arts Centre and Dolphin
to deliver against our LPSA target with regard to                 Centre. We will also continue to work within the region to
increasing sport and physical action and recreational             promote and develop the cultural opportunities for the
opportunities for young and older people. We will also be         town.
working closely with local communities in Darlington’s            A key priority is also to improve performance in the Youth
Priority wards to improve access to Leisure and Arts              Service following the OFSTED inspection. To achieve this
activities.                                                       we will implement the improvement action plan for the
Disappointingly, we did not achieve our local target for          Youth Service and develop a borough-wide Youth
customer satisfaction for sports and leisure facilities.          Strategy.
However, whilst the local target was not achieved it is

Progress against planned actions

 What we planned to do in 2004/05                     Did we deliver?
 Re-align resources to meet service plan              Yes – Civic Theatre has achieved DDA compatibility with a new audio
 priorities to increase residents satisfaction .      box to allow audio description, upgraded the infra-red audio loop,
                                                      and fitted automatic sliding doors at the entrance to the theatre and
                                                      a lift from the auditorium to the stage for use by audience and artists.
                                                      The Civic Theatre’s audio loop was then reused at the Arts Centre
                                                      improving the facilities for people with a hearing impairment in the
                                                      Arts Centre Theatre.

                                                      Yes – The Civic Theatre programme was extended, achieving a shorter
                                                      break period over the summer.

                                                      Yes – In terms of human resources we recognised the importance of
                                                      delivering on the sport and physical activity agenda by extending the
                                                      Sports Development team. This increased the capacity to support and
                                                      deliver outreach activities and sport/physical activity within the
                                                      community.

                                                      Yes – Reviewed the leisure operational structure and implemented a
                                                      more progressive system that meets the frontline demands of
                                                      customers.
 Implement the marketing strategy for leisure         Yes – There is a co-ordinated marketing strategy in place, as well as a
 and arts facilities.                                 new coordinated marketing department. The ‘Moving Up’ Logo is the
                                                      recognised brand for the Cultural Strategy. The Local Authority
                                                      website has been revamped and includes information on all the
                                                      council’s cultural facilities.

 Appoint two PE coaches to undertake PE and           No – Appointment is scheduled for July of this year to enable work to
 physical activity sessions beyond the school         commence when schools return in September. Recruitment will take
 curriculum to deliver LPSA target.                   the form of a number of part time coaches rather than two full time
                                                      as indicated to ensure that we are working with as many school
                                                      children as possible.




     DARLINGTON BOROUGH COUNCIL
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Progress against planned actions 


 What we planned to do in 2004/05                   Did we deliver?
 Develop quality and range of products offered to Yes – Leisure and arts managers have worked with Education
 schools and review pricing policy behind facilities managers to develop an education model for the use of creativity
 management package.                                 within the curriculum to raise whole school standards.

                                                    Also funding has been secured for the development of an extended
                                                    school at Hummersknott and Skerne Park. The newly appointed
                                                    Extended School Co-ordinator is currently working to embed Leisure
                                                    and Arts into the work of the extended schools.

                                                    Yes – The pricing policy behind facilities management has been
                                                    reviewed and the outcome of this is to apply the standard percentage
                                                    increases to each service level agreement cost. This is to ensure
                                                    retention of existing SLAs and encourage other schools to sign up to
                                                    this service.
 Extend partnership working with education          Yes – The Education and Outreach Officer provides the role of
 partners.                                          Creative Partnerships mentor for Darlington. Tees Valley Arts (the
                                                    sub-regional arts education agency) is supported through the Council.
                                                    Leisure and arts and education officers are working closely together
                                                    to promote the effectiveness of cultural education.
 Develop Neighbourhood Leisure And Arts Plans       No – Each of the Community Partnerships have developed local
 linked to Neigbourhood Renewal Strategy.           action plans which include developments with respect to Leisure and
                                                    Arts. These action plans will form the basis of specific Leisure and
                                                    Arts Plans for priority wards.
 Seek additional investment for Arts Centre         Yes – Applications for funding have been submitted and confirmed as
 improvement .                                      follows: Arts Council £300,000, Northern Rock Foundation £250,000,
                                                    CDENT £50,000. In addition the council has committed £110,000 to
                                                    be used as match funding for the refurbishment of the centre. The
                                                    refurbishment work includes: refurbishment to external approaches,
                                                    front of house bars and catering, improvements to backstage facilities
                                                    in the theatre, creation of a studio theatre providing better facilities
                                                    for our Excellence in Young People theatre status.
 Complete proposals for Dolphin Centre              Yes – A feasibility and business plan for the refurbishment of the
 refurbishment and achieve funding business         Dolphin Centre has now been completed. The refurbishment scheme
 plan.                                              estimated to be £3.4 million has been developed on a Business Case
                                                    spend to save using prudential borrowing.
                                                    The proposed designs take into consideration customer feedback
                                                    concerning improvements to the centre and maximise commercial
                                                    opportunities.




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                                                                            Satisfaction with sports and arts facilities (CS18)



                                                                   90



                                                                   80

                                                                                                                               Civic Theatre

                                                                   70
                                                         Dolphin Centre
                                                  % Satisfaction




                                                                                                                               Arts Centre
                                                                   60



                                                                   50



                                                                   40

                                                                            2001        2002        2003        2004

                                                                                          Year





                                                                   Visits to/usage of museums per 1,000 population (BV170a, BV170b)


                                         900


                                         800


                                         700

 Number of visits per 1,000 population




                                         600
                                                                                        Darlington total visits

                                                                                                                                     Darlington person visits
                                         500

                                                                                                                                     2003/04 all English best
                                         400
                                                                                        quartile person visits

                                                                                                                                     2003/04 all English best
                                         300
                                                                                        quartile total visits

                                         200


                                         100


                                           0

                                                2000/01                   2001/02     2002/03      2003/04        2004/05
                                                                                        Year




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                                                                                                                    89




Council plans for improvement


 Community Strategy theme: Stimulating leisure activities
        Corporate Objectives                        Priority                                   PIs
 Shaping a better Darlington.        Enhance leisure and arts contribution   Percentage of residents satisfied with
                                     on the quality of design to urban       festivals and events (CS18b).
                                     regeneration, rural development and     Increase in partnership funding (CS25).
                                     Darlington’s built environment.         Increase in sponsorship funding (CS77).

                                     Extend leisure and arts provision to    Increased participation at theatre and
                                     under represented groups and promote    arts outreach (CS17e).
                                     community development and capacity      Percentage of residents satisfied with
                                     building.                               community sports and arts (CS18c).
                                                                             Number of personal and social
                                                                             development hours offered to young
                                                                             people 13 – 19 age (CS103).
                                                                             Implement zone action bid and increase
                                                                             participation by 5% in 3 priority wards
                                                                             (CS154).

 Providing excellent services.       Undertake effective marketing and       Increase in participation – Eastbourne:
                                     strengthen information systems for      Adults (CS17ai).
                                     leisure and arts to promote greater     Increase in participation – Eastbourne:
                                     usage and provide better access to      Children (CS17aii).
                                     services electronically.                Increase in participation at Stressholme
                                                                             Golf Club (CS17bi).
                                                                             Increase participation at Stressholme
                                                                             Driving Range (CS17bii).
                                                                             Increase participation in swimming:
                                                                             Adults (CS17ci).
                                                                             Increase participation in swimming:
                                                                             Children (CS17cii).
                                                                             Increase in participation at theatre and
                                                                             arts venues (CS17d).
                                                                             Increase in participation at theatre and
                                                                             arts outreach (CS17e).
                                                                             Increase hits on leisure and arts
                                                                             website (CS78).

 Putting the customer first.         Seek investment in existing and new     Percentage of residents satisfied with
                                     cultural facilities and events.         the Council’s leisure and arts venues
                                                                             (CS18a).
                                                                             Satisfaction with Arts Centre
                                                                             (CS141/BV119d).
                                                                             Satisfaction with Dolphin Centre
                                                                             (CS142).
                                                                             Satisfaction with Civic Theatre (CS143).




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Council plans for improvement


 Community Strategy theme: Stimulating leisure activities
         Corporate Objectives                        Priority                                   PIs
 Ensuring access for all.            Increase sport, physical activity and    Number of pupils participating in sport
                                     recreational opportunities for young     aged 4-11 beyond the curriculum for at
                                     people.                                  least 45 minutes in a typical week
                                                                              (CS32).

                                     Pursue the personal and social           Percentage of young people aged 13-19
                                     development of young people              gaining a recorded outcome compared
                                     promoting social inclusion and           to the percentage of young people in
                                     assisting people at risk.                the local authority area (BV221a).

                                                                              Percentage of young people aged 13-19
                                                                              gaining an accredited outcome
                                                                              compared to the percentage of young
                                                                              people in the local authority area
                                                                              (BV221b).

                                                                              Number of personal and social
                                                                              development hours offered to young
                                                                              people 13-19 age (CS103).

                                                                              Organise 2 large scale borough wide
                                                                              events for young people (CS152)
                                                                              Organise 5 young people events in 5
                                                                              zones (CS153).

                                     Provide opportunities for older people   Number of new GEM classes (CS49b).
                                     to engage in leisure.




     DARLINGTON BOROUGH COUNCIL
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Key actions


                                                    Portfolio Holder/   Date for          Measure
 Action
                                                    Lead Officer        Completion        of Success
 Achieve adoption of Public Art Policy by DBC       Cllr Vasey          July 2005         CS18b
 and consequently develop Public Art Strategy       Lindsay Tuck
 and an Outdoor Event Strategy.
 Develop neighbourhood leisure & arts plans         Cllr Vasey          March 2006        CS17e, CS18c,
 to provide more diverse provision (better          Lindsay Tuck &                        CS103
 communities).                                      Mike Crawshaw
 Implement the Zone Active bid to increase          Cllr Vasey          Ongoing over      CS154
 levels of physical activity in 3 priority wards.   Emma Coleby         3 years
 Develop IT systems to increase the scope of        Cllr Vasey          March 2006        CS17ai&aii
 users information collected, establishing the      Caroline Bell                         CS17bi&bii
 extent to which the service meets needs and                                              CS17ci&cii
 to inform future service delivery and                                                    CS17d
 marketing activities.                                                                    CS17e
                                                                                          CS78
 Take forward the refurbishment of the Arts         Cllr Vasey          March 2006        CS18a, CS141,
 Centre and Dolphin Centre.                         Steve Thompson                        CS142,
                                                                                          CS143
 Implement LPSA target to increase the          Cllr Vasey              June 2006         CS32
 number of school children taking part in sport Steve Thompson
 and physical activity for at least 45 minutes
 beyond the school day and deliver the NOF
 initiative in 9 schools.
 Work with our partners to tackle obesity,          Cllr Vasey          March 2006        Contribution to
 smoking cessation and alcohol abuse.               Steve Thompson                        Community Strategy
                                                                                          targets
 Implement OFSTED Action Plan for the               Cllr McEwan         March 2006        BV221a, BV221b,
 Youth Service.                                     Steve Thompson                        CS103, CS152, CS153
 Develop a Youth Service Strategy.                  Cllr McEwan         March 2006        BV221a, BV221b
                                                    Steve Thompson
 Expand GEM into community                          Cllr Vasey          March 2006        CS49b
 and Implement the action plan for GP               Jill Walton &
 referral scheme.                                   Emma Coleby




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PROMOTING COMMUNITY SAFETY                                    of house burglary and vehicle crime remains relatively
                                                              high.
Our aim is to reduce crime and disorder and enhance
feelings of safety amongst local people.                      It is well evidenced, both at national and local level that
                                                              there are clear correlations between crime and the
Context                                                       misuse of alcohol. In the fight against tackling alcohol
Creating safe, clean and vibrant communities is a key         fuelled crime and disorder, the Licensing Act 2003
priority for the Council and its partners. In December        introduced a range of new provisions to prevent
2004 the Community Safety Partnership published its           nuisance, promote public safety and reduce crime and
third Crime, Disorder and Substance Misuse audit. The         disorder. One of the most fundemental changes saw the
findings of the audit confirmed that people in Darlington     responsibility for Licensing transferred from the
remain relatively concerned about becoming a victim of        Magistrates Court to the Council. During 2004 the
crime despite significant reductions being achieved in        Council developed a robust Licensing policy which
some types of offences.                                       contributes to and supports Darlington’s Alcohol Harm
                                                              Reduction Strategy which was developed by the Local
The audit established a number of key priorities for the      Strategic Partnerships Sub Group for reducing alcohol
Council and its partners; house burglary, vehicle crime,      related harm in Darlington. The new Alcohol Strategy for
violent crime, domestic violence, theft, drugs and alcohol,   Darlington aims to reduce the impact of alcohol on all
anti-social behaviour and criminal damage and to deal         aspects of life in the town by providing strategic direction
effectively with those individuals who persistently           to local services.
commit crime within the Borough. The Community Safety
Partnership’s three year Crime, Disorder and Substance        The Council recognises that more work needs to be done
Misuse Strategy sets out clear targets and action plans       to address anti-social behaviour. We are currently
have been developed to address the priorities identified      working with key partners to develop a strategic
through the audit process.                                    approach to addressing problems that occur across
                                                              Darlington, including implementing the provisions within
During 2004/05 the Council and its partners made              the Anti-Social Behaviour Act 2003 and the Clean
significant improvements in reducing crime within the         Neighbourhoods and Environment Act 2005. At a local
Borough. Total crime reduced from 11,098 crimes in            level the Council’s Uniformed Wardens Service continue
2003/04 to 9,868 crimes in 2004/05, a reduction of 11.1%,     to work in partnership with the Police and the StreetSafe
with major reductions in house burglary and vehicle           Unit to address issues of anti-social behaviour and
crime. Despite this, the public’s fear of becoming a victim   promote public safety.




            TACKLING ANTI-SOCIAL BEHAVIOUR                               YOUTH OFFENDING SERVICE
     Tackling anti-social behaviour continued to be a key     During 2004 the Youth Offending Service continued to
     priority for the Council and its partners during         improve its performance throughout the year.
     2004/05. Building upon work that had already been        The introduction of the Government’s Prolific and
     undertaken including the development of the              Other Priority Offender Strategy provided a key
     Uniformed Warden Service and Early Intervention Team     challenge for the service and the wider Community
     the Council appointed the Borough’s first Community      Safety Partnership. Building upon the good work
     Safety and Anti-Social Behaviour Coordinator with        already carried out by the service the mechanisms are
     financial support from Government Office North East.     in place to address those young people who potentially
     The Coordinator will be developing the Council’s and     cause the most harm. These mechanisms include, early
     Community Safety Partnership’s strategic approach to     intervention and prevention, catching and convicting
     tackling anti-social behaviour through effective         persistent offenders and resettling those young people
     enforcement, early intervention, prevention and          who have been through the criminal justice system
     education.                                               back into society to lead productive lives.




     DARLINGTON BOROUGH COUNCIL
                                                                                                                           93




High level summary of performance 


                                                                                                           Progress against
 Corporate objective                Priority                                                   PIs
                                                                                                               targets
 Shaping a                          Provide reassurance to the community regarding             BV45              ▲
 better Darlington.                 crime and anti-social behaviour, and to reduce the         BV46              ▲
                                    fear of crime, whilst providing opportunities and          SS9               ●
                                    support which enable residents to develop an active        SS10              ●
                                    role in tackling issues which affect their
                                    quality of life.
 Providing Excellent Services.      Reduce house burglary and the number of repeat             BV126a            ★
                                    victims of house burglary, whilst reducing the             BV128a            ▲
                                    community’s fear of becoming a victim of this crime        BV127             ★
                                    Reduce violence related crimes.                            (proxy)
                                    Encourage the reporting of incidents and take
                                    effective action against offenders and provide
                                    support to victims.
                                    Raise awareness of the factors that contribute to
                                    vehicle crime and to reduce all vehicle related crime
                                    including theft of motor vehicles and theft from
                                    motor vehicles.
 Putting the Customer first.        Address the problems associated with anti-social           BV45              ▲
                                    behaviour, to minimise its impact on individuals,          BV46              ▲
                                    neighbourhoods and communities, to achieve                 SS9               ●
                                    sustainable reductions in all forms of anti-social         SS10              ●
                                    behaviour.
 Ensuring access for all.           Provide support for victims of domestic violence and       BV17              ●
                                    develop programmes to address offender behaviour,
                                    whilst continuing to raise the profile that domestic
                                    violence is a crime and will not be tolerated.

 Overall Progress against aim                                                                                    ●




 More detail on outcomes secured and other achievements 


 Priority                                        Outcome/achievement
 Provide reassurance to the community            ● The Council’s Uniformed Warden Service continued to provide a high
 regarding crime and anti-social behaviour,        visibility presence across the Borough, providing reassurance and a
 and to reduce the fear of crime, whilst           point of contact for the community (SS9&SS10).
 providing opportunities and support which       ● Durham Constabulary launched the StreetSafe initiative with a team of
 enable residents to develop an active role in     police officers and a uniformed warden working together and with the
 tackling issues which affect their quality of     community to tackle anti-social behaviour and violence in the night­
 life.                                             time economy (SS9&SS10).
                                                 ● Residents have been actively involved in tackling local issues through
                                                   the established Resident Associations and the 11 Community
                                                   Partnerships.




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 More detail on outcomes secured and other achievements 


 Priority                                       Outcome/achievement
 Reduce house burglary and the number of       ● House burglary reduced from 606 burglaries in 2003/04 to 463 in
 repeat victims of house burglary, whilst        2004/05, a 23.4% reduction (BV126a). The number of repeat victims fell
 reducing the community’s fear of becoming       from 17 in 2003/04 to 9 in 2004/05 a 47.1% reduction.
 a victim of this crime.                       ● A Burglary Support Officer has been appointed to support victims of
                                                 house burglary.
 Reduce violence related crimes                ● Smartwater introduced as a crime reduction initiative.
 Encourage the reporting of incidents and      ● Offences of Violence Against the Person reduced from 1,164 offences in
 take effective action against offenders and     2003/04 to 1129 offences in 2004/05, a 3% reduction (BV127).
 provide support to victims.                   ● Reported domestic violence incidents reduced from 1724 in 2003/04 to
                                                 1705 in 2004/05, a reduction of 1.1% (CS177).
 Raise awareness of the factors that           ● Theft of motor vehicles offences reduced from 598 in 2003/04 to 423 in
 contribute to vehicle crime and to reduce all
                                                 2004/05, a 29.3% reduction. Theft from a motor vehicle reduced from
 vehicle related crime including theft of
                                                 1637 offences in 2003/04 to 955 offences in 2004/05, a 41.6% reduction
 motor vehicles and theft from motor
                                                 (BV128).
 vehicles.
                                               ● A number of media campaigns to raise awareness of factors
                                                 contributing towards becoming a victim of vehicle crime were carried
                                                 out.
                                               ● Operation Hawkeye, which specifically targets unattended vehicles
                                                 that have items left on display, continued to raise awareness.
 Address the problems associated with anti­     ● A multi-agency sub group was established and an action plan
 social behaviour, to minimise its impact on      implemented to improve the Council’s and other agencies response to
 individuals, neighbourhoods and                  anti-social behaviour.
 communities, to achieve sustainable            ● The Council’s Uniformed Warden Service continued to provide a high
 reductions in all forms of anti-social           visibility presence across the Borough, providing reassurance and a
 behaviour.                                       point of contact for the community.
                                                ● Durham Constabulary launched the StreetSafe initiative with a team of
                                                  police officers and a uniformed warden working together and with the
                                                  community to tackle anti-social behaviour and violence in the night­
                                                  time economy.
                                                ● The Borough’s first Community Safety & Anti-Social Behaviour Co­
                                                  ordinator was appointed.
                                                ● A series on multi-agency tasking and Coordinating Groups were
                                                  established to address issues concerning young people, adults and
                                                  locality based anti-social behaviour problems.
 Provide support for victims of domestic        ● Domestic Violence Forum was restructured and a new constitution
 violence and develop programmes to               adopted to facilitate the delivery of support services.
 address offender behaviour, whilst             ● A Domestic Violence Advice Circle was developed.
 continuing to raise the profile that domestic ● A Domestic Violence Perpetrator Programme has been implemented
 violence is a crime and will not be tolerated.   with over 10 men being accepted on the programme.



      YOUTH OFFENDING AND EARLY INTERVENTION                    almost 300 parents on a one to one basis. Almost 90%
                                                                of young people supported by the Early Intervention
     Engaging and supporting young people and parents is
                                                                Team have not entered or re-entered the criminal
     a key role of Darlington Youth Offending Service and
                                                                justice system. A StreetSafe Unit has been established
     Early Intervention Team. Since April 2003 the Early
                                                                comprising police and Uniformed Wardens to address
     Intervention Team has supported and worked with
                                                                incidents of anti-social behaviour and violence in the
     over 1056 young people. They have also worked with
                                                                night-time economy.


     DARLINGTON BOROUGH COUNCIL
                                                                                                                            95




External recognition                                            Areas for improvement

Crime, Disorder and Substance Misuse Audit &                    During 2004/05 there were significant reductions in crime
Strategy 2005 – 2008                                            including house burglary and vehicle crime, however it is
                                                                recognised that more work needs to be done to address
In December 2004 the Council and its Community Safety           anti-social behaviour. During 2005/06 the Borough’s first
partners completed the Borough’s third audit of crime,          Anti-Social Behaviour Strategy will be developed. The
disorder and substance misuse. The audit involved               Strategy will take account of some of the good work that
extensive consultation with partners and a Borough wide         has already been carried out across the Borough,
residents survey, the findings of which have been used to       including the development of the StreetSafe Unit,
develop the Community Safety Partnership’s first fully          Uniformed Warden Service and Early Intervention Team.
integrated Crime, Disorder and Substance Misuse                 More importantly it will clearly identify how we intend to
Reduction Strategy. The Strategy sets out detailed and          address anti-social behaviour and involve and support the
challenging targets and outcomes that the Council and its       community in tackling some of the key issues that impact
partners aim to achieve. The Strategy has been approved         upon the everyday lives of the people of Darlington.
by Government Office North East who have recognised it
as an example of good practice.

Progress against planned actions

 What we planned to do in 2004/05                   Did we deliver?
 Develop Anti-Social Behaviour Strategy.            No – Community Safety and Anti-Social Behaviour Co-ordinator
                                                    appointed in December 2004 to develop and implement strategy.
 Apply for accreditation of Wardens Service .       Yes – 5 Uniformed Wardens accredited with further accreditations to
                                                    follow.
 Develop diversionary and preventative services.    Yes – Funding secured to support the Early Intervention Team.
 Develop crime, disorder and substance misuse       Yes – Audit completed in December 2004. The audit has informed the
 audit.                                             production of Darlington’s Crime, Disorder and Substance Misuse
                                                    Reduction Strategy 2005-2008.
 Implement vehicle crime target for LPSA.           Yes – The baseline for this target is 2002/03 when there were 1764
                                                    offences. The target is 1233 offences in 2005/06, however as there
                                                    were 1378 offences in 2004/05 it is unlikely that this target will be
                                                    met.
 Monitor Section 17 compliance.                     Yes – Section 17 implications considered in all Council reports.
 Implement relevant sections of the Licensing Act   Yes – The Council took over the licensing functions of the Magistrates
 2003.                                              from January 2005. A licensing service has been successfully
                                                    established to handle licensing of premises and individuals for sale of
                                                    alcohol and entertainments, as well as taxi licensing.




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                                                                      Domestic Burglaries per 1,000 Households (BV 126a)



                                                        25
       Domestic Burglaries per 1,000 Households




                                                        20
                                                                                                                               2003/04 All English
                                                                                                                               Best Quartile
                                                        15
                                                                                                                               2003/04 All English
                                                                                                                               Average

                                                        10                                                                     Darlington



                                                         5


                                                         0
                                                        1999/00   2000/01       2001/02          2002/03   2003/04   2004/05
                                                                                          Year




                                                                            Vehicle Crimes per 1,000 Population (BV 128a)


                                                        35


                                                        30
                  Vehicle Crimes per 1,000 population




                                                        25                                                                     2003/04 All English
                                                                                                                               Best Quartile
                                                                                                                               2003/04 All English
                                                        20                                                                     Average
                                                                                                                               Darlington
                                                        15


                                                        10


                                                         5

                                                         0
                                                        1999/00   2000/01       2001/02          2002/03   2003/04   2004/05
                                                                                          Year




     DARLINGTON BOROUGH COUNCIL
                                                                                                                 97




Council plans for improvement


 Community Strategy theme: Promoting community safety
        Corporate Objectives                     Priority                                  PIs
 Shaping a better Darlington.     To reduce the impact on local          Incidents of youths causing annoyance
                                  communities of anti-social behaviour   and anti-social behaviour (CS175).
                                  and disorder.
                                                                         Incidents of anti-social behaviour
                                                                         (CS176).

                                                                         Incidents of youths causing annoyance
                                                                         (CS4b).

                                                                         Percentage of people feeling safe
                                                                         (SS9&SS10).
                                  To reduce crime in line with the       Criminal damage per 1,000 population
                                  governments Public Service             (CS174).
                                  Agreements.
                                                                         Total recorded crime per 1,000
                                                                         population (CS173).

                                  To reduce the impact of alcohol related Currently being developed by DAAT.
                                  crime and disorder on local
                                  communities in line with the national
                                  Alcohol Harm Minimisation Strategy.


                                  To reduce drug related crime in line   Increase numbers into treatment
                                  with the National Drugs Strategy       (CS171).
                                  targets.
                                                                         Percentage of people discharged from
                                                                         treatment being retained for 12 weeks
                                                                         or more (CS172).
                                                                         Reduce drug and alcohol misuse.

                                  To reduce the impact of prolific and   Total recorded crime per 1,000
                                  other priority offenders on the        population (CS173) [new programme
                                  community.                             targets/performance framework
                                                                         currently being developed].

                                  To deal effectively with domestic      Percentage of repeat victims of
                                  abuse.                                 domestic violence (CS177).

                                                                         Total number of domestic violence
                                                                         incidents reported to the police (CS178).

                                                                         Action against domestic violence
                                                                         (BV225).




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Council plans for improvement


 Community Strategy theme: Promoting community safety
         Corporate Objectives                    Priority                                    PIs
 Providing excellent services.    To raise awareness of the factors that   Vehicle crimes per 1,000 population
                                  contribute towards vehicle crime and     (BV128).
                                  to reduce vehicle related crime.

                                  To reduce house burglary.                Domestic Burglaries per 1,000
                                                                           households (BV126).

                                  To reduce theft of pedal cycles and      Theft of Pedal Cycle (CS157).
                                  theft from the person.                   Theft from Person (CS158).

                                  To raise awareness of the                Violent Crime (BV127a).
                                  factors which contribute towards
                                  violent crime and reduce the level of    Drugs (CS171).
                                  violent crime.

                                  To increase the numbers of drug users
                                  into treatment and to increase the
                                  proportion of people discharged from
                                  treatment being retained for 12 weeks.
 Putting the customer first.      To reduce the impact on local            Incidents of youths causing annoyance
                                  communities of anti-social behaviour     and anti-social behaviour (CS175).
                                  and disorder.
                                                                           Incidents of anti-social behaviour
                                                                           (CS176).

                                                                           Percentage of people feeling safe
                                                                           (SS9&SS10).
 Ensuring access for all.         To provide, continuously improve and     Domestic Violence
                                  develop services for victims of          (BV225/BV176/CS177/CS178).
                                  domestic abuse and their families and
                                  deliver programmes to address            Percentage of young people aged 13-19
                                  offender behaviour.                      gaining a recorded outcome compared
                                                                           to the percentage of young people in
                                  Pursue the personal and social           the local authority area (BV221a).
                                  development of young people              Percentage of young people aged 13-19
                                  promoting social inclusion and           gaining an accredited outcome
                                  assisting people at risk.                compared to the percentage of young
                                                                           people in the local authority area
                                                                           (BV221b).
                                                                           Number of personal and social
                                                                           development hours offered to young
                                                                           people 13-19 age (CS103).
                                                                           Organise 2 large scale borough-wide
                                                                           events for young people
                                                                           (CS152).
                                                                           Organise 5 young people events in 5
                                                                           zones (CS153).

     DARLINGTON BOROUGH COUNCIL
                                                                                                        99




Key actions


                                               Portfolio Holder/   Date for          Measure
 Action
                                               Lead Officer        Completion        of Success
 Develop Anti-Social Behaviour Strategy.       Cllr Dixon          Nov 2005          CS175/CS176
                                               Rob Jones                             SS9&SS10
 Develop Anti-Social Behaviour Order           Cllr Dixon          March 2006        CS175/CS176
 Protocol.                                     Rob Jones                             SS9&SS10
 Develop Anti-Social Behaviour                 Cllr Dixon          March 2006        CS175/CS176
 Communication & Publicity Protocol.           Rob Jones                             SS9&SS10
 Implement Action Plans - Crime, Disorder    Cllr Dixon            April 2008        CS173/CS175
 and Substance Misuse Reduction Strategy.    Rob Jones                               CS176
                                             Bev Oliver                              SS9&SS10
                                             Rita Taylor
 Review delivery of frontline services that  Cllr Harker           Dec 2005          CS173/CS175
 impact upon Community Safety as part of the Cllr Dixon                              CS176
 Street Scene initiative.                    Ian Thompson                            SS9&SS10
                                             Rob Jones
 Implement appropriate provisions within the   Cllr Harker         March 2006        CS173/CS175
 Clean Neighbourhoods and Environment Act      Bill Westland                         CS176
 2005.                                         Ian Thompson                          SS9&SS10
 Implement Alcohol Harm Reduction Strategy.    Cllr Dixon          March 2006        PIs being developed
                                               Beverley Oliver
 Consolidate the new Licensing Service and     Cllr Harker         2005/06 Ongoing   DE55a/b
 ensure that it contributes to maintaining a   Bill Westland
 safe and vibrant night time economy.
 Implement OFSTED Action Plan for the Youth Cllr McEwan            March 2006        BV221a, BV221b,
 Service.                                   Steve Thompson                           CS103/CS152,
                                                                                     CS153




                                                                      CORPORATE PLAN & BVPP 2005/2006
100




IMPROVING HEALTH AND WELL-BEING                                   ●	 To work in partnership with other agencies to further
                                                                     develop the range of services for older people which
Our aim is to improve the health, well-being and social              will help them to live in their own homes and
care of local people, reduce inequalities and help people            improve their experiences;
at all stages in their life to enjoy the best possible health.
                                                                  ●	 To reduce the length of time it takes to assess a
Context                                                              person’s needs and provide the support they require;
Significant progress has been made during 2004/05 with            ●	 To ensure people receiving care get a plan saying
overall improvement in key performance indicators                    what care is to be provided and that this is reviewed
recognised by the award of a two star rating for Social              at least annually.
Services, which was a key contributing factor in the
Council achieving an ‘excellent’ CPA rating. It is expected      The Council is progressing well with the embedding of the
that this improvement will continue through 2005/06 and          Children’s Services Department as required by the
is a key driver to improving the health and well-being of        Children Act 2004. In parallel to this the Council is
people in Darlington.                                            currently considering its response to the Green Paper
                                                                 “Independence, Well-being & Choice” to ensure adult
A skill mix review of staff within Adult Services was            social care in Darlington continues to meet the needs of
undertaken to ensure appropriate resources and skills            the local community.
within each area. This has lead to improved access to
                                                                 Health improvements are also being addressed through
services and quality of response provided to service users.
                                                                 other services. The transport strategy for Darlington, for
As part of the development of the Learning Disability
                                                                 example, will increase the viability of walking and cycling
Commissioning Strategy a review of day services was
                                                                 as transport options for many local journeys, and
undertaken in line with the Government’s agenda for
                                                                 recognises the health benefits that will accrue from the
Modernising Learning Disability Services. The Action Plan
                                                                 increased physical activity. This directly contributes to the
resulting from the inspection of services for people with a
                                                                 PCT’s priority to achieve a healthier and fitter population.
physical and/or sensory impairment has been fully
                                                                 The strategy will also improve accessibility to health
implemented.
                                                                 facilities. Within the strategy there is a strong focus on
New Child Protection procedures have been launched and           increasing walking and cycling for journeys to school,
the Safeguarding Children Board established which will           targeting the fitness of children, as well as the social and
further improve and enhance the protection of vulnerable         educational benefits of active transport. Public Protection
children and young people in our community.                      services are concerned with safeguarding well-being by
                                                                 maintaining a safe, healthy environment and ensuring
The major issues that need to be addressed to continue
                                                                 that people are not harmed by illegal or defective
improvement are: ­
                                                                 retailing and business practices.




             SOCIAL SERVICES’ STAR PERFORMERS                    confirms improvement measures put in place by
                                                                 Darlington social services have been effective. In
      Darlington Social Services Department was one of
                                                                 children’s services there has been improved
      only 27 nationally to receive an improved rating from
                                                                 educational attainment for looked after children,
      the Commission for Social Care Inspection (CSCI) in
                                                                 improved access to health care and improvements
      2004.
                                                                 have been made to the child protection system. The
                                                                 Council’s Child and Adolescent Mental Health Service
      The Commission gave Darlington a two star rating in a
                                                                 is now Beacon Status accredited which is the highest
      performance system, which ranks all social services
                                                                 government accolade for a council service.
      from three stars for top performers to zero stars for
                                                                 Improvements in adult services include eliminating
      the worst performers. The commission also rated
                                                                 the delays for people awaiting discharge from
      Darlington’s prospects for improving children’s and
                                                                 hospital, or awaiting occupational therapy and better
      adult services as ‘promising’.
                                                                 support for older people to help them live
                                                                 independently, at home.
      The rating, announced by CSCI, the independent
      inspectorate for all social care services in England,



   DARLINGTON BOROUGH COUNCIL
                                                                                                                   101




High level summary of performance 


                                                                                                      Progress against
 Corporate objective             Priority                                                    PIs
                                                                                                          targets
 Shaping a                       Support service users to live independently.                BV53           ●
 better Darlington.              Protect and maintain a healthy, fair, safe and              BV54           ★
                                 sustainable environment through regulation,                 BV62           ★
                                 monitoring, enforcement, education and promotion            BV63           ●
                                 of good practice.                                           BV64           ★
                                 Protect all vulnerable children and adults from abuse.      BV84           ●
                                 Regenerate deprived areas to create sustainable             BV162          ●
                                 communities by working in partnership with key              BV184a         ★
                                 stakeholders including private and registered social        BV184b         ★
                                 landlords.                                                  SS6            ★
                                 Ensure that all council properties meet the                 SS12           ★
                                 Government’s decent home standard.                          CR6            ●
                                 Housing stock options.                                      DE26           ●
                                                                                             DE27           ●
 Providing excellent services.   Plan, commission, purchase and monitor an adequate          BV50           ★
                                 supply of appropriate cost effective and safe health        BV52           ●
                                 and social care provision.                                  BV53           ●
                                 Work with the NHS, users, carers and other agencies         BV54           ★
                                 to avoid unnecessary hospital admission, avoid              BV74           ●
                                 unnecessary delays in hospital and inappropriate            BV166a         ●
                                 placement on leaving hospital.                              BV166b         ●
                                 Improve education levels of Children Looked After           SS13           ▲
                                 Provide the public protection service required to
                                 meet statutory duties and targets, local needs and
                                 council priorities.
                                 Ensure that continuous assessment of the fitness and
                                 condition of housing stock maintains and improves
                                 overall standards.
 Putting the customer first.     Ensure that service users are enabled to make               BV75           ●
                                 choices, to include access to direct payments, which        DE8            ●
                                 improve quality of life, and to assist informal carers to   SS17           ▲
                                 continue with support/care independently for as long        SS19           ●
                                 as they and the service user wish.
                                 Ensure that effective mechanisms for dealing with
                                 comments and complaints are in place.
                                 Empower the local community to identify their needs
                                 and are able to affect service planning and delivery.

 Ensuring access for all.        Ensure Service Users and carers can gain easy access BV58                  ●
                                 to assessment and appropriate continuing support       SS18                ●
                                 services.
                                 Improve life chances, employment prospects and
                                 protect vulnerable service users form potential abuse.

 Overall Progress against aim.                                                                              ●




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 More detail on outcomes secured and other achievements 


 Priority                                       Outcome/achievement
 Support service users to live independently.   ● Significant progress made in reaching the LPSA target required by
                                                  2006.
 Protect and maintain a healthy, fair, safe and
 sustainable environment through regulation,    ● Performance on BV166a&b increased by 10% to 90% (best quartile).
 monitoring, enforcement, education and         ● 100% of reviews of children on Child Protection Register carried out
 promotion of good practice.                      [best quartile] (BV162).
                                                ● Adult Protection Co-ordinator appointed and procedures developed
 Protect all vulnerable children and adults       and rolled out with ongoing training programme of awareness raising
 form abuse.                                      for identifying abuse.
 Regenerate deprived areas to create            ● Exceeded first year LPSA funding targets to improve performance on
 sustainable communities by working in            empty and unfit homes in the private sector and on course to exceed
 partnership with key stakeholders including      the 3-year target by 31st March 2006 (BV62, BV64, BV63, CS118a).
 private and registered social landlords.       ● The Standard Assessment Procedure (SAP rating) for council
 Ensure that all council properties meet the      properties has continued to improve and the target has been met
 Government’s decent home standard                (BV63).
 Housing stock options.                         ● Darlington’s targets have been met with regards to meeting the
                                                  Government’s Decent Home Standard [outturn is likely to be in best
                                                  quartile performance] (BV184a&b).
 Plan, commission, purchase and monitor an      ● Audit and skill-mix review completed and implemented.
 adequate supply of appropriate cost            ● Increased choice in services.
 effective and safe health and social care      ● Domiciliary Care services for those with specialist needs have been
 provision.                                       commissioned.
 Work with the NHS, users, carers and other     ● Improved performance on suite of PIs resulting in 2 star rating.
 agencies to avoid unnecessary hospital         ● Increased capacity in residential care market and the development of
 admission, avoid unnecessary delays in           quality assurance measure to ensure the highest standards for
 hospital and inappropriate placement on          service users.
 leaving hospital.                              ● 15 Intermediate Care beds commissioned resulting in a significant
                                                  reduction in hospital discharge delays.
 Improve education levels of Children
                                                ● Opening of Extracare services at Oban Court and Mayflower Court.
 Looked After.
                                                ● Waiting List for Occupational Therapy assessment eradicated from 30
 Provide the public protection service            September 2004 and maintained.
 required to meet statutory duties and          ● Improved educational performance, looked after children sitting GCSE
 targets, local needs and council priorities.     exams increased from 53.3% to 71.4% (BV50).
                                                ● Developed a Business Plan, which ensures all homes are brought up to
 Ensure that continuous assessment of the         the Decent Homes standards by March 2006.
 fitness and condition of housing stock         ● Tenant satisfaction with the overall service provided by the landlord,
 maintains and improves overall standards.        continued to increase and satisfaction stands at 84% (BV74).




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More detail on outcomes secured and other achievements 


Priority                                       Outcome/achievement
Ensure that service users are enabled to       ● 20 children in receipt of Direct Payments.
make choices, to include access to direct      ● Adult Direct Payments increased from 56 to 95, which is a best quartile
payments, which improve quality of life, and     performance (BV201).
to assist informal carers to continue with     ● Voucher Scheme in place with marketing strategy developed for carers
support/care independently for as long as        services.
they and the service user wish.                ● Reduction in Social Services complaints by 42% from 120 to 69.
                                               ● Increased involvement of local community and service users in
Ensure that effective mechanisms for             planning and delivery of services. Now 395 older people involved in
dealing with comments and complaints are         Growing Older Living in Darlington (GOLD); Mental Health service in
in place.                                        Darlington are being monitored by service users through MOST
                                                 (Monitoring of Services Team) which will result in contributing to the
Empower the local community to identify
                                                 development and planning of mental health services; a new mental
their needs and are able to affect service
                                                 health carers’ support worker post is being established; Investing in
planning and delivery.
                                                 Children and Children’s Fund have engaged children and young people
                                                 to discuss issues affecting them such as rural transport, activities,
                                                 minority ethnic groups, domestic violence.
                                               ● Through the Housing Options appraisal process a large number of
                                                 Council tenants, were able to significantly influence the outcome of
                                                 the future management and ownership of their homes; prioritising
                                                 home improvements and service improvements.
                                               ● Tenant satisfaction for opportunities for being involved in the decision
                                                 making process for housing has increased from 51% to 67%. This
                                                 performance is now in best quartile of local authorities in England
                                                 (BV75).

Ensure Service Users and carers can gain   ● “Information for All” DVD/video a comprehensive signposting guide in
easy access to assessment and appropriate    several languages including BSL completed in partnership with local
continuing support services.                 agencies.
                                           ● Reconfiguration of adult services to improve accessibility of social
                                             services in particular the creation of an Access & Contact team.
Improve life chances, employment prospects ● Engagement of Minority Ethnic Groups in development of services and
and protect vulnerable service users form    consultation to ensure involvement of hard to reach communities.
potential abuse.                           ● Adult Protection Co-ordinator appointed and procedures developed
                                             and rolled out with ongoing training programme of awareness raising
                                             for identifying abuse within the community.
                                           ● Increase in engagement of care leavers in Employment, Training and
                                             Education from 35.8% to 72.9% [expressed as a ratio from 0.36 to 0.73]
                                             (BV161).
                                           ● Development of ‘Advance Employment’ services with robust
                                             recruitment and selection together with stringent vetting to protect
                                             vulnerable service users.




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External recognition                                            reduce the length of time taken to start and complete
                                                                assessments of older people, as set out in the
Physical Sensory Impairment Inspection – February 2004
                                                                Government’s target. There will be further improvement
“Services to disabled people and those with sensory             in the percentage of people who receive a statement of
impairment were moving positively in the right                  their needs and how they will be met.
direction……..Partnership working was well developed, both
with other agencies and with service users, who were            In Children’s services the Council will monitor the
influencing strategic plans and developments.”                  effectiveness of the permanence policy and ensure
                                                                compliance. Ensure the implementation of the Action
                                                                Plan relating to the discharge/variance of care orders.
Corporate Performance Assessment 2005 – Excellent               Continue the work of the Adoption Monitoring Panel and
rating                                                          the review of the Foster Care payments scheme.
“In social services there has been a sustained effort to        For adults and older people the Council will ensure that a
improve performance, with a focus on the action plan from       greater proportion of adult service users are supported to
the Children’s Services inspection in 2004, and more recently   live safely and independently within their own home.
efforts to improve performance on key indicators for adult      Service users are enabled to make choices, to include
services such as delayed discharges, and the waiting list for   access to direct payments, which improve quality of life,
occupational therapists. This has now resulted in the award     and to assist informal carers to continue with
of two stars from the Commission for Social Care Inspection     support/care independently for as long as they and the
(CSCI)”                                                         service user wish. Effective mechanisms for
                                                                communicating with residents are in place especially
                                                                when dealing with comments and complaints.
Areas for improvement
                                                                The Council will ensure strategies are in place which
In line with the annual performance letter the Council will     commission, purchase and monitor an adequate supply of
show that its permanence policy ensures that there is a         appropriate, cost effective and safe health and social care
minimum of delay in the process experienced by those            provision; working with a range of partners where
children who are placed for adoption; will continue to          possible. Identify individuals with needs who are eligible
improve the long term stability of foster placements for        for public support, to assess those needs accurately and
those children who have been looked after continuously          consistently and to review packages of care to ensure that
for four years and improve the proportion of initial            they are appropriate, cost efficient and effective. Improve
assessments undertaken within seven working days of             life chances, employment prospects and protect
referral.                                                       vulnerable service users from potential abuse; ensuring
                                                                effective safe guarding systems are in place for
In relation to adults and older people’s services the           contracting, monitoring and reviewing of all services.
Council and its partners will develop a range of new
services to increase the number who are helped to live at       Ensure that appropriate workforce development
home, and improve their life experiences; maintain the          processes for staff recruitment and retention are in place.
zero waiting times for occupational therapy assessment;




            NO WAITING FOR OCCUPATIONAL                         The elimination of the Occupational Therapy
                THERAPY ASSESSMENTS                             Assessment waiting list has resulted in significant
                                                                improvement in the lives of those previously waiting for
   Identified as a key performance target, the occupational
                                                                assessments. A prompt and effective service ensures
   therapy team have focused on the waiting list for
                                                                the best opportunities to enable people to live
   assessment during 2004/05. They have successfully
                                                                independently in Darlington.
   reduced the waiting list to zero by September 2004 and
   have maintained this for the remainder of the year.




   DARLINGTON BOROUGH COUNCIL
                                                                                                                          105




Progress against planned actions 


 What we planned to do in 2004/05                   Did we deliver?
 Achieve a two star award in Social Services star   Yes – Continued improvement across Social Services recognised by 2
 rating.                                            star rating.
 Implement the older persons and intermediate       Yes – On target to achieve by deadline.
 care LPSA targets.
 Stabilise the domiciliary care market.             Yes – Quality standards introduced and greater choice offered to
                                                    service users.
 Improve occupational therapy service outcomes.     Yes – Zero waiting lists for occupational therapy from September
                                                    2004 and maintained.
 Improve the involvement of and the support to      Yes – Through the continued improvement in identifying &
 carers.                                            supporting carers. Increased training for staff in the assessment and
                                                    support of carers.
 Reduce spend on external placements.               Yes – Unit cost of services for looked after children reduced from
                                                    £460 in 2003/04 to £439 in 2004/05.
 Improve permanence planning.                       Yes – Number of children with 3 or more placements reduced from
                                                    13.8% to 10.1% [best quartile] (BV49). Number of adoptions
                                                    maintained at 3% with further 10 children placed for adoption at 31st
                                                    March 2005.
 Ensure that a joined-up approach is taken to       Yes – Improved performance in BV54, BV53, Extracare and BV56.
 supporting older persons/ adults living
 independently in the community.
 Ensure that targets are met in response to items   Yes – Target met and exceeded (BV56).
 of equipment being delivered within seven days.
 Improve standards in the private sector through    Yes – Exceeded first year LPSA funding targets to improve
 the delivery of the LPSA target in relation to     performance on empty and unfit homes in the private sector and on
 unfit homes and in doing so provide energy         course to exceed the 3-year target by 31st March 2006.
 efficiency improvements.
 Implement delivery plan of housing stock option    Yes – The delivery plan for housing stock option appraisal has been
 appraisal for the purpose of meeting the decent    successfully completed and signed off by the GONE. Through the
 homes standard.                                    Housing Options appraisal process a large number of Council tenants,
                                                    were able to significantly influence the outcome of the future
                                                    management and ownership of their homes; prioritising home
                                                    improvements and service improvements.
 Promote warden link service in council and         Yes – The Council’s warden service has been improved to 261 good
 private sector.                                    neighbour properties with enhanced security for tenants by the
                                                    installation of mains smoke detectors linked into the warden call
                                                    system. A programme is in place to install in all of these sites by
                                                    2010.
                                                    A programme to upgrade all council sheltered housing schemes with
                                                    telecare technology has commenced, with 173 properties now able to
                                                    operate smart technology to provide additional support with the
                                                    remaining schemes to be upgraded by 2009.
                                                    The Lifeline Service is supporting more people than ever.
                                                    During 2004/05 160 Lifelines were fitted for new clients. Lifeline gives
                                                    older and disabled residents the freedom and choice to live
                                                    independently with the reassurance that help is on hand 24 hours a
                                                    day, 7 days a week.


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Progress against planned actions 


 What we planned to do in 2004/05              Did we deliver?
 Develop extra care scheme and undertake       Yes – Dalkeith House, a council sheltered scheme upgraded in 2004
 internal refurbishment in sheltered housing   to extra care facilities includes 39 flats, communal lounge, hair and
 schemes.                                      beauty salon, laundry, lunchtime catering facility and assisted
                                               bathroom for the residents’ use and the wider older community.

                                               Oban Court, a council sheltered scheme was upgraded to extra care.
                                               Phase 1, 12 flats and communal areas completed December 2004.
                                               Communal Areas include lounge with coffee bar, kitchen, hairdressing
                                               salon, and health & beauty room. Phase 2 was completed May 2005
                                               when lunchtime meal provision commenced.

                                               A successful bid for capital funding has been achieved to remodel
                                               Rosemary Court (a sheltered scheme) and negotiations are underway
                                               with our partners Hanover Housing to develop the scheme into an
                                               extra care facility for older people including 14 new units for older
                                               people with mental health problems.

                                               A programme to upgrade the communal facilities of council sheltered
                                               schemes was implemented. In 2004 Havelock Street and Pilmoor
                                               Green benefited by a total redesign and refit of the communal
                                               kitchens and installation of accessible toilets, Tennyson Garden a
                                               redesigned and fitted kitchen. Dinsdale Court an enlarged and
                                               redesigned kitchen through lounge, accessible toilets, laundry and
                                               creation of a warden’s office and assisted bathing area.

                                               A programme has commenced to create or upgrade the communal
                                               bathing facilities at the council’s sheltered schemes to provide
                                               accessible and comfortable bathing facilities and reduce the need to
                                               adapt individual properties.




   DARLINGTON BOROUGH COUNCIL
                                                                                                                                                      107




                                                             Number of older people helped to live at home per 1,000
                                                                      population aged 65 and over (BV54)


                                       120


                                       100
Number per 1,000 population aged 65+




                                       80                                                                                               2003/04
                                                                                                                                        All English
                                                                                                                                        Best Quartile
                                       60                                                                                               2003/04
                                                                                                                                        All English
                                                                                                                                        Average
                                       40                                                                                               Darlington


                                        20


                                         0
                                         1997/98   1998/99       1999/00   2000/2001      2001/02   2002/03   2003/04   2004/05
                                                                                   Year




                                        Educational qualifications of children looked after by reference to the % of young people

                                           leaving care aged 16 or over with at least 1 GCSE at grades A*-G, or GNVQ (BV50)


                                                       80


                                                                                                                        2003/04
                                                       60                                                               All English
                                                                                                                        Best Quartile
                                                                                                                        2003/04
                                                   %




                                                       40                                                               All English
                                                                                                                        Average
                                                                                                                        Darlington
                                                       20


                                                        0
                                                       2000/01      2001/02     2002/03       2003/04   2004/05
                                                                                   Year




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108




Council plans for improvement


 Community Strategy theme: Improving health and well-being
        Corporate Objectives                        Priority                                   PIs
 Shaping a better Darlington.       Ensure that a greater proportion of      Admissions to residential care
                                    adult service users are supported to     over 65 (SS13/PAF-C26)
                                    live safely and independently within
                                                                             Older people helped to live at home
                                    their homes.
                                                                             (BV54/PAF-C32).
                                    Ensure strategies are in place which     Adults with physical disability helped to
                                    commission, purchase and monitor an      live at home (SS15/PAF-C29).
                                    adequate supply of appropriate cost
                                                                             Direct Payments (BV201/PAF-C51).
                                    effective and safe health and social
                                    care provision; working with a           Percentage of items of equipment
                                    range of partners where possible.        delivered in 7 days (BV56/PAF-D54).
                                                                             Older people with mental health
                                    Improve life chances, employment         problems helped to live at home
                                    prospects and protect vulnerable         (SS6/PAF-C31).
                                    service users from potential abuse;
                                    ensuring effective safe-guarding         Acceptable waiting times for packages
                                    systems are in place for contracting,    of care (BV196/PAF-D56).
                                    monitoring and reviewing of all          Clients receiving a review
                                    services.                                (SS18/PAF-D40).
                                                                             Admissions to residential care
                                                                             over 65 (SS13/PAF-C26).
                                                                             Intensive home care (BV53/PAF-C28).
                                                                             Older people helped to live at home
                                                                             (BV54/PAF-C32).
                                                                             Adults with physical disability
                                                                             helped to live at home (SS15/PAF-C29).
                                                                             Percentage of items of equipment
                                                                             delivered in 7 days (BV56/PAF-D54).
                                    Increase physical activity and improve   Percentage of trips made by Darlington
                                    fitness by promoting walking and         residents by walking and cycling (DE61
                                    cycling as viable transport options.     & DE62).
                                    Ensure that appropriate workforce        100% of PDRs completed (CR4a).
                                    development processes resulting in
                                                                             Number of private sector dwellings
                                    effective staff recruitment and
                                                                             that are returned into occupation or
                                    recruitment outcomes.
                                                                             demolished during the year as a direct
                                                                             result of action by the local authority
                                    Improve standards within the private
                                                                             (BV64).
                                    sector.
                                                                             Increase number of Heat Efficient
                                                                             Homes (CS45).
                                                                             Number of private sector dwellings
                                                                             made fit (CS118a).




   DARLINGTON BOROUGH COUNCIL
                                                                                                                      109




Council plans for improvement


 Community Strategy theme: Improving health and well-being
         Corporate Objectives                       Priority                                       PIs
 Providing excellent services.      Identify individuals with needs who are     Clients receiving a review
                                    eligible for public support, to assess      (SS18/PAF-D40).
                                    those needs accurately and
                                    consistently and to review packages of      Percentage of people receiving a
                                    care to ensure that they are                statement of needs and how they will
                                    appropriate, cost efficient and             be met (BV58/PAF-D39).
                                    effective.
                                                                                Percentage of items of equipment
                                                                                delivered in 7 days (BV56/PAF-D54).

                                                                                Direct Payments (BV201/PAF-C51).

                                                                                Acceptable waiting times for packages
                                                                                of care (BV196/PAF-D43).

                                                                                Promote race equality (BV2b).
                                    Develop floating support services and
                                    accommodation services for people           Provide floating support to people with
                                    with drug and alcohol misuse                drug and alcohol problems (CS127).
                                    problems.
 Putting the customer first.        Ensure that service users are enabled       Direct Payments
                                    to make choices, to include access to       (BV201/PAF-C51).
                                    direct payments, which improve quality
                                    of life, and to assist informal carers to   Services for carers (SS17/PAF-D62).
                                    continue with support/care
                                    independently for as long as they and
                                    the service user wish.

                                    Ensure that effective mechanisms for Complaints (SS19).
                                    dealing with comments and complaints
                                    are in place.

 Ensuring access for all.           Develop services for older people.          Internal refurbishment of Sheltered
                                                                                Housing Schemes (CS48).

                                                                                Uptake of the Lifeline service (CS50).




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110




Key actions


                                                  Portfolio Holder/     Date for       Measure
 Action
                                                  Lead Officer          Completion     of Success
 Increase number of heat efficient homes.         Cllr Dixon            March 2006     BV63,
                                                  Pauline Mitchell                     CS45, CS118a
 Work with our partners to tackle obesity,        Cllr Vasey            March 2006     Community
 smoking cessation and alcohol abuse.             Steve Thompson                       Strategy
                                                                                       targets
 Expand GEM into the community and                Cllr Vasey            March 2006     CS49b
 implement the action plan for GP referral        Jill Walton &
 scheme. Key partners choosing Health             Emma Coleby
 Services on prescription.
 Refurbish 10 Sheltered/Good Neighbour            Cllr Dixon            March 2006     CS48
 Communal Facilities.                             Jill Walton
 Develop Lifeline Service.                        Cllr Dixon            March 2006     CS50
                                                  Jill Walton
 Develop floating support for people              Cllr Dixon            October 2005   CS127
 with drug or alcohol problems.                   Anthony Sandys &
                                                  Commissioning
                                                  DAAT Manager
 Extend the range of services available to     Cllr Thistlethwaite      October 2005   BV54, BV56,
 increase the number who are helped to live at Daljit Lally                            BV53,
 home.                                                                                 BV201
                                                                                       SS6, SS13, SS15
 Maintain zero waiting times for occupational     Cllr Thistlethwaite   March 2006     BV196, SS18
 therapy assessment.                              Daljit Lally
 Identify individuals with needs who are          Cllr Thistlethwaite   March 2006     BV58,
 eligible for public support, to assess those     Daljit Lally                         BV196,
 needs accurately and consistently and to                                              BV201,
 review packages of care to ensure that they                                           BV196, BV2b,
 are appropriate, cost efficient and effective.                                        SS17, SS18

 Improve permanence planning and the              Cllr McEwan           March 2006     SS12/PAF-D35
 stability of Looked after children’s             Alison Walton
 placements.
 Reduce spend on external placements.             Cllr McEwan           March 2006     BV51/PAF-B8
                                                  Alison Walton




   DARLINGTON BOROUGH COUNCIL
                                                                                                                      111




ENHANCING THE LOCAL ENVIRONMENT                               with residents to identify and tackle their priorities. The
                                                              street cleaning service is moving to neighbourhood-based
Our aim is to create a more attractive environment that is    teams with a ‘caretaker’ ethos, and we will be expanding
safe, clean and tidy as well as a more healthy and diverse    this approach across other street services.
natural environment.
                                                              This ‘liveability’ focus on maintenance is complemented
Context                                                       by the work of the planning service, which works to
                                                              secure the best possible design in new development. The
The quality of Darlington’s environment is a key factor in    management of our own projects, like Pedestrian Heart,
promoting the borough and attracting inward investment        uses designers of national reputation to add to the quality
through the Darlington Gateway strategy. The challenge        that already exists, and we continue to secure funding to
is to manage change so as to safeguard and further            help property owners restore buildings in key locations.
improve the borough’s attractiveness whilst
accommodating the development that Darlington needs           In terms of environmental sustainability, we have been
to ensure social and economic sustainability in the future.   successful in limiting the expansion of built-up areas by
We also need to ensure that a quality environment is          securing the reuse of previously developed land instead of
available to all our residents, and is not just a             green fields for new development. The recycling and
characteristic of the town centre and the more historic or    composting of household waste instead of landfill also
prosperous areas. Environmental quality is an issue of        contributes to sustainability, and our performance in this
social inclusion and is part of our strategy to improve the   respect is continuing to improve.
most deprived parts of the borough. The Council
recognises that what matters most to people is                We have a responsibility for looking after the natural as
‘liveability’, achieved through effective maintenance and     well as the built environment. A total of seven Local
management to achieve clean, well-maintained streets          Nature Reserves have now been declared in the borough,
and tackle anti-social behaviour.                             and two large areas of community woodland have been
                                                              created. We are taking opportunities to introduce
We are looking to build on the progress we have made          management of biodiversity rather than amenity
with our award-winning litter initiative and innovative       grassland into more areas of open space where this is
warden service, by getting the various street-based           appropriate.
services more ‘joined-up’, and engaging more effectively



     SOUTH PARK REVAMP
         CONTINUES
   Work on the restoration of
   South Park is well
   underway. The £3.9 million
   project has already seen
   fencing and gates restored
   or renewed and the lake
   drained and dredged. The
   bandstand has been
   removed for refurbishment
   and work has started on
   the terracotta fountain. The
   new children’s play area has
   been completed and an
   education area is being
   created to provide a
   community study centre.




                                                                                  CORPORATE PLAN & BVPP 2005/2006
112




High level summary of performance 


                                                                                                           Progress against
 Corporate objective                 Priority                                                PIs
                                                                                                               targets
  Shaping a                          Clean, safe streets, parks and open spaces.             BV82a                ●
  better Darlington.                 An environment that is healthy and sustainable.         BV82b                ●
                                     Increase recycling/ composting and minimise landfill.   BV82d                ●
                                                                                             BV84                 ●
                                                                                             BV106                ★
                                                                                             BV199                ★
                                                                                             DE6                  ●
 Providing excellent services.       Provide positive problem-solving services to meet       BV86                 ★
                                     statutory duties, local needs and council priorities.   BV87                 ●
                                     Maintain an improved planning service.                  BV109a               ▲
                                     Ensure an efficient waste management collection         BV109b               ▲
                                     service.                                                BV109c               ●
                                                                                             CS12                 ★
                                                                                             CS23                 ★
                                                                                             DE10                 ★
 Putting the customer first.         Operate services in an open accountable and             BV89                 ●
                                     responsive manner.                                      BV90a                ●
                                     Achieve high customer/ user satisfaction levels.        BV90b                ▲
                                                                                             BV90c                ●
                                                                                             BV111                ●
                                                                                             BV119                ▲
                                                                                             CS26                 ●
                                                                                             CS27                 ●
                                                                                             DE16                 ●
 Ensuring access for all.            An environment that is accessible for all.              BV156                ▲
                                                                                             BV165                ●
 Overall Progress against aim.                                                                                    ★




                                          WEST PARK – PARTNERSHIP IN ACTION
      This time last year, West Park was an ambitious and imaginative concept. Whilst things were starting to take
      shape on the ground, the project was more promise than action at that stage. A year on, and the concept,
      underpinned by an innovative partnership between the Council and the developer, is becoming reality. A whole
      new neighbourhood is appearing in place of the Darchem works and tip, changing the landscape with a hilltop
      park, crowned by the sculptures of the ‘Trinity Stones’. Eventually West Park will be a sustainable community of
      600 dwellings, with its own shops, community and medical facilities. In the past year the new hospital has
      opened, providing a state-of-the art mental health facility for South Durham, and Alderman Leach School
      transferred to its new home at the beginning of 2005. Around 70 of the dwellings are already completed, with
      house type designs unique to West Park, and bus services and transport infrastructure have been provided. The
      Arts Strategy ‘Caring Sharing Daring’, uses sculpture and words to bring a unity to West Park and tie it into
      Darlington’s heritage.




  DARLINGTON BOROUGH COUNCIL
                                                                                                                     113




More detail on outcomes secured and other achievements 


Priority                                      Outcome/achievement
Clean, safe streets, parks and open spaces.   ● Implemented LPSA target (BV199) - the target for cleanliness of land
                                                and highways was achieved.
                                              ● Funding of Pedestrian Heart secured and planning completed –
                                                scheme is now being implemented and will result in a safer and more
                                                attractive town centre environment.
                                              ● Additional £250,000 revenue invested in footway improvements and
                                                £2.5 million prudential borrowing secured for 3 year programme to
                                                start in 2005/06 to address low satisfaction ratings on road and
                                                footway condition.
                                              ● An average of only 0.81% of streetlights not working helped to make
                                                the environment safer.
                                              ● The condition of all categories of road, measured using national,
                                                independent surveys, was further improved; and all categories are now
An environment that is healthy and              amongst the best in the country.
sustainable.                                  ● Development of West Park as a sustainable community progressed
                                                during the year – major new park largely completed, new hospital and
                                                school opened, housing under construction on two sites, bus service
                                                operational and comprehensive foot and cycle path network installed;
                                                the arts strategy has been implemented across all components.
                                              ● Four new statutory Local Nature Reserves declared at Maidendale,
                                                Geneva Wood, Brankin Moor and Rockwell, bringing total number of
                                                LNRs in town to six, and seven in borough.
                                              ● The target for locating new housing development on previously
                                                developed land rather than green fields was easily achieved, with 84%
                                                of all new dwellings completed during the year built on ‘re-used’ land.
                                              ● Northgate Heritage Economic Regeneration Scheme completed in
                                                March 2005; funding secured for a further 2 year building renovation
                                                grant scheme for Northgate.
Increase recycling/ composting and            ● Grant scheme introduced for enhancement of buildings around the
minimise landfill.
                                                Pedestrian Heart.
                                              ● Over 18% of household waste was recycled or composted, achieving
                                                our target and breaking through a key government performance
                                                threshold (BV82a,b&d).
                                              ● The amount of waste collected was kept well within target at 523.4kg
                                                per head of population.
                                              ● Of the 51,400 tonnes of household waste generated, just under 82%
                                                was sent to landfill, the lowest percentage to date; the Council will be
                                                seeking to continue to reduce landfill as it prepares for the new waste
                                                disposal contract to be let for 2009 onwards.
                                              ● £750,000 was secured from DEFRA to enable the Civic Amenity
                                                Site to be extended and upgraded, with enhanced provision for
                                                recycling and composting.
                                              ● The highly regarded kerbside recycling scheme, established in
                                                2003/04, was consolidated and a recycling boost programme was
                                                carried out to achieve increased usage.




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 More detail on outcomes secured and other achievements 


 Priority                                       Outcome/achievement
 Provide positive problem-solving services to   ● The responsive and proactive planning service has supported progress
 meet statutory duties, local needs and           of Darlington Gateway, with planning permissions achieved for the
 council priorities.                              Argos development, the new Darlington College and the Pedestrian
                                                  Heart.
                                                ● The Argos development was progressed very quickly from initial
                                                  enquiry to construction, despite requiring a major archaeological
                                                  excavation of the site – what Argos called the Council’s ‘Can Do’
                                                  approach.
 Maintain an improved planning service.         ● At the same time as achieving quality outcomes for major schemes,
                                                  the service surpassed its target of determining 80% of
                                                  domestic/householder planning applications within 8 weeks (BV109c).
                                                ● However, the speed of processing of major/commercial applications
                                                  fell below target and is the focus for improvement in 2005/06
                                                  (BV109a).
                                                ● The quality of service was underlined by a high score (83%) against the
                                                  government’s Quality of Service checklist (BV205).
                                                ● There was significant progress, reflected in the checklist score, in
                                                  enabling electronic delivery of the planning service.
                                                ● Only 17% of appeals against refusals of planning permission were
                                                  upheld, underlining the consistent quality of decision making (BV204).
                                                ● Preparation of the new Local Development Framework was progressed
                                                  in accordance with the project timetable
                                                ● Government awarded Planning Delivery Grant of £143,000 for 2005/06
                                                  on the strength of the Council’s performance in 2004/05, and this will
                                                  be increased in recognition of progress with the preparation of the
                                                  Local Development Framework; however PDG award is less than last
                                                  year and the focus on improving application determination rates in
                                                  2005/06 will help to increase PDG for 2006/07.
                                                ● The urban design and conservation aspects of the planning service
 Ensure an efficient waste management             were reinforced with new appointments of staff to fulfil the roles of
 collection service.                              Design Champion and Historic Environment Champion.
                                                ● The cost of waste disposal, at £30.03 per tonne, was well below the
                                                  average of £39.18 for all English authorities (BV87).
                                                ● The number of missed household waste collections per 100,000
                                                  collections was only 18.33 compared to a target of 30 (CS12).
                                                ● The target for removing incidents of fly tipping within 1 day was
                                                  achieved.
 Operate services in an open accountable        ● The policy of strong enforcement against littering was continued and
 and responsive manner.                           extended with a campaign against smoking-related litter.
 Achieve high customer/ user satisfaction       ● Satisfaction with street cleanliness rose from 57.9% of survey
 levels.                                          respondents stating they were satisfied in 2003/04, to 61% in
                                                  2004/05; however the target of 71% was not achieved (BV89/CS135).
                                                ● Satisfaction with refuse collection improved from 78.5% in
                                                  2003/04 to 84% in 2004/05, although this fell short of the very
                                                  ambitious target that we set for the year (CS137).



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More detail on outcomes secured and other achievements 


Priority                                     Outcome/achievement
                                             ● An ambitious target was also set for increasing satisfaction with
                                               children’s play areas. This wasn’t achieved, but satisfaction did
                                               improve to 32% (CS26).
                                             ● The first phase of a £60,000 programme of refurbishment of play areas
                                               was carried out, to address low satisfaction, with new facilities at
                                               Alderman Crooks and North Lodge Parks.
                                             ● Road and pavement maintenance is also an area of low satisfaction;
                                               despite the continued improvement in the measured condition of
                                               roads and pavements, satisfaction fell during 2004/05 – this will be
                                               addressed in the coming year (DE16a/DE16b).
                                             ● Satisfaction with the planning service remains high at 87% (BV111).
An environment that is accessible for all.   ● At the end of the year 75% of all Council buildings open to the public
                                               have been improved and are classed as suitable for and accessible to
                                               disabled people; this does not achieve the target we set for the year of
                                               85% of buildings, but it is in the best 25% of all English authorities
                                               (BV156).
                                             ● Significant progress has been made in adapting roads to enable
                                               disabled people to have increased mobility; 97% of signaled pedestrian
                                               crossings now have tactile and/or audible aids for disabled people
                                               (BV165).
                                             ● The first year of the five year ‘Town on the Move’ project has been
                                               implemented; the project focuses on opening up travel choice, so that
                                               people without access to a car are less disadvantaged, and tackling
                                               congestion.
                                             ● New foot and cycle paths have been provided at Cockerton, West Park,
                                               Cemetery Lane and Hurworth/Neasham to enhance accessibility for
                                               all.




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Areas for improvement                                             External recognition
The key areas of improvement for the coming year revolve
                                                                  The Audit Commission’s recent corporate assessment
around improving the linkage and co-ordination of all the
                                                                  report on the Council commented that:
Council’s on-street services; improving public satisfaction
with particular aspects of the local environment; and             “Performance in environmental services is generally good.
addressing workload issues to match the quality and               Environmental improvements are recognised by the public,
effectiveness of the planning service with faster                 including improvements to the condition of highways,
determination rates for major applications.                       enhanced recycling facilities and environmental
                                                                  regeneration such as the former industrial site of West
Two former Best Value Reviews, Street Safety and the
                                                                  Park”.
unfinished Street Environment, have been brought
together into a single ‘Street Scene’ exercise to be
                                                                  In the 2004 Community Survey, satisfaction levels with
conducted during 2005/06. The aim is to drive
                                                                  environmental services were high. More than 80% of
improvement on the localised street issues that most
                                                                  respondents expressed satisfaction with street lighting,
concern residents – litter, routine maintenance, anti­
                                                                  refuse collection, recycling facilities and upkeep and
social behaviour – and increase efficiency by bringing
                                                                  appearance of the town centre. Net satisfaction with
cleansing, highway and warden services together arounda
                                                                  recycling facilities leapt up by 40% following the
shared neighbourhood ‘caretaker’ role. An action plan is
                                                                  introduction of the kerbside-recycling scheme during the
already in place for reorganising street cleaning into
                                                                  previous year.
neighbourhoods, and we need to adapt and develop this
approach to link other services into it.                          In the 2004 Comprehensive Performance Assessment, the
                                                                  score for the Environment Service block was consolidated
Low satisfaction ratings on some aspects of the local
                                                                  at 3 out of 4. Performance on recycling and composting of
environment, particularly road and pavement
                                                                  household waste broke through the Government’s target
maintenance and children’s play facilities, are at odds with
                                                                  for Darlington of 18% for the first time, whilst cleanliness
measured performance. We need to focus on residents’
                                                                  standards in streets and open spaces improved by more
concerns and get better at engaging and communicating
                                                                  than 30%.
with residents about what needs to be done and the
progress we’re making. This needs to be progressed as
part of the larger Street Scene project.
The performance of key services will be monitored and
improved. Performance on speed of determination of
major planning applications (BV109a and BV109b) has
been held back by significant workload increases over the
last two years. Additional staffing and workload
management arrangements have been put in place, and
we will be looking to achieve improvement in 2005/06.
We will also be seeking to sustain the ongoing increases
in recycling and composting of waste.




Progress against planned actions

 What we planned to do in 2004/05                     Did we deliver?
 Develop an improvement plan for street services      No – Composite review of street environment and street safety
 from the ongoing Street Environment BVR and          progressed during year but deferred into a broad Street Scene review
 review of Warden Service.                            of all street-based services in 2005/06.
 Improve the standards of street cleanliness          Yes – Standard of street cleansing throughout the Borough improved
 within target areas - LPSA Target.                   with overall customer satisfaction rising to 57.9% (BV89), and an
                                                      improvement to 19% for BV199 from the previous year of 28%.



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Progress against planned actions 


 What we planned to do in 2004/05                      Did we deliver?
 Introduce zonal cleansing and implement Street        Yes – A pilot zonal cleansing approach was launched on Bank Top,
 Litter Initiative programme.                          Eastbourne, Lascelles, Lingfield and Middleton St George. The aim of
                                                       a zonal system is to introduce more flexibility into the way in which
                                                       the streets and open spaces of the Town are managed and cleaned.
                                                       The scheme brings together a team who have responsibility for
                                                       keeping streets and parks clear, tidy and litter free. The team has
                                                       responsibility for emptying litterbins and cleaning up graffiti and fly
                                                       tipping.
                                                       The pilot approach to zonal cleansing has worked extremely well.
                                                       Prior to commencing, litter classification of Grade C (which is
                                                       unacceptable standard), the latest full inspection, classification is now
                                                       Grade B (which is an acceptable standard).
                                                       The Street Litter Initiative campaign is ongoing. In addition a dog
                                                       fouling campaign was launched alerting the public that failure to clear
                                                       up dog fouling may result in a fixed penalty of £50. The Smokers Code
                                                       was also launched to encourage smokers to dispose of smoke litter in
                                                       the bins provided. To assist in these campaigns the council has
                                                       installed extra cigarette and litter bins throughout the town and has
                                                       held special litter awareness days.
 Develop street initiatives to improve satisfaction    Yes – Community Partnerships in Darlington’s Priority wards and
 with streets and street issues.                       schools in Darlington have been involved in litter picking initiatives.
                                                       These initiatives were part of the ongoing anti-litter campaign.
                                                       Additional £250,000 revenue put into pavement improvements in
                                                       2004/05 – used to address immediate pavement trip and flooding
                                                       problems, and to set up an intensive 3 year programme of pavement
                                                       improvement starting in 2005/06 using £2.5 million of prudential
                                                       borrowing secured in 2004/05.
 Implement parks and Open Spaces Strategy              Yes – The Parks and Open Spaces Strategy will be superseded by a
 Action Plan and phase 2 of South Park                 new Open Space Strategy following Best Practice Guidance and
 restoration.                                          Planning Policy Guidance. The existing action plan within the
                                                       existing draft Parks and Open Spaces Strategy continued to be
                                                       delivered with a number of improvements achieved.
                                                       Phase 2 of South Park is well underway, the lake has been drained and
                                                       restoration work has started to the historical structures of the park,
                                                       which includes the bandstand and fountains. The new play area
                                                       opened at Easter 2005 and has proved to be extremely popular with
                                                       residents and visitors to the area.

 Increase satisfaction with outdoor play facilities.   Yes – Satisfaction with outdoor play facilities has increased slightly.
                                                       Improvements to outdoor play facilities have been undertaken. The
                                                       refurbishment of North Lodge play was completed using funds from a
                                                       Transforming Your Space Grant. The new play area includes a range of
                                                       new play equipment that is designed to be more accessible to a wider
                                                       section of the community. In addition the first phase of a £60,000
                                                       council project to refurbish five children’s play areas was completed.




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Progress against planned actions 


 What we planned to do in 2004/05                    Did we deliver?
 Improve refuse collection, participation in         Yes – Recycling promotion staged during year. Participation in
 kerbside recycling and minimise liability for       recycling and composting combined has exceeded targets and is
 landfill tax.                                       contributing towards limiting liability for Landfill Tax. Funding has
                                                     been secured to enable the Civic Amenity Site to be expanded and
                                                     improved, with the specific purpose of increasing recycling/
                                                     composting at the site.
 Implement the Waste Strategy and work towards Yes – The current waste service, incorporating the kerbside recycling
 development/ letting of new waste disposal    service and working towards improvement of the CAS, accords with
 contract.                                     the Waste Strategy. Work is ongoing on identifying and appraising
                                               options for a new waste disposal contract to be let for
                                               implementation from 2009 when the current contract expires.

 Progress the preparation of the new Local           Yes – Extensive consultation carried out and ‘Statement of
 Development Framework.                              Community Involvement’ published. Local Development Scheme,
                                                     setting out timetable for preparing the LDF, agreed with Government
                                                     office and progress during the year has been in accordance with the
                                                     scheme.
 Maintain the performance of the Planning            Yes – Performance improved and target achieved for speed of
 Service in terms of the timeliness and quality of   determination of domestic/ householder applications, but remained
 decisions.                                          below target for major and commercial applications. The low
                                                     percentage of appeals upheld against refusal of planning permission
                                                     indicates that the service is producing quality decisions, whilst high
                                                     customer satisfaction ratings, acknowledgement from business
                                                     applicants and a score of 83% (BV205) against the Quality of Service
                                                     Checklist indicate a high quality of service provided to customers.

 Carry out environmental improvements to             Yes – Funding earmarked for these schemes was diverted to the
 Parkgate and Northgate railway bridges.             Pedestrian Heart, in order to ensure that funding pressures on the
                                                     much higher priority town centre scheme could be overcome and
                                                     sufficient finance could be secured to enable it to proceed. Also the
                                                     Central Park scheme may require access works to the Parkgate
                                                     retaining walls, and any improvements to the bridge would now be
                                                     premature until the details of any access arrangements for the
                                                     southern end of Central Park emerge in the future. Both bridges have
                                                     been equipped with anti-bird netting to combat hygiene and
                                                     environmental problems for pedestrians under the bridges.

 Implement the Northgate Heritage Economic           Yes – The 3 year run of the scheme ended in March 2005, with a
 Regeneration Scheme.                                number of properties having benefited from improvement grants. A
                                                     further 2 year Conservation Programme has been established with
                                                     funding from English Heritage.

 Respond to community requests for improved          Yes – A number of requests have resulted in stronger or additional
 street lighting.                                    lighting units being installed. In addition, the white light replacement
                                                     programme has continued, improving the quality of lighting whilst
                                                     reducing energy use and light pollution. The target for minimising the
                                                     number of lights not working was achieved.
 Encourage development on previously                 Yes – 84% of new dwellings completed during 2004/05 were built on
 developed land.                                     previously developed land, against a target of 60%.
 Apply for Northumbria in Bloom.                     Yes – The Authority was runner-up for 2004/2005 for Northumbria In
                                                     Bloom. An application has been placed for 2005/2006.

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                                                                                                                                                              119




                                                     LITTER INITIATIVE GOES FROM                     is to be rolled out across the borough in 2005/06. The
                                                        STRENGTH TO STRENGTH                         comprehensive ‘Street Scene’ review of street services
                                                                                                     will link cleaning with street maintenance and warden
    The Council’s award winning litter initiative, featured                                          services to provide a co-ordinated focus on localised
    on the BBC’s ‘Real Story’ series, was progressed during                                          environmental issues, better engagement with
    2004/05 from a high profile campaign to an integral                                              residents, and a visible, responsive Council presence
    part of the mainstream street cleansing service. A                                               on the streets. There was further improvement last
    pilot scheme to reorganise street cleaning on a                                                  year in satisfaction with street cleanliness and the
    neighbourhood basis, focused on a caretaker ethos                                                Council will strive for further improvements in the
    rather than a service specification, was successful, and                                         coming year.




                                                         Percentage of household waste recycled and composted (BV82a/BV82b)

                                              22



                                              20



                                              18



                                              16

% of household waste recycled and composted




                                              14
                                                                                            2003/04
                                                                                                                                             All English
                                                                                                                                             Best Quartile
                                              12
                                                                                            2003/04
                                                                                                                                             All English
                                                                                                                                             Average
                                              10
                                                                                            Darlington



                                               8



                                               6



                                               4



                                               2



                                               0

                                               1997/98     1998/99   1999/00   2000/2001   2001/02    2002/03     2003/04    2004/05

                                                                                       Year





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Council plans for improvement


 Community Strategy theme: Enhancing the local environment
        Corporate Objectives                       Priority                                     PIs
 Shaping a better Darlington.      Streets and open spaces that are clean,   Percentage of people satisfied with
                                   throughout the borough.                   cleanliness standards
                                                                             (BV89/ CS135 - LPSA).
                                                                             Cleanliness of land and highways
                                                                             (BV199a - LPSA).
                                                                             The proportion of relevant land and
                                                                             highways expressed as a percentage
                                                                             from which unacceptable levels of
                                                                             graffiti is visible (BV199b).
                                                                             The proportion of relevant land and
                                                                             highways expressed as a percentage
                                                                             from which unacceptable levels of fly
                                                                             posting are visible (BV199c).
                                                                             The year on year reduction in total
                                                                             number of incidents and increase in
                                                                             total number of enforcement actions
                                                                             taken to deal with fly tipping (BV199d).
                                   Streets that are safe by being well       Percentage of abandoned vehicles
                                   maintained and well lit.                  removed within 24 hours of legal
                                                                             entitlement to remove (BV218b).
                                                                             Condition of unclassified roads
                                                                             (BV224b).
                                   A healthy and sustainable                 Rectification of street lighting faults –
                                   environment.                              non DNO (BV215a).
                                                                             Percentage of streetlights not working
                                                                             as planned (DE6).
                                                                             Percentage of new homes built on
                                   Increased recycling and composting        previously developed land (BV106).
                                   and reduced landfill.
                                                                             Identifying contaminated land –
                                                                             number of sites of potential concern
                                                                             (BV216a).
                                                                             Percentage of household waste
                                                                             recycled – (BV82ai).
                                                                             Percentage of household waste
                                                                             composted – (BV82bi).
                                                                             Percentage of household waste
                                                                             landfilled (BV82di).
                                                                             Household waste collected in kgs per
                                                                             head (BV84).




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Council plans for improvement


 Community Strategy theme: Enhancing the local environment
        Corporate Objectives                       Priority                                  PIs
 Providing excellent services.     Positive, problem solving services     Percentage of major/minor/other
                                   pursuing local needs and Council       applications determined in 13/8/8
                                   priorities whilst meeting statutory    weeks (BV109a/b/c).
                                   duties.                                Percentage of Building Control
                                                                          applications checked and response
                                                                          given within 21 days/35 days (DE10a&b).
                                                                          Percentage of planning appeals allowed
                                                                          against the authority’s decision to
                                                                          refuse (BV204).
                                                                          Quality of planning services checklist
                                                                          (BV205).
                                                                          Satisfaction of Children’s Play area
                                                                          (CS26).
                                                                          The proportion of planned repairs and
                                   Undertake a review of all aspects of   maintenance expenditure on HRA
                                   the Building Service.                  dwellings compared to responsive
                                                                          maintenance expenditure on HRA
                                                                          dwellings (BV211a).
                                                                          Average weekly repair cost (CS21).
                                                                          Percentage of repair appointments
                                   An efficient and effective waste       kept (CS151).
                                   management collection service.         Cost of waste collection/disposal
                                                                          (BV86/BV87).
                                                                          Missed household collections (CS12).
                                                                          Percentage of households resident in
                                                                          the borough served by a kerbside
                                                                          collection of recyclables (BV91a).
 Putting the customer first.       Operate services in an open,           Percentage of people satisfied with
                                   accountable and responsive manner,     cleanliness standards (BV89/CS135-
                                   and seek to achieve high levels of     LPSA).
                                   customer satisfaction.                 Satisfaction with the upkeep of the
                                                                          town centre (CS27).
                                                                          Satisfaction with Refuse Collection
                                                                          (BV90b/CS138).
                                                                          Satisfaction with waste collection/
                                                                          recycling facilities/Civic Amenity Site
                                                                          (BV90a/b/c/CS137/CS138).
                                                                          Satisfaction with planning service
                                                                          (BV111).
                                                                          Satisfaction with children’s play areas
                                                                          (CS26).
                                                                          Satisfaction with road/pavement
                                                                          maintenance (DE16a/b).




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Council plans for improvement


 Community Strategy theme: Enhancing the local environment
                                                  Corporate Objectives                          Priority                               PIs
 Ensuring access for all.                                                      An environment that is accessible     Percentage of Council buildings open to
                                                                               for all.                              the public that are suitable for and
                                                                                                                     accessible to disabled people (BV156).
                                                                                                                     Percentage of pedestrian crossings with
                                                                                                                     facilities for disabled people (BV165).




                                                                         Number of Planning Applications Determined


                                               1400

                                                                                                                                                Major
  Number of Planning Applications determined




                                               1200

                                                                                                                                                Minor

                                               1000
                                                                                            Other

                                                                                                                                                Total
                                               800



                                               600



                                               400



                                               200


                                                  0

                                                        2000/01      2001/02          2002/03              2003/04   2004/05
                                                                                         Year




           DARLINGTON BOROUGH COUNCIL
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Key actions


                                                 Portfolio Holder/   Date for           Measure
 Action
                                                 Lead Officer        Completion         of Success
 Integrate service delivery around street        Cllr Harker         March 2006         BV89/CS135 (LPSA)
 cleansing, refuse and grounds maintenance.      Ian Thompson                           BV199a (LPSA)
                                                                                        BV199b/c/d
 Conclude ‘Street Scene’ review; link            Cllr Harker/        January 2006       BV199a/b/c/d
 integrated street cleansing/refuse/grounds      Cllr Wallis/                           BV89
 maintenance service with highway                Cllr Dixon                             DE16a/b
 maintenance and warden services to co­          Ian Thompson/
 ordinate all street services with a focus on    Bill Westland
 residents’ ‘liveability’ issues.
 Rationalise and improve the quality of play     Cllr Harker         September 2005     CS25
 areas.                                          Ian Thompson
 Implement the waste strategy to minimise         Cllr Harker        Ongoing/ July      BV82di
 Landfill Tax liability and cost of Biodegradable Bill Westland/     2008 for letting   BV84a/b
 Waste Permits, and progress preparations for Ian Thompson           new contract       BV86, BV87
 new Waste Disposal Contract.
 Improve kerbside recycling performance.         Cllr Harker         2005/06            BV82ai/ii
                                                 Bill Westland
 Implement Litter Initiative Action Plan         Cllr Harker         2005/06            BV89
 2005/06.                                        Shane Shrimpton/                       BV199a/b/c/d
                                                 Barry Pearson
 Implement arrangements and targets for          Cllr Harker         2005/06            BV218a/b
 dealing with abandoned cars.                    Barry Pearson
 Implement new requirements to identify and      Cllr Harker         2005/06            BV216a/b
 monitor contaminated land.                      Wendy Lilico
 Progress preparation of Local Development       Cllr Lyonette       Submit LDF to      BV200a/b/c
 Framework in accordance with Local              Steve Petch         SoS August 2006
 Development Scheme.
 Maintain the quality of the planning service    Cllr Lyonette       2005/06            BV109a/b/c
 and its outcomes, and improve the speed of      Steve Petch                            BV111
 determination of major/commercial                                                      BV204
 applications.                                                                          BV205
 Progress the implementation of the              Cllr Lyonette       2007               CS27
 Pedestrian Heart.                               Richard Alty
 Implement the grant schemes to support          Cllr Lyonette       2008(PH)           CS27
 improvements to buildings bordering the         Steve Petch         2007(NG)
 Pedestrian Heart, and in Northgate.
 Carry out consultation and                      Cllr Wallis         2008               BV187
 develop/implement programme to address          John Ray                               DE16b
 pavement maintenance issues and increase
 public satisfaction.




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DEVELOPING AN EFFECTIVE                                             ●	 Investment in road infrastructure remains a priority
TRANSPORT SYSTEM                                                       where it is needed to support the Darlington Gateway
                                                                       Strategy, prepare sites for inward investment and
Our aim is produce a safe and effective transport system
                                                                       facilitate the road transport that is essential to a
that balances the needs of all users.
                                                                       thriving economy.
Context                                                             ●	 Making sure that the borough’s facilities are accessible
Transport policy and investment has a key role to play in              to everyone, including children, older people and
working towards the aims and priorities of the                         people with impaired mobility, and that people are not
Community Strategy for Darlington. It is central to                    disadvantaged by not having access to a car.
achieving a balance of social, economic and
                                                                    ●	 Maintaining and adapting the transport infrastructure
environmental sustainability. Our transport strategy is
being built around the concept of accessibility, focused on            is also a high priority, to make sure it is safe, can
enabling everyone to access jobs, shopping, health and                 accommodate the traffic that needs to use it, and that
other facilities. This requires a comprehensive approach               it doesn’t detract from the quality of the environment
to transport provision that allows choice for individuals,             and people’s perceptions of, and satisfaction with,
so that lack of accessibility and transport deprivation is             their neighbourhood.
minimised.                                                          This balanced strategy is being built into the second Local
This context is especially significant in Darlington.               Transport Plan, currently being prepared for submission
Despite increasing prosperity in recent years, Darlington           to Government, and covering the period 2006-2012.
still has relatively low car ownership and high (although           The Darlington ‘Town on the Move’ national
falling) bus patronage. Car ownership and use is still an           demonstration project puts us in a strong position to
aspiration for many, and this is a cultural challenge to            implement our strategy by funding a five year research
promoting increased bus use and other sustainable travel            and implementation programme aimed at tackling
choices in order to tackle congestion.                              congestion, opening up transport options and marketing
Our strategy recognises that a balanced package of                  sustainable travel choices to local households.
transport measures is required to meet Darlington’s
requirements.



                    SCHOOL TRAVEL PLANNING                         training, and they also link into wider initiatives such as
      The way children travel to school has a big impact on        the national ‘Walk to School’ and ‘Bike to School’ weeks.
      them and the wider community. Traffic congestion             Their purpose is to promote travel choices for children
      around the school gates is a serious problem for             and to train children to take up those choices safely.
      neighbouring residents and general traffic circulation.      The Council’s School Travel Plans Officer works with the
      Driving children to school also increases danger for         schools and the Road Safety team. 11 schools now have
      other children. Children also miss out on the physical       completed travel plans. 3 local schools are participating
      activity involved in walking or cycling, which has           in the ‘Bike It’ project run by Sustrans (only 40 schools
      educational as well as health benefits, and on the social    are involved nationally!), and over 1000 trips to school
      contact with other kids.                                     were made by bike during Bike to School week.
       The Council is addressing this issue as part of its wider   Heathfield School had the second highest participation
      Town on the Move programme by working with schools           rate of any school nationally, and has maintained high
      to develop travel plans. Plans can include school-based      levels of cycling – 30 children regularly cycle to school
      initiatives such as walking trains and pedestrian or cycle   and 20 are awaiting permits to do so.




   DARLINGTON BOROUGH COUNCIL
                                                                                                                        125




High level summary of performance 


                                                                                                       Progress against
 Corporate objective               Priority                                               PIs
                                                                                                           targets
 Shaping a                         Provide convenient transport choices for all.          BV102               ▲
 better Darlington.                Town centre pedestrianisation.                         DE20                ●
                                                                                          DE21                ★
                                                                                          DE22                ★
 Providing excellent services.     Improve the condition of the highway network.          BV96                ★
                                   Implement Darlington Gateway.                          BV97a               ●
                                                                                          BV97b               ●
                                                                                          BV99ai              ★
                                                                                          BV99bi              ★
                                                                                          BV99ci              ★
                                                                                          BV100a              ●
                                                                                          BV187               ★
 Putting the customer first.       Provide positive problem solving services to           BV103               ▲
                                   customers.                                             BV104               ★
                                   Improve customer focus of highway services.            DE5                 ●
                                   Improve public satisfaction with road and pavement     DE6                 ●
                                   maintenance.                                           DE7                 ★
                                                                                          DE16a               ●
                                                                                          DE16b               ●
 Ensuring access for all.          Make appropriate provision for disabled people in      BV165
                                   highway projects.                                                          ●

 Overall Progress against aim.                                                                                ●




                   THE PEDESTRIAN HEART                       Local Transport Plan funding is being used to carry out
                                                              preparatory works, including the construction of bus
    The Pedestrian Heart will provide a high quality public
                                                              lanes and junction improvements along the inner ring
   realm in the centre of Darlington in place of the
                                                              road. These measures are preparing the way for the
   relatively poor environment for pedestrians that exists
                                                              major phases of Pedestrian Heart, the re-landscaping of
   at present. The project will help to maintain the town
                                                              the shopping core to create coherent public spaces and
   centre as an attractive competitive sub-regional
                                                              improved access for all, including disabled people.
   shopping centre. The town centre is a key driver of the
                                                              The Council works closely with Darlington Association
   local economy and a vital component of the Gateway
                                                              on Disability to improve accessibility for disabled
   strategy to attract new investment and jobs to
                                                              people around Darlington and within public buildings.
   Darlington.
                                                              Local Transport Plan funding has been used to develop
    Pedestrian Heart addresses the conflicts between
                                                              ‘Wheelygood’, an interactive map on the association’s
   pedestrians and buses and other vehicles, and the
                                                              website showing wheelchair routes, dropped kerbs,
   relatively degraded and cluttered environment that
                                                              accessible parking and accessible shops throughout the
   results. The project will reorganise bus circulation and
                                                              town centre.
   reduce pedestrian/vehicle conflict. Pedestrian
   accessibility in the shopping core will be enhanced.




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 More detail on outcomes secured and other achievements 


 Priority                                     Outcome/achievement
 Provide convenient transport choices for all. ● Survey work in late 2004 has provided a database of travel patterns
                                                 and habits in Darlington as a basis for individualised travel planning
                                                 within the ‘Town on the Move’ programme.
                                               ● Local Travel Summit and National Conference staged in Darlington in
                                                 March 2005 shared survey results and identified significant potential
                                                 for enhancing travel choice and reducing congestion.
                                               ● School travel planning has made significant progress, opening up
                                                 choice to children about how they travel to school – 11 schools now
                                                 have completed plans.
                                               ● ‘Wheelygood’ interactive map developed jointly with Darlington
                                                 Association on Disability; on the association’s website, the map shows
                                                 wheelchair accessible routes, accessible parking and shops throughout
                                                 the town centre.
                                               ● A new developer-funded bus service linking West Park to the town
                                                 centre, and new foot and cycle path provision at West Park, Cockerton,
                                                 Hummersknott and Hurworth/ Neasham, enhanced transport choice.
                                               ● Sky Express bus service started, linking the railway station, town
                                                 centre and Durham Tees Valley Airport; service is funded by Peel
                                                 Airports Ltd, and has been made possible by LTP investment in an
                                                 interchange facility at the station.
                                               ● The Council succeeded in convincing Government Office of the
 Town centre pedestrianisation.
                                                 economic benefits of the Pedestrian Heart, against other schemes with
                                                 more obvious benefits, and securing the funding for the project to go
                                                 ahead.
                                               ● From funding approval earlier in the year, Pedestrian Heart has rapidly
                                                 progressed to implementation, with extensive consultation and
                                                 planning procedures along the way.
                                               ● Preparatory works to enable the re-routing of buses and the removal of
                                                 pedestrian/vehicle conflict in the shopping core are now in progress.
                                               ● The town’s first bus priority measures, together with junction
                                                 improvements, are being installed on the inner ring road to prepare
                                                 the way for Pedestrian Heart.
 Improve the condition of the highway         ● £3.1 million secured through the Local Transport Planning process for
 network.                                       investment in transport schemes in 2005/06, including £1.2 million for
                                                road maintenance.
                                              ● £400,000 of the £1 million secured through the Local Public Service
                                                Agreement to enhance road maintenance was invested in 2004/05; the
                                                remaining £600,000 will be used in 2005/06.
                                              ● Road condition on all classes of road is now best quartile – only 1.59%
                                                of the principal road network has ‘negative residual life’, requiring
                                                intervention to prolong its life.
                                              ● The Council is one of the top authorities in the development and use
                                                of the United Kingdom Pavement Management System (UKPMS) to
                                                analyse road condition data and determine the most cost effective
                                                priorities for improvement of the highway network.
                                              ● An additional £250,000 of revenue has been invested in footway
                                                improvements, dealing with the most significant trip and flooding
                                                problems.



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More detail on outcomes secured and other achievements 


Priority                                       Outcome/achievement
Implement Darlington Gateway.                  ● The additional spending on footways was an interim measure, with
                                                 prudential borrowing of £2.5 million approved during the year to
                                                 develop an ambitious footway renewal and improvement programme
                                                 starting in 2005/06.
                                               ● The design and preparatory procedures for the Darlington Eastern
                                                 Transport Corridor were completed, leaving the way clear to lobby for
                                                 regional funding for the scheme in 2005/06.
                                               ● The Council participated in the Tees Valley Gateway Study, which
                                                 reported in early 2005, with proposals to improve access to the Tees
                                                 Valley and reduce congestion on the A66(T), including upgrading of the
                                                 A66 Darlington bypass.
                                               ● Transport inputs have helped to keep key Darlington Gateway
                                                 developments on course, including roads and drainage infrastructure
                                                 for Faverdale East Business Park, the access and traffic aspects of the
                                                 Argos development and Central Park/Darlington College relocation,
                                                 and the progress on the Pedestrian Heart.

Provide positive problem solving services to   ● Transport inputs were part of the proactive and creative responses to
customers.                                       issues arising around the Commercial Street, Pedestrian Heart and
                                                 Argos schemes, that overcame the difficulties and kept the schemes on
Improve customer focus of highway                course.
services.                                      ● 100% of incidents of dangerous damage to roads and footways were
                                                 remedied within 24 hours (DE41).
                                               ● Consultation procedures relating to highway schemes have been
                                                 improved and further improvements are planned for 2005/06.
                                               ● Public transport information has been improved, with new timetable
                                                 boards at all key bus stops.
                                               ● Extensive public consultation was carried out, in two stages, into
                                                 proposals for the Pedestrian Heart.
Improve public satisfaction with road and      ● Whilst road and footway condition has improved significantly with
pavement maintenance.                            substantial and ongoing investment, public satisfaction has not
                                                 improved – this will be further addressed in the Street Scene service
                                                 review to be carried out in 2005/06.
Make appropriate provision for disabled        ● Programme of bus stop improvements carried out to provide raised
people in highway projects.                      kerbs to aid use of low floor buses.
                                               ● Wheelygood project provides information on wheelchair access around
                                                 Darlington town centre (see above).
                                               ● Pedestrian Heart will radically improve accessibility for disabled people
                                                 in the shopping core.
                                               ● All signal controlled pedestrian crossings except one (North
                                                 Road/Whessoe Road junction) have facilities to enable disabled people
                                                 to use them; the exception is awaiting decisions on the improvement
                                                 of the junction before investment in disabled facilities.




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External recognition

Darlington’s progress on sustainable travel developments
was recognised by the Department for Transport’s
decision to stage the first National ‘Town on the Move’
Conference in the town in March 2005; representatives of
the other winning authorities, Peterborough and
Swindon, together with the other 51 Councils that bid for   is now needed to routinely deliver measured outcomes.
‘Town on the Move’, came to Darlington to hear about        Our focus on tackling congestion and promoting ‘smart
and learn from our experience.                              travel choices’ – the use of sustainable transport modes
                                                            where they provide a viable option – is being pursued
The Audit Commission’s inspection of the Council’s          through the five year ‘Town on the Move’ programme.
Transport Service in July 2004 judged the service to be     Whilst Town on the Move is in its infancy, we recognise
‘Fair’ with ‘Excellent Prospects for Improvement’. The      that bus patronage in particular is continuing to decline,
inspection report (November 2004) comments include:         and that the promotion of walking, cycling and bus as
                                                            viable travel options alongside the car will be very
“…There is a strong focus on improving                      challenging. We need to continue what we’ve started with
transport…underpinned by additional resources”              rigorous follow-up on travel planning with individuals,
                                                            households, schools and employers.
“…The service can demonstrate a record of improvement in    Following the introduction of on street parking charges
key priority areas…”                                        during 2004/05, and with the temporary loss of town
                                                            centre car parks to development, parking enforcement
“Service planning…and performance management are now        needs to be strengthened to ensure that available parking
strong”                                                     spaces are used efficiently. We will be working with the
                                                            Police to progress parking decriminalisation, so that we
                                                            can move to a single enforcement regime for on and off
Areas for improvement                                       street parking.
                                                            The Darlington Eastern Transport Corridor is a key road
Recent external assessments, in the shape of the Audit      investment scheme in support of local economic
Commission’s report on the inspection of transport          regeneration, but one that, at the present time, is seen as
services carried out in July 2004 and the Government        a low priority for regional funding. The Council is fully
Office assessment and feedback on our 2004 Local            committed to the scheme and has invested in land
Transport Plan Annual Progress Report, provide a clear      acquisition, statutory procedures, design and other
context for our improvement planning.                       preparatory works. We need to make a case for the
We need to continue to improve on the delivery of the       scheme regionally to secure the necessary funding, and
required outcomes from transport projects. We have          are actively working towards this end.
made progress in developing our project management          We need to give further attention to increasing public
methodology to ensure that outcomes, targets and            satisfaction, particularly with road and pavement
milestones are clearly defined and that projects are        condition.
managed to deliver those requirements. Programme            The term contract for highway maintenance is due for
control systems have been introduced, together with         renewal in 2005/06, and we need to take the opportunity
policy briefs specifying outcomes, and responsibilities     to review the way in which the service is procured and
have been rationalised within the Transport Team to give    the options available for improving outcomes and
clarity to programme management. Further development        securing efficiency gains.




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Progress against planned actions 


 What we planned to do in 2004/05                    Did we deliver?
 Develop and implement ‘On the Move’ showcase        Yes – Good progress made in developing the project; team appointed,
 Transport Town programme for reducing               major travel habits survey carried out by international consultant and
 congestion and improving sustainable travel.        results shared at highly successful local travel summit and DfT
                                                     sponsored national conference in Darlington in March 2005.
 Implement programmes to improve road and            Partial – Use of Symology system to focus investment where it can
 pavement condition, achieve Local Public Service    be most effective has achieved best quartile road condition indicators
 Agreement road condition targets and to             for all classes of road, as measured by CVI surveys. Current condition
 increase public satisfaction.                       indicators show that LPSA targets have already been achieved, even
                                                     though there is a year to run on the LPSA. However, public
                                                     satisfaction has not been increased, despite these improvements.
 Introduce charging for on-street parking in the     Partial – On street charging was introduced in October 2004, but
 town centre and take over parking enforcement       taking over enforcement requires further work with the Police and is
 powers from the Police.                             now scheduled to be achieved by March 2007.
 Implement programme of transport works in           Yes – A programme of strategic and local transport works has been
 accordance with the Local Transport Plan and        implemented and preparation of LTP2 is on course for submission of
 commence preparation of new plan.                   the initial plan in July 2005 and the full plan in July 2006 at the end of
                                                     the period covered by the existing plan.
 Implement arrangements to meet the                  Yes – A Traffic Manager has been appointed and the necessary
 requirements of the Traffic Management Bill.        systems and procedures have been established.
 Improve the regulation and management of            Yes – The regular liaison meetings with utilities have been increased
 streetworks within the framework of the Roads       in frequency, and an additional Highways Inspector has been
 and Streetworks Act.                                appointed to implement the powers and duties imposed by the Act.
                                                     Utilities are co-operating in seeking to co-ordinate and minimise the
                                                     impact of street works and our arrangements are regarded as working
                                                     as well as any in the region, although there is plenty of scope for
                                                     further improvement.
 Improve traffic flows and access for buses on       Partial – There has been some improvement on flows as a result of
 main routes into Darlington.                        Corridor of Certainty works on North Road, but bus priority measures
                                                     have not yet been implemented – bus lanes are being introduced as
                                                     part of the Pedestrian Heart works, and some bus priority measures
                                                     on main radial routes will be implemented in the coming year.
 Implement speed management strategy.                Yes – The number of speed visors and sites has been doubled, as
                                                     these are proving effective in reducing speed at key locations.
                                                     Numerous traffic calming speeds have been implemented, and
                                                     national speed campaigns have been supported. Road accident
                                                     casualties are continuing to be reduced.
 Develop the Eastern Transport Corridor new          No – The Council has carried out all preparatory work but so far the
 road, from the A66 to Haughton Road.                scheme has not been prioritised for funding at the regional level.
                                                     Work is ongoing to make a successful funding case for the scheme
                                                     within the region.
 Deliver pedestrian training for 6/7 year olds and   Yes – Successful training programmes have been delivered, and
 the cycle training programme.                       programmes are expanding to support the School Travel Planning
                                                     process, which has been pursued successfully during the year
                                                     following the appointment of a School Travel Plans Officer within the
                                                     ‘Town on the Move’ team. Child road accident casualties have been
                                                     halved since the late 1990s and the Council continues to provide a
                                                     comprehensive School Crossing Patrol Service.


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                                                    Condition of principal, non-principal and unclassified roads (BV96, BV97a, BV97b)


                                                                                                 40


                                                                                                 12



                                                                                                 30
                                                              % of roads with no residual life




                                                                                                                                                                BV96
                                                                                                 25                                                             Principal road
                                                                                                                                                                BV97a
                                                                                                                                                                Non - Principal road
                                                                                                 20                                                             BV97b
                                                                                                                                                                Unclassified roads

                                                                                                 15


                                                                                                 10


                                                                                                  5



                                                                                                  0
                                                                                                  2002/03         2003/04               2004/05
                                                                                                                       Year




                                                   Total Road Safety casualties killed/seriously injured per 100,000 population (BV99ai)


                                              60
Number of casualties per 100,000 population




                                              50

                                                                                                                                                                                       Darlington
                                              40                                                                                                                                       Killed/Seriously
                                                                                                                                                                                       injured

                                                                                                                                                                                       2003/04 All English
                                              30                                                                                                                                       Best quartile killed
                                                                                                                                                                                       /seriously injured

                                              20


                                              10


                                               0
                                                    1999/00                                      2000/01    2001/02           2002/03      2003/04   2004/05

                                                                                                                      Year





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Council plans for improvement


 Community Strategy theme: Developing an effective transport system
        Corporate Objectives                       Priority                                    PIs
 Shaping a better Darlington.       Convenient transport choices for all.   Local bus journeys (BV102).
                                    Ease of movement and accessibility.     Road traffic approaching town centre
                                    A high quality pedestrian town centre   (DE20).
                                    environment.                            Traffic flows on key corridors (DE60).
                                                                            Grade achieved for Local Transport Plan
                                                                            APR (DE50).
                                                                            Percentage of rural households within
                                                                            13 minutes walk of an hourly or better
                                                                            bus service – (DE59).



 Providing excellent services.      Well maintained roads.                  Condition of principal/other classified
                                                                            roads (BV223/ BV224a) [TRACS & CVI].
                                    Improved footways.
                                                                            Condition of unclassified roads
                                    Effective input to Darlington Gateway   (BV224b) [CVI].
                                    and other key strategies.
                                                                            Condition of category 1, 1a, 2 footways
                                                                            (BV187a).
                                                                            Accident casualties killed & seriously
                                                                            injured; and with slight injuries
                                                                            (BV99i/iii).
                                                                            Children killed and seriously injured
                                                                            (BV99ii).
                                                                            Rectification of street lighting faults –
                                                                            non DNO (BV215a).
                                                                            Percentage of streetlights not working
                                                                            as planned (DE6).
                                                                            Number of days of road closures or
                                                                            temporary traffic controls on traffic
                                                                            sensitive roads due to Council road
                                                                            works (BV100a).
                                                                            Number of car parks achieving ‘Secured
                                                                            Car Park’ status (DE7).




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Council plans for improvement


 Community Strategy theme: Developing an effective transport system
         Corporate Objectives                      Priority                                    PIs
 Putting the customer first.        Positive problem-solving services to     Incidents of dangerous damage to
                                    customers.                               roads and pavements remedied within
                                    Improved customer focus of highway       24 hours (DE5).
                                    services.                                Satisfaction with public transport
                                    Improved public satisfaction with road   information (BV103).
                                    and pavement maintenance.                Satisfaction with local bus services
                                                                             (BV104).
                                                                             Percentage of population satisfied with
                                                                             roads and pavement maintenance
                                                                             (DE16a/b).

 Ensuring access for all.           An accessible transport network for all. Percentage of pedestrian crossings with
                                                                             facilities for disabled people (BV165).




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Key actions


                                                  Portfolio Holder/        Date for         Measure
 Action
                                                  Lead Officer             Completion       of Success
 Complete preparation and submission of           Cllr Wallis              July 2005/       DE50
 second Local Transport Plan; implement LTP       Simon Houldsworth        Ongoing          DE59
 projects and programmes.
 Continue to develop and implement ‘Town on Cllr Wallis                    Ongoing to       BV102
 the Move’ programme for tackling congestion Owen Wilson                   2009/10          DE20
 and opening-up travel choices to all.                                                      DE21, DE22
 Roll-out project management and supporting       Cllr Wallis              2005/06          DE50
 arrangements to improve delivery of              Richard Alty
 outcomes from transport projects.
 Consolidate improvements in road condition       Cllr Wallis              March 2006       BV223
 and deliver the LPSA road condition targets.     John Ray                                  BV224a/b

 Carry out consultation and develop a three       Cllr Wallis              October 2005     BV187a
 year programme to achieve real                   John Ray                 March
 improvements in footway condition across                                  2008
 the borough.
 Participate in the ‘Street Scene’ review and     Cllr Wallis              January 2006     DE16a/b
 implement service changes and                    John Ray/Peter Roberts
 improvements in accordance with its
 findings.
 Linked to the above three actions, carry out a   Cllr Wallis              October 2005     DE16a/b
 programme of engagement and marketing to         John Ray/Peter Roberts
 increase public satisfaction with road and
 pavement maintenance.
 Continue to seek to have the Darlington          Cllr Wallis              2005/06          BV223
 Eastern Transport Corridor included in the       Richard Alty                              DE20
 regional funding programme for major road                                                  BV99
 schemes.
 Progress parking decriminalisation and the       Cllr Wallis              March 2007       Full
 take over of enforcement powers from the         Simon Houldsworth                         implementation
 Police.
 Contribute to the development and                Cllr Wallis/             Ongoing          BV223
 implementation of major Gateway                  Cllr Lyonette                             BV224a
 regeneration projects, including completion      Richard Alty                              DE21
 of the preparatory works for Pedestrian                                                    DE22
 Heart.
 Consolidate and implement the arrangements       Cllr Wallis              2005/06          DE60
 established under the Traffic Management         John Ray/Alan Ward                        BV100
 Act and the Roads and Streetworks Act.                                                     DE16a/b
 Implement Highway Asset Management and           Cllr Wallis              March 2006       BV223
 develop Highway Maintenance Plan.                John Ray/Brian Summers                    BV224a/b
 Review procurement of highway maintenance Cllr Wallis                     2005/06          DE5
 works to improve outcomes and secure      John Buxton                                      BV100
 efficiencies.                                                                              DE16a/b
 Continue to deliver road safety training to      Cllr Wallis              Ongoing          BV99
 schools in support of schools travel planning.   Norma Sheppard


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ENHANCING OUR CAPACITY TO IMPROVE                              Management, Internal Control, Corporate Governance
                                                               and Risk Management.
Our aim is to produce high quality, value for money
services for Darlington’s communities, its stakeholders        The authority strives to continuously improve and has set
and visitors to the Borough.                                   itself challenging targets to improve cost-effectiveness
                                                               throughout the Council as part of the ‘Gershon’ agenda.
Context                                                        It has also set out on a programme and project
It was reported in last year’s Corporate and Best Value        management initiative to ensure that we continue to
Performance Plan that the council was assessed as ‘Good’       provide the best possible services to local people. Our
by the Audit Commission as part of the Comprehensive           mission is to become a ‘Leading Edge’ authority and we
Performance Assessment process, with inspectors                continue to aim to provide and improve customer­
indicating that the direction of travel was good and that      orientated services for all.
services were improving. After a weeklong Corporate
                                                               Whilst the authority is justly proud of its achievements to
Assessment inspection in October 2004, and with
                                                               date, we recognise there is more to be done and are
Darlington’s Social Services reclassified from a one-star to
                                                               constantly striving to improve satisfaction, enhance
a two-star service, the Council has now been reassessed
                                                               performance and provide value for money in all services
as ‘Excellent’. The Audit Commission stated that we had
                                                               that we provide. We are reviewing our approach to
improved across all areas of the Corporate Assessment
                                                               providing support services by examining with external
improving from 3 to 4. Particular strengths highlighted
                                                               consultants a possible collaborative partnership with
included our strong performance management and
                                                               Stockton-on-Tees Borough Council. In addition, other
service planning arrangements, whilst in addition it was
                                                               support services are being radically reviewed as part of
stated that the Council was improving its approach to
                                                               our ongoing commitment to provide excellent services
procurement and equality. As part of the CPA process,
                                                               and to put our customers at the heart of everything that
the council’s ‘Use of Resources’ was reassessed and once
                                                               we do.
again received the highest score available. Use of
Resources includes elements such as Financial




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High level summary of performance 


                                                                                                    Progress against
 Corporate objective             Priority                                               PIs
                                                                                                        targets
 Shaping a                       Develop, implement and communicate vision              BV1                ●
 better Darlington.              and strategy.                                          BV12               ●
                                 Be a good local employer.                              CR4                ★
                                                                                        CR7                ●
 Providing excellent services.   Best practice in corporate financial management.       BV9                ●
                                 Review MTFP.                                           BV10               ●
                                 Collection of local taxation in the best quartile.
                                 External recognition.
 Putting the customer first.     Implement Access to Services BV Action Plan.           BV4                ▲
                                 Effective consultation.
 Ensuring access for all.        Promote equality and diversity.                        BV2                ●
                                 Buildings complying with DDA Act 1995.                 BV11a              ★
                                                                                        BV16a              ●
                                                                                        BV17a              ●
                                                                                        BV156              ▲

 Enhancing our capacity to       Monitor LPSA progress.                                 BV33               ●
 improve.                        Improvement on PIs.                                    BV34a              ★
                                 Deliver procurement cost efficiency savings.           BV34b              ●
                                 Maximise efficiency and effectiveness within all       BV193              ●
                                 available resources through the provisions of high     CR8                ★
                                 quality responsive and customer focused services.      CR10               ★
                                                                                        CR11              N/A
                                                                                        CR32               ★
                                                                                        ED55               ▲

 Overall Progress against aim.                                                                             ●




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 More detail on outcomes secured and other achievements 


 Priority                                  Outcome/achievement
 Develop, implement and communicate        ● The Council remains on target to deliver its role in the Community
 vision and strategy.                        Strategy (BV1).

                                           ● Darlington has a longstanding and well regarded LSP. The business
                                             community is strongly represented on and actively involved in its
                                             deliberations. Community and voluntary sector representation has
                                             recently been strengthened, and this aspect is now working well.
                                             The Council’s partners think that partnership working is good, and the
                                             Council offers good leadership. It has ensured that it does not
                                             dominate the LSP and all four theme groups are chaired by someone
                                             outside the Council.

 Be a good local employer.                 ● 73.6% of the Council’s employees believe Darlington is a good
                                             organisation to work for [annual employee survey] (CR7).

                                           ● Sickness absence has improved by 11.26% in 2004/05 (BV12).

                                           ● 95.75% of Personal Development Reviews were conducted (CR4).

 Best practice in corporate financial      ● The council’s Use of Resources were assessed as 4/4 as part of
 management.                                 the CPA reassessment. In addition, the Council’s Finance Team was a
                                             ‘highly commended’ runner up in the Local Government Chronicle’s
                                             (LGC) National Awards for 2004/05.

 Review MTFP.                              ● Medium Term Financial Planning arrangements are to be reviewed in
                                             line with the council’s overall approach to value for money.

 Collection of local taxation in the top   ● Collection of Council Tax fell last year, primarily due to a high
 quartile.                                   turnover of staff. Whilst performance did not reach best quartile for
                                             2004/05, performance to date for 2005/06 has improved. (BV9/BV10).

 External recognition.                     ● Darlington reclassified as an ‘Excellent’ authority.

                                           ● Social Services two star service.
                                             (Children’s services serving ‘most’ people well, with promising
                                             prospects. Strong direction of travel for adult services).

                                           ● Corporate Assessment scored by Audit Commission as 4 out of 4.

                                           ● Promising prospects for improvement or better for two-thirds of
                                             external service inspections.

                                           ● The Council’s new recycling initiative voted to be in the top ten
                                             nationally by Friends of the Earth.

                                           ● The West Park Development won the Royal Institute of Chartered
                                             Surveyors’ Regional Renaissance Gold Award.




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More detail on outcomes secured and other achievements 


Priority                                     Outcome/achievement
Implement Access to services BV Action       ● Access to council services is to be significantly enhanced when the
Plan.                                          customer contact centre opens in Autumn of 2005. New software and
                                               telephony arrangements will be key to providing an improved
                                               customer experience.

                                             ● The Council’s website has been accredited with the RNIB’s ‘See it Right’
                                               accessible website standard.

Effective consultation.                      ● Community Survey undertaken September 2004. Citizen’s Panels
                                               survey completed in May/June 2004 and November/December 2004.
                                               Results widely used in corporate, service and budget planning.
Promote equality and diversity.              ● The council achieved its target of attaining Level 2 of the Local
                                               Government Equality Standard and remains on target to attain
                                               Level 3 by October 2005. Performance is best quartile for the
                                               employment of women (BV11a).

                                             ● The Council has improved performance across all indicators
                                               measuring the employment of people from minority ethnic
                                               communities and people with a disability (BV17a/BV16a).

Buildings complying with DDA Act 1995.       ● The Council remains on target to make all council buildings
                                               accessible in accordance with DDA 1995 (BV156).
Monitor LPSA progress.                       ● The council is on target to achieve at least 70% of the available reward
                                               grant for the Public Service Agreement, resulting in higher performing
                                               services. The cost effectiveness target is currently performing 20%
                                               above the baseline year of 2002/03.

Improvement on PIs.                          ● Non-financial PIs improved by 10.9%

Deliver procurement cost efficiency savings. ● Savings in excess of £180,000 have been achieved following the
                                               appointment of new providers for Advertising and Mobile Phones and
                                               a re-negotiated energy contract.

Maximise efficiency and effectiveness        ● The council has submitted its Annual Efficiency Statement forward
within all available resources through the     look for 2005/06 and has identified £1.7 million efficiency savings for
provisions of high quality responsive and      the year.
customer focused services.
                                             ● The reduction from 11.19 days sickness across the Council to 9.93 days
                                               in 2004/5 has realised a significant efficiency saving.

                                             ● There are now no primary or secondary schools with 25% or more
                                               places unfilled.

                                             ● 63.2% of primary and 50% of secondary schools are satisfied with LEA
                                               support to make schools effective purchasers of traded services
                                               (ED55a/b).




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Progress against planned actions 


 What we planned to do in 2004/05                   Did we deliver?
 Monitoring LPSA outcomes.                          Yes – Remain on target to deliver 70% of the total £2.3 million reward
                                                    grant.
                                                    Yes - Cost effectiveness improved by 20% since the 2002/3 base year.
 Continued improvement in procurement               Yes – Procurement Strategy implemented and savings in excess of
 practices.                                         £180,000 delivered.
 Implement new performance management               Yes – PerformancePlus rolled out across the Council and underpins
 software (PerformancePlus).                        the Performance Management Framework.
 Maintain good inspection performance.              Yes – Two thirds of external service inspections result in at least
                                                    ‘promising prospects’.
 Implement Access to Services Improvement           Yes – Customer/Contact Centre to be launched the Autumn of 2005.
 Action Plan.
 Continue to develop Striving for Excellence in     Yes – Overall goals met. Evolving now into next phase to be phrased
 accordance with CPA Improvement Plan.              ‘Leading Edge’.
 Deliver a sustainable Financial Plan given the     Yes – Sustainable Financial Plan delivered and the Council was not
 potential ‘capping’ criteria for 2005/06.          the subject of a ‘capping order’. MTFP to be reviewed in line with
                                                    value for money initiatives.
 Apply for national awards.                         Yes – The Council continues to embrace external awards, applying for
                                                    LGC awards, Beacon Status, etc.
 Continue to mainstream Best Value as a means       Yes – Best Value remains at the core of the Council’s approach to
 to improve service delivery.                       improving service delivery, with the methodology changing to better
                                                    reflect value for money.
 Continue to develop the authority’s approach to    Yes – The Council has adopted its first Social Inclusion Strategy and
 social inclusion to further improve the Equality   remains on target to achieve Level 3 of the Local Government
 Standard rating.                                   Equality Standard rating by October 2005.
 Conclude job evaluation and introduce equal pay    No – Implementation likely to be concluded by the end of July 2005.
 across the Council.
 Implement the Best Value Review of Support         Yes – This review is underway with key workstreams including a
 Services.                                          corporate review of Administration.




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                                                                 Average number of working days lost to sickness per employee (BV12)



                                     12
Days lost to sickness per employee




                                     10
                                                                                                                                                            2003/04
                                                                                                                                                            English Best
                                     8                                                                                                                      quartile
                                                                                                                                                            2003/04
                                     6                                                                                                                      All English
                                                                                                                                                            average
                                                                                                                                                            Darlington
                                     4


                                     2


                                     0
                                          2000/01                                          2001/02     2002/03      2003/04        2004/05

                                                                                                      Year




                                                                                         Percentage of top 5% earners that are women (BV11a)

                                                                                   60



                                                                                   50

                                              % of top 5% earners that are women




                                                                                                                                             2003/04
                                                                                                                                             English Best
                                                                                   40                                                        quartile
                                                                                                                                              2003/04
                                                                                                                                              All English
                                                                                   30                                                         average
                                                                                                                                              Darlington

                                                                                   20


                                                                                   10


                                                                                    0
                                                                                          2002/03        2003/04         2004/05
                                                                                                             Year




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140




Council plans for improvement


 Community Strategy theme: All themes
         Corporate Objectives                      Priority                                     PIs
 Shaping a better Darlington.      Develop, implement and communicate         Single Status and Equal Pay.
                                   vision and strategy.                       PDRs completed (CR4).
                                   Be a good local employer.                  Sickness absence (BV12).
 Providing excellent services.     Implement CPA 2005 workstream.             Timely Cabinet reports on revenue and
                                   Best practice in corporate financial       capital spend.
                                   management.                                Council Tax and NNDR collection
                                   Collection of local taxes in the top       (BV9/10).
                                   quartile.                                  Use of Resources auditor scored
                                   External recognition.                      judgements.
                                                                              External Audit Opinions.

 Putting the customer first.       Launch Call Centre and Customer            90% of telephone calls answered in 10
                                   Services Centre.                           seconds (CR2).
                                   Effective Consultation.                    Satisfaction with complaints (BV4).
                                                                              Community survey outcomes.


 Ensuring access for all.          Achieve Level 3 of the Local               Equality Standard (BV2).
                                   Government Equality Standard.              Women in top 5% earners (BV11a).
                                   Promote equality and diversity.            Disabled employees (BV16a).
                                   Buildings complying with DDA Act           Ethnic minority employees (BV17a).
                                   1995.
                                                                              Accessible council buildings (BV156).

 Enhancing Our Capacity to         Deliver the Gershon Agenda.                Sickness absence (BV12).
 Improve.                          Maximize efficiency and effectiveness.     Cost effectiveness (CR10).
                                   within all available resources through     Gershon efficiency Savings over 2.5%
                                   the provision of high quality responsive   (CR32).
                                   and customer focused services.             PSA Performance Grant (CR11).
                                   Improvement in PIs.                        Improvement in non-financial
                                                                              BVPIs (CR8).




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Key actions


                                                Portfolio Holder/    Date for         Measure
 Action
                                                Lead Officer         Completion       of Success
 Continued improvement in procurement           Cllr Bristow         March 2006       Percentage Gershon
 practices.                                     Susan White                           savings
 Maintain good inspection performance.          Cllr Williams        Annual           CPA direction of
                                                Lorraine O’Donnell   Assessment       travel statement/CPA
                                                                                      service block
                                                                                      scores/Inspection
                                                                                      judgements
 Launch Call Centre and Customer Services       Cllr Bristow         Autumn 2005      Customer
 Centre.                                        Ken Walker                            Satisfaction
 Review and revise Organisational               Cllr Williams        Autumn 2005      CR7/CR8
 Development Strategy.                          Ada Burns
 Conclude the Equal Pay and Single Status       Cllr Bristow         July 2005        Agreement and
 negotiations implement an ‘equal pay model’.   Lesley Blundell                       introduction of new
                                                                                      pay structure
 Conclude the Best Value Review of Support      Cllr Bristow         Autumn 2005      Inspection
 Services.                                      Paul Wildsmith                        Judgements/Gershon
                                                                                      savings/Improved
                                                                                      support
 Continue to develop the council’s approach to Cllr Bristow          September 2005   BV2
 social inclusion and improve the council’s    David Plews
 Equality Standard rating.
 Deliver a sustainable Medium Term Financial    Cllr Bristow         Annual           Use of
 Plan.                                          Paul Wildsmith       Assessment       Resources/Value for
                                                                                      Money CPA Rating
 Deliver Gershon efficiency Savings and         Cllr Bristow         Annual           Annual Efficiency
 illustrate that the Council provides the       Lorraine O’Donnell   Assessment       Statement; Key
 Darlington Community with value for money.                                           projects to contain
                                                                                      Gershon outcomes
 Continue to maintain Best Value as a means     Cllr Williams        Annual           Audit and Inspection
 to improve service delivery.                   Andrew Robinson      Assessment       Judgements
 Maintain high quality performance              Cllr Williams        Annual           Improvement in non­
 management.                                    David Goodchild      Assessment       financial BVPIs (CR8)




                                                                        CORPORATE PLAN & BVPP 2005/2006
142



SECTION 4 - RESOURCES
Spending and Service Plans                                                       consideration its contribution to the Community Strategy,
                                                                                 the results of consultation, the aims and objectives set
The Council has operated a medium term approach to its
                                                                                 out in the Corporate and Best Value Performance Plan
financial planning since 2000. In line with such an
                                                                                 and the impact that spending decisions have on Council
approach, the Council reviews its Medium Term Financial
                                                                                 Tax.
Plan (MTFP) at least on an annual basis when it firms up
the following year, by approving a detailed budget and                           The Council has been successful in improving its financial
Council Tax level for the year. In doing this, the Council                       standing in recent years. Revenue reserves at the end of
also takes due consideration of future year demands on                           March 2005 exceeded £11 million, which will help the
its resources and establishes its firm proposals for the                         Council to meet the substantial challenges of continuing
coming year with due regard to prudent financial                                 to improve services with limited financial resources over
management in the medium term. The Council has a                                 coming years.
successful track record of managing its resources in such                        The MTFP for 2005/06 to 2009/2010 includes indicative
a manner.                                                                        allocations of resources to services which reflect the
The Council’s medium-term financial planning process                             Council’s priorities to increase funding for Education and
forecasts future resources and service demands for the                           Social Services. From 2005/06, over the following three
next four years. This helps the Council to plan and                              years, spending on Education is planned to increase by
manage service priorities and initiatives, linking them to                       £9.6 million (17%) and on Social Services by £2.6 million
the financial resources available to implement them. In                          (11%). The Council has also decided to increase resources
setting the revenue budget the Council takes into                                for 2005-06 in line with citizens priorities identified via
                                                                                 consultation.

The Council’s Revenue Budget 2005/06
                                                                       Net             Specific  Total Net                Notional               Total
                                                               Expenditure              Grants Expenditure                 Capital               Cost
                                                                                                                          Charges
                                                                       £000's            £000's            £000's          £000's              £000's

  Department
  Education                                                            55,734            12,140             67,874            8,648           76,522
  Social Services                                                      24,334             4,395             28,729              290           29,019
  Community Services                                                    9,830            28,567             38,397             1,972          40,369
  Development & Environment                                             9,389              1,721              11,110          2,448            13,558
  Corporate Services & Chief Executive                                   7,987                                7,987              652           8,639
  Joint Bodies                                                             548                                  548                               548
  Financing Costs                                                       2,947                                2,947                             2,947
  PFI affordability gap                                                     40                                   40                                40
  Headroom                                                              1,600                                1,600                             1,600
  Contribution to/(from) revenue balances                               -1,236                               -1,236                            -1,236
  Service Planning                                                         370                                  370                               370
  Development Fund                                                         325                                  325                               325
                                                                      111,868           46,823            158,691            14,010          172,701

  Financed By:                                                                                             £000’s
  Council Tax                                                                                               31,683
  Non Domestic Rates                                                                                        32,728
  Specific Grants                                                                                          46,823
  Revenue Support Grant                                                                                     47,457
                                                                                                          158,691

 NOTES
 1: Net expenditure includes income from rents, fees and charges but excludes income from government grants. Central Government provides general
 grant (Revenue Support Grant) and service specific grants.
 2: Local Authorities are required to account for the cost of capital employed in providing services and depreciation of assets. Though these costs are
 notional and do not impact on Council Tax levels, they are important in determining the true total cost of providing services.

   DARLINGTON BOROUGH COUNCIL
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Income Sources                                                                  Council Tax
                                                                                20.0%
Revenue Support
    Grant 29.9%



                                                                                      Non Domestic Rates
                                                                                      20.6%
               Specific Grants
                        29.5%

Revenue Budget 2004/05                                        Resources Scrutiny Committee. The financial results for
                                                              the year 2004/05 are to be reported to Cabinet on 12th
In March 2004 the Council approved a budget for
                                                              July 2005.
2004/05 of £105.5 million. Financial performance
                                                              The Council’s planned financial reserves at 31st March
compared to budget is reported regularly to Cabinet and
                                                              2005 were £11.024 million.



Trading Activities

                                                                      2003/04                        2004/05
                                                               Turnover         Surplus       Turnover         Surplus
                                                                  £000            £000           £000            £000

 Open & Covered Markets                                               646             (2)            598            24
 Shops & Offices                                                        175           67              172           41
 Building Control                                                      369             85            397            70
 Car Parks                                                           1,691           616          1,969           827
 Building Cleaning                                                  1,309             84          1,468           140
 Construction                                                       7,884            561          8,401           605
 Catering                                                            1,297            20           1,332             5
 Ground Maintenance                                                 2,602            221          2,704            162
 Housing Management                                                   1,152             5          1,252             6
 Highways & Sewerage                                                 3,321            89           4,115          214
 Leisure Management                                                  1,816            97           1,838            26
 Building Maintenance                                               7,932            197          8,305           279
 Other Cleaning                                                      1,895           145           1,913            57
 Refuse Collection                                                   1,985           122           2,130            88
 School Meals                                                        1,239             14           1,176         (57)


In addition, Support service to school may be regarded as     to school with delegated budgets. The total value of these
operating on a trading basis, being required to cover their   services in 2004/05 was £1.23 million.
costs by the income that they generate by selling services


                                                                                 CORPORATE PLAN & BVPP 2005/2006
144




Capital Expenditure                                             borrowing. Local authorities are now able to borrow
                                                                without Government approval subject to affordable,
                                                                prudent, sustainable limits. The Capital Medium Term
The Council’s capital investment plans are an important         Financial Plan has embraced the additional freedoms and
part of delivering both the needs of the community and          as a result has brought Capital and Revenue financial
supporting Council services. The Council’s forward              planning much closer. Prudential Borrowing has financed
spending plans are contained in the Capital Strategy and        two spend to save schemes and has also been used to
the Asset Management Plan. These in turn are informed           finance assets worth £0.7 million which previously would
by other council plans including the Housing Investment         have been financed via Operating Leases.
Plan, the Local Transport Plan and the Education Asset
Management Plan.                                                The Council’s spending plans for 2005/06 are £26.3 million
                                                                in total, which includes Education £4.3 million, Transport
Capital investment of £29.9 million was expended in             £4.2 million and Housing £10.0 million. Other capital
2004/05 spread over Education £7.4 million, Housing £6.6        schemes relate to Leisure £2.6 million, Regeneration £3.4
million, Transport £5.0 million, Social Services £0.7 million   million and other services £1.8 million. Schemes approved
and other services £10.2 million.                               within this programme have been assessed against the
                                                                Community Strategy and Corporate and Best Value
2004/05 was the first year of the prudential code, which        Performance Plan and included in the Medium Term
involves new freedoms for capital investment and                Financial Plan for Capital.




                                            2005/06 Capital Programme



                                            Other Services
                                                       7%
                                                                                 Education
                     Regeneration                                                16%
                             13%



                              Leisure
                                 10%
                                                                                      Housing
                                                                                      38%
                                     Transport
                                          16%




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Statement on Contracts	                                          the transfer of staff complied fully with the ‘Code of
                                                                 Practice on Workforce Matters in Local Authority Service
ODPM Circular 03/2003 requires a brief statement that
                                                                 Contracts’
contracts awarded during the past year, which involved


 Nature of Contract      To design, build and facilities manage an innovative PFI Education Campus with Primary,
                         Secondary and Special schools, built on two sites;

 Date of Contract        Date of Contract 31st March 2004. The expected date of building completion and transfer of
                         staff is 14th August 2005 for Harrowgate Hill and 31st October 2005 for the Education Village.

 Brief Detail            As reported in last years BVPP, under the Private Finance Initiative scheme a contract was
                         awarded to the Kajima Partnership for the design, build and facilities management of an
                         Education Village that encompasses Haughton Community School, Beaumont Hill Technology
                         College and Springfield Primary; in addition, Harrowgate Hill Infants and Junior School will be
                         brought together on one site in a new, purpose built primary school building. The contractor
                         will be responsible for providing catering services, building cleaning, caretakers, site security,
                         and site supervisors. Consultation was carried out with the affected staff and as part of the
                         negotiation with Kajima assurances were given that the Code of Practice on Workforce
                         Matters in Local Authority Service Contracts would be adhered to; there will continue to be
                         regular consultation and updates with employees. Mitie, the new facilities management
                         provider, is currently mirroring the Council’s policies and procedures. Existing terms and
                         conditions and continued membership of the pension scheme will be maintained under an
                         open agreement for the transferring staff and any new staff, to ensure a two tier workforce
                         does not develop.


For further details about procurement contact: Susan White, Procurement Advisor
01325 388019 susan.white@darlington.gov.uk




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146




                               THE CABINET AND PORTFOLIOS

                  Cabinet Leader –                          Highways & Transport
                  Councillor John Williams                  Councillor Nick Wallis




                  Community & Public                        Adult Services
                  Protection/Deputy Leader                  Councillor Brian Thistlethwaite
                  Councillor Bill Dixon




                  Children’s Services                       Consumer &
                  Councillor Chris McEwan                   Environmental Services
                                                            Councillor Stephen Harker




                  Resource Management                       Leisure Services
                  Councillor Don Bristow                    Councillor Lee Vasey




                  Regeneration & Planning 

                  Councillor David Lyonette





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CHAIRS AND VICE CHAIRS OF SCRUTINY COMMITTEES

  Environment Scrutiny Committee Chair         Social Affairs & Health Scrutiny
  Councillor Stella Robson                     Vice Chair
                                               Councillor Veronica Copeland




  Environment Scrutiny Committee               Public Protection & Community
  Vice Chair                                   Partnerships Scrutiny
  Councillor Jim Ruck                          Committee Chair
                                               Councillor Doris Jones




  Resources Scrutiny Committee Chair           Public Protection & Community
  Councillor Ian Haszeldine                    Partnerships Scrutiny Vice Chair
                                               Councillor Eleanor Lister




  Resources Scrutiny Committee                 Lifelong Learning Scrutiny
  Vice Chair                                   Committee Chair
  Councillor Geoff Walker                      Councillor Cyndi Hughes




  Social Affairs & Health Scrutiny             Lifelong Learning Scrutiny
  Committee Chair                              Committee Vice Chair
  Councillor Marion Swift                      Councillor Andy Scott




                                         CORPORATE PLAN & BVPP 2005/2006
148




ORGANISATIONAL STRUCTURE
                             Chief Executive
                                                        Ada Burns
Departmental and Service Structure




                                                                                    Chief Executive's Office
                                                                                  - Policy Unit
                                                                                  - Communications Unit




              Community                  Corporate            Development &           Children’s
               Services                   Services             Environment             Services
              Department                Department             Department            Department
                 Cliff                      Paul                   John               Margaret
                Brown                    Wildsmith               Buxton                Asquith
               Director                   Director               Director              Director




            Contract                 Human Resource           Economic             Learning &
            Management of            Management               Regeneration         Achievement
            Direct Services
                                                              & Tourism
                                     Legal &                                       Achievement &
            Sports, Leisure
            & Arts                   Administration           Planning             Specialist Support

            Civic Theatre & Arts     Information              Transport            Early years and
            Centre                   Technology                                    Children with
                                                              Public Protection
                                                                                   Disabilities
            Youth Services           Financial Services
                                                              Environment
            Community                                                              Performance
                                     Exchequer Services       & Sustainability
            Partnerships                                                           Planning &
                                     Audit Services           Estates              Resources
            Housing Services
                                     Registrar of Births,     Building Control
            Housing & Council
            Tax Benefits             Deaths & Marriage

            Community Safety         Customer Services
            Welfare Benefits Unit



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PART THREE – APPENDICES
                Appendices Commentary and interpretation page

Appendix 1      Best Value and Local Performance Indicators

Appendix 2      Best Value performance indicators with a 10% or more variance

Appendix 3      National Quality of Life indicators

Appendix 4      Local Public Service Agreement targets

Appendix 5      Glossary of abbreviations and key phrases

Index for PIs   Page references for performance indicators in Appendix 1 





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Appendices Commentary
There are five appendices plus a look-up table for            the best performing 25% of English authorities. It should
performance indicators. This look-up table is provided as     be noted that we compare with the latest quartile data
an aid to locating the page number of the indicator in        available, which is 2003/04. Such Best Quartile data is not
Appendix 1.                                                   available for local indicators but where an indicator has
                                                              been deleted from the national set and kept as a local we
Appendix 1                                                    have included the most recent quartile data that was
This is a listing of 2004/05 and 2005/06 BVPIs and            available and indicated the year to which this applies.
important local indicators that we include in the BVPP. An    Darlington’s performance against all English authorities is
example frontispiece to the table briefly provides some       shown by reference to which quartile performance falls in
explanation and more detail is provided here. The             for each BVPI.
2003/04 Actual performance is included to facilitate          This is illustrated by a coloured square and its position in
comparison. For the satisfaction indicators we have           a line of four squares. Left to right a red square indicates
shown the base number (B) and confidence interval (C).        worst quartile performance, a yellow square middle worst
The base number is the number of people who answered          quartile, a blue square middle best and a green square
a particular question and the confidence interval is an       best quartile performance.
indication of the accuracy of the result, and gives a range
within which the expected result should lie for 95 such       Appendix 2
surveys out of a hundred. For example, for a specific         This appendix gives the reasons for variances from the
survey result of 45% of residents satisfied, where B=500      2004/05 actual compared to the previous year’s
and C=3%, 500 people answered that particular question        (2003/04) actual and the 2004/05 target for the BVPIs.
and the satisfaction rate lies between 42% and 48% for        All BVPls are included where the variance for either is
95% of the time. 2003/04 was the second time that these       plus or minus 10%.
national satisfaction BVPIs have been collected. Targets
have been set for these indicators for the next year of       Appendix 3
national collection, i.e. 2006/07. There are some local       For the past three years and reported in the BVPP we
satisfaction indicators that we collect more frequently.      have collected the voluntary national set of Quality of
                                                              Life indicators. This set is in recognition of the need to
Performance indicators that the Council regards as key, in    attempt to assess the economic, social and environmental
terms of priorities and operations are indicated by           well-being of an area. We have included a trend indication
highlighting the number part of the description in the        in the table, where a green upward arrow shows
corporate colour (burgundy). Although this shows that         improving performance and downward red arrow that
they are of particular importance it does not mean that       performance has got worse. As last year we have worked
we regard other indicators as unimportant. The                with Darlington Partnership to collect this data and the
‘Performance Trend’ column shows by the use of a              partnership have taken the set onboard as part of their
coloured arrow whether performance has improved from          performance management framework. This reflects the
2003/04 or got worse. A horizontal line indicates that        fact that there are many local organisations (as well as
performance has remained unchanged.                           national) in the public, private and voluntary sectors that
The ‘2004/05 P+ target achieved’ column indicates             contribute to achievement against these indicators. Part
whether the target set for that particular indicator has      of Darlington Partnership’s work involves setting targets
been achieved (shown by a blue circle), exceeded (as          against these indicators where possible, although it needs
shown by a green star) or not achieved (as shown by a red     to be recognised that achievement of targets for some of
triangle). In this analysis we have used the tolerances as    the indicators requires many organisations being involved
set up in PerformancePlus. The default tolerance is 10%       and the active co-operation of the public.
but individual BVPIs have now been given their own            Appendix 4
tolerance. Local PIs remain at 10% for the time being.        Appendix 4 shows the targets that the Council is
Three years worth of targets are shown in this document,      committed to achieving in its Local Public Service
although we maintain targets for a full five years ahead      Agreement with Government.
where possible. For some new indicators Government
                                                              Appendix 5
accepts that it may not be possible to set targets at all
                                                              Glossary of abbreviations and key phrases.
and for others for not the complete five years. Targets are
reviewed on an annual basis as performance improves.          Index for PIs
We use all English authorities to compare with as we have     This is a look-up table that references the PIs in the
found this to be most challenging across the full range of    tabulation (Appendix 1) to a specific page for ease of
BVPIs. The Best Quartile is the performance achieved by       reference.


   DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                                    151




PerformancePlus sybmols that show
whether performance is above target
(Green Star), on target (Blue Circle),                                                                                                                                Officer
or below target (Red Triange). We                                                                                                                                     accountable for
have used a specific tolerance for                                                                                                                                    ensuring
BVPls and 10% tolerance for local PIs                                                                                                                                 performance
which is the default within                                                                                                                                           against that
PerformancePlus.                                                                      Actual data for 2003/04,                                                        indicator.
                                                                                      2004/05 and target for
                                                                                      2004/05. This is the key
                                                                                      data that shows how the
                                          Indicates whether                           authority is performing.                       Mean and best
                                          performance has got                                                                        quartile data for all
                                          better or worse from                                                                       English authorities.
                                          2003/04 to 2004/05.                                                                        Only applies to BVPIs.




                                                                                                                                                                                          1



  Appendix 1 - Best Value and Local Performance Indicators
     PI Reference and Description            2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06     2006/07   2007/08   All English LAs  Performance             Accountable
       (B=base number and C =              target achieved     Trend    (unless stated)    Target    Actual  Target      Target    Target comparison 2003/04 in 2004/05                Officer
         confidence interval for                status       2003/04 to   (* Indicates                                                                       compared to             (Accounting
                                                                                                                                                              all English
     citizen/customer satisfaction        (★ means above      2004/05   changed value                                                                            LAs -                 contact
                surveys)                  target tolerance, ( Better,      from that                                                                                  WQ=Worst         officer)
                                          ● means within        Worse,    reported in                                                       Mean / %          Quartile (25%)
                                                                                                                                                                 BQ=Best
                                          target tolerance,    --- No   2004/05 BVPP)                                                       ‘Yes’ for Best    Quartile (25%)
                                          ▲ means below       change)
                                                                                                                                                               ■
                                                                                                                                             certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                               PIs            ■ ■■ ■ (3)
                                                                                                                                                                  ■
                                                target                                                                                                                   ■
                                                                                                                                                                    ■ ■■■ (2)
                                              tolerance)                                                                                                            ■ ■ ■■ (1) BQ
                                                                                                                                                                    (2003/04 base)

  IMPROVING THE LOCAL ECONOMY
  DE4 Number of people using
  Information Darlington tourist
  information service.
                                                ★                           181,294       155,809   182,909   180,000   182,000   184,000
                                                                                                                                               Not        Not
                                                                                                                                            applicable applicable
                                                                                                                                                                         Not
                                                                                                                                                                      applicable
                                                                                                                                                                                     Glenis Dodds

  DE11a Number of jobs created through
  Council-funded assistance to
  companies.
                                                ●                             307          250       260       250       250       250
                                                                                                                                               Not        Not
                                                                                                                                            applicable applicable
                                                                                                                                                                         Not
                                                                                                                                                                      applicable
                                                                                                                                                                                     Gwenda Lyn
                                                                                                                                                                                       Jones

  DE11b Number of jobs created through
  Council-funded assistance to the cost        ▲                            £343.10        £350      £445      £350      £350      £350
                                                                                                                                               Not        Not
                                                                                                                                            applicable applicable
                                                                                                                                                                         Not
                                                                                                                                                                      applicable
                                                                                                                                                                                     Gwenda Lyn
                                                                                                                                                                                       Jones
     j b     t d

Performance
indicator description
                                                                                                                                Compares Darlington’s performance in
with reference.
                                                                                          Three years                           2004/05 with the performance of all
Reference coloured                         Community Strategy
                                                                                          future targets                        English authorites using the latest data
red for priority                           themes. There are 8 of
                                                                                          that are reviewed                     available from the Audit Commission,
indicators. The                            these plus a section for
                                                                                          on an annual                          usually 2003/04. Performance is shown
prefix BV refers to                        indicators that apply to
                                                                                          basis.                                in quartile bands where each quartile
the national Best                          all themes. Indicators                                                               band contains a successive 25% of
Value set where as                         only appear in a single                                                              authorities. Thus from left to right a red
CR, CS, DE, ED, SS                         theme in this tabulation                                                             square indicates Darlington is
refer to the                               but it is recognised that                                                            performinig in the worst 25% of English
Council’s five                             in practice they may                                                                 authorities and so on to green, with
previous                                   impact on several                                                                    performance in the best 25%.
departments.                               themes.



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Appendix 1 - Best Value and Local Performance Indicators

   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06       2006/07   2007/08   All English LAs  Performance             Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)    Target    Actual  Target        Target    Target comparison 2003/04 in 2004/05                Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                         compared to             (Accounting
                                                                                                                                                                 all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                              LAs -                 contact
              surveys)                     target tolerance, ( Better,      from that                                                                                    WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                         Mean / %          Quartile (25%)
                                                                                                                                                                    BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                         ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                  ■
                                                                                                                                                certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                  PIs            ■ ■■ ■ (3)
                                                                                                                                                                     ■
                                                 target                                                                                                                     ■
                                                                                                                                                                       ■ ■■■ (2)
                                               tolerance)                                                                                                              ■ ■ ■■ (1) BQ
                                                                                                                                                                       (2003/04 base)

IMPROVING THE LOCAL ECONOMY
DE4 Number of people using
Information Darlington tourist
information service.
                                                 ★                           181,294       155,809   182,909     180,000   182,000   184,000
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Glenis Dodds

DE11a Number of jobs created through
Council-funded assistance to
companies.
                                                 ●                             307          250        260        250       250       250
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Gwenda Lyn
                                                                                                                                                                                           Jones

DE11b Number of jobs created through
Council-funded assistance to the cost           ▲                            £343.10        £350       £445       £350      £350      £350
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Gwenda Lyn
                                                                                                                                                                                           Jones
per job created
DE13 Darlington's share of the external
funding awarded to Tees Valley
Boroughs.
                                                 ●                             21%          15%       15.77%      15%       15%       15%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                           Richard
                                                                                                                                                                                          Horniman

DE14 Percentage of the population
                                                                              57.2%                    56.1%
who think that the Council is very or
fairly successful at improving the local         ●              ---         [B=1,019,
                                                                             C=3.05]
                                                                                            55%      [B=1,003,
                                                                                                      C=3.08]
                                                                                                                 57.5%      60%      62.5%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Richard Alty
economy.
DE15 Average unemployment rate of
five wards with the highest rates
compared to the five wards with the             ▲                             4.00%         3.8%      4.36%       4.2%       4%       3.8%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Richard Alty
lowest rates - gap between highest
and lowest rates.
DE23 Percentage of planned capital                                                                                                                Not        Not            Not
                                                New             New            New          New        New       95.0%     95.00%    95.00%                                             Dennis Watson
spend achieved.                                                                                                                                applicable applicable     applicable
DE53a Number of jobless people
supported into employment in target             ▲               New            New           23         13        175      Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Suzanne Clark
wards.
DE53b Number of jobless people
supported into sustained employment             ▲               New            New            5         4         105      Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Suzanne Clark
in target wards.
DE53c Number of jobless people from
priority groups supported into                  ▲               New            New            2         0          50      Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Suzanne Clark
employment in target wards.
DE65 Unemployment: the gap in
percentage points between the                                                                                                                     Not        Not            Not          Gwenda Lyn
                                                New             New            New          New        New        0.6%     0.60%     0.60%
unemployment rates for Darlington                                                                                                              applicable applicable     applicable        Jones
and for Great Britain.
PROMOTING INCLUSIVE COMMUNITIES
BV2a The level (if any) of the Equality
Standard for Local Government to
which the authority conforms.
                                                 ●              ---          Level 2       Level 2    Level 2    Level 3   Level 4   Level 4
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         David Plews


BV2b The duty to promote race
equality.                                        ●                            52.6%         60%       57.9%       70%       80%       90%        47%        63%            ■
                                                                                                                                                                       ■ ■■■             David Plews

BV63 Energy Efficiency - the average
SAP rating of local authority owned              ●                             68            69         69         70        71        72        60%        65%        ■ ■ ■■             Stephen
                                                                                                                                                                                          Edmonds
dwellings.
                                                                                                        84%
BV74a Satisfaction of tenants of
council housing with the overall service         ●              ---
                                                                               84%
                                                                             [B=706,        85%
                                                                                                      [B=706,
                                                                                                                  87%       90%       90%       76.79%      83%        ■ ■ ■■           Sharon Brown
                                                                                                       C=2.7]                                                            (2003/04)
provided by their landlord.                                                   C=2.7]
                                                                                                     (2003/04)
                                                                                                       100%
BV74b Satisfaction of black and
minority ethnic tenants with the overall        ★
                                                                             100%
                                                                             [B=5,          80%
                                                                                                       [B=5,
                                                                                                                  80%       80%       80%       71.11%      80%        ■ ■ ■■           Sharon Brown
                                                                                                     C=48.99]                                                            (2003/04)
service provided by their landlord.                                         C=48.99]
                                                                                                     (2003/04)
                                                                                                        84%
BV74c Satisfaction of non-black and
minority ethnic tenants with the overall         ●              ---
                                                                               84%
                                                                             [B=694,        85%
                                                                                                      [B=694,
                                                                                                                  85%       85%       85%       77.20%      84%        ■ ■ ■■           Sharon Brown
                                                                                                      C=2.74]                                                            (2003/04)
service provided by their landlord.                                          C=2.74]
                                                                                                     (2003/04)


           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                          153


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                      APPENDIX 1




   PI Reference and Description                 2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06       2006/07    2007/08   All English LAs  Performance         Accountable
     (B=base number and C =                   target achieved     Trend    (unless stated)    Target    Actual  Target        Target     Target comparison 2003/04 in 2004/05            Officer
       confidence interval for                     status       2003/04 to   (* Indicates                                                                          compared to         (Accounting
                                                                                                                                                                    all English
   citizen/customer satisfaction             (★ means above      2004/05   changed value                                                                               LAs -             contact
              surveys)                       target tolerance, ( Better,      from that                                                                                 WQ=Worst         officer)
                                             ● means within        Worse,    reported in                                                          Mean / %          Quartile (25%)
                                                                                                                                                                       BQ=Best
                                             target tolerance,    --- No   2004/05 BVPP)                                                          ‘Yes’ for Best    Quartile (25%)
                                             ▲ means below       change)
                                                                                                                                                                     ■
                                                                                                                                                   certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                     PIs            ■ ■■ ■ (3)
                                                                                                                                                                        ■
                                                   target                                                                                                                  ■
                                                                                                                                                                      ■ ■■■ (2)
                                                 tolerance)                                                                                                           ■ ■ ■■ (1) BQ
                                                                                                                                                                      (2003/04 base)

BV75a Satisfaction of tenants of
                                                                                                          67%
council housing with opportunities for
participation in management and                    ●
                                                                                67%*
                                                                               B=595,         60%
                                                                                                        B=595,
                                                                                                                   68.5%      70%        70%       63.19%     69%     ■ ■■■
                                                                                                                                                                          ■            Sharon Brown
                                                                                                        C=3.78]                                                         (2003/04)
decision making in relation to housing                                         C=3.78]
                                                                                                       (2003/04)
services provided by their landlord - All.
                                                                                                         100%
BV75b Black and minority ethnic
                                                  ★               New
                                                                               100%*
                                                                                B=4,          60%
                                                                                                         B=4,
                                                                                                                   68.5%      70%        70%       62.25%     73%     ■ ■ ■■           Sharon Brown
tenants.                                                                                               C=48.99]                                                         (2003/04)
                                                                              C=48.99]
                                                                                                       (2003/04)
                                                                                                          67%
BV75c Non-black and minority ethnic
                                                   ●              New
                                                                                67%*
                                                                               B=585,         60%
                                                                                                        B=585,
                                                                                                                   68.5%      70%        70%       63.67%    69.5%    ■ ■■■
                                                                                                                                                                          ■            Sharon Brown
tenants.                                                                                                C=3.82]                                                         (2003/04)
                                                                               C=3.82]
                                                                                                       (2003/04)
BV76a Housing Benefit Security - The
number of claimants visited per 1,000             ▲                            290.3*         320        285        310       320        330       210.18    310.45   ■ ■■■
                                                                                                                                                                          ■            Anthony Sandys
caseload.
BV76b Housing Benefit Security - The
number of fraud investigators                      ●              ---            0.2           0.2        0.2       0.25       0.3       0.35       0.35      0.44    ■■ ■ ■
                                                                                                                                                                       ■               Anthony Sandys
employed, per 1,000 caseload.
BV76c Housing Benefit Security - The
number of fraud investigations, per               ▲                            73.18*          80         31         45        47         49       43.58     52.61    ■■■ ■
                                                                                                                                                                        ■              Anthony Sandys
1,000 caseload.
BV76d Housing Benefit Security - The
number of prosecutions and sanctions,
per 1,000 caseload.
                                                   ★                            0.91           0.7        1.9        2.5       3          3.5       3.81      4.84      ■
                                                                                                                                                                      ■■■ ■            Anthony Sandys


BV78a Speed of processing - Average
time for processing new claims in days.
                                                  ▲               ---            35            31         35         26        26         26        43.5       32         ■
                                                                                                                                                                      ■ ■■■            Anthony Sandys

BV78b Speed of processing - Average
time for processing notifications of              ▲                               8             7         9          5         5           5        12.9      7.7     ■ ■■■
                                                                                                                                                                          ■            Anthony Sandys
change of circumstances in days.
BV78c Speed of processing -
Percentage of renewal claims                     Deleted        Deleted         71%          Deleted    Deleted    Deleted   Deleted    Deleted    66.83%   80.15%    ■ ■■■
                                                                                                                                                                          ■            Anthony Sandys
processed on time.                                                                                                                                                      (2003/04)
BV79a The percentage of cases within
a random sample for which the
Authority’s calculation of Housing and             ●                            97%           98.5%    99.20%      99.5%     99.5%      99.5%      96.92%    96.8%    ■ ■ ■■           Anthony Sandys
Council Tax Benefit is found to be
correct.
BV79b Accuracy of processing -
Percentage of recoverable
overpayments (excluding Council Tax
                                                  ▲                            38.52%*        65%      48.13%      Amended Amended Amended         47.74%    55.1%        ■
                                                                                                                                                                      ■ ■■■            Anthony Sandys
Benefit) that were recovered in the year.
BV79b(i) Percentage of Housing
Benefit overpayments recovered during
the period being reported on as a               Amended         Amended       Amended        Amended   Amended      70%       75%        80%      Amended Amended       Amended        Anthony Sandys
percentage of HB deemed recoverable
overpayments during that period.
BV79b(ii) HB overpayments recovered
during the period as a percentage of the
total amount of HB overpayment debt
                                                Amended         Amended       Amended        Amended   Amended      55%       57%        59%      Amended Amended       Amended        Anthony Sandys
outstanding at the start of the period
plus amount of HB overpayments
identified during the period.
BV79b(iii) HB overpayments written
off during the period as a percentage of
the total amount of HB overpayment
debt outstanding at the start of the            Amended         Amended       Amended        Amended   Amended      10%        9%         8%      Amended Amended       Amended        Anthony Sandys
period, plus amount of HB
overpayments identified during the
period.


                                                                                                                                       CORPORATE PLAN & BVPP 2005/2006
     154


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                                APPENDIX 1




   PI Reference and Description                 2004/05 P+     Performance 2003/04 Actual    2004/05      2004/05 2005/06 2006/07          2007/08   All English LAs  Performance                Accountable
     (B=base number and C =                   target achieved     Trend    (unless stated)    Target       Actual  Target  Target           Target comparison 2003/04 in 2004/05                   Officer
       confidence interval for                     status       2003/04 to   (* Indicates                                                                             compared to                (Accounting
                                                                                                                                                                       all English
   citizen/customer satisfaction             (★ means above      2004/05   changed value                                                                                  LAs -                    contact
              surveys)                       target tolerance, ( Better,      from that                                                                                           WQ=Worst         officer)
                                             ● means within        Worse,    reported in                                                                Mean / %          Quartile (25%)
                                                                                                                                                                             BQ=Best
                                             target tolerance,    --- No   2004/05 BVPP)                                                                ‘Yes’ for Best    Quartile (25%)
                                             ▲ means below                                                                                               certain Quartile  ■
                                                                                                                                                                          ■■ ■ ■ (4) WQ
                                                                 change)                                                                                                  ■ ■■ ■ (3)
                                                                                                                                                                              ■
                                                   target                                                                                                  PIs
                                                                                                                                                                                     ■
                                                                                                                                                                                ■ ■■■ (2)
                                                 tolerance)                                                                                                                     ■ ■ ■■ (1) BQ
                                                                                                                                                                                (2003/04 base)

BV80a Contact and access facilities at          Not to be      Not to be    82% [B=653,      Target not   Not to be Target not
                                                                                                                                  87%
                                                                                                                                           Target not
                                                                                                                                                         77.45%      83%        ■ ■■■
                                                                                                                                                                                    ■            Anthony Sandys
the benefit office - All.                       collected      collected      C=2.35]         required    collected required                required                              (2003/04)

BV80b Service in benefit office - All.
                                                Not to be      Not to be    76% [B=547,      Target not   Not to be Target not
                                                                                                                                  89%
                                                                                                                                           Target not
                                                                                                                                                         78.61%      85%        ■■■ ■
                                                                                                                                                                                  ■              Anthony Sandys
                                                collected      collected      C=2.98]         required    collected required                required                              (2003/04)

BV80c Telephone service - All.
                                                Not to be      Not to be    63% [B=275,      Target not   Not to be Target not
                                                                                                                                  82%
                                                                                                                                           Target not
                                                                                                                                                         67.79%      77%        ■■■ ■
                                                                                                                                                                                  ■              Anthony Sandys
                                                collected      collected      C=5.31]         required    collected required                required                              (2003/04)

BV80d Staff in benefit office - All.
                                                Not to be
                                                collected
                                                               Not to be    83% [B=668,      Target not   Not to be Target not
                                                                                                                                  89%
                                                                                                                                           Target not
                                                                                                                                                         80.41%      85%        ■ ■■■
                                                                                                                                                                                    ■            Anthony Sandys
                                                               collected      C=2.25]         required    collected required                required                              (2003/04)
BV80e Clarity etc. of forms and leaflets        Not to be      Not to be    68% [B=672,      Target not   Not to be Target not
                                                                                                                                  68%
                                                                                                                                           Target not
                                                                                                                                                         63.14%      67%        ■ ■ ■■           Anthony Sandys
- All.                                          collected      collected      C=2.98]         required    collected required                required                              (2003/04)

BV80f Time taken for a decision - All.
                                                Not to be      Not to be    72% [B=675,      Target not   Not to be Target not
                                                                                                                                  78%
                                                                                                                                           Target not
                                                                                                                                                         69.44%      76%        ■ ■■■
                                                                                                                                                                                    ■            Anthony Sandys
                                                collected      collected      C=2.65]         required    collected required                required                              (2003/04)

BV80g Overall satisfaction - All.
                                                Not to be      Not to be    81% [B=675,      Target not   Not to be Target not
                                                                                                                                  63%
                                                                                                                                           Target not
                                                                                                                                                         77.65%      83%        ■ ■■■
                                                                                                                                                                                    ■            Anthony Sandys
                                                collected      collected      C=2.34]         required    collected required                required                              (2003/04)
BV156 The percentage of authority
buildings open to the public in which all
public areas are suitable for and
                                                  ▲                             49%            85%        74.51%       91%        96%       100%          44%       64.83%      ■ ■ ■■            Guy Metcalfe
accessible to disabled people.
BV157 The number of types of
interactions that are enabled for
electronic delivery as a percentage of            ●                             92%           100%         100%       100%        100%      100%         63.62%      74%        ■ ■ ■■             Ken Walker
the types of interactions that are legally
permissible for electronic delivery.
BV164 Does the authority follow the
CRE's code of practice in rented
housing and follow the Good Practice
Standards for social landlords on
tackling harassment included in the
                                                  ●              ---             Yes            Yes         Yes        Yes         Yes        Yes         62%
                                                                                                                                                                      Not
                                                                                                                                                                   applicable
                                                                                                                                                                              Not applicable      Chris Burke

Code of Practice for Social Landlords:
Tackling Racial Harassment?
BV165 The percentage of pedestrian
crossings with facilities for disabled            ●              ---            97%            97%          97%       68.7%       76%       83.6%        82.4%       98%        ■ ■■■
                                                                                                                                                                                    ■             Mike Baxter
people.
BV174 The number of racial incidents
recorded by the authority per 100,000
population.
                                                  ●                             74.60           85          90.6       115        135        135
                                                                                                                                                           Not        Not
                                                                                                                                                        applicable applicable
                                                                                                                                                                                     Not
                                                                                                                                                                                  applicable
                                                                                                                                                                                                  David Plews


BV175 The percentage of racial
incidents that resulted in further action.        ●              ---            100%          100%         100%       100%        100%      100%         75.4%       100%       ■ ■ ■■            David Plews

BV177 Percentage of authority
expenditure on legal and advice
services which is spent on services                                                                                 Amended Amended Amended
that have been awarded the Quality                ●                            69.1%           98%         97.1%       to      to      to                56.4%      96.9%       ■ ■ ■■           Sharon Brown
Mark and meet a priority legal need                                                                                  BV226   BV226   BV226
identified in the Community Legal
Service Partnership strategic plan.
BV183a The average length of stay in
bed and breakfast accommodation of
households which include dependent
children or a pregnant woman and                  ●                               2              1           1       1 week      <1 week   <1 week        6.81       1.21       ■ ■ ■■            Chris Burke
which are unintentionally homeless and
in priority need (weeks).
BV183b The average length of stay in
hostel accommodation of households
which include dependent children or a
pregnant woman and which are                      ●              ---              0              0           0          0          0           0         14.96         0        ■ ■ ■■            Chris Burke
unintentionally homeless and in priority
need (weeks).


           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                               155


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual    2004/05    2004/05    2005/06    2006/07    2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)    Target     Actual     Target     Target     Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                           compared to              (Accounting
                                                                                                                                                                   all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                LAs -                  contact
              surveys)                     target tolerance, ( Better,      from that                                                                                      WQ=Worst          officer)
                                           ● means within        Worse,    reported in                                                            Mean / %          Quartile (25%)
                                                                                                                                                                       BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                            ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below                                                                                           certain Quartile  ■
                                                                                                                                                                    ■■ ■ ■ (4) WQ
                                                               change)                                                                                              ■ ■■ ■ (3)
                                                                                                                                                                        ■
                                                 target                                                                                              PIs
                                                                                                                                                                              ■
                                                                                                                                                                         ■ ■■■ (2)
                                               tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                         (2003/04 base)

BV184a The proportion of LA homes
which were non-decent at the start of            ★                             5.84%* of
                                                                                 6,275
                                                                                            3% of
                                                                                            5,855
                                                                                                      2.51% of 1.93% of
                                                                                                        5860    5,690
                                                                                                                               0%        0%         37%        21%       ■ ■ ■■              Stephen
                                                                                                                                                                                             Edmonds
the year.
BV184b The percentage change in
proportion of non-decent LA homes                ★                              59.1%*     16.25%      77.67%     100%         0%        0%         8.6%      23.8%      ■ ■ ■■              Stephen
                                                                                                                                                                                             Edmonds
during the year.
BV211a Proportion planned repairs
and maintenance expenditure on HRA
                                                                                                                                                                                             Malcolm
dwellings compared to the responsive             New              New            New         New        New        84%       Not set    Not set     New        New           New
                                                                                                                                                                                             Harding
maintenance expenditure on HRA
dwellings.

BV211b Proportion of expenditure on
emergency and urgent repairs to HRA                                                                                                                                                          Malcolm
                                                 New              New            New         New        New        16%       Not set    Not set     New        New            New
dwellings compared to non-urgent                                                                                                                                                             Harding
repairs expenditure to HRA dwellings
BV212 New 05/06 (Ex CS38Ex BV68)
Average relet times for local authority
                                                 ★                ---             23         26          23         24         24         23
                                                                                                                                                     44        29        ■ ■ ■■           Hazel Neasham
dwellings let in the financial year                                                                                                               (2001/02) (2001/02)      (2001/02)
(days).
BV213 Number of households who
considered themselves homeless and
                                                 New              New            New         New        New        1.09       1.20       1.30       New        New            New           Chris Burke
for whom housing advice casework
resolved their situation.
BV214 Proportion of households
accepted as statutorily homeless who
were accepted as statutorily homeless            New              New            New         New        New         1%         1%         1%        New        New            New           Chris Burke
by the same authority within the last 2
years.

BV226a Total amount spent by the
                                               Amended          Amended        Amended     Amended    Amended                                     Amended Amended          Amended
authority on Advice and Guidance                                                                                                                                                              Elaine
                                                 from             from           from        from       from  £337,000       Not set    Not set     from    from             from
services provided by external                                                                                                                                                                Lowcock
                                                BV177            BV177          BV177       BV177      BV177                                       BV177   BV177            BV177
organisations.

BV226b Percentage of monies spent
on advice and guidance services                Amended          Amended        Amended     Amended    Amended                                     Amended Amended          Amended
                                                                                                                                                                                              Elaine
provision given to organisations holding         from             from           from        from       from       75%        80%       Not set     from    from             from
                                                                                                                                                                                             Lowcock
the CLS Quality Mark at ‘General Help’          BV177            BV177          BV177       BV177      BV177                                       BV177   BV177            BV177
level and above
BV226c Total amount spent on Advice
and Guidance in the rates of housing,          Amended          Amended        Amended     Amended    Amended                                     Amended Amended          Amended
                                                                                                                                                                                              Elaine
welfare benefits and consumer matters            from             from           from        from       from  £1,100,000 £1,200,000     Not set     from    from             from
                                                                                                                                                                                             Lowcock
which is provided directly by the               BV177            BV177          BV177       BV177      BV177                                       BV177   BV177            BV177
authority to the public.
CR5 (Ex BV6) Percentage turnout for
                                             Not applicable   Not applicable    51.5%
                                                                                              Not        Not        Not     45% postal
                                                                                                                             or 30% if
                                                                                                                                           Not        38%       39%      ■ ■ ■■             Linda Todd
Local Elections.                                                                           applicable applicable applicable traditional applicable (2001/02) (2001/02)     (2001/02)
CS10 (Ex BV72) Percentage of urgent
repairs completed within Government              ●                              94.4%        96%        95.5%      96%        96%        96%        91%        96%       ■ ■■■
                                                                                                                                                                             ■            Malcolm Harding
time limits.                                                                                                                                                               (2001/02)
CS11 (Ex BV73) Average time taken to
complete non-urgent responsive repairs           ★                                 7          8          5.5         9          9          9
                                                                                                                                                     21        13        ■ ■ ■■           Malcolm Harding
                                                                                                                                                  (2001/02) (2001/02)      (2001/02)
(days).
CS15 Percentage reduction of rent
arrears for each Neighbourhood Office.
                                                 ▲                              -3.97%       -5%       -4.87%       3%         3%         3%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable Hazel Neasham

CS16 Percentage of all introductory
tenants visited within 3 months.                 ●                ---            100%       100%        100%       100%      100%       100%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable Hazel Neasham




                                                                                                                                       CORPORATE PLAN & BVPP 2005/2006
     156


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                     APPENDIX 1




   PI Reference and Description              2004/05 P+     Performance 2003/04 Actual    2004/05    2004/05 2005/06 2006/07         2007/08   All English LAs  Performance            Accountable
     (B=base number and C =                target achieved     Trend    (unless stated)    Target     Actual  Target  Target          Target comparison 2003/04 in 2004/05               Officer
       confidence interval for                  status       2003/04 to   (* Indicates                                                                          compared to            (Accounting
                                                                                                                                                                 all English
   citizen/customer satisfaction          (★ means above      2004/05   changed value                                                                               LAs -                contact
              surveys)                    target tolerance, ( Better,      from that                                                                                   WQ=Worst          officer)
                                          ● means within        Worse,    reported in                                                          Mean / %          Quartile (25%)
                                                                                                                                                                    BQ=Best
                                          target tolerance,    --- No   2004/05 BVPP)                                                          ‘Yes’ for Best    Quartile (25%)
                                          ▲ means below                                                                                         certain Quartile  ■
                                                                                                                                                                 ■■ ■ ■ (4) WQ
                                                              change)                                                                                            ■ ■■ ■ (3)
                                                                                                                                                                     ■
                                                target                                                                                            PIs
                                                                                                                                                                          ■
                                                                                                                                                                     ■ ■■■ (2)
                                              tolerance)                                                                                                             ■ ■ ■■ (1) BQ
                                                                                                                                                                     (2003/04 base)

CS20 (Ex BV77) Average cost of
handling a Housing Benefit or Council
Tax Benefit claim, taking into account         ●                            £60.01         £60.92     £59.77     £61.28    £64.23    £66.47
                                                                                                                                                 £65.52    £50.51    ■ ■■■
                                                                                                                                                                         ■            Anthony Sandys
                                                                                                                                               (2001/02) (2001/02)     (2001/02)
differences in the types of claim
received.

CS28 Number of local compacts.                 ▲                               4             7          0        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

CS29 Number of local community
partnerships.                                  ●                               9             11        11        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

CS30 Number of individuals involved in
the local community partnerships.              ★                              127           117        130         70        70        70
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

CS31 Number of Community Legal
Service (CLS) accredited advice
providers.
                                               ★                               3             6          8          7         7         7
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown


CS40 Get external funding into priority
wards.                                         ★              New            New          £193,164 £325,414 £220,000       Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Shan Warren


CS42 Implement NRS Action Plan.                ●              New            New             Yes       Yes      Amended Amended Amended
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

                                           Amended from   Amended from   Amended from      Amended Amended                                        Not        Not
CS42a Develop Action Plan.                                                                                         11      Not set   Not set                         Not applicable    Shan Warren
                                              CS42           CS42           CS42          from CS42 from CS42                                  applicable applicable
CS44 Develop codes of practice in
Community Partnerships.
                                               ▲              New            New             Yes      Partly     Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Shan Warren


CS51 Deliver learning opportunities.           ★              New            New             20        47        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Shan Warren

CS52 Deliver Community Partnersips
Local Action Plans.
                                               ▲              New            New             11         9        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Shan Warren


CS55a Increase Benefit take-up.                ●              New            New          £50,000    £51,022    £60,000    £70,000   £80,000
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable
                                                                                                                                                                                         Anthony
                                                                                                                                                                                         Sandys

CS55b Increase Welfare benefit
take-up.                                       ●              New            New            New        New      £100,000   Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

CS56 Consult Landlords on HB CTB
Services
                                               ▲              New            New             2          1        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown

CS57 Consult stakeholders on HB CTB
Services
                                               ▲              New            New             2          1        Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable Sharon Brown


CS61 Raise awareness of of CLS.                ▲              New            New            55%       45.9%       55%      Not set   Not set
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable
                                                                                                                                                                                          Elaine
                                                                                                                                                                                         Lowcock
CS119 Percentage of benefit cases
                                                                                                                                                  Not        Not                         Anthony
decided within 14 days of receiving all        New            New            New            New        New        90%      Not set   Not set                         Not applicable
                                                                                                                                               applicable applicable                     Sandys
information.
CS123 Percentage of rent allowancde
                                                                                                                                                  Not        Not                         Anthony
claims where the forst payment is              New            New            New            New        New        90%       90%       90%                            Not applicable
                                                                                                                                               applicable applicable                     Sandys
made on time or within 7 days.
CS127 Provide floating support for                                                                                                                Not        Not                         Anthony
                                               New            New            New            New        New         10      Not set   Not set                         Not applicable
people with drug and alcohol problems.                                                                                                         applicable applicable                     Sandys

CS145 Percentage of new claims                                                                                                                    Not        Not                         Anthony
                                               New            New            New            New        New        10%      Not set   Not set                         Not applicable
outstanding over 50 days.                                                                                                                      applicable applicable                     Sandys
CS147 Percentage of applications for
                                                                                                                                                  Not        Not                         Anthony
reconsideration revision actioned and          New            New            New            New        New        65%      Not set   Not set                         Not applicable
                                                                                                                                               applicable applicable                     Sandys
notified within 4 weeks
CS148 Percentage of appeals
                                                                                                                                                  Not        Not                         Anthony
submitted to Appeals Service in 4              New            New            New            New        New        65%      Not set   Not set                         Not applicable
                                                                                                                                               applicable applicable                     Sandys
weeks.




           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                       157


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                  APPENDIX 1




   PI Reference and Description             2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05   2005/06   2006/07   2007/08   All English LAs  Performance            Accountable
     (B=base number and C =               target achieved     Trend    (unless stated)    Target    Actual    Target    Target    Target comparison 2003/04 in 2004/05               Officer
       confidence interval for                 status       2003/04 to   (* Indicates                                                                       compared to            (Accounting
                                                                                                                                                             all English
   citizen/customer satisfaction         (★ means above      2004/05   changed value                                                                            LAs -                contact
              surveys)                   target tolerance, ( Better,      from that                                                                                 WQ=Worst         officer)
                                         ● means within        Worse,    reported in                                                        Mean / %          Quartile (25%)
                                                                                                                                                                 BQ=Best
                                         target tolerance,    --- No   2004/05 BVPP)                                                        ‘Yes’ for Best    Quartile (25%)
                                         ▲ means below                                                                                       certain Quartile  ■
                                                                                                                                                              ■■ ■ ■ (4) WQ
                                                             change)                                                                                          ■ ■■ ■ (3)
                                                                                                                                                                  ■
                                               target                                                                                          PIs
                                                                                                                                                                       ■
                                                                                                                                                                  ■ ■■■ (2)
                                             tolerance)                                                                                                           ■ ■ ■■ (1) BQ
                                                                                                                                                                  (2003/04 base)

CS149 Percentage of appeals
                                                                                                                                               Not        Not                        Anthony
submitted to Appeals Service in 3                             New            New           New       New      95%      Not set    Not set                         Not applicable
                                                                                                                                            applicable applicable                    Sandys
months.
CS162a Percentage of people clear                                                                                                              Not        Not
                                              New             New            New           New       New      95%      Not set    Not set                         Not applicable   Shan Warren
about aims of Community Partnership.                                                                                                        applicable applicable

CS162b Percentage of people who
                                                                                                                                               Not        Not
agree that Community Partnerships             New             New            New           New       New      90%      Not set    Not set                         Not applicable   Shan Warren
                                                                                                                                            applicable applicable
address local issues.

CS162c Percentage of people who feel
                                                                                                                                               Not        Not
they can influence Community                  New             New            New           New       New      80%      Not set    Not set                         Not applicable   Shan Warren
                                                                                                                                            applicable applicable
Partnership decisions.
SS12 (PAF D35) Long term stability for
children looked after.                         ★                             33%           40%      44.4%     50%       50%        50%
                                                                                                                                               Not        Not
                                                                                                                                            applicable applicable
                                                                                                                                                                  Not applicable   Alison Walton

SS28 (PAF B7) Children looked after in
                                                                                                                                               Not        Not
foster placements or placed for               New                           87.5%          New      87.7%     85%       85%        85%                            Not applicable   Alison Walton
                                                                                                                                            applicable applicable
adoption.
SS29 (PAF C19) Health of children                                                                                                              Not        Not
                                              New                           84.4%          New      89.9%     90%       90%        90%                            Not applicable   Alison Walton
looked after.                                                                                                                               applicable applicable
RAISING EDUCATIONAL ACHIEVEMENT
BV33 Youth Service expenditure per                                                                                                                                                 Sue Davidson/
head in Youth Service age range               ▲                             £66.30        £70.43   £65.89
                                                                                                             Amended Amended Amended
                                                                                                             to BV221 to BV221 to BV221
                                                                                                                                             £64.89     £86.75     ■■■ ■
                                                                                                                                                                     ■               (Heather
(higher spent is better).                                                                                                                                                            McQuade)
BV34a Percentage of primary schools
with 25%+ (and at least 30) of their           ★                            17.6%         8.8%      0.0%     Deleted   Deleted    Deleted    12.9%        8%       ■ ■ ■■           Kevin Duffy
places unfilled.
BV34b Percentage of secondary
schools with 25%+ (and at least 30) of         ●              ---            0%            0%        0%      Deleted   Deleted    Deleted    7.11%        0%       ■ ■ ■■           Kevin Duffy
their places unfilled.
BV38 Percentage of pupils in local
authority schools achieving 5 or more         ▲                             50.8%          55%      48.8%     57%       58%        59%       49.9%       55%       ■■■ ■
                                                                                                                                                                     ■             David Walker
A*-C grade GCSEs or equivalent.
BV39 Percentage of pupils in schools
maintained by the authority in the
previous summer achieving one or               ●                            87.8%          91%      87.4%     84%       84%        87%       87.5%      90.1%      ■■■ ■
                                                                                                                                                                     ■             David Walker
more GCSEs at grade A*-G or
equivalent.
BV40 Percentage of pupils in schools
maintained by the authority achieving
Level 4 or above in Key Stage 2
                                              ▲                             73.4%          82%      74.8%     84%       84%        87%       72.1%       75%           ■
                                                                                                                                                                   ■ ■■■           David Walker
Mathematics.
BV41 Percentage of pupils in schools
maintained by the authority achieving
Level 4 or above in Key Stage 2                ●                            74.0%          81%      78.2%     82%       84%        85%       74.7%      77.6%      ■ ■ ■■          David Walker
English.
BV43a Percentage of statements
prepared within 18 weeks (excluding            ●              ---           100%          100%      100%      100%      100%      100%       89.3%       100%      ■ ■ ■■          Joy Bradford
those involving other agencies).
BV43b Percentage of statements
prepared within 18 weeks involving            ▲                             98.7%        96.00%     89.4%     96%       96%        96%       68.2%      83.9%      ■ ■ ■■          Joy Bradford
other agencies.
BV44 Number of pupils permanently
excluded in maintained schools per            ▲                              0.55         0.93      1.53     Deleted   Deleted    Deleted     1.21       0.84      ■■■ ■
                                                                                                                                                                     ■              Gill Walker
1,000.
BV45 Percentage of half days missed
due to all absence in secondary               ▲               ---           9.2%          7.40%     9.2%      5.70%    5.70%      5.70%      8.37%       7.7%      ■■ ■ ■
                                                                                                                                                                    ■               Gill Walker
schools maintained by the authority.
BV46 Percentage of half days missed
due to all absence in primary schools         ▲                             6.4%          5.00%     6.1%      3.90%    3.90%      3.90%      5.87%       5.4%      ■■■ ■
                                                                                                                                                                     ■              Gill Walker
maintained by the authority.


                                                                                                                                 CORPORATE PLAN & BVPP 2005/2006
     158


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                   APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07       2007/08   All English LAs  Performance           Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)    Target    Actual  Target  Target        Target comparison 2003/04 in 2004/05              Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                       compared to           (Accounting
                                                                                                                                                               all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                            LAs -               contact
              surveys)                     target tolerance, ( Better,      from that                                                                                WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                       Mean / %          Quartile (25%)
                                                                                                                                                                  BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                       ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below                                                                                      certain Quartile  ■
                                                                                                                                                               ■■ ■ ■ (4) WQ
                                                               change)                                                                                         ■ ■■ ■ (3)
                                                                                                                                                                   ■
                                                 target                                                                                         PIs
                                                                                                                                                                        ■
                                                                                                                                                                   ■ ■■■ (2)
                                               tolerance)                                                                                                          ■ ■ ■■ (1) BQ
                                                                                                                                                                   (2003/04 base)

BV48 Percentage of schools
maintained by the authority subject to          ●                              2%            0%        0%      Deleted   Deleted   Deleted    1.38%        0%      ■ ■ ■■           David Walker
special measures.
BV50 (PAF A2) ducational qualifications
of children looked after by reference to
                                                ★
the percentage of young people leaving                                       46.70%         45%      71.43%     45%       48%       50%        48%        57%      ■ ■ ■■           Alison Walton
care aged 16 or over with at least 1
GCSE at grades A*-G, or GNVQ.
BV159a Percentage of permanently
excluded pupils attending 5 hours or
less per week alternative tuition.
                                                ●                             5.7%           0%        0%      Deleted   Deleted   Deleted
                                                                                                                                                Not        Not
                                                                                                                                             applicable applicable
                                                                                                                                                                   Not applicable    Gill Walker

BV159b Percentage of permanently
excluded pupils attending 6 to 12 hours         ▲                             5.7%           0%       7.1%     Deleted   Deleted   Deleted
                                                                                                                                                Not        Not
                                                                                                                                             applicable applicable
                                                                                                                                                                   Not applicable    Gill Walker
per week alternative tuition.
BV159c Percentage of permanently
excluded pupils attending 13 to 19              ▲                             5.7%           0%       3.6%     Deleted   Deleted   Deleted
                                                                                                                                                Not        Not
                                                                                                                                             applicable applicable
                                                                                                                                                                   Not applicable    Gill Walker
hours per week alternative tuition.
BV159d Percentage of permanently
excluded pupils attending 20 hours or           ▲                            82.9%          100%      89.3%    Amended Amended Amended        68.63%     93.2%      ■ ■■■
                                                                                                                                                                        ■            Gill Walker
more per week alternative tuition.
BV159 Percentage of permanently
excluded pupils attending 21 hours or         Amended        Amended        Amended        Amended   Amended    85%       85%       85%      Amended Amended         Amended         Gill Walker
more per week alternative tuition.
BV161 (PAF A4) Employment,
education and training for care leavers.        ★                            35.8%*         0.50      0.73      0.60      0.60      0.60      56.83%     65.9%      ■ ■ ■■          Alison Walton
(amended 2004/05 to ratio)

BV181 Percentage of 14 year-old
pupils in schools maintained by LEA
achieving Level 5 or above in Key
Stage 3 test in:­

BV181a English                                  ▲                            68.0%          77%      70.9%      74%       76%       81%       68.63%      73%       ■ ■■■
                                                                                                                                                                        ■           David Walker

BV181b Maths                                    ▲                            72.3%          80%       72.9%     77%       78%       84%       67.76%      74%       ■ ■■■
                                                                                                                                                                        ■           David Walker

BV181c Science                                  ▲                            65.7%          73%       65.6%     74%       76%       78%       69.4%       73%       ■■■ ■
                                                                                                                                                                      ■             David Walker


BV181d ICT Assessment                           ▲                            65.9%          82%       62.7%     82%       83%       85%       66.69%     72.13%     ■ ■■
                                                                                                                                                                    ■■■■            David Walker

BV192a Quality of teaching for early
years and childcare services - Average
number of days access to relevant
training and development per                    ★                              4.4            4        4.9
                                                                                                               Amended Amended Amended
                                                                                                               to BV222 to BV222 to BV222
                                                                                                                                                4.4        4.8      ■ ■ ■■          Chris Archer
practitioner delivering Foundation Stage
education.

BV192b Quality of teaching for early
years and childcare services - Average          ▲                              9.3           10        8.3
                                                                                                               Amended Amended Amended
                                                                                                               to BV222 to BV222 to BV222
                                                                                                                                                8.7        11       ■■■ ■
                                                                                                                                                                      ■             Chris Archer
number of settings per teacher.

BV193a Schools Budget as a
percentage of the Schools Funding               ●                           102.10%         100%      100%     Deleted   Deleted   Deleted    100.7%     102.1%     ■■■ ■
                                                                                                                                                                      ■             Paul Campbell
Assessment.

BV193b Increase in Schools Budget
on the previous year as a percentage
of the increase in the Schools Funding          ●                           116.00%         100%      100%     Deleted   Deleted   Deleted    104.5%      108%      ■■ ■ ■
                                                                                                                                                                     ■              Paul Campbell
Assessment on the previous year.

BV194a The percentage of pupils
achieving Level 5 or above in Key               ▲                             25%           31%       26.6%     34%       36%       37%        26%        29%       ■ ■■■
                                                                                                                                                                        ■           David Walker
Stage 2 English.

           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                             159


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                       APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07       2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target    Actual  Target  Target        Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                       compared to              (Accounting
                                                                                                                                                                all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                            LAs -                  contact
              surveys)                      target tolerance, ( Better,      from that                                                                                   WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                        Mean / %          Quartile (25%)
                                                                                                                                                                    BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                        ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below                                                                                       certain Quartile  ■
                                                                                                                                                                 ■■ ■ ■ (4) WQ
                                                                change)                                                                                          ■ ■■ ■ (3)
                                                                                                                                                                     ■
                                                  target                                                                                          PIs
                                                                                                                                                                            ■
                                                                                                                                                                       ■ ■■■ (2)
                                                tolerance)                                                                                                             ■ ■ ■■ (1) BQ
                                                                                                                                                                       (2003/04 base)

BV194b The percentage of pupils
achieving Level 5 or above in Key                ●                            29.80%         33%       32.2%     35%       38%        39%       28.2%       31%        ■ ■ ■■            David Walker
Stage 2 Mathematics.
BV221a Percentage of young people
aged 13-19 gaining a recorded                  Amended        Amended                       Amended   Amended                                  Amended Amended           Amended
                                                                           Amended from
outcome compared to the percentage               from           from                          from      from     60%       65%        70%        from    from              from         Sue Davidson
                                                                              BV33
of young people in the local authority          BV33           BV33                          BV33      BV33                                     BV33    BV33              BV33
area.
BV221b Percentage of young people
aged 13-19 gaining an accredited               Amended        Amended                       Amended   Amended                                  Amended Amended           Amended
                                                                           Amended from
outcome compared to the percentage               from           from                          from      from     30%       35%        40%        from    from              from         Sue Davidson
                                                                              BV34
of young people in the local authority          BV34           BV34                          BV34      BV34                                     BV33    BV33              BV33
area.

BV222a Percentage of leaders of
                                               Amended        Amended        Amended        Amended   Amended                                  Amended Amended           Amended
integrated early education/childcare
                                                 from           from           from           from      from     38%       41%        45%        from    from              from          Chris Archer
settings (part) funded by the authority
                                                BV192          BV192          BV192          BV192     BV192                                    BV192   BV192             BV192
with a qualification at Level 4 or above.

BV222b Percentage of leaders of
integrated early education/childcare
                                               Amended        Amended        Amended        Amended   Amended                                  Amended Amended           Amended
settings (part) funded by the authority
                                                 from           from           from           from      from    100%      100%       100%        from    from              from          Chris Archer
which have input from the staff with
                                                BV192          BV192          BV192          BV192     BV192                                    BV192   BV192             BV192
(post) graduate training in teaching in
teaching/child development
ED1 Number of public access Internet
uses.                                            ★                            37,624        33,075    47,323    34,719    36,465     38,288
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Lynne Litchfield

ED2 Number of schools participating in
Family Learning Opportunities                    ●                              17            20        18      Deleted   Deleted    Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Ruth Bernstein

ED4 Number of children with special
education needs placed in schools
                                                 ★                              22            25        21      Deleted   Deleted    Deleted
                                                                                                                                                  Not        Not            Not
                                                                                                                                                                                         Joy Bradford
                                                                                                                                               applicable applicable     applicable
outside the borough.
ED5 Wheelchair access to Darlington
schools.                                         ★                            43.9%         46.3%     53.8%     56.4%      59%       61.5%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                           John Bell

ED6 Percentage of years 3 to 6
(inclusive) classes with more than 30
pupils. (Ex BV160)
                                                 ★                            33.3%         37.0%     32.7%     Deleted   Deleted    Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                          Kevin Duffy

ED7 Percentage of admission appeals
heard which were rejected by an                  ▲                            70.9%          69%      57.3%     Deleted   Deleted    Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Sue Davison
Appeals Panel.
ED9 Percentage of Year 11 children
who were in public care who attained
5+GCSE A*-C.
                                                 ★                              0%           10%       26.7%     15%       20%        25%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                          Gill Walker

ED11 Number of children with
additional educational needs accessing
mainstream provision or links. (2002­            ●                            73.3%          72%       66.2%     80%       82%        85%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Joy Bradford
03 Pilot Year)
ED12 Percentage of Early Years judged
by OfSTED as satisfactory or better.             ●                            96.8%          94%       96.5%     94%       95%        95%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                         Chris Archer

ED13 Percentage of adults (aged over
18) participating in formal learning.
                                                 ▲                            1.41%          1.50%     0.9%     Deleted   Deleted    Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                            Not
                                                                                                                                                                         applicable
                                                                                                                                                                                        Ruth Bernstein

ED15 Percentage of 3 year olds with
access to good quality, free, early years
education in the voluntary, private or           ●                            95.8%          100%      100%     100%      100%       100%        84%         92%       ■ ■ ■■            Chris Archer
maintained sectors.




                                                                                                                                    CORPORATE PLAN & BVPP 2005/2006
     160


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual     2004/05   2004/05 2005/06 2006/07          2007/08   All English LAs  Performance             Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)     Target    Actual  Target  Target           Target comparison 2003/04 in 2004/05                Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                           compared to             (Accounting
                                                                                                                                                                    all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                                LAs -                 contact
              surveys)                      target tolerance, ( Better,      from that                                                                                      WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                       BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                     ■
                                                                                                                                                   certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                     PIs            ■ ■■ ■ (3)
                                                                                                                                                                        ■
                                                  target                                                                                                                       ■
                                                                                                                                                                          ■ ■■■ (2)
                                                tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                          (2003/04 base)

ED16a Percentage of primary schools
very or fairly satisfied with the overall
capacity of the Council to support               ★                             65%            80%       100%      Deleted    Deleted    Deleted
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           David Walker
school improvement.
ED16b Percentage of secondary
schools very or fairly satisfied with the
overall capacity of the Council to               ★                             50%            75%       100%      Deleted    Deleted    Deleted
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           David Walker
support school improvement.
ED18a Percentage of half days missed
due to unauthorised absence in
secondary schools maintained by the              ●              ---            1.1%           1.0%      1.1%       0.97%      0.97%      0.97%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                            Gill Walker
authority. (NEW)
ED18b Percentage of half days missed
due to unauthorised absence in
primary schools maintained by the                ●                             0.2%           0.3%      0.3%       0.26%      0.26%      0.26%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                            Gill Walker
authority. (NEW)
ED19a (SS/E4) % of Primary schools
expressing satisfaction with the
efficency with which statutory
assessments of pupils with SEN are
                                                 ★                             34%            55%      63.2%      Deleted    Deleted    Deleted
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           Cate Crallan

made.
ED19b (SS/E4) % of Secondary
schools expressing satisfaction with the
efficency with which statutory
assessments of pupils with SEN are
                                                 ★                              0%            22%       50%       Deleted    Deleted    Deleted
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           Cate Crallan

made.
ED21a (SS/E10) % of Primary schools
expressing overall satisfaction with the
LEA’s capacity to support special                ★                             26%            48%      63.2%
                                                                                                                  Replaced
                                                                                                                  by ED21
                                                                                                                             Replaced
                                                                                                                             by ED21
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED21 applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           Cate Crallan
educational needs.

ED21b (SS/E10) % of Secondary
schools expressing overall satisfaction
with the LEA’s capacity to support               ★                              0%            45%       50%
                                                                                                                  Replaced
                                                                                                                  by ED21
                                                                                                                             Replaced
                                                                                                                             by ED21
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED21 applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           Cate Crallan
special educational needs.

ED21 Percentage of schools
                                                                                             Amended Amended
expressing overall satisfaction with the     Amended from   Amended from   Amended from                                                              Not        Not            Not
                                                                                               from     from       65%        66%        67%                                               Cate Crallan
LEA’s capacity to support special             ED21a & b      ED21a & b      ED21a & b                                                             applicable applicable     applicable
                                                                                            ED21a & b ED21a & b
educational needs.

ED22a (SS/E9) % of Primary schools
expressing satisfaction with
effectiveness of educational psychology          ★                             86%            82%       100%
                                                                                                                  Replaced
                                                                                                                  by ED22
                                                                                                                             Replaced
                                                                                                                             by ED22
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED22 applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                             Sharon
                                                                                                                                                                                            Lissaman
support.

ED22b (SS/E9) % of Secondary
schools expressing satisfaction with
effectiveness of educational psychology
                                                 ▲              ---            50%            70%       50%
                                                                                                                  Replaced
                                                                                                                  by ED22
                                                                                                                             Replaced
                                                                                                                             by ED22
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED22 applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                             Sharon
                                                                                                                                                                                            Lissaman
support.

ED22 Percentage of schools
                                                                                             Amended Amended
expressing satisfaction with                 Amended from   Amended from   Amended from                                                              Not        Not            Not           Sharon
                                                                                               from     from       96%        96%        97%
effectiveness of educational psychology       ED22a & b      ED22a & b      ED22a & b                                                             applicable applicable     applicable      Lissaman
                                                                                            ED22a & b ED22a & b
support.
ED25a (SS/D8) % of Primary schools
expressing satisfaction with the
effectiveness of LEA support for
meeting the needs of pupils from                 ●                             48%            79%       75%
                                                                                                                  Replaced
                                                                                                                  by ED25
                                                                                                                             Replaced
                                                                                                                             by ED25
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED25 applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                            Gill Walker
ethnic minority groups, refugees and
travellers.




           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                                161


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                          APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual      2004/05   2004/05 2005/06 2006/07          2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)      Target    Actual  Target  Target           Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                            compared to              (Accounting
                                                                                                                                                                    all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                 LAs -                  contact
              surveys)                     target tolerance, ( Better,      from that                                                                                        WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                             Mean / %          Quartile (25%)
                                                                                                                                                                        BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                             ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                      ■
                                                                                                                                                    certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                      PIs            ■ ■■ ■ (3)
                                                                                                                                                                         ■
                                                 target                                                                                                                         ■
                                                                                                                                                                           ■ ■■■ (2)
                                               tolerance)                                                                                                                  ■ ■ ■■ (1) BQ
                                                                                                                                                                           (2003/04 base)

ED25b (SS/D8) % of Secondary
schools expressing satisfaction with the
effectiveness of LEA support for
meeting the needs of pupils from                ★                               50%           75%       100%
                                                                                                                  Replaced
                                                                                                                  by ED25
                                                                                                                             Replaced
                                                                                                                             by ED25
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED25 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                              Gill Walker
ethnic minority groups, refugees and
travellers.
ED25 Percentage of schools
expressing satisfaction with the
                                                                                             Amended Amended
effectiveness of LEA support for            Amended from   Amended from     Amended from                                                              Not        Not            Not
                                                                                               from     from       87%        87%         87%                                                 Gill Walker
meeting the needs of pupils from             ED25a & b      ED25a & b        ED25a & b                                                             applicable applicable     applicable
                                                                                            ED25a & b ED25a & b
ethnic minority groups, refugees and
travellers.
ED26a (SS/D14) % of Primary schools
expressing overall satisfaction with how
well the LEA promotes access to                 ★                               73%           48%       94.1%
                                                                                                                  Replaced
                                                                                                                  by ED26
                                                                                                                             Replaced
                                                                                                                             by ED26
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED26 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                             Gail Bowen
education and social inclusion.

ED26b (SS/D14) % of Secondary
schools expressing overall satisfaction
with how well the LEA promotes access           ★               ---            100%           37%       100%
                                                                                                                  Replaced
                                                                                                                  by ED26
                                                                                                                             Replaced
                                                                                                                             by ED26
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED26 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                             Gail Bowen
to education and social inclusion.

ED26 Percentage of schools
                                                                                             Amended Amended
expressing overall satisfaction with how    Amended from   Amended from     Amended from                                                              Not        Not            Not
                                                                                               from     from       37%        39%         41%                                                Gail Bowen
well the LEA promotes access to              ED26a & b      ED26a & b        ED26a & b                                                             applicable applicable     applicable
                                                                                            ED26a & b ED26a & b
education and social inclusion.
ED35a (SS/A4) % of Primary schools
rating the quality of LEA strategic
planning for school improvement,
including the EDP as satisfactory or
                                                ★           Not available   Not available     76%       94.1%
                                                                                                                  Replaced
                                                                                                                  by ED35
                                                                                                                             Replaced
                                                                                                                             by ED35
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED35 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                            David Walker

better.
ED35b (SS/A4) % of Secondary
schools rating the quality of LEA
strategic planning for school
improvement, including the EDP as
                                                ★           Not available   Not available     86%       100%
                                                                                                                  Replaced
                                                                                                                  by ED35
                                                                                                                             Replaced
                                                                                                                             by ED35
                                                                                                                                        Replaced   Not        Not
                                                                                                                                        by ED35 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                            David Walker

satisfactory or better.

ED35 Percentage of schools rating the
                                                                                             Amended Amended
quality of LEA strategic planning for       Amended from   Amended from     Amended from                                                              Not        Not            Not
                                                                                               from     from       95%        95%         95%                                               David Walker
school improvement, including the            ED35a & b      ED35a & b        ED35a & b                                                             applicable applicable     applicable
                                                                                            ED35a & b ED35a & b
EDP as satisfactory or better.

ED49 Percentage of learners gaining
accreditation                                   ★               New             New          32.0%     36.4%       32%        35%         37%
                                                                                                                                                      Not        Not
                                                                                                                                                   applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                            Ruth Bernstein

ED51 (Local 10) % of adults judging
their learning experience as
satisfactory or better.
                                                ●                              100%          100%      96.3%      Deleted    Deleted     Deleted
                                                                                                                                                      Not        Not
                                                                                                                                                   applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                            Ruth Bernstein


ED55a (SS/C2) % of Primary schools
expressing satisfaction with the LEA’s
                                                                                                                  Replaced   Replaced   Replaced
support to make schools effective
purchasers of traded services, whether          ●                               74%           70%      63.2%         by
                                                                                                                   ED55
                                                                                                                                by
                                                                                                                              ED55
                                                                                                                                           by
                                                                                                                                         ED55
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                             Sarah Hind
from the LEA or from external
providers.
ED55b (SS/C2) % of Secondary
schools expressing satisfaction with the
                                                                                                                  Replaced   Replaced   Replaced
LEA’s support to make schools effective
purchasers of traded services, whether
                                                ▲                               0%            57%       50%          by         by         by
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                                Not
                                                                                                                                                                             applicable
                                                                                                                                                                                             Sarah Hind
                                                                                                                   ED55       ED55       ED55
from the LEA or from external
providers.




                                                                                                                                        CORPORATE PLAN & BVPP 2005/2006
     162


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                        APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual     2004/05   2004/05 2005/06 2006/07          2007/08   All English LAs  Performance             Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)     Target    Actual  Target  Target           Target comparison 2003/04 in 2004/05                Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                           compared to             (Accounting
                                                                                                                                                                   all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                LAs -                 contact
              surveys)                     target tolerance, ( Better,      from that                                                                                      WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                      BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                    ■
                                                                                                                                                  certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                    PIs            ■ ■■ ■ (3)
                                                                                                                                                                       ■
                                                 target                                                                                                                       ■
                                                                                                                                                                         ■ ■■■ (2)
                                               tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                         (2003/04 base)

ED55 Percentage of schools
expressing satisfaction with the LEA’s
                                                                                            Amended Amended
support to make schools effective           Amended from   Amended from   Amended from                                                              Not        Not            Not
                                                                                              from     from       70%        70%        70%                                                 Sarah Hind
purchasers of traded services, whether       ED55a & b      ED55a & b      ED55a & b                                                             applicable applicable     applicable
                                                                                           ED55a & b ED55a & b
from the LEA or from external
providers.
ED56a (SS/C3) % of Primary schools                                                                               Replaced   Replaced   Replaced
expressing satisfaction with the quality
of financial support and advice.
                                                ●                             91%           100%      94.7%         by
                                                                                                                  ED56
                                                                                                                               by
                                                                                                                             ED56
                                                                                                                                          by
                                                                                                                                        ED56
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Sarah Hind


ED56b (SS/C3) % of Secondary                                                                                     Replaced   Replaced   Replaced
schools expressing satisfaction with the
quality of financial support and advice.
                                                ●              ---            100%          100%       100%         by
                                                                                                                  ED56
                                                                                                                               by
                                                                                                                             ED56
                                                                                                                                          by
                                                                                                                                        ED56
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Sarah Hind


ED56 Percentage of schools                                                                  Amended Amended
                                            Amended from   Amended from   Amended from                                                              Not        Not            Not
expressing satisfaction with the quality                                                      from     from       95%        95%        95%                                                 Sarah Hind
                                             ED56a & b      ED56a & b      ED56a & b                                                             applicable applicable     applicable
of financial support and advice.                                                           ED56a & b ED56a & b

ED58a (SS/B6) % of Primary schools
                                                                                                                 Replaced   Replaced   Replaced
expressing satisfaction with the LEA’s
support to develop the effectiveness of         ★                             87%            68%       88.8%        by
                                                                                                                  ED58
                                                                                                                               by
                                                                                                                             ED58
                                                                                                                                          by
                                                                                                                                        ED58
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                           David Walker
the governing body.

ED58b (SS/B6) % of Secondary
                                                                                                                 Replaced   Replaced   Replaced
schools expressing satisfaction with the
LEA’s support to develop the
                                                ▲                             100%           69%       50%          by         by         by
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                           David Walker
                                                                                                                  ED58       ED58       ED58
effectiveness of the governing body.

ED58 Percentage of schools
                                                                                            Amended Amended
expressing satisfaction with the LEA’s      Amended from   Amended from   Amended from                                                              Not        Not            Not
                                                                                              from     from       100%       100%       100%                                               David Walker
support to develop the effectiveness of      ED58a & b      ED58a & b      ED58a & b                                                             applicable applicable     applicable
                                                                                           ED58a & b ED58a & b
the governing body.

ED59 Percentage of unfilled vacancies
for LEA nominated governors.
                                                ▲               New           New            4.7%      8.1%       4.6%       4.5%       4.4%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                           David Walker

ED61a (SS/D3) % of Primary schools                                                                               Replaced   Replaced   Replaced
expressing satisfaction with the LEA’s
co-ordination of admissions process.
                                                ★                             82%            71%       88.9%        by
                                                                                                                  ED61
                                                                                                                               by
                                                                                                                             ED61
                                                                                                                                          by
                                                                                                                                        ED61
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                              Melanie
                                                                                                                                                                                            Stainthorpe

ED61b (SS/D3) % of Secondary
                                                                                                                 Replaced   Replaced   Replaced
schools expressing satisfaction with
the LEA’s co-ordination of admissions           ★               ---           100%           68%       100%         by
                                                                                                                  ED61
                                                                                                                               by
                                                                                                                             ED61
                                                                                                                                          by
                                                                                                                                        ED61
                                                                                                                                                   Not        Not
                                                                                                                                                applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                              Melanie
                                                                                                                                                                                            Stainthorpe
process.
ED61 Percentage of schools
                                                                                            Amended Amended
expressing satisfaction with                Amended from   Amended from   Amended from                                                              Not        Not            Not             Melanie
                                                                                              from     from        92%        96%        96%
the LEA’s co-ordination of admissions        ED61a & b      ED61a & b      ED61a & b                                                             applicable applicable     applicable       Stainthorpe
                                                                                           ED61a & b ED61a & b
process.
ED62 (SS/D13) % of Secondary
schools expressing satisfaction with
the reliability of home to schools              ●                             26%            100%      100%      Deleted    Deleted    Deleted
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                              Angie
                                                                                                                                                                                             Douglas
transport.
ED63 Percentage of applications for
Student Support assessed in
accordance with DfES timescales.
                                                ●               New           New            100%      100%       100%       100%       100%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                              Angie
                                                                                                                                                                                             Douglas

ED65a (SS/D2) % of Primary schools
expressing satisfaction with
the transparency of the LEA’s asset             ●                             82%            95%       88.9%     Deleted    Deleted    Deleted
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Kevin Duffy
management planning process.
ED65b (SS/D2) % of Secondary
schools expressing satisfaction with
the transparency of the LEA’s asset             ★                             50%            71%       100%      Deleted    Deleted    Deleted
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Kevin Duffy
management planning process.
ED72 Aggregated library opening hours
per 1,000 population.                           ●              New            New             69        65         67         69         69
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Lynne Litchfield



           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                                     163


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                                 APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05      2004/05 2005/06 2006/07          2007/08   All English LAs  Performance                Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target       Actual  Target  Target           Target comparison 2003/04 in 2004/05                   Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                             compared to                (Accounting
                                                                                                                                                                      all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                                  LAs -                    contact
              surveys)                      target tolerance, ( Better,      from that                                                                                           WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                                Mean / %          Quartile (25%)
                                                                                                                                                                            BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                                ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                          ■
                                                                                                                                                        certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                          PIs            ■ ■■ ■ (3)
                                                                                                                                                                             ■
                                                  target                                                                                                                            ■
                                                                                                                                                                               ■ ■■■ (2)
                                                tolerance)                                                                                                                     ■ ■ ■■ (1) BQ
                                                                                                                                                                               (2003/04 base)


ED73 Percentage static librairies
                                                                                                                                                          Not        Not            Not
providing access to information                  New            New            New            New         100%       100%       100%       100%                                                 Lynne Litchfield
                                                                                                                                                       applicable applicable     applicable
resources connected to the internet.

ED110 Percentage of 15 year old BME
pupils in schools maintained by the                                                                                                                       Not        Not            Not
                                                 New            New            New            New         41.2%      57.6%      57.7%      43.6%                                                  Gill Walker
Authority achieving 5 or more GCSEs at                                                                                                                 applicable applicable     applicable
grades A*-C or equivalent.
ED111 Percentage of 15 year old BME
pupils in schools maintained by the
                                                                                                                                                          Not        Not            Not
Authority achieving 5 or more GCSE’s             New            New            New            New         85.3%      87.9%      90.4%      82.1%                                                  Gill Walker
                                                                                                                                                       applicable applicable     applicable
at grades A*-C or equivalent, including
English and Maths.
ED112 Percentage of 15 year old BME
pupils in schools maintained by the                                                                                                                       Not        Not            Not
                                                 New            New            New            New         69.1%      88.4%      86.9%      90.7%                                                  Gill Walker
Authority achieving Level 4 or above in                                                                                                                applicable applicable     applicable
the KS2 Mathematics Test.
ED113 Percentage of 15 year old BME
pupils in schools maintained by the                                                                                                                       Not        Not            Not
                                                 New            New            New            New         70.6%      88.4%      88.5%      89.5%                                                  Gill Walker
Authority achieving Level 4 or above in                                                                                                                applicable applicable     applicable
the KS2 English Test.
ED114a Percentage of 15 year old
BME pupils in schools maintained by                                                                                                                       Not        Not            Not
                                                 New            New            New            New         82.4%      76.9%      75.7%      77.4%                                                  Gill Walker
the Authority achieving Level 5 or                                                                                                                     applicable applicable     applicable
above in the KS3 English Test.
ED114b Percentage of 15 year old
BME pupils in schools maintained by                                                                                                                       Not        Not            Not
                                                 New            New            New            New         76.5%      84.6%      83.8%      77.4%                                                  Gill Walker
the Authority achieving Level 5 or                                                                                                                     applicable applicable     applicable
above in the KS3 Mathematics Test.
ED114c Percentage of 15 year old
BME pupils in schools maintained by                                                                                                                       Not        Not            Not
                                                 New            New            New            New         64.7%      84.6%      83.8%      79.0%                                                  Gill Walker
the Authority achieving Level 5 or                                                                                                                     applicable applicable     applicable
above in the KS3 Science Test.
ED116 Percentage of learners judging
their learning experience as satisfactory
or better.
                                                 ●              New            New           96.3%        96.3%      96.5%      97.0%      97.5%
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                                    Not
                                                                                                                                                                                 applicable
                                                                                                                                                                                                Ruth Bernstein

ED118a Percentage of pupils achieving                                                                                                                     Not        Not            Not
                                                 New            New            New            New         70.3%      73.0%      75.0%      78.0%                                                 David Walker
Level 2B+ at KS1 in Reading.                                                                                                                           applicable applicable     applicable
ED118b Percentage of pupils achieving                                                                                                                     Not        Not            Not
                                                 New            New            New            New         58.1%      62.0%      65.0%      68.0%                                                 David Walker
Level 2B+ at KS1 in Writing.                                                                                                                           applicable applicable     applicable
ED118c Percentage of pupils achieving                                                                                                                     Not        Not            Not
                                                 New            New            New            New         73.9%      75.0%      77.0%      79.0%                                                 David Walker
Level 2B+ at KS1 in Mathematics.                                                                                                                       applicable applicable     applicable
ED118d Percentage of pupils achieving                                                                                                                     Not        Not            Not
                                                 New            New            New            New         88.1%      90.0%      91.0%      92.0%                                                 David Walker
Level 2B+ at KS1 in Science TA.                                                                                                                        applicable applicable     applicable
STIMULATING LEISURE ACTIVITIES
BV114 Score against a checklist of the
guidance in ‘Creating Opportunity’              Deleted        Deleted         100%          Deleted     Deleted    Deleted     Deleted    Deleted      81.10%    100.00%      ■ ■ ■■           Sharon Brown
guidance issued in December 2000.                                                                                                                                                (2003/04)

BV117 Number of physical visits per
1,000 population to public libraries.            ●                             4,061         4,067        4,260     Deleted     Deleted    Deleted      6,382       6,605      ■■ ■ ■
                                                                                                                                                                                ■               Lynne Litchfield

BV118a User satisfaction with                  Not to be      Not to be    87% [B=663,      Target not   Not to be Target not
                                                                                                                                 72%
                                                                                                                                          Target not
                                                                                                                                                        70.13%      76%        ■ ■ ■■           Lynne Litchfield
libraries - who found the book required.       collected      collected      C=3.65]         required    collected required                required                              (2003/04)

BV118b User satisfaction with
libraries - who found the information
                                               Not to be      Not to be    70% [B=217,      Target not   Not to be Target not
                                                                                                                                 88%
                                                                                                                                          Target not
                                                                                                                                                        69.16%      72%            ■
                                                                                                                                                                               ■ ■■■            Lynne Litchfield
                                               collected      collected      C=6.57]         required    collected required                required                              (2003/04)
required.
BV118c User satisfaction with                  Not to be      Not to be    97.5% [B=768,    Target not   Not to be Target not
                                                                                                                                 97%
                                                                                                                                          Target not
                                                                                                                                                        90.54%      94%         ■ ■ ■■          Lynne Litchfield
libraries - overall.                           collected      collected        C=3.37]       required    collected required                required                              (2003/04

BV119a All sport/leisure facilities - All
                                               Not to be      Not to be   64.9% [B=1,232, Target not     Not to be Target not
                                                                                                                                 72%
                                                                                                                                          Target not
                                                                                                                                                        54.13%      60%        ■ ■ ■■           Sharon Brown
                                               collected      collected       C=2.67]      required      collected required                required                              (2003/04



                                                                                                                                          CORPORATE PLAN & BVPP 2005/2006
     164


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                             APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual       2004/05    2004/05 2005/06 2006/07          2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)       Target     Actual  Target  Target           Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                              compared to              (Accounting
                                                                                                                                                                      all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                   LAs -                  contact
              surveys)                     target tolerance, ( Better,      from that                                                                                          WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                                 Mean / %          Quartile (25%)
                                                                                                                                                                            BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                                 ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                          ■
                                                                                                                                                        certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                          PIs            ■ ■■ ■ (3)
                                                                                                                                                                             ■
                                                 target                                                                                                                           ■
                                                                                                                                                                             ■ ■■■ (2)
                                               tolerance)                                                                                                                    ■ ■ ■■ (1) BQ
                                                                                                                                                                             (2003/04 base)


BV119b Libraries - All
                                              Not to be      Not to be      71.9% [B=1,242, Target not   Not to be Target not
                                                                                                                                 75%
                                                                                                                                          Target not
                                                                                                                                                        67.09%      72%          ■
                                                                                                                                                                             ■ ■■■            Lynne Litchfield
                                              collected      collected          C=2.50]      required    collected required                required                            (2003/04

BV119c Museums - All
                                              Not to be      Not to be      45.3% [B=1,199, Target not   Not to be Target not
                                                                                                                                 50%
                                                                                                                                          Target not
                                                                                                                                                        42.21%      50%          ■
                                                                                                                                                                             ■ ■■■             Claire Boston-
                                              collected      collected          C=2.82]      required    collected required                required                            (2003/04          Smithson
BV119d Arts activities and venues -           Not to be      Not to be      71.8% [B=1,229, Target not   Not to be Target not
                                                                                                                                 75%
                                                                                                                                          Target not
                                                                                                                                                        47.16%      56%       ■ ■ ■■           Sharon Brown
All                                           collected      collected          C=2.52]      required    collected required                required                            (2003/04

BV119e Parks/open spaces - All
                                              Not to be      Not to be      65.9% [B=1,251, Target not   Not to be Target not
                                                                                                                                 72%
                                                                                                                                          Target not
                                                                                                                                                        71.6%       77%       ■
                                                                                                                                                                             ■■ ■ ■            Sharon Brown
                                              collected      collected          C=2.63]      required    collected required                required                            (2003/04
BV170a The number of visits/usage’s
of museums per 1,000 population.                ★                                 466*          500        641        505        510        520         1,027        771     ■ ■■■
                                                                                                                                                                                 ■             Claire Boston-
                                                                                                                                                                                                 Smithson
BV170b The number of those visits
that were in person per 1,000                   ▲                                 316           328        290        304        319        336          510         513     ■ ■■■
                                                                                                                                                                                 ■             Claire Boston-
                                                                                                                                                                                                 Smithson
population.
BV170c Number of pupils visiting
museums and galleries in organised              ★                                6,131         3,850      6,455       4,500      4,650      4,800       6,316       7,294    ■ ■■■
                                                                                                                                                                                 ■            Claire Boston-
                                                                                                                                                                                                Smithson
school groups (previously BV113).

BV220 Compliance against the Public
                                                New             New               New           New        New         1        Not set    Not set       New         New          New         Lynne Litchfield
Library Service Standards (PLSS).

CS17ai Increase participation at
Eastbourne Sports Complex - Adults
                                                ▲                               43,830        41,670      21,078     27,000     27,200     27,400
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17aii Increase participation at
Eastbourne Sports Complex - Children
                                                ▲                               63,904        60,300      3,769      10,000     10,200     10,200
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17bi Increase participation at
Stressholme - Golf rounds                       ●                               34,720        34,398      31,219     35,000     35,437     37,000
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17bii Increase participation at
Stressholme - Driving Range                     ●                               26,849        26,172      28,187     29,000     29,200     30,000
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17ci Increase participation at
Swimming - Adults                               ●                               104,048       102,312    107,552     100,000    100,000   105,412
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17cii Increase participation at
Swimming - Juniors                              ★                               71,594        65,628      96,980     90,000     90,000     90,400
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17d Increase participation at
Theatre and Arts venues.                        ●                               186,101       207,219    216,574     211,714    214,714   215,948
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS17e Increase participation at
Theatre and Arts Outreach.                      ★                                4,364         2,950      6,253       3,000      3,050      3,100
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson

CS18a Percentage of residents by
                                                                                69.40%                     64%
population profile satisfied with the
local authority’s leisure and arts
                                                ▲                              [B=1,019,        75%      [B=1,003,    70%        73%        75%
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson
                                                                                C=3.03]                   C=3.03]
venues.
CS18b Percentage of residents by                                                 71.8%                     65%
population profile satisfied with the           ▲                              [B=1,019,        75%      [B=1,003,    70%        73%        75%
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson
local authority’s festivals and events.                                         C=3.05]                   C=3.03]
CS18c Percentage of residents by
                                                                                                           54%
population profile satisfied with the
local authority’s community sports and
                                                ▲           Not collected     Not collected     65%      [B=1,003,    65%        70%        72%
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson
                                                                                                          C=3.03]
arts.
CS25 Increase Partnership funds for
the purpose of extending the cultural
offer provided by Community Services            ●                              £467,000       £164,850 £148,695 £173,050 £176,511 £180,041
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable Steve Thompson
for the residents of Darlington.
CS26 Percentage of the population                                                31%                       31.7%
very or fairly satisfied with children’s
play areas.
                                                ●               ---            [B=1,019,
                                                                                C=3.05]
                                                                                               35%       [B=1,003,
                                                                                                          C=3.03]
                                                                                                                      40%        45%        50%
                                                                                                                                                          Not        Not
                                                                                                                                                       applicable applicable
                                                                                                                                                                             Not applicable   Ian Thompson




            DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                              165


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                          APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07          2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target    Actual  Target  Target           Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                          compared to              (Accounting
                                                                                                                                                                   all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                               LAs -                  contact
              surveys)                      target tolerance, ( Better,      from that                                                                                      WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                       BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                     ■
                                                                                                                                                   certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                     PIs            ■ ■■ ■ (3)
                                                                                                                                                                        ■
                                                  target                                                                                                                       ■
                                                                                                                                                                          ■ ■■■ (2)
                                                tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                          (2003/04 base)

CS32a Number of pupils aged 4-11
participating in sport & health
enhancing physical activity beyond the
curriculum for at least 45 minutes in a
                                                 ★            Amended        Amended        1,830      3,493       5,490     Not set    Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable     Caroline Bell

typical week.
CS32b Number of girls aged 12-16
participating in sport & health­
enhancing physical activity beyond the
curriculum for at least 45 minutes in a
                                                 ★            Amended        Amended         640       1,746       1,921     Not set    Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable     Caroline Bell

typical week during term time.
CS32c Number of children in the
special school participating in sport &
health-enhancing physical activity
beyond the curriculum for at least 45            ★            Amended        Amended          43         51         130      Not set    Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable     Caroline Bell
minutes in a typical week during term
time.
CS62 Develop Community Access
Agreements
                                                 ▲              New            New            10         8           0         0        Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                           Caroline Bell

CS63 Develop SLAs with schools                   ▲              New            New            5          1           5         5        Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                            Shaun Carr

CS69 Develop Learning Plans                      ●              New            New            4          4           4         4        Not set      Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable     Caroline Bell

CS77 Secure Sponsorship Funding to
                                                                                                                                                     Not        Not            Not
enhance the artistic activity and quality        New            New            New           New        New       £179,000   Not set    Not set   applicable applicable     applicable     Lindsay Tuck
of festival and events.
CS78 Increase hits on Leisure & Arts                                                                                                              Not        Not               Not
                                                 New            New            New           New      480,544     490,000    500,000   510,000 applicable applicable        applicable     Caroline Bell
Website.
CS103 No of persoanl and social
                                                                                                                                                     Not        Not            Not
development hours offered to young               New            New            New           New        New        2,470      2,520     2,570     applicable applicable     applicable     Sue Davidson
people aged 13-19.
                                                                               63.6%                    67.5%
CS140 Community Survey: Satisfaction                                                                                                                 Not        Not            Not
                                                 New                         [B=1,019,       New      [B=1,003,     72%       75%        80%      applicable applicable     applicable     Ian Thompson
with parks and open spaces.
                                                                              C=3.05]                  C=3.08]
                                                                               67.2%                    65.0%
CS141 Community Survey: Satisfaction                                                                                                                 Not        Not            Not            Steve
                                                 New            New          [B=1,019,       New      [B=1,003,     67%       70%        75%      applicable applicable     applicable
with Arts Centre.                                                                                                                                                                           Thompson
                                                                              C=3.05]                  C=3.08]
                                                                               70.6%                    73.6%
CS142 Community Survey: Satisfaction                                                                                                                 Not        Not            Not            Steve
                                                 New            New          [B=1,019,       New      [B=1,003,     78%       80%        83%      applicable applicable     applicable
with the Dolphin Centre.                                                                                                                                                                    Thompson
                                                                              C=3.05]                  C=3.08]
                                                                               82.7%                    80.5%
CS143 Community Survey: Satisfaction                                                                                                                 Not        Not            Not            Steve
                                                 New            New          [B=1,019,       New      [B=1,003,     83%       85%        87%      applicable applicable     applicable
with Civic Theatre.                                                                                                                                                                         Thompson
                                                                              C=3.05]                  C=3.08]
CS152 Number of large scale borough­                                                                                                                 Not        Not            Not
                                                 New            New            New           New        New          2         2          2       applicable applicable     applicable     Sue Davidson
wide events for young people.

CS153 Number of young peoples                                                                                                                        Not        Not            Not
                                                 New            New            New           New        New          5         5          5       applicable applicable     applicable     Sue Davidson
events in zones.

CS154 Implement zone active bid to
increase levels of physical activity                                                                                                                 Not        Not            Not
                                                 New            New            New           New        New         5%       Not set    Not set   applicable applicable     applicable     Emma Coleby
participation in the 3 priority wards of
Skerne Park, Lascelles and Eastbourne.




                                                                                                                                       CORPORATE PLAN & BVPP 2005/2006
     166


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                              APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual      2004/05     2004/05 2005/06 2006/07          2007/08   All English LAs  Performance               Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)      Target      Actual  Target  Target           Target comparison 2003/04 in 2004/05                  Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                              compared to               (Accounting
                                                                                                                                                                       all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                                   LAs -                   contact
              surveys)                      target tolerance, ( Better,      from that                                                                                           WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                              Mean / %          Quartile (25%)
                                                                                                                                                                          BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                              ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                        ■
                                                                                                                                                      certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                        PIs            ■ ■■ ■ (3)
                                                                                                                                                                           ■
                                                  target                                                                                                                            ■
                                                                                                                                                                               ■ ■■■ (2)
                                                tolerance)                                                                                                                     ■ ■ ■■ (1) BQ
                                                                                                                                                                               (2003/04 base)

PROMOTING COMMUNITY SAFETY
BV126a (QoL 16a) Domestic burglaries
per 1,000 households.                             ★                              13.3*          15         10.07         14       13.5       13        13.9           8        ■ ■■■
                                                                                                                                                                                   ■             Rob Jones

BV127 (QoL 16a) (proxy) Violent crime
per 1,000 population, broken down to
show:- [Durham Constabulary as yet do
                                                                                                                      Replaced Replaced Replaced
not collect the data in the format
required so we are reporting Violence             ★                              11.9           13         11.5          by       by       by
                                                                                                                      BV127a-b BV127a-b BV127a-b
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                                    Not
                                                                                                                                                                                 applicable
                                                                                                                                                                                                 Rob Jones
against a person (VAP) overall but this
includes crimes that should not be
reported under BV127a-d].
BV127a (QoL 16bi) Violent offences
                                                                                                Not         Not                                         Not        Not              Not
committed by a starnger per 1,000             Not available   Not available   Not available                           Amended Amended Amended                                                    Rob Jones
                                                                                              available   available                                  applicable applicable       applicable
population.
BV127b (QoL 16bii) Violent offences
                                                                                                Not         Not                                         Not        Not              Not
committed in a public place per 1,000         Not available   Not available   Not available                           Amended Amended Amended                                                    Rob Jones
                                                                                              available   available                                  applicable applicable       applicable
population.
BV127c (QoL 16biii) Violent offences
                                                                                                Not         Not                                         Not        Not              Not
committed in connection with licensed         Not available   Not available   Not available                           Amended Amended Amended                                                    Rob Jones
                                                                                              available   available                                  applicable applicable       applicable
premises per 1,000 population.
BV127d (QoL 16biv) Violent offences
                                                                                                Not         Not                                         Not        Not              Not
committed under the influence per             Not available   Not available   Not available                           Amended Amended Amended                                                    Rob Jones
                                                                                              available   available                                  applicable applicable       applicable
1,000 population.
BV127a Violent crime (violence against
the person, sexual offences and                Amended          Amended         Amended       Amended     Amended       13.2      12.6      12.1     Amended Amended             Amended         Rob Jones
robbery) per 1,000 population.
BV127b Robberies per 1,000
                                               Amended          Amended         Amended       Amended     Amended       0.9       0.9        0.9     Amended Amended             Amended         Rob Jones
population.
BV128a (QoL 16c) Vehicle crimes per
1,000 population.
                                                  ▲                               22.8          12.5       14.03        22.0      20.2      18.4       13.5          8.7         ■
                                                                                                                                                                               ■■■ ■             Rob Jones

BV176 The number of domestic
violence refuge places per 10,000
population which are provided or                  ●               ---             0.8           0.8         0.8
                                                                                                                      Amended Amended Amended
                                                                                                                      to BV225 to BV225 to BV225
                                                                                                                                                       0.52         0.77       ■ ■ ■■            Rob Jones
supported by the authority.
BV225 The overall provision and
                                                                                              Amended     Amended                                    Amended Amended
effectiveness of local authority services    Amended from     Amended from    Amended from                                                                           Amended from
                                                                                                from        from       Not set   Not set   Not set     from    from                              Rob Jones
that help victims of domestic violence          BV176            BV176           BV176                                                                                  BV176
                                                                                               BV176       BV176                                      BV176   BV176
and prevent further domestic violence.
CS156 Violent crime per 1,000                                                                                                                           Not        Not              Not
                                                  New             New             New           New         New         9.4       9.0        8.5                                                 Rob Jones
population.                                                                                                                                          applicable applicable       applicable
CS156a Violent crime per 1,000                                                                                                                          Not        Not              Not
                                                  New             New             New           New         New         5.1       4.7        4.4                                                 Rob Jones
population - common assault.                                                                                                                         applicable applicable       applicable
CS156c Violent crime per 1,000                                                                                                                          Not          Not            Not
                                                  New             New             New           New         New         3.4       3.3        3.2                                                 Rob Jones
population - wounding.                                                                                                                               applicable   applicable     applicable
CS157 Theft of pedal cycle per 1,000                                                                                                                    Not          Not            Not
                                                  New                             3.6           New         2.8         3.3       3.0        2.7                                                 Rob Jones
population.                                                                                                                                          applicable   applicable     applicable
CS158 Theft from a person per 1,000                                                                                                                     Not          Not            Not
                                                  New                             1.3           New         0.7         1.2       1.1        1.1                                                 Rob Jones
population.                                                                                                                                          applicable   applicable     applicable
CS171 (IH4a) Number of problem drug                                                                                                                     Not          Not            Not
                                                  New                             355           New         476         390       419        457                                                 Rob Jones
users in treatment programmes.                                                                                                                       applicable   applicable     applicable
CS172 Percentage of people
                                                                                                                                                        Not        Not              Not
discharged from treatment being                   New                             37%           New         46%        43.5%     45.0%     55.0%                                                 Rob Jones
                                                                                                                                                     applicable applicable       applicable
retained for 12 weeks or more.
CS173 (CS2a) Total recorded crimes                                                                                                                      Not        Not              Not
                                                  New                            113.4          New         100        105.3      97.2      89.1                                                 Rob Jones
per 1,000 population.                                                                                                                                applicable applicable       applicable
CS174 (CS4b) Criminbal damage per                                                                                                                       Not        Not              Not
                                                  New                             26.3          New        42.47        24.1      21.9      19.7                                                 Rob Jones
1,000 population.                                                                                                                                    applicable applicable       applicable
CS175 (Part CS4a) Number of
                                                                                                                                                        Not        Not              Not
incidents of anti-social behaviuor by             New                             79.9          New         47.9        77.1      74.5      71.9                                                 Rob Jones
                                                                                                                                                     applicable applicable       applicable
young people.
CS176 (CS4a) Number of incidents of
                                                                                                                                                        Not        Not              Not
anti-social behaviuor by adults and               New                            6940           New        9,519       9,202     8,885      8,567                                                Rob Jones
                                                                                                                                                     applicable applicable       applicable
young people.

           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                              167


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07         2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target    Actual  Target  Target          Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                         compared to              (Accounting
                                                                                                                                                                  all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                              LAs -                  contact
              surveys)                      target tolerance, ( Better,      from that                                                                                     WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                          Mean / %          Quartile (25%)
                                                                                                                                                                      BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                          ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                    ■
                                                                                                                                                  certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                    PIs            ■ ■■ ■ (3)
                                                                                                                                                                       ■
                                                  target                                                                                                                      ■
                                                                                                                                                                         ■ ■■■ (2)
                                                tolerance)                                                                                                               ■ ■ ■■ (1) BQ
                                                                                                                                                                         (2003/04 base)

CS177 Percentage of repeat victims of                                                                                                               Not        Not            Not
                                                 New                           37.0%         New        35%       34.0%     33.0%      30.0%                                               Rob Jones
domestic violence.                                                                                                                               applicable applicable     applicable
CS178 Total recorded domestic
                                                                                                                                                    Not        Not            Not
violence incidents reported to the               New                           1724          New       1,705      Not set   Not set   Not set                                              Rob Jones
                                                                                                                                                 applicable applicable     applicable
police.
DE19 Percentage of Trading Standards
                                                                                                                                                    Not        Not
customers satisfied with overall level of        New            New             New          New        New        87%       89%       91%                             Not applicable     Nigel Green
                                                                                                                                                 applicable applicable
service.
DE55a Percentage of premise
licensing applications processed within          New            New             New          New        New       100%      100%       100%        New         New           New           Pam Rose
two months.
DE55b Percentage of personal license
applications processed within two                New            New             New          New        New       100%      100%       100%        New         New           New           Pam Rose
months.
SS1 (PAF C18) Percentage of children
looked after by the authority, aged 10

                                                 ▲
or over, should receive a final warning                                                                            3.0%      3.0%       3.0%        Not        Not
or conviction whilst they are looked                                           2.7%          3.0%      4.41%                                                           Not applicable     Alison Walton
                                                                                                                  or less   or less    or less   applicable applicable
after. From 2003/04 proportion of
children as a ratio of all children 10+.

SS9 (QoL 15a) Percentage of residents
                                                                               51.8%                    48.3%
surveyed who said that they feel “fairly
safe” or “very safe” after dark whilst           ●              ---          [B=1,019,
                                                                              C=3.05]
                                                                                             52%      [B=1,003,
                                                                                                       C=3.08]
                                                                                                                   55%       55%        55%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable      Rob Jones
outside in the local area.
SS10 (QoL 15b) Percentage of
                                                                               94.5%                    93.3%
residents surveyed who said that they
feel “fairly safe” or “very safe” during         ●              ---          [B=1,019,
                                                                              C=3.05]
                                                                                             95%      [B=1,003,
                                                                                                       C=3.08]
                                                                                                                   95%       95%        95%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable      Rob Jones
the day whilst outside in the local area.
SS23 Number of vehicle crimes (theft
of and theft from).
                                                 ▲                             2,235         1,228     1,378      1,233     Not set   Not set
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable      Rob Jones

IMPROVING HEALTH AND WELL-BEING
BV49 (PAF A1) Stability of placements
of children looked after by the authority
by reference to the percentage of
children looked after on 31 March in             ●                             14.5%         16%       9.50%       16%       16%       16%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Alison Walton
any year with three or more
placements during the year.
BV51 (PAF B8) Costs of services for
children looked after by the authority by
reference to the gross weekly
expenditure per looked after child in
                                                 ★                             £460          £510       £439      £510      £510       £510
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Alison Walton

foster care or in a children’s home.
BV52 (PAF B12) Cost of intensive
social care for adults and older people
by reference to the average gross
weekly cost of providing care for adults
                                                 ★                             £321          £378       £343      £350      £360       £370
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Alison Walton

and elderly people.

BV53 (PAF C28) Intensive home care
per 1,000 population aged 65 or over.            ●                             11.65          13        12.9        14        15         16        12.7        15.7      ■ ■■■
                                                                                                                                                                             ■             Daljit Lally

BV54 (PAF C32) Older people (aged 65
or over) helped to live at home per              ★                              75.5          75        84.9        78        79         85        89.46     101.17      ■■■ ■
                                                                                                                                                                           ■               Daljit Lally
1,000 population aged 65 and over.
BV56 (PAF D54) Percentage of items
of equipment delivered within 7                  ★                            63.50%         60%       76.84%      90%       90%        90%        79%         88%       ■■■ ■
                                                                                                                                                                           ■               Daljit Lally
working days.
BV58 (PAF D39) Percentage of people
receiving a statement of their needs             ●                             87.7%         92%       91.1%      Deleted   Deleted   Deleted     89.6%       96.1%      ■■■ ■
                                                                                                                                                                           ■               Daljit Lally
and how they will be met.


                                                                                                                                      CORPORATE PLAN & BVPP 2005/2006
     168


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                       APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual    2004/05    2004/05 2005/06 2006/07          2007/08   All English LAs  Performance            Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)    Target     Actual  Target  Target           Target comparison 2003/04 in 2004/05               Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                           compared to            (Accounting
                                                                                                                                                                   all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                LAs -                contact
              surveys)                     target tolerance, ( Better,      from that                                                                                    WQ=Worst          officer)
                                           ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                      BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                    ■
                                                                                                                                                  certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                    PIs            ■ ■■ ■ (3)
                                                                                                                                                                       ■
                                                 target                                                                                                                     ■
                                                                                                                                                                       ■ ■■■ (2)
                                               tolerance)                                                                                                              ■ ■ ■■ (1) BQ
                                                                                                                                                                       (2003/04 base)

BV62 The proportion of unfit private
sector dwellings made fit or
demolished as a direct result of action         ★                            5.07%*        6.62%      8.85%        Deleted   Deleted   Deleted    3.39%       4.32%     ■ ■ ■■             Stephen
                                                                                                                                                                                           Edmunds
by the local authority.

BV162 (PAF C20) Reviews of child
protection cases (Amended detailed              ●               ---           100%          100%       100%         100%     100%       100%       95%        100%      ■ ■ ■■           Alison Walton
definition for 2003/04).
BV163 (PAF C23) Adoptions of children
looked after (Amended detailed                  ▲                             3.03%        6.50%      3.03%        6.50%     6.50%     6.50%       7.4%       9.1%      ■■ ■ ■
                                                                                                                                                                         ■               Alison Walton
definition for 2003/04).
BV166a Score against checklist of
enforcement best practice for                   ●                             80%           90%         90%         100%     100%       100%       79%         90%      ■ ■ ■■           Keith Atkinson
environmental health.
BV166b Score against checklist of
enforcement best practice for trading           ●                             80%           90%         90%         100%     100%       100%      87.8%       100%      ■ ■■■
                                                                                                                                                                            ■            Keith Atkinson
standards.
BV185 Percentage of reponsive (but
not emergency) repairs during the year,
for which the authority both made and           ★                             39%           45%       55.5%        Deleted   Deleted   Deleted    49.2%       85.6%     ■ ■■■
                                                                                                                                                                            ■           Malcolm Harding
kept an appointment.
BV195 (PAF D55) Acceptable waiting
time for assessment.                            ★                             36%           60%       78.45%        70%       80%       80%       61.3%       74.7%     ■ ■ ■■            Daljit Lally

BV196 (PAF D56) Acceptable waiting
time for care packages.                         ★                             67%           60%       75.2%         75%       80%       80%       79.9%        89%      ■ ■■■
                                                                                                                                                                            ■             Daljit Lally

BV197 Change in the number of
conceptions to females under 18 per
1,000 females aged 15-17, compared              ●                            -23.3%         -23%      -22.1%       -23.3%    -24%       -23%       -24%      -14.9%     ■ ■ ■■           Alison Walton
to 1998 baseline.
BV198 The number of problem drug
users in treatment per 1,000 head of
population aged 15-44.
                                                ★                              9.9           1.5        12.4       Amended Amended Amended Amended Amended               Amended
                                                                                                                                                                                         Rob Jones/
                                                                                                                                                                                        Beverley Oliver

BV198 (04) Percentage year on year
                                                                Data                                    Data                                                                             Rob Jones/
change in the number of problem drug Data unavailable                       Amended        Not set                 Not set   Not set   Not set   Amended Amended         Amended
                                                             unavailable                             unavailable                                                                        Beverley Oliver
misusers accessing treatment services.
BV201 (PAF C51) The number of
adults and older people receiving direct
payments at 31 March per 100,000                ★                              56            50         95.4         73        75        80        New         New          New           Daljit Lally
population aged 18 years or over.
BV202 The number of individuals
sleeping rough on a single night within
the local authority’s boundaries.
                                                ★               New            New           6           5           4         3          2        New         New          New           Chris Burke

BV203a The number of families which
include dependent children or a
pregnant women placed in temporary
accommodation under the
                                                ★               New            New           4           3         Deleted   Deleted   Deleted     New         New          New           Chris Burke

homelessness legislation.
BV203b The percentage change in this
figure compared with the average from           ▲               New            New          -33%       200%         -33%     -33%       -33%       New         New          New           Chris Burke
the previous year.

CR6 Percentage of the population very                                         79.3%                    77.9%
or fairly satisfied with their
neighbourhood as a place to live.
                                                ●               ---         [B=1,019,
                                                                             C=3.05]
                                                                                            85%      [B=1,003,
                                                                                                      C=3.08]
                                                                                                                    85%       85%       85%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable
                                                                                                                                                                                           Lorraine
                                                                                                                                                                                           O’Donnell

CS1 Percentage of occasions that a
response and first action was instigated
to an emergency call from Warden Link           ★                             98.4%         98%         99%         98%       98%       98%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable
                                                                                                                                                                                            Peter
                                                                                                                                                                                          Bowerbank
Service within 3 mins.




           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                               169


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual      2004/05   2004/05 2005/06 2006/07        2007/08   All English LAs  Performance              Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)      Target    Actual  Target  Target         Target comparison 2003/04 in 2004/05                 Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                          compared to              (Accounting
                                                                                                                                                                  all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                               LAs -                  contact
              surveys)                     target tolerance, ( Better,      from that                                                                                      WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                      BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                    ■
                                                                                                                                                  certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                    PIs            ■ ■■ ■ (3)
                                                                                                                                                                       ■
                                                 target                                                                                                                       ■
                                                                                                                                                                         ■ ■■■ (2)
                                               tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                         (2003/04 base)

CS7 Proportion of homelessness
applications on which the authority
makes a decision and issues written
notification to the applicant within 33
                                                 ●                             99.4%          100%     100%      100%       100%       100%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable      Chris Burke

working days.
CS14 Percentage of occasions that
Mobile Wardens respond to cases
within 20 minutes.
                                                 ●                             95.07%         92%      95.6%      92%        92%        92%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable       Jill Walton


CS21 (Ex BV65b) Average weekly cost
                                                 ▲                             £16.57        £13.86    £16.34    £15.41     £16.69     £15.82
                                                                                                                                                   £13.51    £11.31      ■■ ■ ■
                                                                                                                                                                          ■               Hazel Neasham/
per local authority dwelling of repairs.                                                                                                         (2001/02) (2001/02)       (2001/02)        (Ian Coxon)

CS22 (Ex BV65a) Average weekly cost
per local authority dwelling of                  ●                              £7.96         £9.84     £9.03    £9.84      £10.43     £11.11
                                                                                                                                                   £12.97    £9.97       ■ ■ ■■           Hazel Neasham/
                                                                                                                                                 (2001/02) (2001/02)       (2001/02)        (Ian Coxon)
management.

CS45 Increase the number of heat
efficient homes.                                 ★               New             New          350       440       350
                                                                                                                           Target not Target not Not        Not
                                                                                                                            required required applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                             Stephen
                                                                                                                                                                                             Edmonds

CS47 Develop extra care schemes.                 ●               New             New            1        1       Deleted    Deleted    Deleted
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Pauline Mitchell

CS48 Internal refurbishment of
Sheltered Housing.                               ★               New             New           10        11        10         10
                                                                                                                                      Target not   Not        Not
                                                                                                                                       required applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Jill Walton

CS49b Number of Get Everyone                                                                                                                        Not        Not            Not
                                                 New             New             New          New        22        27         32       Not set                                              Jill Walton
Motivated classes.                                                                                                                               applicable applicable     applicable

CS50 Promote Warden Link service.                ★               New             New          100       179       120        120        120
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Jill Walton

CS58 Housing Benefit - Undertake In-
Claim visits                                     ★               New             New          2,180     2,624    2,202      2,224      2,246
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                             Anthony
                                                                                                                                                                                             Sandys

CS59 Housing Benefit - Undertake
High Risk Interventions.
                                                 ▲               New             New          4,360     3,627    5,450      5,500      5,550
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                             Anthony
                                                                                                                                                                                             Sandys

CS118a Number of unfit private sector
housing made fit.                                ★                               135          257       327       386       Not set    Not set
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                             Stephen
                                                                                                                                                                                             Edmonds

DE8 Percentage of requests for
Environmental Health, Licensing and
Trading Standards service responded to           ●                             89.92%         84%      81.62%     82%        85%        87%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                          Keith Atkinson
within 1 working day.
DE12a Percentage of allotment tenants                                                                     Not                               Not        Not                    Not
                                             Not collected   Not collected   Not collected    65%                Amended Amended Amended                                                    Rob George
satisfied with the allotments service.                                                                 collected                         applicable applicable             applicable

DE12b Percentage of all allotment
plots occupied.                                  ●                               89%          90%      90.67%     90%        90%        90%
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Rob George

DE12c Number of allotment sites                                                                                                                     Not        Not            Not
                                                 New             New             New          New       New        4          5           7                                                 Rob George
under self-manangement                                                                                                                           applicable applicable     applicable
SS2 (PAF A3) Percentage of children
registered on the Child Protection
Register during the year who have                ★                              7.9%          15%      12.9%
                                                                                                                10%-15% 10%-15% 10%-15%
                                                                                                                 or less or less
                                                                                                                                            Not        Not
                                                                                                                                 or less applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                           Alison Walton
been previously registered.
SS4 Number of adults with learning
disabilities living in supported
tenancies.
                                                 ★                               111           100      115      Deleted    Deleted    Deleted
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                              Not
                                                                                                                                                                           applicable
                                                                                                                                                                                            Daljit Lally

SS6 (PAF C31) Number of adults with
mental health problems helped to live
at home per 1,000 population.
                                                 ★                               2.4            2        2.5       2.4        2.4        2.4
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable       Daljit Lally

SS13 (PAF C26) Admission of
supported residents aged 65 or over to           ▲                              118.9          105      113.8     100        100        100
                                                                                                                                                    Not        Not
                                                                                                                                                 applicable applicable
                                                                                                                                                                       Not applicable       Daljit Lally
residential/nursing care.




                                                                                                                                      CORPORATE PLAN & BVPP 2005/2006
     170


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07           2007/08   All English LAs  Performance             Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target    Actual  Target  Target            Target comparison 2003/04 in 2004/05                Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                           compared to             (Accounting
                                                                                                                                                                    all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                                LAs -                 contact
              surveys)                      target tolerance, ( Better,      from that                                                                                      WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                           Mean / %          Quartile (25%)
                                                                                                                                                                       BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                           ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below       change)
                                                                                                                                                                     ■
                                                                                                                                                   certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                     PIs            ■ ■■ ■ (3)
                                                                                                                                                                        ■
                                                  target                                                                                                                       ■
                                                                                                                                                                          ■ ■■■ (2)
                                                tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                          (2003/04 base)

SS14 Number of people with a physical
disability or sensory impairment in
receipt of Direct Payments.
                                                 ★                               30           25          54          26        27        28
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally


SS15 (PAF C29) Adults with physical
disabilities helped to live at home.              ●                              4.5          4.9        4.7
                                                                                                                    4.5 or
                                                                                                                    more
                                                                                                                              4.5 or
                                                                                                                              more
                                                                                                                                         4.5 or
                                                                                                                                         more
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally

SS16 (PAF E50) Assessments of adults
and older people leading to a provision.          ●                            45.5%         50%       47.7%
                                                                                                                    55% or
                                                                                                                     less
                                                                                                                              60% or
                                                                                                                               less
                                                                                                                                        60% or
                                                                                                                                         less
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally

SS17 (PAF D42) Number of informal
carers receiving an assessment.
                                                 ▲                             33.8%         34%       11.87%        35%       35%       35%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally

SS18 (PAF D40, Ex BV55) Clients
receiving a review as a percentage of
adults receiving a service.
                                                  ●                            82.6%         80%        79%          82%       83%       83%        53%         62%       ■ ■ ■■             Daljit Lally


SS19 Percentage of complaints
regarding statutory services provided
by Social Services resolved at Stage 1            ●                            98.3%         90%       97.1%         90%       90%       90%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable      Derek Stow
of the complaints procedure.
SS20 (PAF C22) Young children looked
after in foster placements or placed for
adoption.
                                                  ●               ---           100%         100%       100%        100%      100%       100%
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable     Alison Walton


SS21 (PAF B9) Unit cost of children’s        PAF deleted by   PAF deleted by                          PAF deleted                                    Not        Not
                                                                               £1,749       £1,880      by DoH
                                                                                                                    Deleted   Deleted   Deleted                         Not applicable     Alison Walton
residential care.                                 DoH              DoH                                                                            applicable applicable

SS22 (PAF B10) Unit cost of foster           PAF deleted by   PAF deleted by                          PAF deleted                                    Not        Not
                                                                                £280         £300       by DoH
                                                                                                                    Deleted   Deleted   Deleted                         Not applicable     Alison Walton
care.                                             DoH              DoH                                                                            applicable applicable

SS24a People funded by the Council
receiving intermediate care in
residential setting, to prevent hospital         ★                               25           22          29          33      Not set   Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally
admission.

SS24b People funded by the Council
receiving intermediate care in
residential setting, to facilitate timely        ★                               45           44          56          66      Not set   Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally
hospital discharge.

SS24c Number people funded by the
Council receiving intermediate care in a
non residential setting, to prevent              ★                               72           70          91         100      Not set   Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally
hospital admission.

SS24d Number people funded by the
Council receiving intermediate care in a
non residential setting, to facilitate           ★                               40           38          46          55      Not set   Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally
timely hospital discharge.

SS26 (ex PAF D43) Acceptable waiting
time for care packages.
                                                 ▲                             68.5%         35%        40.3%        32%      Not set   Not set
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                        Not applicable       Daljit Lally

ENHANCING THE LOCAL ENVIRONMENT
BV64 The number of private sector
dwellings that are returned into
occupation or demolished during the
year as a direct result of action by the
                                                 ★                              120*         125         134         137       142       147
                                                                                                                                                     Not        Not
                                                                                                                                                  applicable applicable
                                                                                                                                                                               Not
                                                                                                                                                                            applicable
                                                                                                                                                                                             Stephen
                                                                                                                                                                                             Edmonds
local authority.

BV66a Local authority rent collection
and arrears: Proportion of rent
collected.
                                                  ★                            98.69%        98%      99.51%         98%       98%       98%       95.26%     98.19%      ■ ■ ■■           Hazel Neasham


BV66b Number of LA tenants with
more than 7 weeks rent arrears as a
                                                 New              New           New          New        New          22%      21.5%      21%        New         New           New          Hazel Neasham
percentage of the total number of
tenants.



            DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                                  171


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                             APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual     2004/05     2004/05 2005/06 2006/07         2007/08   All English LAs  Performance                Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)     Target      Actual  Target  Target          Target comparison 2003/04 in 2004/05                   Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                            compared to                (Accounting
                                                                                                                                                                    all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                 LAs -                    contact
              surveys)                     target tolerance, ( Better,      from that                                                                                          WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                               Mean / %          Quartile (25%)
                                                                                                                                                                          BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                               ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                        ■
                                                                                                                                                      certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                        PIs            ■ ■■ ■ (3)
                                                                                                                                                                           ■
                                                 target                                                                                                                           ■
                                                                                                                                                                             ■ ■■■ (2)
                                               tolerance)                                                                                                                    ■ ■ ■■ (1) BQ
                                                                                                                                                                             (2003/04 base)


BV66c Percentage of local authority
tenants in arrears who have had                 New             New           New            New          New        42%       41.5%     41.5%         New         New           New          Hazel Neasham
Notices Seeking Possession served.

BV66d Percentage of local authority
tenants evicted as a result of rent             New             New           New            New          New       0.2%       0.2%       0.2%         New         New           New          Hazel Neasham
arrears.
BV82ai (QoL32a) Percentage of
household waste recycled.                       ●                            13.40%         13.40%      14.62%       15%        16%       16%         13.24%       16%       ■ ■■■
                                                                                                                                                                                 ■             Bill Westland

BV82aii (QoL32a) Tonnage of                                                                                                                            Not         Not
                                              As BV82ai      As BV82ai        6,665        6,782.13     7,510.62    8,025      8,730     8,900                               Not available     Bill Westland
household waste recycled.                                                                                                                            available   available

BV82bi (QoL32b) Percentage of
household waste composted.                      ●                            3.30%          3.80%        3.55%       4%         6%         6%         3.93%       6.01%      ■ ■■■
                                                                                                                                                                                 ■             Bill Westland

BV82bii (QoL32b) Tonnage of                                                                                                                            Not         Not
                                              As BV82bi      As BV82bi        1,640        1,952.43     1,829.48    2,140      3,270     3,340                               Not available     Bill Westland
household waste composted.                                                                                                                           available   available

BV82ci (QoL32c) Percentage of
household waste used to recover heat,
power and other energy sources.
                                                ●               ---          0.00%            0%          0%         0%         0%         0%         10.72%       3.9%       Median 0%        Bill Westland


BV82cii Tonnage of household waste
                                                                                                                                                       Not         Not
used to recover heat, power and other         As BV82ci      As BV82ci        0.00           0.00         0.00       0.00       0.00      0.00                               Not available     Bill Westland
                                                                                                                                                     available   available
energy sources.

BV82di (QoL32d) Percentage of
household waste landfilled.                     ●                            83.30%         82.80%      81.82%       81%        78%       78%         71.87%     73.44%      ■■■ ■
                                                                                                                                                                               ■               Bill Westland

BV82dii (QoL32d) Tonnage of                                                                                                                            Not         Not
                                              As BV82di      As BV82di       41,441        42,542.46 42,039.69     43,335      42,570    43,420                              Not available     Bill Westland
household waste landfilled.                                                                                                                          available   available

BV84a Number of kilograms of
household waste collected per head of           ●                             508.2          545         523.4       561        578       595         439.1        390       ■■ ■ ■
                                                                                                                                                                              ■                Bill Westland
population.

BV84b Percentage change from the
previous year in the number of
                                                New             New           New            New          New        3%         3%         3%          New         New           New           Bill Westland
kilograms of household waste collected
per head of population.
BV86 Cost of waste collection per
household.                                      ★                            £32.28         £37.17      £34.71     £38.29      £39.45    £40.64       £38.91
                                                                                                                                                                    Not
                                                                                                                                                                 applicable
                                                                                                                                                                            Not applicable
                                                                                                                                                                                           Ian Thompson/
                                                                                                                                                                                            (Peter Carrick)
BV87 Cost of waste disposal per
tonne for municipal waste.                       ●                           £31.60         £32.98      £32.52     £47.60      £51.40    £55.70       £39.18
                                                                                                                                                                    Not
                                                                                                                                                                 applicable
                                                                                                                                                                            Not applicable
                                                                                                                                                                                            Bill Westland/
                                                                                                                                                                                           (Peter Carrick)

BV89 Percentage of people satisfied           Not to be       Not to be
                                                                              57.9%
                                                                            [B=1,267,
                                                                                           Target not   Not to be Target not
                                                                                                                                71%
                                                                                                                                        Target not
                                                                                                                                                      59.8%        66%       ■■■ ■
                                                                                                                                                                               ■              Ian Thompson
with cleanliness standards.                   collected       collected                     required    collected required               required                              (2003/04)
                                                                             C=2.72]
BV90a Percentage of people
expressing satisfaction with -
                                              Not to be       Not to be
                                                                              81.2%
                                                                            [B=1,275,
                                                                                           Target not   Not to be Target not
                                                                                                                                86%
                                                                                                                                        Target not
                                                                                                                                                      84.03%       89%         ■
                                                                                                                                                                             ■■■ ■            Ian Thompson
                                              collected       collected                     required    collected required               required                              (2003/04)
Household Waste Collection.                                                  C=2.15]
BV90b Percentage of people
expressing satisfaction with - Recycling
                                              Not to be       Not to be
                                                                              62.9%
                                                                            [B=1,145,
                                                                                           Target not   Not to be Target not
                                                                                                                                70%
                                                                                                                                        Target not
                                                                                                                                                      67.85%       75%        ■
                                                                                                                                                                             ■■ ■ ■            Bill Westland
                                              collected       collected                     required    collected required               required                              (2003/04)
Facilities.                                                                   C=2.8]
BV90c Percentage of people
expressing satisfaction with - Civic
                                              Not to be       Not to be
                                                                              81.4%
                                                                             [B=978,
                                                                                           Target not   Not to be Target not
                                                                                                                                85%
                                                                                                                                        Target not
                                                                                                                                                      75.48%       84%           ■
                                                                                                                                                                             ■ ■■■             Bill Westland
                                              collected       collected                     required    collected required               required                              (2003/04)
Amenity Sites (waste disposal).                                              C=2.46]

BV91 Percentage of population
resident in the authority’s area served         ●                            99.14%          99%        99.15%     Amended Amended Amended            86.22%      100%           ■
                                                                                                                                                                             ■ ■■■             Bill Westland
by a kerbside collection of recyclables.




                                                                                                                                        CORPORATE PLAN & BVPP 2005/2006
     172


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                         APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual     2004/05     2004/05 2005/06 2006/07          2007/08   All English LAs  Performance            Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)     Target      Actual  Target  Target           Target comparison 2003/04 in 2004/05               Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                             compared to            (Accounting
                                                                                                                                                                     all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                                  LAs -                contact
              surveys)                     target tolerance, ( Better,      from that                                                                                      WQ=Worst          officer)
                                           ● means within        Worse,    reported in                                                                Mean / %          Quartile (25%)
                                                                                                                                                                           BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                                ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                         ■
                                                                                                                                                       certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                         PIs            ■ ■■ ■ (3)
                                                                                                                                                                            ■
                                                 target                                                                                                                       ■
                                                                                                                                                                         ■ ■■■ (2)
                                               tolerance)                                                                                                                ■ ■ ■■ (1) BQ
                                                                                                                                                                         (2003/04 base)


BV91a Percentage of households
resident in the authority’s area served       Amended        Amended        Amended         Amended    Amended       99%        99%        99%        Amended Amended      Amended         Bill Westland
by a kerbside collection of recyclables.

BV91b Percentage of households
resident in the authority’s area served
                                              Amended        Amended        Amended         Amended    Amended       99%        99%        99%        Amended Amended      Amended         Bill Westland
by a kerbside collection of at least 2
recyclables.
BV106 (QoL33b) Percentage of new
homes built on previously developed             ★                             96%             60%         84%        60%        60%        70%        69.99%     93.5%        ■
                                                                                                                                                                          ■ ■■■            Graham Farr
land.

BV109 Percentage of planning
applications determined in line with
development control targets as follows:

BV109a Major planning applications
determined within 13 weeks.
                                                 ▲                           53.85%           60%       46.15%       60%        60%        65%         51.66%   63.64%    ■■■ ■
                                                                                                                                                                            ■              Steve Petch

BV109b Minor planning applications
determined within 8 weeks.
                                                ▲                            53.39%           65%       53.74%       65%        65%        72%         61.09%   70.28%    ■■■ ■
                                                                                                                                                                            ■              Steve Petch

BV109c All other applications
determined within 8 weeks.                      ●                             75%             80%       80.93%       80%        80%        87%         78.05%     85%         ■
                                                                                                                                                                          ■ ■■■            Steve Petch

BV111 Percentage of applicants and
those commenting on planning                  Not to be      Not to be
                                                                              87%
                                                                            [B=447,
                                                                                              Target    Not to be Target not
                                                                                                                                86%
                                                                                                                                         Target not
                                                                                                                                                       74.32%     81%     ■ ■ ■■           Steve Petch
applications satisfied with the service       collected      collected                     not required collected required                required                         (2003/04)
                                                                            C=3.21]
received - All.
BV179 The percentage of standard
searches carried out in 10 working              ●                            99.77%           99%       99.73%       99%       100%       100%         93.41%    100%         ■
                                                                                                                                                                          ■ ■■■           Yvonne Rennard
days.
BV180ai The energy consumption/m2
of local authority operational property       Not to be      Not to be                                  Not to be                                                           Not to be
                                                                              93%             95%                   Deleted    Deleted    Deleted       92%       86%                      Guy Metcalfe
compared with comparable buildings in         reported       reported                                   reported                                                            reported
the UK as a whole - Electricity
BV180aii The energy consumption/m2
of local authority operational property       Not to be      Not to be                                  Not to be                                                           Not to be
                                                                              42%             45%                   Deleted    Deleted    Deleted       84%       72%                      Guy Metcalfe
compared with comparable buildings in         reported       reported                                   reported                                                            reported
the UK as a whole - Fossil Fuels
BV180b Average lamp circuit wattage
compared with average
consumption/wattage by local                    ●                             101%           99.5%       99.2%      Deleted    Deleted    Deleted     Amended Amended       Amended        Tom Russell
authorities in the UK.
BV199a The percentage of relevant
land and highways that is assessed as
having combine deposits of litter and           ★                             28%             24%         19%       20.4%      19.4%      15.0%        21.7%      14%         ■
                                                                                                                                                                          ■ ■■■            Ian Thompson
detritus that fall below and acceptable
level.
BV199b The percentage of relevant
land and highways from which
                                                New             New           New             New         New        15%        14%        13%          New       New         New          Ian Thompson
unacceptable levels of graffiti are
visible.
BV199c The percentage of relevant
land and highways from which
                                                New             New           New             New         New        20%        19%        18%          New       New         New          Ian Thompson
unacceptable levels of fly-posting are
visible.
BV199d The year-on-year reduction in
total number of incidents and increase
                                                New             New           New             New         New          3          3          3          New       New         New          Ian Thompson
in total number of enforcement actions
taken to deal with ‘fly-tipping’




           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                      173


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                  APPENDIX 1




   PI Reference and Description                2004/05 P+     Performance 2003/04 Actual    2004/05   2004/05 2005/06 2006/07    2007/08   All English LAs  Performance           Accountable
     (B=base number and C =                  target achieved     Trend    (unless stated)    Target    Actual  Target  Target     Target comparison 2003/04 in 2004/05              Officer
       confidence interval for                    status       2003/04 to   (* Indicates                                                                    compared to           (Accounting
                                                                                                                                                             all English
   citizen/customer satisfaction            (★ means above      2004/05   changed value                                                                         LAs -               contact
              surveys)                      target tolerance, ( Better,      from that                                                                             WQ=Worst         officer)
                                            ● means within        Worse,    reported in                                                   Mean / %          Quartile (25%)
                                                                                                                                                               BQ=Best
                                            target tolerance,    --- No   2004/05 BVPP)                                                   ‘Yes’ for Best    Quartile (25%)
                                            ▲ means below                                                                                  certain Quartile  ■
                                                                                                                                                            ■■ ■ ■ (4) WQ
                                                                change)                                                                                     ■ ■■ ■ (3)
                                                                                                                                                                ■
                                                  target                                                                                     PIs
                                                                                                                                                                      ■
                                                                                                                                                                 ■ ■■■ (2)
                                                tolerance)                                                                                                       ■ ■ ■■ (1) BQ
                                                                                                                                                                 (2003/04 base)

BV200a Development Plan unexpired
and under 5 years old?                           ●              ---             No            No        No      Amended Amended Amended     34%
                                                                                                                                                       Not
                                                                                                                                                    applicable
                                                                                                                                                                      Not
                                                                                                                                                                   applicable
                                                                                                                                                                                   Graham Farr

BV200b Proposals on deposit for
alteration or replacement of the
Development Plan within 3 years?
                                                 ●              ---             No            No        No      Amended Amended Amended     42%
                                                                                                                                                       Not
                                                                                                                                                    applicable
                                                                                                                                                                      Not
                                                                                                                                                                   applicable
                                                                                                                                                                                   Graham Farr


BV200a Did the local authority submit
the Local Development Scheme (LDS)
                                               Amended        Amended        Amended        Amended   Amended     Yes     Yes      Yes    Amended Amended          Amended         Graham Farr
by 28 March 2005 and thereafter
maintain a 3-year rolling programme.

BV200b Has the local authority met
the milestones which the Local                 Amended        Amended        Amended        Amended   Amended     Yes     Yes      Yes    Amended Amended          Amended         Graham Farr
Development Scheme (LDS) states out?

BV200c Did the local planning
authority publish an annual monitoring         Amended        Amended        Amended        Amended   Amended     Yes     Yes      Yes    Amended Amended          Amended         Graham Farr
report by December of the last year.

BV204 Percentage of appeals allowed
against the authority's decision to
refuse.
                                                 ★                             New           45%       16.7%     40%     40%      35%       New       New            New           Steve Petch


BV205 Quality of service checklist.              ★              New            New           75%       83%       85%     100%     100%      New       New            New           Steve Petch

BV215a Average number of days taken
to repair a streetlight fault, which is          New            New            New           New       New        3.0     2.9      2.8      New       New            New           Tom Russell
under control of the authority.

BV215b Average number of days taken
to repair a streetlight fault, where
                                                 New            New            New           New       New       46.0    38.0     31.0      New       New             New          Tom Russell
response time is under the control of a
Distribution Network Operator (DNO).

BV216a Number of sites of potential
concern within the authority’s area with         New             New           New           New       New       1,357   1,356    1,353     New       New             New          Wendy Lilico
respect to land contamination.

BV216b Number of sites for which
sufficent detailed information is
available to decide whether remiation
                                                 New             New           New           New       New       0.1%    0.2%     0.3%      New       New             New          Wendy Lilico
of the land is necessary, as a
percentage of all ‘sites of potential
concern’.

BV217 Percentage of pollution control
improvements to existing installations           New             New           New           New       New       80%     81%      82%       New       New             New          Wendy Lilico
completed on time.

BV218a Percentage of new reports of
abandoned vehicles investigated within           New             New           New           New       New       84%     86%      87%       New       New             New          Wendy Lilico
24 hours of notification.
BV218b Percentage of abandoned
vehicles removed within 24 hours from
                                                 New             New           New           New       New       84%     86%      87%       New       New             New          Wendy Lilico
the point at which the authority is
legally entitled to remove the vehicle.
BV219a Total number of conservation
                                                 New             New           New           New       New        16      16       16       New       New             New         Martyn Kendall
areas in the authority.
BV219b Percentage of conservation
areas in the local authority area with an        New             New           New           New       New       25%     75%      100%      New       New             New         Martyn Kendall
up-to-date character appraisal.
BV219c Percentage of conservation
areas with published management                  New             New           New           New       New       25%     75%      100%      New       New             New         Martyn Kendall
records.



                                                                                                                                 CORPORATE PLAN & BVPP 2005/2006
     174


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                                     APPENDIX 1




   PI Reference and Description               2004/05 P+     Performance 2003/04 Actual    2004/05    2004/05 2005/06 2006/07        2007/08   All English LAs  Performance           Accountable
     (B=base number and C =                 target achieved     Trend    (unless stated)    Target     Actual  Target  Target         Target comparison 2003/04 in 2004/05              Officer
       confidence interval for                   status       2003/04 to   (* Indicates                                                                         compared to           (Accounting
                                                                                                                                                                 all English
   citizen/customer satisfaction           (★ means above      2004/05   changed value                                                                              LAs -               contact
              surveys)                     target tolerance, ( Better,      from that                                                                                  WQ=Worst         officer)
                                           ● means within        Worse,    reported in                                                         Mean / %          Quartile (25%)
                                                                                                                                                                    BQ=Best
                                           target tolerance,    --- No   2004/05 BVPP)                                                         ‘Yes’ for Best    Quartile (25%)
                                           ▲ means below       change)
                                                                                                                                                                  ■
                                                                                                                                                certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                                  PIs            ■ ■■ ■ (3)
                                                                                                                                                                     ■
                                                 target                                                                                                                   ■
                                                                                                                                                                     ■ ■■■ (2)
                                               tolerance)                                                                                                            ■ ■ ■■ (1) BQ
                                                                                                                                                                     (2003/04 base)

CS9 Percentage of rent lost through
local authority dwellings becoming              ▲                            2.02%          1.5%      1.95%        2%       1.9%      1.8%
                                                                                                                                                 2.1%      1.1%      ■■■ ■
                                                                                                                                                                       ■              Hazel Neasham
                                                                                                                                               (2001/02) (2001/02)     (2001/02)
vacant. (Ex BV69)
CS12 Number of collections missed
per 100,000 collections of household            ★                             16.09          30       18.33        14        13        12
                                                                                                                                                  150       25       ■ ■ ■■            Rose Lamb
                                                                                                                                               (2001/02) (2001/02)     (2001/02)
waste. (Ex BV88)
CS19 Cost per square km for keeping
relevant land and highways for which
                                                ●                           £56,257        £55,271   £59,335     £60,824   £62,621   £64,497
                                                                                                                                               £147,160 £46,976      ■ ■■■
                                                                                                                                                                         ■            Ian Thompson
the authority is responsible clear of                                                                                                          (2001/02) (2001/02)     (2001/02)
litter and refuse. (Ex BV85)

CS23 Time taken to collect fly tipping
                                                ★                             1.32           1.5       0.87        1         1         1
                                                                                                                                                  2.1       1.0      ■ ■ ■■           Ian Thompson
(days). (Ex AC-E2)                                                                                                                             (2000/01) (2000/01)     (2000/01)
CS27 Percentage of the population
                                                                              86.3%                    82%
very or fairly satisfied with the
appearance and upkeep of the town               ●                           [B=1,019,
                                                                             C=3.05]
                                                                                            90%      [B=1,003,
                                                                                                      C=3.08]
                                                                                                                  90%       90%       90%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable   Ian Thompson
centre.
CS97a Overall satisfaction with repair                                                                                                            Not        Not                         Malcolm
                                                New            New            New           New        New        90%      Not set   Not set                         Not applicable
and maintenance service.                                                                                                                       applicable applicable                     Harding
                                                                                                       60.6%
CS135 Community Survey: satisfaction                                                                                                              Not        Not
                                                New            New            New           New      [B=1,003,    71%       72%       73%                            Not applicable   Ian Thompson
with street cleaning.                                                                                                                          applicable applicable
                                                                                                      C=3.08]
CS137 Community Survey: satisfaction                                                                                                              Not        Not
                                                New                           78.5          New       84.1%       86%       90%       91%                            Not applicable   Ian Thompson
with refuse collection.                                                                                                                        applicable applicable
                                                                              54.7%                    80.1%
CS138 Community Survey: satisfaction                                                                                                              Not        Not
                                                New                         [B=1,019,       New      [B=1,003,    85%       87%       91%                            Not applicable   Ian Thompson
with recycling facilities.                                                                                                                     applicable applicable
                                                                             C=3.05]                  C=3.08]
CS151 Community Survey: satisfaction                                                                                                              Not        Not                         Malcolm
                                                New            New            New           New       55.5%       60%       65%       70%                            Not applicable
with recycling facilities.                                                                                                                     applicable applicable                     Harding
DE2 Reduce residential energy
consumption through promotion and               ▲                             3.5%          3.65%     1.57%      Deleted   Deleted   Deleted
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Bill Westland
support of energy efficiency.
DE3 Volunteers' involvement in
management of urban
ecology/conservation sites through the                                                                                                            Not        Not
                                              Amended        Amended          941          Amended   Amended Amended Amended Amended                                 Not applicable    Rob George
Council's partnership with British Trust                                                                                                       applicable applicable
for Conservation Volunteers (person
days per annum).
DE3a Area of land managed or
improved within Countryside and
Nature Conservation projects                    ★              New            New            40        153        160       170       200
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Rob George
(hectares).
DE3b Number of people taking part in
countryside/nature conservation events
and projects.
                                                ★              New          Amended         1,000     3,685       3,200     3,400     3,600
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable    Rob George


DE6 (Ex BV98) Percentage of street
                                                ●                            0.84%          0.82%     0.81%      0.81%     0.80%     0.79%
                                                                                                                                                 1.1%      0.7%      ■ ■■■
                                                                                                                                                                         ■              John Ray
lights not working as planned.                                                                                                                 (2000/01) (2000/01)      (2000/01)
DE10a Percentage of Full Plans
applications checked, and response
given within 21 days.
                                                ★                            57.51%         57%       71.27%      60%       61%       62%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable   Stuart Muckle


DE10b Percentage of Full Plans
applications checked, and response
given within 35 days.
                                                ●                            77.51%         83%       86.33%      83%       84%       85%
                                                                                                                                                  Not        Not
                                                                                                                                               applicable applicable
                                                                                                                                                                     Not applicable   Stuart Muckle




           DARLINGTON BOROUGH COUNCIL
                                                                                                                                                                                 175


BEST VALUE AND LOCAL PERFORMANCE INDICATORS                                                                                                                              APPENDIX 1




   PI Reference and Description                 2004/05 P+     Performance 2003/04 Actual 2004/05 2004/05 2005/06 2006/07      2007/08   All English LAs  Performance         Accountable
     (B=base number and C =                   target achieved     Trend    (unless stated)    Target    Actual Target Target    Target comparison 2003/04 in 2004/05            Officer
       confidence interval for                     status       2003/04 to   (* Indicates  (*calculated                                                   compared to         (Accounting
                                                                                            incorrectly                                                    all English
   citizen/customer satisfaction             (★ means above      2004/05   changed value                                                                      LAs -             contact
              surveys)                       target tolerance, ( Better,      from that     in 2004/05                                                         WQ=Worst         officer)
                                             ● means within                  reported in       BVPP)                                     Mean / %          Quartile (25%)
                                                                   Worse,                                                                                     BQ=Best
                                             target tolerance,    --- No   2004/05 BVPP)                                                 ‘Yes’ for Best    Quartile (25%)
                                             ▲ means below       change)
                                                                                                                                                            ■
                                                                                                                                          certain Quartile ■■ ■ ■ (4) WQ
                                                                                                                                            PIs            ■ ■■ ■ (3)
                                                                                                                                                               ■
                                                   target                                                                                                         ■
                                                                                                                                                             ■ ■■■ (2)
                                                 tolerance)                                                                                                  ■ ■ ■■ (1) BQ
                                                                                                                                                             (2003/04 base)

DEVELOPING AN EFFECTIVE TRANSPORT SYSTEM
BV96 Condition of principal roads.
(CVI changes to TRACS in 2004/05)
[2004/05 and onwards targets based                ★                          1.93%         3%      1.59%
                                                                                                            Amended Amended Amended
                                                                                                            to BV223 to BV223 to BV223
                                                                                                                                          11.57%    6.68%    ■ ■ ■■            John Ray
on discussions with UKPMS].
BV97a Condition of non-principal
classified roads.                                 ●                         9.62%        8.76%     8.41%
                                                                                                             Amended Amended Amended
                                                                                                            to BV224a to BV224a to BV224a
                                                                                                                                          19.77%    12.28%   ■ ■ ■■            John Ray

BV97b Condition of a proportion of
unclassified roads.                               ●                         11.12%       10.82%    10.17%
                                                                                                             Amended Amended Amended
                                                                                                            to BV224b to BV224b to BV224b
                                                                                                                                          18.56%    11.52%   ■ ■ ■■            John Ray

BV99 Road Safety - casualties (per
100,000 population): Total,
Pedestrians, Pedal cyclists, Motor
cyclists, Car users, Other vehicles
(Killed/serious injury and Slight injury).

BV99i Total - Killed/serious injury.            Amended       Amended        38.82      Amended   Amended Amended Amended Amended         74.87     41.38    ■ ■ ■■           Mike Baxter
                                                                                                                                                               (2003/04)
BV99ii Total - Slight injury.                   Amended       Amended       471.98      Amended   Amended Amended Amended Amended         521.59    348.51   ■■■ ■
                                                                                                                                                               ■              Mike Baxter
                                                                                                                                                               (2003/04)
BV99ai Pedestrians - Killed/serious
                                                Amended       Amended        9.19       Amended   Amended Amended Amended Amended         18.57       11     ■ ■ ■■           Mike Baxter
injury.                                                                                                                                                         (2003/04)

BV99aii Pedestrians - Slight injury.            Amended       Amended        62.32      Amended   Amended Amended Amended Amended         64.18     36.78    ■■■ ■
                                                                                                                                                               ■              Mike Baxter
                                                                                                                                                                (2003/04)
BV99bi Pedal cyclists - Killed/serious
                                                Amended       Amended        1.02       Amended   Amended Amended Amended Amended          5.34      2.91    ■ ■ ■■           Mike Baxter
injury.                                                                                                                                                         (2003/04)

BV99bii Pedal cyclists - Slight injury.         Amended       Amended        24.52      Amended   Amended Amended Amended Amended         32.96      18.4    ■■■ ■
                                                                                                                                                               ■              Mike Baxter
                                                                                                                                                                (2003/04)
BV99ci Motor cyclists - Killed/serious
                                                Amended       Amended        4.09       Amended   Amended Amended Amended Amended         15.53      9.02    ■ ■ ■■           Mike Baxter
injury.                                                                                                                                                         (2003/04)

BV99cii Motor cyclists - Slight injury.         Amended       Amended        24.52      Amended   Amended Amended Amended Amended         54.29     25.84    ■ ■ ■■           Mike Baxter
                                                                                                                                                                (2003/04)
BV9