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    Finance and Commercial Management Service Plan 2009-10 (Word ... Finance and Commercial Management Service Plan 2009-10 (Word ... Document Transcript

    • Finance and Commercial Management Directorate Service Plan 2009- 10 finance-and-commercial-management-service-plan-200910-word4580.doc
    • Key Document Information Owner’s name Finance and Commercial Management Directorate Management team Source(s) of more Finance and Commercial Management Directorate information Management team When approved and By Cabinet portfolio holders (Councillors Bill Parker and by whom Andrew Grant) on 30 March 2009 Review First draft to CMT 27/10/08 process/timetable Interim DMT and Portfolio holder consultation Third draft to Cabinet and Scrutiny 9/12/09 Fourth Draft to CMT 9/03/09 Fifth Draft final review DMT and Portfolio Holders 18/03/09 Sixth Draft final proof INTRODUCTION – Purpose of the Plan This Plan sets out what the Directorate aims to achieve and how. These have been identified based on the resources likely to be available (especially financial and employee capacity and capability), national and local policy drivers and lessons from feedback and a review of the last year. The main focus of the Plan is the coming year (2009-10). The Plan summarises how the Directorate will contribute to delivering the Council’s corporate outcomes and the new wider Local Area Agreement (LAA2) what difference we will make to local people and their communities. The Plan is supported by Divisional Plans and personal plans for each member of staff, giving more detail about their respective contributions. All plans will be kept under review throughout the year to ensure that they remain fit for purpose. finance-and-commercial-management-service-plan-200910-word4580.doc
    • Finance and Commercial Management Service Plan 2009-10 Executive Summary .....................................................................................................6 Executive Summary .....................................................................................................6 Executive Summary .....................................................................................................6 Executive Summary .....................................................................................................6 Preface by Assistant Chief Executive and Cabinet Members..................................8 Preface by Assistant Chief Executive and Cabinet Members..................................8 Preface by Assistant Chief Executive and Cabinet Members..................................8 Preface by Assistant Chief Executive and Cabinet Members..................................8 1Who we are and what we do.......................................................................................9 1Who we are and what we do.......................................................................................9 1Who we are and what we do.......................................................................................9 1Who we are and what we do.......................................................................................9 1.1 What we do......................................................................................................................................9 1.2 How we are organised – structure chart, staffing and budget .......................................................10 1.3 Key facts about the Directorate.....................................................................................................11 1.4 Big issues for the Directorate.........................................................................................................13 1.5 The users and communities we serve ..........................................................................................15 2How we are going to achieve...................................................................................16 2How we are going to achieve...................................................................................16 2How we are going to achieve...................................................................................16 2How we are going to achieve...................................................................................16 1.6 Overall Strategy ............................................................................................................................16 1.7 Action planning ; outcomes, actions, indicators and resources.....................................................18 1.8 Communications, marketing and consultation – see Appendices 2 and 3.....................................19 1.9 Equalities.......................................................................................................................................19 finance-and-commercial-management-service-plan-200910-word4580.doc
    • 1.10 Partnership strategies and working.............................................................................................20 3Value for Money Report: What we deliver .............................................................21 3Value for Money Report: What we deliver .............................................................21 3Value for Money Report: What we deliver .............................................................21 3Value for Money Report: What we deliver .............................................................21 1.11 Reporting on 2008-09..................................................................................................................21 1.12 Directorate scorecard for 2009-10 onwards – see Appendix 5....................................................21 Appendix 1: Action Planning: Outcomes, actions, indicators and resources.....22 Appendix 1: Action Planning: Outcomes, actions, indicators and resources.....22 Appendix 1: Action Planning: Outcomes, actions, indicators and resources.....22 Appendix 1: Action Planning: Outcomes, actions, indicators and resources.....22 Appendix 2: Communication and marketing activities for 2009-10.......................29 Appendix 2: Communication and marketing activities for 2009-10.......................29 Appendix 2: Communication and marketing activities for 2009-10.......................29 Appendix 2: Communication and marketing activities for 2009-10.......................29 Appendix 3: Public involvement activities for 2009-10...........................................31 Appendix 3: Public involvement activities for 2009-10...........................................31 Appendix 3: Public involvement activities for 2009-10...........................................31 Appendix 3: Public involvement activities for 2009-10...........................................31 Appendix 4: Our key partnerships ............................................................................33 Appendix 4: Our key partnerships ............................................................................33 Appendix 4: Our key partnerships ............................................................................33 Appendix 4: Our key partnerships ............................................................................33 Appendix 5: Finance and Commercial Management Directorate Scorecard .......................................................................................................................................34 Appendix 5: Finance and Commercial Management Directorate Scorecard .......................................................................................................................................34 finance-and-commercial-management-service-plan-200910-word4580.doc
    • Appendix 5: Finance and Commercial Management Directorate Scorecard .......................................................................................................................................34 Appendix 5: Finance and Commercial Management Directorate Scorecard .......................................................................................................................................34 finance-and-commercial-management-service-plan-200910-word4580.doc
    • Executive Summary Directorate Medium-Term Strategy & Objectives linked to Corporate Outcomes The Finance and Commercial Management Directorate has objectives which support the corporate outcomes as follows: Corporate Outcome D: A smaller more enabling Council focused on our customers Finance and Commercial Management Objectives To deliver a world class financial management service supporting councillors, services and partners to improve their performance and provide value for money services to the people of Northamptonshire reflected in Comprehensive Area Assessment (CAA) Use of Resources assessment. To corporately manage land, buildings and other property related resources efficiently and effectively, ensuring continuously improving value for the citizens of Northamptonshire and customers of the service. To provide assurance on the robustness and effectiveness of the system of internal control within the council’s overall risk management and governance framework, adding value to the council’s activities through an approach that promotes value for money, is customer focused and aligned to the council’s outcomes. Key Actions and Contributions to Local Area Agreement (LAA) for 2009-10 Our customer outcomes and action plan for delivery in 2009-10 are detailed in Appendix 1. Through these we continue to work with LAA Partners to deliver financial advice and ensure alignment of funding and assets within our control to agreed LAA2 outcomes. Our key actions across the Directorate are to take forward the shared service agenda and embed the Effective Leadership Review. Additionally, the Finance Division will: deliver a balanced Medium Term Finance Plan, make effective use of Enterprise Resource Planning and implement a new strategic asset allocation policy for the pension fund. The Internal Audit and Risk Management Division will ensure that recommendations made by internal audit are commercially focused and pragmatic, agreed and implemented. The Asset Management Division will review and develop the management of the property services delivery contracts. Key risks facing Directorate Failure to deliver adequate financial and asset management support to the council Caused by: the Internal Audit and Risk Management Division being significantly under- resourced to meet statutory requirements; the Asset Management Division not having sufficient resource to be able to comply with statutory and regulatory requirement and to manage a deteriorating asset base; staffing alignment in the Finance Division not finance-and-commercial-management-service-plan-200910-word4580.doc 6
    • meeting statutory requirements; difficulties in recruiting a permanent replacement for the Assistant Chief Executive Finance and Commercial Management and finally; lack of effective and timely financial and commercial support and advice to ensure Private Finance Initiatives successfully deliver their objectives These causes are to be addressed by: reviewing work programmes and the condition and utilisation of the asset base. Reallocating or increasing staffing resources within the Directorate as required and a recruitment process being designed to ensure a high qual- ity appointment of Assistant Chief Executive is made in the latter part of 2009. The economic downturn impacts adversely on the Council’s ability to deliver its corporate outcomes Caused by: Increased service demand and reduced cash-flow through: lower than anti- cipated central government funding, increased treasury management costs increased debt and delayed and reduced capital receipts. These causes are to be addressed by close monitoring of their effects and ensuring that actual net spend is contained within the approved budget set by the Council. Achievements in 2008-09 Arnold House – Asset Management worked with the service Division to provide a world class replacement for Evenley Road Children’s Home, providing accommodation for 6 children with severe autistic spectrum disorders. Phase 1 of the new Library Self-Service system – has been installed in the new libraries at Deanshanger and Far Cotton providing excellent customer access to services. This is one example of innovative property solutions which have been delivered in partnership with other councils. Medium Term Financial Plan (MTFP)/Revenue Budget – New Star Chambers processes for the development and implementation of the MTFP and Revenue Budget have been introduced which have vigorously challenged the assumptions behind the budget/MTFP including growth and savings resulting in a £52m closure of the MTFP finding gap.. Capital Process – Revised terms of reference for Capital and Investment Group (CAIG) which now manages the process of capital schemes through a stringent gateway process. Private Finance Initiative Schemes – Increased involvement in PFI schemes and assessment of their potential long term financial implications. Internal Audit and Risk Management –delivered the Internal Audit programme and has undertaken Business Process re-engineering. Portfolio Management – The Finance and Commercial Management Directorate has also managed the portfolio ensuring compliance with the Council’s statutory and regulatory requirements as evidenced by the lack of notices and cautions. finance-and-commercial-management-service-plan-200910-word4580.doc 7
    • Preface by Assistant Chief Executive and Cabinet Members The Finance and Commercial Management Directorate came into being in June 2008. In that time it has looked carefully at the options available to more effectively deliver world class financial, asset, risk management and audit functions. This plan sets out how the Directorate will support the county council: • Help customers and communities to help themselves; • To be a safety net for the vulnerable; and • To be a trusted advocate for the citizens of the county. 2008 saw unprecedented decisions being taken by the Government in the light of extreme turbulence in the financial services sector and indications are another 12 to 18 months of change and uncertainty are likely. In this economic climate, and within a rapidly developing organisation, this service plan lays out the next steps, demonstrating how we plan to support the council through a turbulent period with dynamic, agile and flexible financial and commercial advice to effectively balance deliverability with available resources and the needs of the council. The council has invested heavily in technologies to provide smart business tools from which strong financial management can be further improved and embedded. The council’s Effective Leadership Review has re-focused and strengthened our management team and will continue to support the development of competencies which give balanced and directed leadership and support to the council and the wider County. Structural change to the Directorate has delivered a smooth transition to Enterprise Resource Planning (ERP) and improved associated processes enabling a more robust understanding of in-year commitments and management information. Building on this, we will, in 2009-10, begin to deliver the benefits associated with this investment in both technology and effective leaders. Our 2008 Use of Resources submission scored two. This is a fair reflection but not good enough. 2009 will see us strengthen the two and put the foundations in place for a score of three. The Comprehensive Spending Review 2009, known as CSR09, will be released in the summer and all the indications point to a tough settlement for 2010-11 onward. Significant efficiency savings and challenging, re-engineered service delivery models that are affordable and sustainable will be required. We will support and refine our plans for groundbreaking shared service partnership agreements that will truly deliver processes fit for the purposes of the council and our stewardship function in the wider area in 2011 and beyond, ensuring Northamptonshire County Council is recognised as an highly effective organisation that serves the electorate of Northamptonshire. Damon Lawrenson Bill Parker Andrew Grant Assistant Chief Executive, Cabinet Member with Cabinet Member with Finance and Commercial responsibility for responsibility for Management Directorate Revenue Planning Capital Planning finance-and-commercial-management-service-plan-200910-word4580.doc 8
    • 1 Who we are and what we do 1.1 What we do We provide leadership and stewardship of the council’s finances, assets, property, commercial opportunities, auditing and risk management activity. This is a critical role in an organisation which has, for 2009-10, a revenue budget in the region of £1billion, a £151million capital programme and manages a pension fund of approximately £830m. We support the delivery of the council’s corporate outcomes, the most direct impact being the work to support Corporate Outcome D – A smaller, more enabling council focused on our customers. Finance – provides financial governance and leadership to ensure proper stewardship of the council’s resources, financial planning to provide a financial framework for the council, financial monitoring and forecasting. Finance produces the annual Statement of Accounts and Section 151 statement, which meet statutory publication requirements. Asset Management – provides the stewardship of the council’s assets, ensuring their effective and safe use in the delivery of council services and to review the asset portfolio to ensure effective utilisation and ultimately dispose of any that are no longer required. Internal Audit and Risk Management – evaluates the council’s effectiveness in achieving its objectives, by delivering an assurance function that provides an independent and objective opinion to the organisation on the systems of governance, risk management and internal control. It objectively examines, evaluates and reports on the adequacy of the control environment as a contribution to the proper, economic, efficient and effective use of resources. Commercial Management– expertise and support is offered across the council, and to inform partnership agreements and projects as required. Use of Resources – a county wide responsibility, in which Northamptonshire County Council’s Finance Division take a lead role in preparing key lines of enquiry for our External Auditors. Innovative work is underway to make it easier to provide evidence of our effective use of resources using “Performance Plus” software to track and record evidence through the year. Each Division has a service plan which contains further details of actions and milestones for the year and outlines how these actions will develop over the medium term to ensure we fully deliver these customer outcomes. finance-and-commercial-management-service-plan-200910-word4580.doc 9
    • 1.2 How we are organised – structure chart, staffing and budget Assistant Chief Executive Finance & Commercial Management Head of Finance Head of Internal Head of Asset Interim Section151 Audit & Risk Management officer Management 155.9 fte 9.73 fte 10 fte Staff Staff * Staff * Note as at 1st April 2009. Plans detailed in this document show how this figure will change during the year. Budget The latest proposals for the 2009-10 revenue budget include the following net figures: • total Inescapable Commitments £2m • total Service Efficiencies & Disinvestments £-0.63m The tables that follow detail the Revenue and Capital spend for the Finance and Commercial Management Directorate in 2009-10. Finance additionally manages funds in the region of £830m within the Northamptonshire Local Government Pension Fund, and an insurance fund that stands in excess of £8m and is used for the purposes of self-insurance. The risks associated with such significant investments should not be underestimated in such a volatile economy, and while the funds avoided some of the losses other authorities experienced last year, the risk management of these funds is a significant factor in our risk management programme this year, see section 1 above. Other key in year activities with potential to affect budget planning in the current economic climate include: debt performance, payments to creditors and payroll; each is also a key area of focus for risk management. Revenue Resource allocation by Division Budget 2009-10 Division £’000 Finance & Commercial Management Service 607 Finance 2,993 Internal Audit and Risk Management 1, 208 Asset Management 10,568 Commercial 248 Total 18,908,704 finance-and-commercial-management-service-plan-200910-word4580.doc 10
    • Revenue Resource allocation: Subjective Analysis Budget 2009-10 £’000 Employees 7,772 Running Costs 11,136 Gross Expenditure 18,908 Income -3,284 Net Expenditure 18,908,704 Capital Resource allocation detail Spending Forecast Total Scheme Name 2009-10 2011-13 2009-13 Environ Management - Carbon Reductions1 571,000 0 571,000 Carbon Trust- Salix Finance LA Energy1 328,000 0 328,000 Property Centralisation Scheme 266,000 0 266,000 Energy and environmental management1 76,000 0 76,000 Released Total 1,241,000 0 1,241,000 Notes to Tables In addition to the committed capital programme, the Directorate may have capital schemes which are yet to be released into the committed programme, as they are awaiting consideration by the Capital Asset Investment Group. Further information on the Council's Capital Programme can be found in the Capital Programme Book 2009-2013. 1 The three environment projects are likely to be implemented by the Environment Growth and Commissioning Directorate. 1.3 Key facts about the Directorate The Internal Audit and Risk Management Division is an assurance function that objectively examines and evaluates the proper, economic, efficient and effective use of resources and facilitates the development of sound risk management across the organisation. As a “principal local authority” subject to the 2003 Accounts and Audit Regulations (amended in 2006), Northamptonshire County Council is required to have an internal audit function that abides by the CIPFA “Code of Practice for Internal Audit in Local Government”. The Finance Division includes the officer with statutory responsibility for the financial affairs of the Council under Section 151 of the Local Government Act 1972 and subsequent legislation including the Local Government Act 2003. This responsibility is currently discharged by the head of finance. The finance function is mostly delivered directly, payroll services are currently contracted to Mouchel Business Services and other transactional services will be prepared for shared services provision. finance-and-commercial-management-service-plan-200910-word4580.doc 11
    • The Asset Management Division is delivered via a set of key contracts with a core of 10 staff directly employed to develop asset related strategies, provide key advice to Council services and to manage the service delivery contracts. Commercial management expertise and support is offered across the council, and to inform partnership agreements and projects as required. The directorate supports the Learning and Development management training programme, delivering specialist training to budget managers. The directorate offers a range of training, monitoring and mentoring initiatives to councillors to ensure they are fully equipped to undertake decision making. The directorate supports a wide range of internal and external customers: Number of Customer Type Information/ Service Needs customers Internal Provide expert advice, support and Councillors 73 training for decision making Provide expert advice, support and Corporate Management Team 7 training Provide expert advice, support and Budget Managers 400 approx training Accurate and timely payment of Employees including part-time 16,573 salaries, safe and supportive working environment, support to whistleblowers External Council Tax info, examination of Citizens 678,300 statement of accounts, protection of public funds and assets Financial assessment and advice. Pooled budgets with the Primary Health Trusts (PCT) to offer customers Social Care Customers 5,700 a single point of contact for services such as Occupational Therapy, equipment. Suppliers 20,000 Prompt payment of invoices Debtors 7,700 Accurate, prompt invoices to be raised 10,400 Timely payment of Pensions and Pensioners approx provision of pensions information Other contributing 94 Effective management of funds organisations to pension fund Districts/ Boroughs 7 Partnership working finance-and-commercial-management-service-plan-200910-word4580.doc 12
    • 1.4 Big issues for the Directorate General challenges and drivers for all Directorates  Local Government and Public Involvement in Health Act – The aim of this Act is to give local people and local communities more influence and power to improve their lives. It is about creating strong, prosperous communities and delivering better public services through a rebalancing of the relationship between central government, local government and local people.  Public Involvement (Local Democracy, Economic Development & Construction Bill) – This Bill develops the focus on improving how people can use existing and new tools to exercise influence and control over the way their communities are served and will develop. The Bill’s key themes are entirely consistent with Finance and Commercial Management’s drive to improve the use of feedback in developing and improving our services and widening and improving engagement. This directorate will respond to these with more effective consultation during budget setting and through further developing participatory budgeting.  National performance framework – A new national performance framework was announced as part of the Comprehensive Spending Review 2007 (CSR07), which also set the tone for the funding of public services over the next 3 years. This includes Comprehensive Area Assessment (CAA), Local Area Agreements (LAA) and a new National Indicator Set (NIS) which all areas across the country will report on.  Comprehensive Area Assessment (CAA) – The Comprehensive Performance Assessment (CPA) with its focus on organisational assessment is being replaced in April 2009 by CAA. This shifts the primary focus to assessing how well partnerships understand the needs and priorities of their areas and how effectively they are serving them. However there will continue to be organisational assessment focused on ‘use of resources’ and ‘managing performance’ in which this directorate has a crucial role to play.  Local Area Agreement (LAA2) – LAA2 sets out the latest targets for the Northamptonshire Partnership agreed with Government. These will provide the specific focus for collaborative working across the county.  Growth including Milton Keynes & South Midlands (MKSM) Growth Area – Northamptonshire’s population is currently the fastest growing of any county and services are being planned and delivered with this in mind. Plans for the future, for example in the form of the MKSM development, anticipate major growth continuing for many years. Plans now need to be more flexible about the timing of such growth as well as the immediate local impact of the state of the economy. National / International challenges and drivers for the Directorate  International Financial Reporting Standards preparation – The Finance Division is starting to engage with KPMG, our external auditors, to plan our implementation of International Financial Reporting Standards (IFRS). finance-and-commercial-management-service-plan-200910-word4580.doc 13
    •  Economic Downturn and its impact – Our planning needs to take the economic downturn with the utmost seriousness, to consider its implications thoroughly and to monitor its developing impact on our services and communities carefully. This understanding will enable us to show positive leadership in supporting users and communities through these unique circumstances. Early indications also suggest a tougher financial settlement for local government with further efficiencies to be identified. This will impact on disposal of property assets and subsequently on capital availability and management of the capital programme. Treasury management and the risks associated with investments and borrowing will also be a key issue in 2009-10.  Local Government Pension Scheme and Fund – The present turbulence in financial markets together with changes in pension provision across the whole economy and press coverage relating to public sector pensions pose significant challenges to both the Northamptonshire Local Government Pension Scheme and the Local Government Pension Scheme nationally. Regional challenges and drivers for the Directorate  Shared Service Delivery – The Joint Venture Company with Cambridgeshire, Slough and a private sector partner will include a service offering for Finance, IT and HR. The review of benefits and planning will include transfer of staff, agreements regarding common transactional and general financial procedures and forward planning for attracting other Local Authority customers. This Directorate is at the heart of this journey.  Northamptonshire Property Asset – Place shaping Agenda – Developing a model with seven Borough and District Councils to review and explore the efficiencies and opportunities arising from the Northamptonshire Partnership Sub-regional Improvement and Efficiency Material Assets review to include the council’s headquarters accommodation strategy. Local challenges and drivers for the Directorate  Embedding Use of Resources at Level 3 – The Finance Division takes a lead role in preparing key lines of enquiry for our External Auditors. Innovative work is underway to support the transition from CPA to CAA, using “Performance Plus” software to track and record evidence of effective Use of Resources.  Delivering the 2009-10 Budget – The directorate will be supporting, challenging and assisting the council to deliver the budget to 0% to -1% outturn.  Setting the 2010-11 Budget – The big issues above will all clearly impact on the next budget setting round, which will take place in the context of a revised administration and manifesto, following the May elections. This directorate will respond to these with clear planning processes such as a strengthened Star Chambers process, building on learning from the first round in 2008.  Financial strategic support to major projects – including Private Finance Initiatives (PFI) and Public Private Partnerships (PPP) including Schools and Waste. Financial advice and support in the preparation of business cases are critical to the effective delivery of these projects. finance-and-commercial-management-service-plan-200910-word4580.doc 14
    •  Effective Leadership Review – The implementation of a fit for purpose structure and organisational process.  Tasting the Strawberry Tasting the Strawberry is a concept to summarise what we believe our customers should experience when they come into contact with the County Council. This positive experience should be the same for all parts of the Council and services delivered in partnership.  County Council elections - 2009 is a local election year for the County Council. In the context of this 'democratic renewal', the council’s plans, activities and financial commitments for the coming year and beyond are open to change. Service plans are put together for 2009-10 knowing that whatever the election results, new political mandates can change priorities, direction and organisational focus. However at time of writing this plan fits with the council’s vision. 1.5 The users and communities we serve The Directorate supports a range of users and other stakeholders. These include:- External:- Northamptonshire Protection of public funds and efficient utilisation of property assets Community for the community and other LAA partners External Auditors Support for annual accounts, reliance on internal audit work External Timely, accurate presentation of information regulators LAA2 Support and Guidance with commercial, financial, audit and asset Stakeholders management aspects of the partnership Central Stewardship of public money and assets Government Support to pensioners from Northamptonshire County Council, and Pensioners approximately 100 external bodies Internal:- The Council Mitigate risk to achievement of corporate outcomes Assess and report on plans for, and use of, resources Councillors Provide expert advice, support and training for decision making Provide expert advice, support and training Staff Pay wages, provide safe and supportive working environment, provide training and support whistleblowers finance-and-commercial-management-service-plan-200910-word4580.doc 15
    • 2 How we are going to achieve 1.6 Overall Strategy The Finance and Commercial Management Directorate seeks to add value to the overall governance of the organisation through a value for money service, that is customer focused and aligned with the council’s four corporate outcomes and contributes to the eight major projects and eleven key enablers. It is important to see our contribution in the regional and council wide context: National Priority Outcomes (CSR07) Sustainable Communities Strategy Develop and strengthen sustainable communities by delivering real improvements in the quality of life LAA2 for everyone in Northamptonshire ‘to make Northamptonshire an excellent place to live and work’ Safer, freer and A secure, healthy & independent future for A cleaner, greener and stronger communities our children, our young people and our adults more prosperous county A smaller more enabling council focused on our customers Major Projects Raising Pupil Transform Adult Quality support for Waste Growth & Northampton County Heritage attainment & Social Care children in need PFI regeneration Town Centre & Promotion school performance Excellence for our Customers Key Enablers OD & Culture Code of Commissioning Partnership Area Based Change Programme Corporate Governance delivery model protocols Working Customer Asset Information Performance Value for Communications Service Strategy Utilisation Management Management Money Strategy Service Plans Competency Development Programme finance-and-commercial-management-service-plan-200910-word4580.doc 16
    • D: A smaller more enabling Council focused on our customers Finance and Commercial Management Objectives To deliver a world class financial management service supporting councillors, services and partners to improve their performance Finance and provide value for money services to the people of Northamptonshire reflected in Comprehensive Area Assessment Use of Resources assessment To centrally manage land, buildings and other property related resources efficiently and effectively, ensuring continuously Asset Management improving value for the citizens of Northamptonshire and customers of the service. To provide assurance on the robustness and effectiveness of the system of internal control within the council’s overall risk Audit and Risk management and governance framework, adding value to the Management council’s activities through an approach that promotes value for money, is customer focused and aligned to the council’s corporate outcomes. Finance and Commercial Management Customer Outcomes We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council With other support Directorates we deliver responsive, joined-up support services enabling Service Directorates to deliver the council’s four corporate outcomes We provide expertise on finance, assets and processes and lead by example to make effective use of resources We empower staff by making self-service straightforward so that staff know how and when to access what, to make best use of our facilities Our structure and methods of working give effective, value for money support to enable Service Directorates to deliver the council’s four corporate outcomes finance-and-commercial-management-service-plan-200910-word4580.doc 17
    • There is a role for this Directorate to be involved in most key enablers and projects. However, specific input to the following is required in 2009-10. Projects:- Waste PFI Lead financial advisor Transform Adult Services Continue to undertake financial assessments in a user friendly and cost effective way Northampton Town Asset management will work closely with the Borough Council to Centre ensure effective use of resources and a joined up approach Growth & Regeneration We will support the Environment Growth and Commissioning Directorate to ensure a strategic approach to the growth and regeneration agenda Enablers:- Code of Corporate Internal Audit and Risk Management support the development Governance and implementation of the Code of Corporate Governance Asset utilisation Asset Management lead on the strategic property review and development of an asset utilisation strategy and HQ accommodation plan, a key Northamptonshire Improvement and Efficiency Strategy (NIES) project Value for money Lead in developing the Value for Money (VfM) strategy, implementation and delivery are jointly managed with Policy and Partnerships Directorate Partnership Protocols We contribute to the financial aspects of the Partnership protocol Commissioning Delivery Finance will be supporting the business as this model is Model developed. Asset management implications will be considered as required. As well as specific projects in which we play a key role, Finance and Commercial management will be consulted in the development and implementation of most projects and enablers including the Excellence for our Customers (EfoC) project. Statements of Required Practice (SORPs) These are a key element of the councils revised performance management approach. The Finance and Commercial Management Directorate lead in play a key role in development of the Budget Management & Financial Administration and Risk Management SORPs and Support the Business Intelligence & Performance in jointly developing the Corporate & Service Planning and Financial Planning SORP. 1.7 Action planning ; outcomes, actions, indicators and resources finance-and-commercial-management-service-plan-200910-word4580.doc 18
    • The activities of the Directorate are listed in Appendix 1 – Action Plans which detail how we will contribute to the corporate outcomes and priorities, LAA outcomes and Directorate objectives The indicators to measure these are in Appendix 5, the Directorate scorecard. 1.8 Communications, marketing and consultation – see Appendices 2 and 3 In communicating our plans, we need to ensure that internal and external customers are fully supported and that information is presented in an accessible manner consistent with the accessibility guide. Communications with particular audiences are usually managed at a Divisional level and include, for example, a comprehensive programme of communications with our external auditors and assessors. Full details of our communication plan for 2009-10 can be found in Appendices 2 and 3. The Finance and Commercial Management Directorate will be entering a number of awards this year including: Council Worker of the year, Cliff Nicholson Award for Innovation and Excellence in Audit, APSE Annual Service Awards, Public Servants of the Year Awards, Sir Harry Page Technical Innovation Merit Award, National Public Sector Risk Management Awards, CIMA Financial Management Awards, The LGC Awards and the Accountancy Age awards. In developing this plan, Star Chamber papers were used as the starting point. Divisional management teams have all seen and reviewed the plan, which has been discussed with portfolio holders. Consultation with stakeholders is core to our work through the year with, for example, senior finance managers attending Directorate management team meetings across the council, ensuring a detailed understanding of their requirements. Additional consultation specific to the draft service plan was undertaken with key stakeholders. Other Directorate and Divisional draft plans were reviewed to ensure that our activity is consistent with the stated needs of these service users. 1.9 Equalities The Council is currently using the Equality Standard for Local Government to drive its improvement in these areas across all services. The Finance and Commercial Management Directorate is committed to improving its equality practice and playing its part in achieving equality as described in the council’s equality policies. We aim to remove barriers to access and employment opportunities, and to deliver services fairly to the whole community whether internally or to members of the public. We will ensure that all processes and work that is carried out do not impact unfairly on people from any section of the community. Recruitment to, and treatment of staff in, the Division will be fair. We have a senior manager leading on equalities in our Directorate and this year we will be undertaking further specific activities consistent with the corporate equalities action plan such as undertaking an equalities impact assessment and beginning to implement resulting action plans guided by the Equalities and Diversity Project Support Team. finance-and-commercial-management-service-plan-200910-word4580.doc 19
    • 1.10 Partnership strategies and working Northamptonshire, its people and communities need all agencies (public, private or Third Sector) to work together to tackle the challenges set out in the Sustainable Communities Strategy for the county. The Finance and Commercial Management Directorate supports service Directorates in work with a wide range of partners, the key ones are listed in Appendix 4. The Local Area Agreement 2 (LAA2) was implemented in 2008 and covers the period to 2011. LAA2 is the centrepiece of the council’s partnership work and fundamental to implementing the ambition of the council and its partners for Northamptonshire. The county council is the lead authority for the LAA and there is a legal duty on other public services to co-operate with the council in negotiating and fulfilling LAA targets. The Finance Division will be responsible for providing financial advice to the Public Service Board which is the governance forum consisting of all the LAA2 partners. We will also be responsible to ensure the alignment of funding in our control to agreed LAA2 outcomes and targets which are the responsibility of the County Council. It is acknowledged that most of the important issues faced by local communities and people cannot be tackled by individual organisations. The council cannot play its part effectively without working closely with others – it will lead on some things, but even on these it needs the support of partners. Equally we must play our part in supporting others where they lead. This Directorate’s role will be to make sure that the way the council works maximises the impact of its partnership working by supporting the council in the delivery of the financial, audit and asset management aspects of the Partnership protocol. In preparation for a shared service environment, the Internal Audit and Risk Management Division will review audit involvement; the Finance Division will work to prepare for the transfer of staff, and agreements regarding common procedures. The Asset Management Division will continue to work with LAA partners on the joint use of property assets, a major Northamptonshire Improvement and Efficiency Strategy (NIES) project to deliver improved access to services for citizens and to implement the agreed framework for asset transfers to community organisations. The Finance Division participate in a partnership with the Department of Work and Pensions (DWP) to ensure social care clients maximise their income. This supports DWP targets to maximise benefit uptake and ensures that clients make the maximum appropriate contribution to services supplied by the council whilst maintaining or increasing their income. The Directorate will ensure appropriate commercial awareness across its range of activity to support the business needs of the council by way of specialist advice. finance-and-commercial-management-service-plan-200910-word4580.doc 20
    • 3 Value for Money Report: What we deliver 1.11 Reporting on 2008-09 Internal Audit and Risk Management (IARM) Division IN 2008-09 IARM met or exceeded all local and corporate targets. IARM are evaluating the benefits of an alternative benchmark of 13 county council members of the Midland County Internal Audit Group. This benchmark should better fulfil our needs in assessing Value for Money as it measures our performance and delivery against closely matched county council neighbours. Membership will be kept under review by the Head of Internal Audit and Risk Management. Finance Division CIPFA Benchmarking Club analysis for 2007 indicates that both the Accountancy and Debt Recovery services are low cost with both in the lowest cost quartile. In respect of Treasury Management the average interest rate paid on loans was the lowest of counties benchmarked. Although the average interest rate received was in the lower quartile this was higher than the average interest rate paid. This shows that the working capital of the council is being pro-actively managed for a positive revenue impact. The Star Chamber process considers delivery within council cash targets to ensure the value for money is embedded as this is a key strategic driver across the council. This adds to the change in the financial culture across the council. Asset Management Division The Division measures and monitors a range of complementary national indicators, de- veloped as part of the National Property Performance Management initiative (NaPPMI). These show that the council achieved usage for energy, water and Co2 emissions between 10% and 21% lower than comparators. However, they also indicate that the percentage of property operating as intended without major defects is 6% below average, while maintenance backlog stands 10% above average. The Asset Management Division, is constantly forward looking to identify delivery im- provements and resource re-alignment to manage within budget and to contain ex- penditure, ultimately delivering value for money in the use of resources. 1.12 Directorate scorecard for 2009-10 onwards – see Appendix 5 This is included as Appendix 5 and details the key measures that will be used to monitor our success in 2009-10 onwards. finance-and-commercial-management-service-plan-200910-word4580.doc 21
    • Appendix 1: Action Planning: Outcomes, actions, indicators and resources finance-and-commercial-management-service-plan-200910-word4580.doc 22
    • Finance and Commercial Management Directorate Service Plan 2009-10 Key Actions Key Measures Milestones Description Risks Lead Description Date What achieved our customers A Smaller more enabling council focused on our customers A: We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council Street lighting PFI and Household Waste recycling centres project – March consider detailed solutions, final bids, 2010 prepare financial business case and financial close Residual Waste – consider outline March solutions and begin consideration of 2010 detailed solutions Campus review – finalise contract Fin 56 F1 Financial commercial July D4 FCMD does not Progress against the arrangements with Bedford Pilgrims input into Private Finance 2009 have the requisite financial and Registered Social Landlord Head of Initiatives and Public number/capability of Finance commercial aspects of Private Partnerships (PFI/ staff to deliver its the project plan PPP) and other contracts services Within 5% of target date and value Older Peoples Strategy – pursue March procurement options, renegotiate 2009-10 existing PFI/PPP, new contracts for extra care, etc. I1 Internal Audit deliver B1 FCMD does not an audit plan which is From Head of IA 02 finance-and-commercial-management-service-plan-200910-word4580.doc 23
    • Finance and Commercial Management Directorate Service Plan 2009-10 Key Actions Key Measures Milestones Description Risks Lead Description Date What achieved our customers A Smaller more enabling council focused on our customers A: We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council Street lighting PFI and Household Waste recycling centres project – March consider detailed solutions, final bids, 2010 prepare financial business case and financial close Residual Waste – consider outline March solutions and begin consideration of 2010 detailed solutions Campus review – finalise contract Fin 56 F1 Financial commercial July D4 FCMD does not Progress against the arrangements with Bedford Pilgrims input into Private Finance 2009 have the requisite financial and Registered Social Landlord Head of Initiatives and Public number/capability of Finance commercial aspects of Private Partnerships (PFI/ staff to deliver its the project plan PPP) and other contracts services Within 5% of target date and value Older Peoples Strategy – pursue March procurement options, renegotiate 2009-10 existing PFI/PPP, new contracts for extra care, etc. I1 Internal Audit deliver B1 FCMD does not an audit plan which is From Head of IA 02 finance-and-commercial-management-service-plan-200910-word4580.doc 24
    • Finance and Commercial Management Directorate Service Plan 2009-10 Key Actions Key Measures Milestones Description Risks Lead Description Date What achieved our customers A Smaller more enabling council focused on our customers A: We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council Street lighting PFI and Household Waste recycling centres project – March consider detailed solutions, final bids, 2010 prepare financial business case and financial close Residual Waste – consider outline March solutions and begin consideration of 2010 detailed solutions Campus review – finalise contract Fin 56 F1 Financial commercial July D4 FCMD does not Progress against the arrangements with Bedford Pilgrims input into Private Finance 2009 have the requisite financial and Registered Social Landlord Head of Initiatives and Public number/capability of Finance commercial aspects of Private Partnerships (PFI/ staff to deliver its the project plan PPP) and other contracts services Within 5% of target date and value Older Peoples Strategy – pursue March procurement options, renegotiate 2009-10 existing PFI/PPP, new contracts for extra care, etc. I1 Internal Audit deliver B1 FCMD does not an audit plan which is From Head of IA 02 finance-and-commercial-management-service-plan-200910-word4580.doc 25
    • Finance and Commercial Management Directorate Service Plan 2009-10 Key Actions Key Measures Milestones Description Risks Lead Description Date What achieved our customers A Smaller more enabling council focused on our customers A: We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council Street lighting PFI and Household Waste recycling centres project – March consider detailed solutions, final bids, 2010 prepare financial business case and financial close Residual Waste – consider outline March solutions and begin consideration of 2010 detailed solutions Campus review – finalise contract Fin 56 F1 Financial commercial July D4 FCMD does not Progress against the arrangements with Bedford Pilgrims input into Private Finance 2009 have the requisite financial and Registered Social Landlord Head of Initiatives and Public number/capability of Finance commercial aspects of Private Partnerships (PFI/ staff to deliver its the project plan PPP) and other contracts services Within 5% of target date and value Older Peoples Strategy – pursue March procurement options, renegotiate 2009-10 existing PFI/PPP, new contracts for extra care, etc. I1 Internal Audit deliver B1 FCMD does not an audit plan which is From Head of IA 02 finance-and-commercial-management-service-plan-200910-word4580.doc 26
    • Finance and Commercial Management Directorate Service Plan 2009-10 Key Actions Key Measures Milestones Description Risks Lead Description Date What achieved our customers A Smaller more enabling council focused on our customers A: We provide clear, timely and accurate information, advice and quality assurance on finance, assets and procedures across the council Street lighting PFI and Household Waste recycling centres project – March consider detailed solutions, final bids, 2010 prepare financial business case and financial close Residual Waste – consider outline March solutions and begin consideration of 2010 detailed solutions Campus review – finalise contract Fin 56 F1 Financial commercial July D4 FCMD does not Progress against the arrangements with Bedford Pilgrims input into Private Finance 2009 have the requisite financial and Registered Social Landlord Head of Initiatives and Public number/capability of Finance commercial aspects of Private Partnerships (PFI/ staff to deliver its the project plan PPP) and other contracts services Within 5% of target date and value Older Peoples Strategy – pursue March procurement options, renegotiate 2009-10 existing PFI/PPP, new contracts for extra care, etc. I1 Internal Audit deliver B1 FCMD does not an audit plan which is From Head of IA 02 finance-and-commercial-management-service-plan-200910-word4580.doc 27
    • finance-and-commercial-management-service-plan-200910-word4580.doc 28
    • Appendix 2: Communication and marketing activities for 2009-10 What activity or service What objectives would you like to Which customers do When would this Estimated needs marketing or achieve with marketing you need to activity need to budget required communicating? communications? communicate with? take place? for this work? Expenditure Ensure full awareness of spending Directors Throughout year Corporate budget during the year (through regular Budget managers Throughout year Corporate budget monitoring reports eg: Monthly Financial Councillors/committees Monitoring reports; Service users Council tax payers Quarterly Capital and Treasury Management reports). Plans for year Ensure awareness of plans for year (eg: Service Plan; Audit Plan) Budget Raise awareness of how and when to Northamptonshire Throughout year Budget Book £400 contribute to budget development; and residents and council tax Council Tax Leaflet of what has been decided and why. payers. £6500 Annual Audit Letter and Raise awareness that Council is using Staff. Statement of Statement of Accounts public money wisely and appropriately, Councillors. Accounts £600 and delivering good value for money. Conclusion of Audit Code of Corporate Governance; Raise awareness of controls that the £200 Annual Governance Statement Council has in place to operate legally and Risk reports and efficiently and manages risk well. Public Notice of Anti fraud measures Promote telephone line for public use, accounts £600 whistle blowing policies Throughout year Integral to existing budget Project Communication Communication regarding the Sub- Partners and partnership As required Integral to existing regional NIES material assets strategic users budget review Meeting lead auditors Develop good working relationship. External Auditors Quarterly through Integral to existing Understand regulator expectations so year budget that they can be delivered fully and effectively. Brief regulators on Council’s progress and issues being tackled. finance-and-commercial-management-service-plan-200910-word4580.doc 29
    • What activity or service What objectives would you like to Which customers do When would this Estimated needs marketing or achieve with marketing you need to activity need to budget required communicating? communications? communicate with? take place? for this work? Consultation with government Ensure the Council’s and Central Government As required Integral to existing departments Northamptonshire’s needs and views budget are known and taken into consideration. Training and support Publicise availability of training and Councillors/committees Throughout year Integral to existing support. Staff especially after budget June 2009) Building user forums Obtain feedback from users of our Building users (staff and Throughout year Integral to existing buildings. public) budget Service users Obtain feedback from users of services Councillors Quarterly Integral to existing provided by Finance & Commerical Staff budget Management. The public We will ensure the Directorate works with the corporate communication and marketing team to maintain consistency and effectiveness of communication across the council. finance-and-commercial-management-service-plan-200910-word4580.doc 30
    • Appendix 3: Public involvement activities for 2009-10 What activity or What objectives would you like to achieve Which stakeholders When Estimated budget service needs to with public involvement? do you need to would this required for this be consulted on or involve? activity work? to involve need to stakeholders ? take place? Council and Service Ensure that key strategic plans for Finance and General public, users Dec 09-Feb Corporate budget Plans Commercial Management are shaped by the views and partners 10 of customers and other stakeholders Budget Understand people’s views about: Local residents / service Dec 09-Feb Corporate budget - what is a reasonable level of council tax in- users 10 crease, Council tax payers - how good we are at providing value for money, Local organisations - proposals for how we spend their money Ensure an effective cumulative budget is set for 2010-11 - Review participatory budgeting opportunities Budget setting Two way understanding of budget setting process Council Tax payers in Apr 09– and residents’ views of priorities for resource Northamptonshire March 10 allocation Publication of draft / Public scrutiny Council Tax payers in Apr 09– Mar Conclusion of Audit final budget, annual Northamptonshire 10 £200 accounts, Council Public Notice of Tax leaflet, Public accounts £600 inspection of Budget Book £400 accounts notice Statement of Accounts £600 Council Tax Leaflet £6500 Anti fraud hotline Assurance that the whistle-blowing policy is Service users and all Apr 09– Mar Integral to existing comprehensive open and accessible. those who work, visit or 10 budget stay in Northamptonshire Individual Asset Public consultation on, for example, schools awaiting Council Tax payers and Apr 09– Mar Budgets identified as projects marketing. Statutory Planning requirements interest groups 10 appropriate through finance-and-commercial-management-service-plan-200910-word4580.doc 31
    • What activity or What objectives would you like to achieve Which stakeholders When Estimated budget service needs to with public involvement? do you need to would this required for this be consulted on or involve? activity work? to involve need to stakeholders ? take place? project governance finance-and-commercial-management-service-plan-200910-word4580.doc 32
    • Appendix 4: Our key partnerships The PSB sets strategic vision for the county and have accountability for delivery of the SCSN and LAA. The PSB This group discusses and resolves Chief Executives Group hold monthly meetings to discuss issues will promote Northamptonshire. issues pertaining to local authority that have arisen and provide advice to the PSB where appropriate business and as requested and respond to the decisions made by the PSB. Discussions on the transactional business of public service. Just do it! To carry out the directions of the CEX within individual organisations, and to work alongside PSU The equivalent of NCC’s “33”, this group is key to Northamptonshire members this group will comprise a small selection of Public Service Leaders and Chief cultural change within the Northamptonshire middle/senior managers from partner organisations. Board Executives Group partnership. Consisting of senior managers from all major organisations it will provide opportunities for networking, shared learning, critical friend activity, peer challenge, and will be a source of knowledge “Nike” Group Chief Executives The “66” and experience The Partnership Support Unit has been Group (CEX) developed from the existing LAA office, and will provide support to the Partnership on policy, strategy, performance management, development, etc Partnership Support Unit Children and Young Health and Safer, Stronger Regeneration Economic People’s P’ship Board Well-being Communities and growth Development Board Board Board Board Looking at Employment, Skills and learning, the ED Board will bring together partners to focus on the economy of Northamptonshire. This The CYPPB facilitates co-operation Board will be administered by between partner organisations to Northamptonshire Enterprise Ltd. This Board will have an overview of improve the well-being of children and young people. delivery of support for vulnerable people, and the health and well-being of the county’s residents This Board will be established to oversee Housing, Infrastructure and the Environment, The SSCB will focus on crime and focussing on the future growth of community safety as well as community Northamptonshire and the issues relating to cohesion, participation, empowerment it. and inclusion. finance-and-commercial-management-service-plan-200910-word4580.doc 33
    • Appendix 5: Finance and Commercial Management Directorate Scorecard finance-and-commercial-management-service-plan-200910-word4580.doc 34
    • Reporting frequency Corporate Outcome Base Target Leading measures Base Target Owner Category Customer Ultimate measures How we will monitor success Outcome 08/ 09 09/ 10 10/ 11 11/ 12 during year if ultimate 08/ 09 09/ 10 10/ 11 11/ 12 measures are annual CUSTOMER : To achieve our vision what will our customers look for? We empower FCM 01 staff by FCM 02 Customer Satisfaction making self- 100% FCMD survey outcomes service clear programme delivered consistent with the ACE New New D so that staff A Yes Yes Yes Yes Yes Yes target improvements in FCM Measure Measure know how to the NCC employee make best survey action plan use of our themes 1 2 facilities Fin 54 % of Payroll payments, IA 05 D changes and returns Q Ho Fin 99.9% 99.9% 99.9% 99.9% External Audit reliance Yes Yes Yes Yes We provide completed on time on internal audit work clear, timely without error and accurate information, AM 11 advice and % of Property Projects D quality (NCC) delivered on Q Ho AM 70% 90% 90% 90% assurance on time from Tender award finance, date assets and IA 04 procedures % of Draft Internal Audit D Reports issued within Q Ho IA 86% 95% 96% 97% 10 days of the Post Audit Discussion. We provide 3 expertise on finance, Fin 08 assets and Performance Plus Fin 07 processes ACE being developed to New 25% 25% 25% D CAA Use of Resources A 2 3 3 and lead by FCM provide an ongoing Measure /Qu /Qu /Qu score finance-and-commercial-management-service-plan-200910-word4580.doc 35
    • Reporting frequency Corporate Outcome Base Target Leading measures Base Target Owner Category Customer Ultimate measures How we will monitor success Outcome 08/ 09 09/ 10 10/ 11 11/ 12 during year if ultimate 08/ 09 09/ 10 10/ 11 11/ 12 measures are annual CUSTOMER : To achieve our vision what will our customers look for? We empower FCM 01 staff by FCM 02 Customer Satisfaction making self- 100% FCMD survey outcomes service clear programme delivered consistent with the ACE New New D so that staff A Yes Yes Yes Yes Yes Yes target improvements in FCM Measure Measure know how to the NCC employee make best survey action plan use of our themes 1 2 facilities Fin 54 % of Payroll payments, IA 05 D changes and returns Q Ho Fin 99.9% 99.9% 99.9% 99.9% External Audit reliance Yes Yes Yes Yes We provide completed on time on internal audit work clear, timely without error and accurate information, AM 11 advice and % of Property Projects D quality (NCC) delivered on Q Ho AM 70% 90% 90% 90% assurance on time from Tender award finance, date assets and IA 04 procedures % of Draft Internal Audit D Reports issued within Q Ho IA 86% 95% 96% 97% 10 days of the Post Audit Discussion. We provide 3 expertise on finance, Fin 08 assets and Performance Plus Fin 07 processes ACE being developed to New 25% 25% 25% D CAA Use of Resources A 2 3 3 and lead by FCM provide an ongoing Measure /Qu /Qu /Qu score finance-and-commercial-management-service-plan-200910-word4580.doc 36
    • Reporting frequency Corporate Outcome Base Target Leading measures Base Target Owner Category Customer Ultimate measures How we will monitor success Outcome 08/ 09 09/ 10 10/ 11 11/ 12 during year if ultimate 08/ 09 09/ 10 10/ 11 11/ 12 measures are annual CUSTOMER : To achieve our vision what will our customers look for? We empower FCM 01 staff by FCM 02 Customer Satisfaction making self- 100% FCMD survey outcomes service clear programme delivered consistent with the ACE New New D so that staff A Yes Yes Yes Yes Yes Yes target improvements in FCM Measure Measure know how to the NCC employee make best survey action plan use of our themes 1 2 facilities Fin 54 % of Payroll payments, IA 05 D changes and returns Q Ho Fin 99.9% 99.9% 99.9% 99.9% External Audit reliance Yes Yes Yes Yes We provide completed on time on internal audit work clear, timely without error and accurate information, AM 11 advice and % of Property Projects D quality (NCC) delivered on Q Ho AM 70% 90% 90% 90% assurance on time from Tender award finance, date assets and IA 04 procedures % of Draft Internal Audit D Reports issued within Q Ho IA 86% 95% 96% 97% 10 days of the Post Audit Discussion. We provide 3 expertise on finance, Fin 08 assets and Performance Plus Fin 07 processes ACE being developed to New 25% 25% 25% D CAA Use of Resources A 2 3 3 and lead by FCM provide an ongoing Measure /Qu /Qu /Qu score finance-and-commercial-management-service-plan-200910-word4580.doc 37
    • Reporting frequency Corporate Outcome Base Target Leading measures Base Target Owner Category Customer Ultimate measures How we will monitor success Outcome 08/ 09 09/ 10 10/ 11 11/ 12 during year if ultimate 08/ 09 09/ 10 10/ 11 11/ 12 measures are annual CUSTOMER : To achieve our vision what will our customers look for? We empower FCM 01 staff by FCM 02 Customer Satisfaction making self- 100% FCMD survey outcomes service clear programme delivered consistent with the ACE New New D so that staff A Yes Yes Yes Yes Yes Yes target improvements in FCM Measure Measure know how to the NCC employee make best survey action plan use of our themes 1 2 facilities Fin 54 % of Payroll payments, IA 05 D changes and returns Q Ho Fin 99.9% 99.9% 99.9% 99.9% External Audit reliance Yes Yes Yes Yes We provide completed on time on internal audit work clear, timely without error and accurate information, AM 11 advice and % of Property Projects D quality (NCC) delivered on Q Ho AM 70% 90% 90% 90% assurance on time from Tender award finance, date assets and IA 04 procedures % of Draft Internal Audit D Reports issued within Q Ho IA 86% 95% 96% 97% 10 days of the Post Audit Discussion. We provide 3 expertise on finance, Fin 08 assets and Performance Plus Fin 07 processes ACE being developed to New 25% 25% 25% D CAA Use of Resources A 2 3 3 and lead by FCM provide an ongoing Measure /Qu /Qu /Qu score finance-and-commercial-management-service-plan-200910-word4580.doc 38
    • All Baseline figures are projected. 1 Note, this measure is conditional on current contract arrangements and may be subject to change. 2 Note, this measure is subject to reporting function being made available in ERP. 3 Note, these targets are subject to considerable uncertainty in the current economic climate and are likely to be reviewed finance-and-commercial-management-service-plan-200910-word4580.doc 39