3.0 SERVICE AIMS AND OBJECTIVES The Corporate Plan (ref. 3)

Transcription

1 3.0 SERVICE AIMS AND OBJECTIVES 3.1. The Corporate Plan (ref. 3) s Corporate Plan was adopted in February It outlines the aims, objectives and immediate priorities of the Council for the 3 years to 2005 including proposed methods by which goals are going to be achieved. The document summaries the overall social, economic and environmental positioning of the Borough, including previously expressed views from residents and highlights the current strengths and weaknesses of the Council as an organisation. The Plan is designed to provide a starting point around which future consultations can be based The Council aspires to be recognised as a leading edge local authority and good employer. The Council has developed three new statements of purpose within the Corporate Plan. These are designed to capture the spirit of the Councils ambition and provide a clear framework within which the organisation can develop. They are: Our Values Our Vision Our Purpose To be empowered by democracy driven by professionalism. To be recognised as a model example of best practice in local government. To perform all our statutory obligations efficiently and effectively within resource constraints whilst using our discretionary powers to improve the quality of life for people who live and work in Hertsmere. The new aims of the Council are; Exercising Community Leadership Providing continuous improvement in essential services Developing the enabling role Targeting resources Aiming to be the best in class 3.2. Hertsmere Community Strategy (ref. 36) This document is being developed in response to the requirements of Part 1 of the Local Government Act The aim of the strategy is to promote improved service provision and improved quality of life for local residents by encouraging a greater level of co-operation between organisations in the Public, Private and Voluntary sectors. 1

2 The key proposed themes in the Community Strategy include: Improving accessibility of services and addressing inequalities. Improving and sustaining the quality of Hertsmere s environment. Encouraging economic development and regeneration. Creating a safer environment. Encouraging lifelong learning opportunities. Addressing health inequalities These objectives will be achieved through a working partnership with all those involved in the development of the Strategy The Community Strategy indicates that this will be achieved in a spirit of working in partnership with all those involved, whether in the public, private or voluntary sectors, in the development of the Hertsmere Community Strategy Planning, Transport and Building Control Unit Service Plan (ref. 37) The Planning, Transport and Building Control Unit was formed in 2001, the service Plan covers the duties and responsibilities of the Unit for the period Main duties include discharging the authority s statutory planning and building control duties and the development of transport policies including the design and implementation of Controlled Parking Zones (CPZ s). The Service Plan provides a framework to ensure the effective delivery and continuous improvement of the services provided ensuring that these reflect the corporate aims of the Council and provide a base upon which individual performance targets can be formulated. Vision Statement To provide responsive, consistent, effective, efficient and accountable services, for potential users, which ensures that the communities development and regeneration needs are provided for in a way which is consistent with the principles of sustainable development The Planning, Transport and Building Control Unit services will be subject to ongoing evaluation and public consultation, to ensure that they continue in accordance with the Council s Corporate Strategy to satisfy statutory requirements and provide Best Value. 2

3 Aims of the Service 1. Provide the right balance between encouraging development which provides homes, jobs and services for the community and protecting and enhancing the urban and rural environments. 2. Provide a safe built environment. 3. Provide efficient, effective and economic services which are responsive to needs and meet statutory requirements. 4. Ensure that the services contribute to Hertsmere s overall objectives for the Borough, such as housing needs, crime reduction, traffic management and environmental improvements. 5. Provide a professional, consistent and accountable service. 6. Recruit, maintain and develop staff so that they are well qualified, competent and motivated to provide a quality service. 7. Promote and improve access to the services and information provided by the Unit through the use of modern technology and help users to understand the overall context and constraints within which the service operates. 8. Continuously seek to improve the service provided by the Unit within the Council s Corporate Framework. Key Issues Indicated in the Service Plan for 2002/ Transportation it will be necessary to ensure that the Local Transport Plan and other transportation initiatives and strategies reflect local issues and concerns. Planning will continue to play a lead role in the development and implementation of the Potters Bar Transport Study and work will start on a review of the Borehamwood Transport Plan. The Council s Transportation policy will be subject to Best Value Review with a view to preparing a Transport Strategy and an Action Plan Decriminalisation the Council has agreed in principle to introduce decriminalisation of parking controls across the Borough. Discussions have commenced with the Police and the County Council to progress this. Careful consideration will need to be given to the resource implications In addition to the above areas the responsibility for Greenways has been transferred to the Planning, Transport and Building Control Unit. These are primarily car-free, offroad routes that connect people to facilities and open spaces in and around towns and out to the countryside Within the service plan there are Best Value Performance Indicators or Local Indicators relating to either transportation services or decriminalisation of parking 3

4 control which are summarised in Table 1 below, with our comments on the progress that has been made. Table 1 Planning, Transport and Building Control Unit Action Plan Objective Action Timescale Partners Progress Controlled parking Zones Review existing zones on an annual basis and respond to requests for alteration Autumn 2001 Section and Car Parking Service Manager Car Parking Charges Best Value Review of the Council s Transport related services Decriminalisation of on-street parking controls Consult on the development of new or revised CPZ s for the town of Bushey, Borehamwood, Potters Bar and Radlett. Prepare reports and obtain committee approval Spring/ Summer 2002 Autumn 2002 This is ongoing with annual review of existing CPZ s to take account of comments made Ongoing new areas are assessed as and when they are requested Ongoing Advertise traffic orders Winter 2002 Ongoing Implement Bushey Spring/ CPZ Summer 2003 Review existing car Autumn 2001 parking charges Consult on any Spring/Summ proposals for revised er 2002 charges for the towns of Borehamwood, Potters Bar and Radlett. Prepare reports and Summer/ obtain committee Autumn 2002 approval Advertise traffic orders Winter 2002 Develop town based strategies Potters Bar and Radlett by October 2002 Outside consultants as necessary, Vale road area to go ahead On hold pending the Best Value Review Process Implement revised charging structure Spring/Summ er 2003 Undertake a Best 2002/2003 To be Value Review determined Develop Transport Autumn 2002 through Strategy and Action & Spring scoping Plan 2003 exercise Develop Action Plan June 2002 HCC Progress preliminary Ongoing work Police Develop business March 2003 case Draft report June 2003 recommendations 4

5 3.4. Revenues Benefits and IT Service Plan (ref. 38) The current structure of the unit was created in July 2001 by the merger of the Benefits and ICT, with responsibility for concessionary fares transferring from the Democratic Services Unit The key business areas of the Revenues & Benefits element of the service are the administration and collection of revenues and administration of the housing and council tax benefit schemes as determined by current statutory requirements. The role also includes investigation of possible fraud in connection with benefit applications and this is undertaken in line with Government requirements The additional responsibility for the concessionary fares scheme was transferred in order to maximise the information available in that section. Aims and Objectives To continue to provide an efficient and timely service for the residents and businesses of the Borough in respect of administration and collection of both Council Tax and Non Domestic Rates. To continue to provide an efficient and timely service for all applicants for Housing and Council Tax Benefits. To ensure that the Council complies with the requirements for efficient benefit administration to maximise grants/subsidies available. To maintain our team of qualified and experienced staff. To be flexible and responsive to our customers needs and requirements. To provide efficient services to applicants for bus passes Within the service plan there are Best Value Performance Indicators or Local Indicators relating to concessionary fares these are summarised in Table 2 below, with our comments on the progress that has been made. Table 2 The Concessionary Fares Action Plan Objective Action Timescale Partners Progress Simplify application process Re-design application form to produce one form for all pass types Sept 2002 Other Local authorities HCC Target met, information being revised to reflect changes in April

6 3.5. Legal Services Service Plan The Legal Services Group is responsible for the following: Providing an efficient and effective legal service ensuring the Council carries out its functions both lawfully and properly. Providing legal advice to all service groups within the authority on matters, which they undertake as part of their function/duties and primarily its aim is to protect the Council s interests. Drafting documents and legal agreements as necessary for the Council on a variety of subjects. Providing advice to the Executive, Members and Directors as required. Prosecution/injunctions across the Authority s functions. Commercial Conveyancing/litigation. Planning matters, which include Section 106 Agreements and Planning Inquiries. Other general litigation. Delivery of a Land Charges Service As part of the Unit, the aim of the Controlled Parking Enforcement Team is to prevent commuter parking in residential streets and ease traffic congestion arising from parking problems. The objectives of the Controlled Parking Enforcement Team are: To operate and maintain the car parks within the CPZ scheme. To control parking in the CPZ areas by enforcing the Traffic Orders which restrict parking. To issue residential permits and visitor permits to residents when properly applied for. To issue business permits within the traffic order limitations and the Council s policy. To collect unpaid fines as quickly and efficiently as possible. Key Aims and Vision for the future The Controlled Parking Enforcement Team are improving the debt recovery process. This has already shown signs of improvement after the introduction of the dedicated CPZ Legal Administrator who concentrates on debt recovery. The fees and charges for parking will continue to be reviewed on a regular basis. The Controlled Parking Enforcement Team Action Plan includes a number of Best Value Performance Indicators or Local Indicators these are summarised in Table 3 below, with our comments on the progress that has been made. 6

7 Table 3 Controlled Parking Enforcement Team Action Plan Objective Action Timescale Performance Progress Indicators Maintain accurate record of unpaid fines Carry out monthly monitoring and reporting of fines Ongoing New Streamline debt collection service for unpaid fines Establish software capable of producing automatic letters Evaluate the purchase of a new computer system to address the restrictions of the current system Pursue backlog of unpaid fines without delay Receive applications for Business and Residential Parking Permits issued and not paid Pursue all outstanding debts within 30 days after non-payment Liaise with software supplier and IT as necessary Liaise with software supplier and IT as necessary Systematically review all outstanding debts and chase as appropriate Issue Business and Residential Parking Permits Ongoing New August 2002 New October 2002 New On hold pending requirements of Decriminalised Parking Enforcement Ongoing New external agency employed Within 5-10 working days of receipt of application Within 5-10 working days 7

8 3.6. Overall Council Budgets The budgets for the areas covered as part of this Best Value Review are summarised in Table 4 below (ref 40 and the study brief) Table 4 Budget Summary Item 2000/01 Actual 2001/02 Approved Budget 2002/03 Approved Budget 2003/04 Approved Budget Public Transport Cost of Permits 940, , , ,000 Cost of Services 142, , , ,000 Supplies and Services 8,446 12,350 10,850 10,900 Total Direct Cost 1,091,323 1,004, , ,900 Less Income 84, ,190 92,500 0 Net Direct Cost 1,006, , , ,900 Add Support Services 32,273 43,690 31,620 40,210 Total Service Cost 1,038, , , ,110 Parking and CPZ s Employee Expenses 137, , , ,090 CPZ Capital Cost 70,000 70,000 70,000 70,000 Premises Related Expenses General 81,108 95, , ,060 Wyllyotts 21,627 24,690 24,840 25,320 Transport Related Expenses 6,551 5,000 5,000 9,000 Supplies and Services 36,584 51,430 68,630 75,540 Agency & Contracted Services 10,647 20,000 20,000 16,000 Repairs and Renewals Fund 9,000 9,000 9,000 9,000 Abandoned Vehicles 22,084 22,000 22,000 23,000 Total Direct Cost 395, , , ,010 Less Income 450, , , ,000 Recharged to Other Services Net Direct Cost (55,535) (58,580) (125,920) (84,990) Office Accommodation 10,026 9,880 16,010 13,150 Support Services 42,795 48,110 59,060 75,020 52,821 57,990 75,070 88,170 Total Service Cost (2,714) (590) (50,850) 3,180 Add Capital Charges 349, , , ,250 Total Service Cost including Capital 347, , , , Within the cost of Public Transport services, approximately 25,000 of the 2002/2003 budget was spent on Dial-A-Ride, and the remainder on contracted services. In 2003/04 35,000 of the budget is to be spent on Dial-A-Ride Information has not been made available on the breakdown for the car park costs between off-street car parks and the CPZ s. 8