• This service unit will carry out the timetabled Equality Impact Assessments as detailed in the Councils Inclusive Equalities Scheme, and where necessary we will assist other service units with their Equality Impact Assessments.
The detail for this unit are as follows:-
Sexuality – corporate policy review in respect of all service functions
Religion or belief – services
Age Equality – corporate policy review in respect of all service functions
Child Protection Policy (07/08)
Constitution (09/10)
Youth Engagement (07/08)
Community Safety (07/08)
Electoral Services (07/08)
Business Continuity Planning (07/08)
Emergency Planning – Major Incident Plan (08/09)
Local Land Charges (09/10)
Taxi Licensing (08/09)
Legal Services (09/10)
Alcohol Licensing (09/10)
Overview & Scrutiny (08/09)
• This service unit will engage with equality self-assessment, scrutiny and audit on our service delivery.
• This Service Unit will assist where possible in the development of an information and monitoring system for the Councils work on Equality & Diversity.
• Staff within the unit will comply with Council policy for responding to harassment on the grounds of race, disability and gender.
• The service unit will engage in consultation with designated community, staff and stakeholder groups on its equality impact and needs/requirements assessment and its service delivery
• In any partnership arrangements that this service unit enters into, we will seek to ensure that the equality policy and objectives are incorporated
• This service unit will engage in development of service level equality objectives and targets.
• Where necessary, the service unit will establish planning groups for monitoring and information systems.
• Staff in the service unit will be encouraged to participate in equality and diversity training opportunities offered by the Council.
In Data Quality
The unit is committed to excellence in data quality and staff have a high awareness of the need to ensure that the quality of the data used and held by the unit adheres to the precise requirements of the Council’s Data Quality Policy. Where necessary intensive training in respect of specific software packages used within the unit is provided as well as more general training such as ECDL in recognition of the importance of computerised data in our everyday work
Procurement Strategy
This service unit will adhere strictly to the processes and procedures set out in the Council’s procurement strategy and contract procedure rules and will assist, wherever required in the achievement of the milestones set out in the Action Plan accompanying the strategy
Freedom of Information
This service unit will respond in a timely and responsible manner to all requests made of it under the Freedom of Information Act in relation to its functions and will strive, within the law, to promote the principle of open government at all times
Service Policy
How Policy Implemented
Local Government Acts 1972 and 2000 and Local Government and Housing Act 1989
Through the implementation of the Council’s constitution.
Representation of the People Act 2000
Conduct of the annual canvass and publication of the register of electors; and through the administration and management of local elections
The Crime and Disorder Act 1998;Police Reform Act 2002
Through the delivery of CDRP crime and disorder reduction action plans, crime audit processes, implementation of action plans agreed with GONE and performance management against BVPIs.
Civil Contingencies Act 2004
Through the development of generic and specific emergency and business continuity plans, training programmes for staff and the provision of specialist equipment (eg satellite phones) to achieve full compliance with the Act and the Council’s designation as a Category 1 responder under the terms of the Act.
Council policies and procedures
Through the implementation of eg the Customer Service Charter, discrete service plans, corporate strategies, bespoke procedures for specific service areas and adherence to Council priorities.
Code of conduct/Member and Officer Protocol
The Code of Conduct has been assessed against legislation, guidance and best practice. All officers have been supplied with a copy of the code and have signed a declaration that they have read and understood the provisions of the code in relation to their day to day activities.
Data Retention Policy
The policy has been prepared in line with best practice and a copy has been provided to appropriate officers. Data retention periods are set within the Fraud Investigators Management System.
Taxi Licensing policies
Policies, in the way of specifications for vehicles and their testing; and for the eligibility of persons to be licensed as drivers of such vehicles exist in a variety of documents, each being relevant to a specific area only, but individually and collectively guiding applicants, officers, Council and Licensing Committee and its sub-committees in the consistent determination of applications in an honest, fair, open and transparent way.
Licensing Policies (under the Licensing Act 2003 and Gambling Act 2005)
The licensing section drafts and periodically reviews and revises policies, as required by legislation and in accordance with statutory and other guidance, to ensure that accurate, reliable and transparent guidance is provided to applicants for licences, as well as to the public, responsible authorities and Council, Licensing Committee and its sub-committees in the consistent determination of applications in an honest, fair, open and transparent way.
Service Partner Providers
How Partner Supports Service Delivery
Northumberland County Council, Alnwick, Blyth Valley, Castle Morpeth, Tynedale and Wansbeck District Councils
Through the operation of the Northumberland Emergency Planning Protocol, which is jointly funded on a pro-rata basis to meet the cost of the services of the NCC emergency planning unit, and membership of the Local Resilience Forum which each district uses to help achieve compliance with the 2004 Act.
Northumbria Police, Northumberland Fire and Rescue Service, Northumberland County Council, Northumbria Health Care Trust, Northumberland Probation Service and a wide range of voluntary sector providers
Through membership of the Crime and Disorder Reduction Partnership CDRP), and in particular through the agreement of policies and strategies, the monitoring and management of service delivery and performance, and consideration of project proposals and budget bids. In the main, this will be done through a wide range of joint working activity.
The effective exchange of information is undertaken in support of CDRP activity which facilitates the reduction of crime and disorder in relation to agreed targets and objectives.
Stationery suppliers – eg Lyreco
Through the NEPO framework agreement which ties in with the Council’s procurement policies.
2020 Vision Systems Ltd
The CDRP’s principal contractor for CCTV and responsible for the annual maintenance contract.
Responsible Authorities (e.g. police, fire, planning, environmental health, trading standards, child protection and HM Revenue and Customs)
This service works in partnership with all or some of these authorities in the performance of its statutory responsibilities under the Licensing Act 2003 or the Gambling Act 2005.
VOSA Authorised MOT Testing Stations
Provision of vehicle testing facilities in connection with taxi licensing
Mogo and Fantasy Prints
Production of taxi licence plates
Orion
Supplier of security products such as watermarked and hologramed paper for the production of various licences
Northumberland Procurement Officers Forum
Forum provides, in conjunction with the North East Centre of Excellence, a support service which seeks to spread best procurement practice across the participating members’ authorities
IT Systems
How IT System Supports Service Delivery
FLARE
IT system which supports the customer relations management system used by reception staff for handling certain types of service request.
Strand
Provides bespoke systems for the election management and the annual registration process.
Infonet
Service co-funded by all Northumberland CDRPs which provides tailored crime-related statistical data for use by each CDRP.
LALPAC
Software system which supports all aspects of licensing work undertaken by the licensing section
Covalent
Monitoring of performance and risk management throughout the Unit
Achievements: Previous Year & Current Year (to date)
Measure or Milestone
Reference
Target 2006/7
Actual 2006/7
Target 2007/8
Forecast2007/8
To progress proposals for the parishing of Spittal, Tweedmouth and Berwick.
K/8
05.07
On-going
By
31.10.
07
Completion and publication of Generic Emergency Plan
F/2/1
By
28.2.07
Set up and equip emergency control centre in CR1
F/2/2
On hold
Work with schools
On-going
No Limits youth event
29/30.9.06
Enough action about alcohol
On-
going
Road Safety Initiative
On-
going
Development and adoption of Corporate Procurement Strategy
O/70
01.07
03.07
Initial Implementation of Procurement Strategy in accordance with Action Plan
O/70
03.08
Registration of land holdings
03.07
Ongoing
09.07
Domestic burglaries per year, per 1,000 households in the Local Authority area.
BV 126
5.83
6.10
5.42
5.42
Violent crime per year, 1,000 population in the Local Authority area.
BV 127a
17.30
17.40
16.50
16.50
Robberies per year, per 1,000 population in the Local Authority area.
BV 127b
0.10
0.20
0.10
0.10
The number of vehicle crimes per year, per 1,000 population in the Local Authority area
BV 128
3.07
3.70
3.81
3.81
The number of racial incidents reported to the Local Authority, and subsequently recorded, per 100,000
BV 174
0.00
0.00
0.00
0.00
The percentage of racial incidents reported to the Local Authority that resulted in further action
BV 175
0.00
0.00
0.00
0.00
Actions against Domestic Violence
BV 225
73.00%
82.00%
82.00%
82.00%
Review of taxi and private hire licensing
Action within available capacity
• Review licence fees;
• Introduce new application forms, including pre-completed renewal forms;
• consult on means of distinguishing taxis and private hire vehicles;
• consult on criteria for medicals;
• consult on taxi test standards;
• introduce Licensing Sub-committees of three Members to determine licence applications and to determine enforcement
All achieved
• Devise a specification defining taxis and private hire vehicles; and
• implement new taxi test standards (possibly securing an exemption from vehicles also requiring an MOT test certificate);
All achieved.
Review of street trading
Action within available capacity
Not included in the service plan for 2006/7
Not applicable
• To review the streets and public places in which trading may take place;
• to consider creating trading zones to reflect the fact that certain areas are more commercially attractive to certain types of business;
• to review the criteria for the granting of a licence – to consider whether a person is a fit and proper person and the suitability of any vehicle;
• to review the fees, in light of decisions made in relation to the above; and
• the introduction of enforcement in respect of unlicensed operators and those failing to comply with licence conditions.
No actions have been taken to implement and progress this action due to a lack of capacity arising from the increased demands placed upon the service in relation to taxi licensing.
This review of street trading is to be carried forward for 2008/9, although for any changes to be introduced in time for the annual renewal on 1 June, the review will have to have commenced before the end of 2007/8.
Implementation of Gambling Act 2005
Action within available capacity
To be prepared for the transitional period commencing on 30 April 2007 [postponed to 21 May 2007], namely:
• Senior Licensing Officer to keep abreast of developments;
• consultation to be conducted on the draft Statement of Principles; and
• initial training to be provided to Members and Officers.
All achieved, including the adoption by Council of the Statement of Principles.
Implementation of Gambling Act 2005.
All achieved, in particular the adoption of a Scheme of Delegation; appointment of authorised officers; and the setting of fees.
Note: The Act does not require the issue of licences applied for and granted under the transitional arrangements to be issued to allow an operator to continue in their existing licensable activities.
Raise awareness of the need to licence and the ability to take enforcement action, when appropriate
Action within available capacity
• Senior Licensing Officer to regularly attend licensing trade meetings;
• to form a Licensing Group within the Crime and Disorder Reduction Partnership;
• undertake enforcement action in respect of unlicensed activities / premises; and
• publicise the review of premises licences in the local press and media.
All achieved.
In relation to publicising application for review of premises licences, the local newspapers agreed to publish every press release and continue to do so.
• To develop a risk based inspection regime in relation to premises licensed under the Licensing Act 2003 and Gambling Act 2005 by 1 July 2007; and
• to undertake by 1 April 2008, a benchmarking assessment of all such licensed premises.
No actions have been taken to implement and progress these actions due to a lack of capacity arising from the increased demands placed upon the service in relation to taxi licensing.
These actions are to be carried forward for 2008/9.
Success
How Achieved
Lessons Learnt
Development and adoption of Corporate Procurement Strategy
Through partnership working with the six district councils in Northumberland and, in particular, the North East Centre of Excellence
The need for clear and pro-active line management where a joint resource is being utilized
Devise and implement a specification to distinguish taxis and private hire vehicles.
Extensive consultation with not only the taxi trade, but also with the general public provided invaluable feedback as to the inadequacies of the detail of the first roof sign proposed to distinguish the two types of licensed vehicles, but by continuing to consult with the trade and those members of the public who had engaged with the original consultation, it was possible to refine the dimensions and design of a vehicle roof sign that has ultimately been accepted by the taxi trade and achieved the objective of distinguishing the two types of licensed vehicles.
Consultation is a process that should be repeated as many times as necessary to achieve the best possible result for all concerned.
Challenge
How Resolved
Outcome
Implementation of a corporate risk management strategy
While the foundations have been laid issues surrounding capacity and insularity have proved to be obstacles to full implementation
More rigorous service planning procedures and support from the Improvement Officer have enhanced momentum but the matter remains, as yet, unresolved
Devise and implement a specification to distinguish taxis and private hire vehicles that was not legally challenged through the courts by the taxi trade.
Extensive consultation with the taxi trade and the general public meant that issues that may have justified a legal challenge were not only raised, but taken into account when revising the proposal before being formally adopted by Licensing Committee.
No legal challenge was commenced.
The roof sign that was finally implemented has been accepted by the taxi trade; and achieved the objective of distinguishing the two types of licensed vehicles.
Financial Resources to Deliver Services
Note: This section of the report will be based on information contained in the Budget Book for the current year, in this case 2007/08. The original budget figures for the current financial year will be used as the base line figure for the calculation of cashable and efficiency gains.
Cost Centre
Description
Democratic Services
Expense
£
Description of Main Activity & Cost
Employees
136881
Borough Secretary, Senior Democratic Services Officer, Administrative and Committee Services Officer, Secretary and Clerical Assistant – all servicing the core democratic services functions
Employees Support
31309
Recharge for central costs – eg accommodation, printing & stationery, publications & subscriptions etc
Support Services
0
Service Management
4454
Recharge by Director of Environment & Secretary
Running Costs
44770
Grants to voluntary organisations; also need to factor in apportionment of other central costs eg printing & stationery, advertising, equipment leasing etc
Capital Charges
0
Gross Expenditure
217414
Direct Income - Grants
2386.89
Grant for checking postal vote identifiers
Direct Income – Fees/Charges
180.00
Sale of marked copies of the electoral register
Recharge Income
0
Net Expenditure
214847.11
Cost Centre
Description
Community Safety
Expense
£
Description of Main Activity & Cost
Employees
47720
Community Safety Officer & Community Safety Assistant – support the delivery of all core community safety activity on behalf of the local Crime & Disorder Reduction Partnership – statutory function.
Employees Support
10903
Recharge for central costs – eg accommodation, printing & stationery, publications & subscriptions etc
Support Services
0
Service Management
0
Running Costs
11700
Cost of annual maintenance contract for the town centre CCTV system
Capital Charges
0
Gross Expenditure
70323
Direct Income - Grants
96623
Grants comprise 14613 capital grant for CCTV improvements; 79123 Safer Stronger Communities Fund (SSCF); and 17500 Basic Command Unit (BCU) funding. Note – discussions are ongoing with Government Office NE about a 14% cut in SSCF funding for 2007/08, but no agreement has been reached at this point, though the reduction is expected to be implemented. All grant is used to fund the cost of CDRP activity in the Borough. A portion is used as a contribution towards salary costs. The 14% reduction in SSCF grant would reduce that figure to 68045.78
Direct Income – Fees/Charges
0
Recharge Income
0
Net Expenditure
+26300
Cost Centre
Description
Legal Services
Expense
£
Description of Main Activity & Cost
Employees
145411
Borough Solicitor, Assistant Solicitor, Legal Secretary Administrative Assistant and Land Charges Officer – provision of a legal services function
Employees Support
29940
Recharge for central costs – eg accommodation, printing & stationery, publications & subscriptions etc
Support Services
4734
Service Management
0
Running Costs
0
Capital Charges
0
Gross Expenditure
180085
Direct Income - Grants
0
Direct Income – Fees/Charges
0
Recharge Income
0
Net Expenditure
180085
Cost Centre
Description
Land Charges
Expense
£
Description of Main Activity & Cost
Employees
23016
Land Charges Officer provides response service to land charges search in conjunction with other service units
Employees Support
5690
Recharge for central costs – eg accommodation, printing & stationery, publications & subscriptions etc
Support Services
4815
Service Management
8050
Running Costs
36920
Computer expenses and NCC fees
Capital Charges
0
Gross Expenditure
78491
Direct Income - Grants
0
Direct Income – Fees/Charges
95800
Recharge Income
0
Net Expenditure
17309
Cost Centre
Description
Licensing Section
Expense
£
Description of Main Activity & Cost
Employees
29,230
Senior Licensing Officer and temporary Licensing Assistant (in relation to local licensing), but note that a proportion of direct employee costs are included in ‘support services’ in relation to ‘taxi licensing’.
Employees Support
8,540
Recharge for central costs, e.g. accommodation, ICT, printing, stationery, publications and subscriptions, etc.
Support Services
10,640
Recharge for central costs, e.g. accountancy and payroll, audit, personnel, etc.
Service Management
12,660
A proportion of direct employee costs of the Senior Licensing Officer and temporary Licensing Assistant that is allocated to taxi licensing (because it amounted to less than 50% of their time).
Running Costs
Taxi: 5,770
Lic: 3,420
Taxi: Criminal Record Bureau checks, taxi driver badges, vehicle licence plates and costs of publishing statutory notices.
Local Licensing: Training and costs of publishing statutory notices.
Capital Charges
0
Gross Expenditure
70,350
Direct Income – Grants
0
Direct Income – Fees/Charges
Taxi:16,100
Lic: 3,500
Fees paid in respect of taxi licensing.
Fees paid in respect of applications in relation to the Licensing Act 2003, Gambling Act 2005 (and those under previous legislation, including small society lotteries)
Recharge Income
0
Net Expenditure
20,750
Cost Centre
Description
Reception service
Expense
£
Description of Main Activity & Cost
Employees
52724
Reception staffing
Employees Support
9730
Recharge for central costs – eg accommodation, printing & stationery, publications & subscriptions etc
Support Services
0
Service Management
0
Running Costs
55000 + 8310
Costs relate to corporate postage budget (55000) & Mitchell Memorial Hall (8310). No figures available for eg software licences for FLARE and licensing
Capital Charges
0
Gross Expenditure
125764
Direct Income - Grants
0
Direct Income – Fees/Charges
4050
Income generated through hire of committee room 1, town hall bookings & hire of the Mitchell Memorial Hall (MMH = 4050). No figures for committee room 1 or town hall hire.
Recharge Income
0
Net Expenditure
121714
Cost Centre
Description
Civic support team
Expense
£
Description of Main Activity & Cost
Employees
Sergeant-at-Mace and 2 x Halberdiers – I do not have separate costs available, but these should be recorded as a distinct budget head in the budget book. For the purpose of this exercise, these costs are included in the figures for the Democratic Services Team.
Employees Support
Support Services
Service Management
Running Costs
Describe the main service running costs
Capital Charges
Gross Expenditure
Direct Income - Grants
Describe income sources
Direct Income – Fees/Charges
Describe income sources
Recharge Income
Net Expenditure
Capital Works
Name
Budget
Current Position
Refurbishment of the main office reception
tbc
At planning stage but completion scheduled for end September 2007
Fitting out committee room 1 as the corporate emergency control room
Emergency planning budget
On hold pending resolution of organisational restructure
Value for Money Assessment
Efficiency Measure
BBC
Local
National
Corporate and democratic core £ per head of population
28.93
23.93
N/A
Emergency Planning £ per head of population
0.57
0.59
N/A
Efficiency Measure
Reason for Difference to Local / National Trend
Corporate and democratic core £ per head of population
Not known
Please complete the three following tables (if applicable) indicating how partnership working, IT systems or adherence to / achievement of quality standards have contributed to value for money.
Service Partner Providers
How Partner Supports Service VFM
Fantasy Prints Ltd
and MOGO
• New methods for the production of taxi licence plates are being developed with these partners to achieve a reduction in the costs of producing these plates, as opposed to incurring an almost 100% increase in prices, as was initially proposed by one of the partners to continue with the production as before.
Crime and Disorder Reduction Partnership
• This partner provides a highly efficient mechanism for members to share confidential information; and to co-ordinate enforcement activities which reduces the time demands upon this service.
Northumberland Procurement Officers Forum
• Through the forum specific procurement projects, such as the development of a generic corporate procurement strategy, can be more adequately resourced by utilising the combined procurement services at all of the participating authorities
IT Systems
How IT System Supports VFM
LalPac
• The software package enables the service to efficiently manage the various licensing regimes and to produce licences, etc in a timely manner with a level of staffing that could not accomplish the same levels of productivity, accuracy and timeliness with manual or non-dedicated electronic systems.
Covalent
• Used by the Unit to monitor performance and risks in a timely and efficient manner
Strand
• Critical to the efficient and timely administration of the election and electoral registration functions the absence of which would require considerable additional staffing resources
How Service Links to Council Priorities
This section contains the same information as collected in the previous year’s budget setting process. The priorities will be reviewed by the Members and either modified or confirmed as consistent (remaining the same as last year). The data provided on this document will be summarised and challenged at Corporate Management Team for content and consistency.
Priority
Description of how service contributes to Council Priority
1
Proposed amalgamation of reception and cash office to create more effective customer services hub; ongoing development of FLARE as CRM tool to improve customer services at first point of contact.
Youth engagement – ongoing development of initiatives which engage young people in local democracy; emergency and business continuity planning – ongoing work to establish a temporary mortuary site in the borough.
The Unit’s lead responsibility for corporate procurement directly assists the authority in making service improvements through vital procurement activity
2
Improving transport provision by taxi vehicles improves accessibility to the Borough’s town centres, which contributes to business growth and enhances tourism.
Encouraging licensed premises to become licensed for a diverse range of entertainment facilities contributes to the development of exciting cultural opportunities, which also contributes to business growth and enhances tourism.
3
4
Through advice and guidance on business continuity and resilience
Improving transport provision and encouraging licensed premises to become licensed for a diverse range of entertainment facilities contribute to the development of existing business and provides opportunities for new ones.
Timely accurate and efficient land charges service gives confidence to those undertaking property conveyancing activity
5
Through membership of eg Northumberland Emergency Planning Protocol Group and the CDRP
6
Improving transport provision and encouraging licensed premises to become licensed for a diverse range of entertainment facilities contribute to the development of existing business and provides opportunities for new ones.
7
See 1 above re reception; through implementation of the customer services charter and launch of the revised A-Z guide
8
9
CDRP highest-achieving in Northumberland; high profile maintained through savvy PR approach. Emergency planning and BCP activity ongoing but requires additional resourcing; profile raised through PR
All licensing is concerned with protecting the public from harm, thereby contributing to making local communities safer.
10
11
By providing a comprehensive and experienced support service to the Council’s political structure the Unit contributes to fostering the environment for appropriate member and officer leadership skills to be developed
12
Encouraging licensed premises and occasional events (indoor and outdoor) to be licensed for the provision of a diverse range of entertainments, including music and dancing, plays, films, and indoor sporting events.
Contribution to Other Five C’s
Outcome Factor
Description of how service contributes to “C” Factor
Customers
Through the implementation of the core principles of the customer services charter and the adoption of an open and constructive approach to customer service
Communication
Regular unit and section meetings; proactive approach to using local media and Bear Facts to publicise work of Unit and particular issues of public interest; regular use of council website and intranet for the same purpose; review of methodology for ensuring that Councillors and parish councils are kept informed about relevant information; maintain general awareness within the section of the value and importance of good communication.
Cohesion
Cross-unit membership of admin NVQ training cadres; through work of CSWG - eg publication of customer services charter; proactive approach to problem solving – eg admin issues with Planning Unit
Culture
Through team meetings and regular briefings; open-door policy for staff to discuss and aim to resolve issues of concern.
Compliance
The Unit assists the Council achieve compliance by developing a confident grasp of its responsibilities and ensuring that these are effectively managed through a disciplined approach to performance management. It has lead responsibility authority wide for the corporate issues of emergency and business planning, risk management, procurement, community safety and Freedom of Information.
Service Proposals for next 3 Years
Measure / Milestone
Reference
Forecast
2007/8
Target 2008/9
Target 2009/10
Target 2010/11
To maintain current levels of performance for all BVPIs.
See table on page 6
CCTV
Medium priority: Appx C in the Inclusive Equality Scheme
Children – child protection policy
High priority: Appx C in the Inclusive Equality Scheme
Emergency Planning – business continuity plans & major incident plan
High & medium priorities: Appx C in the Inclusive Equality Scheme
Community Safety
High priority: Appx C in the Inclusive Equality Scheme
Electoral Services
High priority: Appx C in the Inclusive Equality Scheme
Corporate
High priority: Appx C in the Inclusive Equality Scheme
To review the streets and public places in which trading may take place;
to consider creating trading zones to reflect the fact that certain areas are more commercially attractive to certain types of business;
to review the criteria for the granting of a licence – to consider whether a person is a fit and proper person and the suitability of any vehicle;
to review the fees, in light of decisions made in relation to the above; and
the introduction of enforcement in respect of unlicensed operators and those failing to comply with licence conditions.
Action within available capacity
To complete before 1 April 2008 a public consultation concerning the streets in which trading may take place; the creation of trading zones; the criteria for the granting of a licence; and the fees payable for licences.
To review the results of the public consultation and to implement such changes as may be necessary and appropriate by 1 May 2008; and
implement enforcement in respect of unlicensed operators and those failing to comply with licence conditions by 1 April 2009.
To review the impact of the changes, including the level of fees, implemented in 2008/9; and
to continue enforcement in respect of unlicensed operators and those failing to comply with licence conditions.
To develop a risk based inspection regime in relation to premises licensed under the Licensing Act 2003 and Gambling Act 2005 by 1 July 2007; and
to undertake by 1 April 2008, a benchmarking assessment of all such licensed premises.
To complete the registration of the Council’s land holdings and to work within the LSVT process to identify those assets which will transfer in the event that the transfer of the housing stock is to progress
Jan 08
To proceed with the action plan appended to the Council’s Procurement Strategy of June 2006 including the creation of a full corporate wide contracts register
As detailed in the action plan
As detailed in the action plan
As detailed in the action plan
As detailed in the action plan
As detailed in the action plan
To seek the full implementation of the Council’s Risk Management Strategy
June 2008
These targets will feed directly into the Best Value Performance Plan. Once the targets have been established and agreed (in principle) with the Head of Service or Director, an assessment of resources required should be made in the next table.
Measure / Milestone
Reference
Resources Needed
Less
Same
More
Records management
PID previously submitted; subject to review by DC/LB
√ - increase based on inflation and unlikely to be significant
Physical refurbishment of main reception
(This project is contained within the main corporate restructure proposals)
√ -
The original savings of £131,000 will not be achieved. The cost of this project will be a growth item.
Support for the emergency planning and business continuity functions ( see Minute 174 (iv) of the Council meeting on 9/8/07 – “to agree that the tasks of risk management/contract register/business continuity be resourced adequately asap in consultation with the IPB in relation to the project brief and funding requirements”. We do not presently have the resources or the capacity to complete the corporate EP/BCP work programme. I am not clear from the Council decision whether this commitment means a new staffing resource of the buying-in of external services.)
Council minute 174 (iv) – meeting of 9/8/07
Not sure whether a project brief already exists for this. I would like to have input into the PB from an EP/ECP perspective.
√ - more detail needed on council decision
CCTV
Medium priority Appx C in the Inclusive Equality Scheme
Combined reception/cash office – this may involve a change in opening hours which may have implications for increased staffing costs – this is an early flag.
To review the streets and public places in which trading may take place;
to consider creating trading zones to reflect the fact that certain areas are more commercially attractive to certain types of business;
to review the criteria for the granting of a licence – to consider whether a person is a fit and proper person and the suitability of any vehicle;
to review the fees, in light of decisions made in relation to the above; and
the introduction of enforcement in respect of unlicensed operators and those failing to comply with licence conditions.
√
(subject to agreement to recruitment of a Licensing Officer during 2007/8)
To develop a risk based inspection regime in relation to premises licensed under the Licensing Act 2003 and Gambling Act 2005 by 1 July 2007; and
to undertake by 1 April 2008, a benchmarking assessment of all such licensed premises.
√
(subject to agreement to recruitment of a Licensing Officer during 2007/8)
The achievements of some of these targets will be achievable within existing or reduced resources.
Where service improvements are linked to more resources a ProjectBrief (template available on the Intranet) should be completed and submitted to the Programme Improvement Board.
Where service improvements are linked to less resources, the proposals for savings should be identified in the Proposals to Achieve Cashable & Efficiency Gains section.
Likelihood of intervention by Govt to deliver statutory service at premium cost to Council
Impact Assessed as:
Measures of Impact
Loss of profit making service which, in any event, is required to be self financing
Critical
Budget Code
Taxi Licensing
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£5,000.00
Low
Potential Effect
Eg Reduction in staff resources of 12.5% may result in recent increased revenue from Tyneside applicants being lost. Reduced service will also most probably result in increase in number of complaints about the standard of service received. Reduction could have implications for public safety
Impact Assessed as:
Measures of Impact
Local performance indicators once devised. Loss in revenue. Increase in no of formal and informal complaints
Marginal
Budget Code
Taxi Licensing
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£5,000.00
Significant
Potential Effect
Eg Reduction in staff resources of 12.5% may result in recent increased revenue from Tyneside applicants being lost. Reduced service will also most probably result in increase in number of complaints about the standard of service received. Reduction could have implications for public safety
Impact Assessed as:
Measures of Impact
Local performance indicators once devised. Loss in revenue. Increase in no of formal and informal complaints
Marginal
Budget Code
Administration
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Very High
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
Catastrophic
Budget Code
Administration
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Low
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
Marginal
Budget Code
Administration
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Significant
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
Significant
Budget Code
Mayoralty and Civic Expenses
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Significant
Potential Effect
Loss of reputation from failure to invest in civic party. Saving of approx £20,000
Impact Assessed as:
Measures of Impact
Public opinion
Significant
Budget Code
Mayoralty and Civic Expenses
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Very Low
Potential Effect
Impact Assessed as:
Measures of Impact
Negligible
Budget Code
Mayoralty and Civic Expenses
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Low
Potential Effect
Impact Assessed as:
Measures of Impact
Negligible
Budget Code
Register of Electors
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£30,000.00
Very High
Potential Effect
Likelihood of intervention by Govt to deliver statutory service at premium cost to Council
Impact Assessed as:
Measures of Impact
Critical
Budget Code
Register of Electors
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£900
Low
Potential Effect
Impact Assessed as:
Measures of Impact
General deterioration in level of service through reduced level of investment
Marginal
Budget Code
Register of Electors
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£3000
Significant
Potential Effect
Impact Assessed as:
Measures of Impact
Potentially critical deterioration in level of service through reduced level of investment
Significant
Budget Code
Election Expenses
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£ N/A
Very High
Potential Effect
Government intervention and recharge for cost of running statutory service at premium cost. Cost above is conservative estimate of additional cost to the authority over and above the estimated cost for May 2007 elections
Impact Assessed as:
Measures of Impact
Reputation. Cost
Critical
Budget Code
Election Expenses
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Very Low
Potential Effect
Impact Assessed as:
Measures of Impact
Court action. Reputational loss
Marginal
Budget Code
Election Expenses
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Low
Potential Effect
Impact Assessed as:
Measures of Impact
Court action. Reputational loss
Significant
Budget Code
Local Licensing
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
£50,000.00
Very High
Potential Effect
Government intervention to run statutory service at premium cost. Detrimental effect on public safety
Impact Assessed as:
Measures of Impact
Loss of reputation. Cost. Legal challenge
Critical
Budget Code
Local Licensing
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Low
Potential Effect
There may ultimately be a loss of revenue should staffing resources part. in relation to the ability to carry out enforcement action be lost
Impact Assessed as:
Measures of Impact
.
Marginal
Budget Code
Local Licensing
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Significant
Potential Effect
There may ultimately be a loss of revenue should staffing resources part. in relation to the ability to carry out enforcement action be lost
Impact Assessed as:
Measures of Impact
.
Significant
Budget Code
Legal
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Budget Code
Legal
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Budget Code
Legal
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Assigned To: Henry, Liam Oakley, Charles;
Budget Code
Miscellaneous CS&R
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Budget Code
Miscellaneous CS&R
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Budget Code
Miscellaneous CS&R
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
.
Potential Effect
.
Impact Assessed as:
Measures of Impact
.
.
Service Planning Risks - David Cook
Report Type: Risk Report
Assigned To: Cook, David
Budget Code
Crime & Disorder Reduction Partnership
Risk Assessment
Scenario
Cessation of Service
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
Low
Potential Effect
The Council's role as a lead member of the CDRP is a statutory function. The Council employs the CDRP's 2 x dedicated officers, who provide the administrative support to the partnership and implement the CDRP's policies, projects and strategies. Council withdrawal from the CDRP would result in a significant and potentially uncontrolled rise in criminal and disorder related activity across all core crime categories. An immediate consequence would be the destruction of public reassurance, a hugely negative impact on quality of life, and a significant impact on the economic wellbeing of the community. The Borough's reputation as a low crime area with a high quality of life would be severely jeopardised.
Impact Assessed as:
Measures of Impact
Increases across all Home Office-defined core crime categories.
Increased expenditure by individuals and business on security measures.
Demonstrable loss of public confidence and an increase in the fear of crime - revealed through quality of life surveys
Demonstrable impact on quality of life by significant negative changes in indices of deprivation
Demonstrable impact on the economic wellbeing of the community through business surveys
Visible deterioration in the built environment
Increased financial burden on the Council to meet costs of addressing criminal damage
