- 1. Finance and CommercialManagement DirectorateService Plan
2009- 10
finance-and-commercial-management-service-plan-200910-word4580.doc
2. Key Document Information Owners nameFinance and Commercial
Management Directorate Management teamSource(s) of more Finance and
Commercial Management Directorate information Management teamWhen
approved and By Cabinet portfolio holders (Councillors Bill Parker
and by whom Andrew Grant) on 30 March 2009ReviewFirst 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 PlanThis 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 Councils 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
3. Finance and Commercial Management Service Plan 2009-10Executive
Summary
.....................................................................................................6Executive
Summary
.....................................................................................................6Executive
Summary
.....................................................................................................6Executive
Summary
.....................................................................................................6Preface
by Assistant Chief Executive and Cabinet
Members..................................8Preface by Assistant
Chief Executive and Cabinet
Members..................................8Preface by Assistant
Chief Executive and Cabinet
Members..................................8Preface by Assistant
Chief Executive and Cabinet
Members..................................81Who we are and what we
do.......................................................................................91Who
we are and what we
do.......................................................................................91Who
we are and what we
do.......................................................................................91Who
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
..........................................................................................152How
we are going to
achieve...................................................................................162How
we are going to
achieve...................................................................................162How
we are going to
achieve...................................................................................162How
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.......................................................................................................................................19finance-and-commercial-management-service-plan-200910-word4580.doc
4. 1.10 Partnership strategies and
working.............................................................................................203Value
for Money Report: What we deliver
.............................................................213Value
for Money Report: What we deliver
.............................................................213Value
for Money Report: What we deliver
.............................................................213Value
for Money Report: What we deliver
.............................................................211.11
Reporting on
2008-09..................................................................................................................211.12
Directorate scorecard for 2009-10 onwards see Appendix
5....................................................21Appendix 1:
Action Planning: Outcomes, actions, indicators and
resources.....22Appendix 1: Action Planning: Outcomes, actions,
indicators and resources.....22Appendix 1: Action Planning:
Outcomes, actions, indicators and resources.....22Appendix 1:
Action Planning: Outcomes, actions, indicators and
resources.....22Appendix 2: Communication and marketing activities
for 2009-10.......................29Appendix 2: Communication and
marketing activities for 2009-10.......................29Appendix
2: Communication and marketing activities for
2009-10.......................29Appendix 2: Communication and
marketing activities for 2009-10.......................29Appendix
3: Public involvement activities for
2009-10...........................................31Appendix 3:
Public involvement activities for
2009-10...........................................31Appendix 3:
Public involvement activities for
2009-10...........................................31Appendix 3:
Public involvement activities for
2009-10...........................................31Appendix 4: Our
key partnerships
............................................................................33Appendix
4: Our key partnerships
............................................................................33Appendix
4: Our key partnerships
............................................................................33Appendix
4: Our key partnerships
............................................................................33Appendix
5: Finance and Commercial Management Directorate Scorecard
.......................................................................................................................................34Appendix
5: Finance and Commercial Management Directorate Scorecard
.......................................................................................................................................34
finance-and-commercial-management-service-plan-200910-word4580.doc
5. Appendix 5: Finance and Commercial Management Directorate
Scorecard
.......................................................................................................................................34Appendix
5: Finance and Commercial Management Directorate Scorecard
.......................................................................................................................................34
finance-and-commercial-management-service-plan-200910-word4580.doc
6. Executive SummaryDirectorate Medium-Term Strategy &
Objectives linked to Corporate OutcomesThe 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 customersFinance and Commercial Management
ObjectivesTo deliver a world class financial management service
supporting councillors,services and partners to improve their
performance and provide value for moneyservices to the people of
Northamptonshire reflected in Comprehensive AreaAssessment (CAA)
Use of Resources assessment.To corporately manage land, buildings
and other property related resourcesefficiently and effectively,
ensuring continuously improving value for the citizens
ofNorthamptonshire and customers of the service.To provide
assurance on the robustness and effectiveness of the system of
internalcontrol within the councils overall risk management and
governance framework,adding value to the councils activities
through an approach that promotes value formoney, is customer
focused and aligned to the councils outcomes.Key Actions and
Contributions to Local Area Agreement (LAA) for 2009-10Our 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 DirectorateFailure to deliver adequate
financial and asset management support to the councilCaused 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.doc6
7. 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 objectivesThese
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 Councils
ability to deliver its corporate outcomesCaused 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 2008-09Arnold House
Asset Management worked with the service Division to provide a
world class replacement for Evenley Road Childrens 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 Councils statutory and regulatory requirements
as evidenced by the lack of notices and cautions.
finance-and-commercial-management-service-plan-200910-word4580.doc7
8. 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 councils 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 LawrensonBill ParkerAndrew
Grant Assistant Chief Executive, Cabinet Member withCabinet Member
with Finance and Commercial responsibility for responsibility for
Management Directorate Revenue Planning Capital
Planningfinance-and-commercial-management-service-plan-200910-word4580.doc8
9. 1 Who we are and what we do 1.1 What we do We provide leadership
and stewardship of the councils 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 councils 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 councils 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
councils 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
councils 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 Councils 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.doc9
10. 1.2 How we are organised structure chart, staffing and budget
Assistant Chief Executive Finance & CommercialManagement Head
of FinanceHead of Internal Head of Asset Interim Section151Audit
& Risk Management officer Management155.9 fte9.73 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.BudgetThe latest proposals for the 2009-10 revenue budget
include the following net figures: total Inescapable Commitments 2m
total Service Efficiencies & Disinvestments -0.63mThe 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 Management10,568 Commercial248Total
18,908,704
finance-and-commercial-management-service-plan-200910-word4580.doc
10 11. Revenue Resource allocation: Subjective Analysis Budget
2009-10000 Employees 7,772Running Costs 11,136Gross
Expenditure18,908 Income-3,284Net Expenditure 18,908,704Capital
Resource allocation detail Spending ForecastTotal Scheme
Name2009-10 2011-132009-13 Environ Management - Carbon Reductions1
571,0000 571,000 Carbon Trust- Salix Finance LA Energy1328,0000
328,000 Property Centralisation Scheme266,0000 266,000 Energy and
environmental management176,000 0 76,000 Released Total 1,241,000
01,241,000Notes to TablesIn 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. 1The three environment projects
are likely to be implemented by the Environment Growth and
Commissioning Directorate.1.3 Key facts about the DirectorateThe
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 12. 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 ofCustomer Type
Information/ Service NeedscustomersInternal Provide expert advice,
support andCouncillors 73 training for decision making Provide
expert advice, support andCorporate Management Team 7 training
Provide expert advice, support andBudget Managers 400 approx
training Accurate and timely payment ofEmployees including
part-time 16,573 salaries, safe and supportive working environment,
support to whistleblowersExternalCouncil Tax info, examination
ofCitizens678,300 statement of accounts, protection ofpublic funds
and assetsFinancial assessment and advice.Pooled budgets with the
PrimaryHealth Trusts (PCT) to offer customersSocial Care Customers
5,700a single point of contact for servicessuch as Occupational
Therapy,equipment.Suppliers 20,000Prompt payment of invoicesDebtors
7,700 Accurate, prompt invoices to be raised10,400Timely payment of
Pensions andPensionersapproxprovision of pensions informationOther
contributing94Effective management of fundsorganisations to pension
fundDistricts/ Boroughs 7 Partnership working
finance-and-commercial-management-service-plan-200910-word4580.doc
12 13. 1.4 Big issues for the DirectorateGeneral 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 Bills key themes are entirely consistent with Finance and
Commercial Managements 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 Northamptonshires 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 14. Economic Downturn and its impact Our planning needs to take
the economicdownturn with the utmost seriousness, to consider its
implications thoroughly andto monitor its developing impact on our
services and communities carefully. Thisunderstanding will enable
us to show positive leadership in supporting users andcommunities
through these unique circumstances. Early indications also suggesta
tougher financial settlement for local government with further
efficiencies to beidentified. This will impact on disposal of
property assets and subsequently oncapital availability and
management of the capital programme. Treasurymanagement and the
risks associated with investments and borrowing will alsobe a key
issue in 2009-10. Local Government Pension Scheme and Fund The
present turbulence infinancial markets together with changes in
pension provision across the wholeeconomy and press coverage
relating to public sector pensions pose significantchallenges to
both the Northamptonshire Local Government Pension Schemeand 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, ITand HR. The
review of benefits and planning will include transfer of
staff,agreements regarding common transactional and general
financial proceduresand forward planning for attracting other Local
Authority customers. ThisDirectorate is at the heart of this
journey. Northamptonshire Property Asset Place shaping Agenda
Developing a modelwith seven Borough and District Councils to
review and explore the efficienciesand opportunities arising from
the Northamptonshire Partnership Sub-regionalImprovement and
Efficiency Material Assets review to include the
councilsheadquarters accommodation strategy. Local challenges and
drivers for the Directorate Embedding Use of Resources at Level 3
The Finance Division takes a lead rolein preparing key lines of
enquiry for our External Auditors. Innovative work isunderway to
support the transition from CPA to CAA, using Performance
Plussoftware to track and record evidence of effective Use of
Resources. Delivering the 2009-10 Budget The directorate will be
supporting, challengingand 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 thenext budget setting
round, which will take place in the context of a
revisedadministration and manifesto, following the May elections.
This directorate willrespond to these with clear planning processes
such as a strengthened StarChambers 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 tothe effective delivery of these projects.
finance-and-commercial-management-service-plan-200910-word4580.doc
14 15. Effective Leadership Review The implementation of a fit for
purpose structureand 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. Inthe context of this 'democratic renewal', the
councils plans, activities and financialcommitments for the coming
year and beyond are open to change. Service plansare put together
for 2009-10 knowing that whatever the election results,
newpolitical mandates can change priorities, direction and
organisational focus.However at time of writing this plan fits with
the councils 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 assetsCommunityfor the community
and other LAA partners External AuditorsSupport for annual
accounts, reliance on internal audit work External Timely, accurate
presentation of informationregulatorsLAA2 Support and Guidance with
commercial, financial, audit and assetStakeholders management
aspects of the partnershipCentral Stewardship of public money and
assetsGovernment Support to pensioners from Northamptonshire County
Council, andPensioners approximately 100 external bodies Internal:-
The CouncilMitigate risk to achievement of corporate outcomesAssess
and report on plans for, and use of, resourcesCouncillors Provide
expert advice, support and training for decision making Provide
expert advice, support and trainingStaffPay wages, provide safe and
supportive working environment, provide training and support
whistleblowers
finance-and-commercial-management-service-plan-200910-word4580.doc
15 16. 2 How we are going to achieve 1.6 Overall StrategyThe
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
councils 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 LAA2for 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 andstronger communities our children,
our young people and our adults more prosperous countyA smaller
more enabling council focused on our customersMajor Projects
Raising Pupil Transform Adult Quality support for Waste Growth
& Northampton County Heritage attainment & Social
Carechildren in needPFIregeneration Town Centre&
Promotionschool performanceExcellence for our Customers Key
EnablersOD & CultureCode ofCommissioning PartnershipArea
BasedChange ProgrammeCorporate Governance delivery model protocols
Working Customer AssetInformationPerformance Value
forCommunications Service StrategyUtilisationManagement Management
MoneyStrategy Service PlansCompetency Development Programme
finance-and-commercial-management-service-plan-200910-word4580.doc
16 17. D: A smaller more enabling Council focused on our customers
Finance and Commercial Management ObjectivesTo deliver a world
class financial management service supportingcouncillors, services
and partners to improve their performance Financeand provide value
for money services to the people ofNorthamptonshire reflected in
Comprehensive Area AssessmentUse of Resources assessmentTo
centrally manage land, buildings and other property
relatedresources efficiently and effectively, ensuring continuously
Asset Managementimproving value for the citizens of
Northamptonshire andcustomers of the service.To provide assurance
on the robustness and effectiveness of thesystem of internal
control within the councils overall risk Audit and Risk management
and governance framework, adding value to the Management councils
activities through an approach that promotes value formoney, is
customer focused and aligned to the councils corporateoutcomes.
Finance and Commercial Management Customer Outcomes We provide
clear, timely and accurate information, advice and quality
assurance on finance, assets and procedures across the councilWith
other support Directorates we deliver responsive, joined-up support
services enabling Service Directorates to deliver the councils four
corporate outcomesWe provide expertise on finance, assets and
processes and lead by example to make effective use of resourcesWe
empower staff by making self-service straightforward so that staff
know how and when to access what, to make best use of our
facilitiesOur structure and methods of working give effective,
value for money support to enable Service Directorates to deliver
the councils four corporate outcomes
finance-and-commercial-management-service-plan-200910-word4580.doc
17 18. 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 ServicesContinue to undertake financial assessments
in a user friendlyand cost effective way Northampton TownAsset
management will work closely with the Borough Council
toCentreensure effective use of resources and a joined up approach
Growth & Regeneration We will support the Environment Growth
and CommissioningDirectorate to ensure a strategic approach to the
growth andregeneration agenda Enablers:- Code of Corporate Internal
Audit and Risk Management support the developmentGovernanceand
implementation of the Code of Corporate Governance Asset
utilisation Asset Management lead on the strategic property review
anddevelopment of an asset utilisation strategy and HQaccommodation
plan, a key Northamptonshire Improvement andEfficiency Strategy
(NIES) project Value for money Lead in developing the Value for
Money (VfM) strategy,implementation and delivery are jointly
managed with Policy andPartnerships Directorate Partnership
Protocols We contribute to the financial aspects of the Partnership
protocol Commissioning DeliveryFinance will be supporting the
business as this model isModel developed. Asset management
implications will be consideredas 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
resourcesfinance-and-commercial-management-service-plan-200910-word4580.doc
18 19. 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 objectivesThe
indicators to measure these are in Appendix 5, the Directorate
scorecard. 1.8 Communications, marketing and consultation see
Appendices 2 and 3In 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 EqualitiesThe 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 councils
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 20. 1.10 Partnership strategies and workingNorthamptonshire, 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
councils 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 Directorates 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 21. 3 Value for Money Report: What we deliver 1.11 Reporting on
2008-09Internal Audit and Risk Management (IARM) DivisionIN 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
DivisionCIPFA 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 DivisionThe 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 22. Appendix 1: Action Planning: Outcomes, actions, indicators
and resources
finance-and-commercial-management-service-plan-200910-word4580.doc22
23. Finance and Commercial Management Directorate Service Plan
2009-10 Key Actions Key MeasuresMilestones DescriptionRisksLead
DescriptionDate What achieved our customers A Smaller more enabling
council focused on our customersA: We provide clear, timely and
accurate information, advice and quality assurance on finance,
assets and procedures acrossthe councilStreet lighting PFI and
HouseholdWaste recycling centres project Marchconsider detailed
solutions, final bids,2010prepare financial business case
andfinancial closeResidual Waste consider outlineMarchsolutions and
begin consideration of2010detailed solutionsCampus review finalise
contract Fin 56F1 Financial commercialJulyD4 FCMD does not Progress
against thearrangements with Bedford Pilgrimsinput into Private
Finance2009 have the requisite financial andRegistered Social
LandlordHead ofInitiatives and Public number/capability of Finance
commercial aspects ofPrivate Partnerships (PFI/ staff to deliver
its the project planPPP) and other contracts services Within 5% of
target dateand valueOlder Peoples Strategy pursueMarch procurement
options, renegotiate 2009-10 existing PFI/PPP, new contracts
forextra care, etc.I1 Internal Audit deliverB1 FCMD does notan
audit plan which isFromHead of IA 02
finance-and-commercial-management-service-plan-200910-word4580.doc23
24. Finance and Commercial Management Directorate Service Plan
2009-10 Key Actions Key MeasuresMilestones DescriptionRisksLead
DescriptionDate What achieved our customers A Smaller more enabling
council focused on our customersA: We provide clear, timely and
accurate information, advice and quality assurance on finance,
assets and procedures acrossthe councilStreet lighting PFI and
HouseholdWaste recycling centres project Marchconsider detailed
solutions, final bids,2010prepare financial business case
andfinancial closeResidual Waste consider outlineMarchsolutions and
begin consideration of2010detailed solutionsCampus review finalise
contract Fin 56F1 Financial commercialJulyD4 FCMD does not Progress
against thearrangements with Bedford Pilgrimsinput into Private
Finance2009 have the requisite financial andRegistered Social
LandlordHead ofInitiatives and Public number/capability of Finance
commercial aspects ofPrivate Partnerships (PFI/ staff to deliver
its the project planPPP) and other contracts services Within 5% of
target dateand valueOlder Peoples Strategy pursueMarch procurement
options, renegotiate 2009-10 existing PFI/PPP, new contracts
forextra care, etc.I1 Internal Audit deliverB1 FCMD does notan
audit plan which isFromHead of IA 02
finance-and-commercial-management-service-plan-200910-word4580.doc24
25. Finance and Commercial Management Directorate Service Plan
2009-10 Key Actions Key MeasuresMilestones DescriptionRisksLead
DescriptionDate What achieved our customers A Smaller more enabling
council focused on our customersA: We provide clear, timely and
accurate information, advice and quality assurance on finance,
assets and procedures acrossthe councilStreet lighting PFI and
HouseholdWaste recycling centres project Marchconsider detailed
solutions, final bids,2010prepare financial business case
andfinancial closeResidual Waste consider outlineMarchsolutions and
begin consideration of2010detailed solutionsCampus review finalise
contract Fin 56F1 Financial commercialJulyD4 FCMD does not Progress
against thearrangements with Bedford Pilgrimsinput into Private
Finance2009 have the requisite financial andRegistered Social
LandlordHead ofInitiatives and Public number/capability of Finance
commercial aspects ofPrivate Partnerships (PFI/ staff to deliver
its the project planPPP) and other contracts services Within 5% of
target dateand valueOlder Peoples Strategy pursueMarch procurement
options, renegotiate 2009-10 existing PFI/PPP, new contracts
forextra care, etc.I1 Internal Audit deliverB1 FCMD does notan
audit plan which isFromHead of IA 02
finance-and-commercial-management-service-plan-200910-word4580.doc25
26. Finance and Commercial Management Directorate Service Plan
2009-10 Key Actions Key MeasuresMilestones DescriptionRisksLead
DescriptionDate What achieved our customers A Smaller more enabling
council focused on our customersA: We provide clear, timely and
accurate information, advice and quality assurance on finance,
assets and procedures acrossthe councilStreet lighting PFI and
HouseholdWaste recycling centres project Marchconsider detailed
solutions, final bids,2010prepare financial business case
andfinancial closeResidual Waste consider outlineMarchsolutions and
begin consideration of2010detailed solutionsCampus review finalise
contract Fin 56F1 Financial commercialJulyD4 FCMD does not Progress
against thearrangements with Bedford Pilgrimsinput into Private
Finance2009 have the requisite financial andRegistered Social
LandlordHead ofInitiatives and Public number/capability of Finance
commercial aspects ofPrivate Partnerships (PFI/ staff to deliver
its the project planPPP) and other contracts services Within 5% of
target dateand valueOlder Peoples Strategy pursueMarch procurement
options, renegotiate 2009-10 existing PFI/PPP, new contracts
forextra care, etc.I1 Internal Audit deliverB1 FCMD does notan
audit plan which isFromHead of IA 02
finance-and-commercial-management-service-plan-200910-word4580.doc26
27. Finance and Commercial Management Directorate Service Plan
2009-10 Key Actions Key MeasuresMilestones DescriptionRisksLead
DescriptionDate What achieved our customers A Smaller more enabling
council focused on our customersA: We provide clear, timely and
accurate information, advice and quality assurance on finance,
assets and procedures acrossthe councilStreet lighting PFI and
HouseholdWaste recycling centres project Marchconsider detailed
solutions, final bids,2010prepare financial business case
andfinancial closeResidual Waste consider outlineMarchsolutions and
begin consideration of2010detailed solutionsCampus review finalise
contract Fin 56F1 Financial commercialJulyD4 FCMD does not Progress
against thearrangements with Bedford Pilgrimsinput into Private
Finance2009 have the requisite financial andRegistered Social
LandlordHead ofInitiatives and Public number/capability of Finance
commercial aspects ofPrivate Partnerships (PFI/ staff to deliver
its the project planPPP) and other contracts services Within 5% of
target dateand valueOlder Peoples Strategy pursueMarch procurement
options, renegotiate 2009-10 existing PFI/PPP, new contracts
forextra care, etc.I1 Internal Audit deliverB1 FCMD does notan
audit plan which isFromHead of IA 02
finance-and-commercial-management-service-plan-200910-word4580.doc27
28.
finance-and-commercial-management-service-plan-200910-word4580.doc28
29. Appendix 2: Communication and marketing activities for 2009-10
What activity or serviceWhat objectives would you like toWhich
customers doWhen would this Estimated needs marketing orachieve
with marketing you need to activity need tobudget required
communicating?communications?communicate with? take place? for this
work?Expenditure Ensure full awareness of spendingDirectors
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 usersCouncil tax payers Quarterly Capital and
Treasury Management reports). Plans for yearEnsure awareness of
plans for year (eg: Service Plan; Audit Plan) BudgetRaise awareness
of how and when to NorthamptonshireThroughout year Budget Book 400
contribute to budget development; andresidents and council tax
Council Tax Leaflet of what has been decided and why.payers. 6500
Annual Audit Letter and Raise awareness that Council is
usingStaff.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
reportsand efficiently and manages risk well. Public Notice of Anti
fraud measures Promote telephone line for public use, accounts 600
whistle blowing policiesThroughout year Integral to existingbudget
Project Communication Communication regarding the Sub- Partners and
partnershipAs required Integral to existing regional NIES material
assets strategicusers budget review Meeting lead auditors Develop
good working relationship. External Auditors Quarterly through
Integral to existing Understand regulator expectations so
yearbudget that they can be delivered fully and effectively. Brief
regulators on Councils progress and issues being
tackled.finance-and-commercial-management-service-plan-200910-word4580.doc29
30. What activity or service What objectives would you like to
Which customers doWhen would thisEstimated needs marketing or
achieve with marketingyou need to activity need to budget required
communicating? communications? communicate with? take place?for
this work?Consultation with government Ensure the Councils
andCentral GovernmentAs requiredIntegral to existing
departmentsNorthamptonshires needs and views budgetare known and
taken into consideration. Training and support Publicise
availability of training andCouncillors/committeesThroughout
yearIntegral to existingsupport.Staff especially after budgetJune
2009) Building user forums Obtain feedback from users of our
Building users (staff and Throughout yearIntegral to
existingbuildings.public)budget Service usersObtain feedback from
users of servicesCouncillors QuarterlyIntegral to existingprovided
by Finance & CommericalStaffbudgetManagement. The publicWe 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.doc30
31. Appendix 3: Public involvement activities for 2009-10 What
activity or What objectives would you like to achieve Which
stakeholdersWhenEstimated budget service needs to with public
involvement?do you need towould thisrequired for this be consulted
on or involve?activitywork? to involve need to stakeholders ? take
place?Council and ServiceEnsure that key strategic plans for
Finance and General public, users Dec 09-FebCorporate budget
PlansCommercial Management are shaped by the views and partners10of
customers and other stakeholders Budget Understand peoples views
about:Local residents / service Dec 09-FebCorporate budget- what is
a reasonable level of council tax in- users 10crease, Council tax
payers- how good we are at providing value for money, Local
organisations- proposals for how we spend their moneyEnsure an
effective cumulative budget is set for2010-11- Review participatory
budgeting opportunities Budget setting Two way understanding of
budget setting process Council Tax payers in Apr 09and residents
views of priorities for resource NorthamptonshireMarch 10allocation
Publication of draft / Public scrutiny Council Tax payers in Apr 09
Mar Conclusion of Audit final budget, annual Northamptonshire10200
accounts, CouncilPublic Notice of Tax leaflet, Publicaccounts 600
inspection ofBudget Book 400 accounts noticeStatement of
Accounts600Council Tax Leaflet6500 Anti fraud hotline Assurance
that the whistle-blowing policy isService users and all Apr 09 Mar
Integral to existingcomprehensive open and accessible.those who
work, visit or10budgetstay in Northamptonshire Individual Asset
Public consultation on, for example, schools awaiting Council Tax
payers andApr 09 Mar Budgets identified as projects marketing.
Statutory Planning requirementsinterest groups 10appropriate
through
finance-and-commercial-management-service-plan-200910-word4580.doc31
32. What activity or What objectives would you like to achieve
Which stakeholders WhenEstimated budget service needs to with
public involvement?do you need to would thisrequired for this be
consulted on or involve? activitywork? to involveneed to
stakeholders ?take place?project governance
finance-and-commercial-management-service-plan-200910-word4580.doc32
33. 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 issueswill promote
Northamptonshire.issues pertaining to local authority that have
arisen and provide advice to the PSB where appropriatebusiness 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 PSUThe equivalent of NCCs 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 Grouppartnership.
Consisting of senior managers from allmajor organisations it will
provide opportunities fornetworking, shared learning, critical
friend activity,peer challenge, and will be a source of knowledge
Nike GroupChief ExecutivesThe 66 and experience The Partnership
Support Unit has beenGroup (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,
StrongerRegenerationEconomicPeoples Pship Board
Well-beingCommunitiesand growthDevelopment BoardBoard
BoardBoardLooking at Employment, Skills and learning, theED Board
will bring together partners to focuson the economy of
Northamptonshire. ThisThe CYPPB facilitates co-operationBoard will
be administered bybetween partner organisations toNorthamptonshire
Enterprise Ltd. This Board will have an overview ofimprove the
well-being of childrenand young people.delivery of support for
vulnerable people, and the health and well-being of the countys
residentsThis Board will be established to oversee Housing,
Infrastructure and the Environment, The SSCB will focus on crime
andfocussing on the future growth of community safety as well as
community Northamptonshire and the issues relating to cohesion,
participation, empowermentit. and inclusion.
finance-and-commercial-management-service-plan-200910-word4580.doc33
34. Appendix 5: Finance and Commercial Management Directorate
Scorecard
finance-and-commercial-management-service-plan-200910-word4580.doc
34 35. Reporting frequencyCorporate Outcome BaseTarget Leading
measures BaseTargetOwner Category CustomerUltimate measuresHow we
will monitor successOutcome 08/ 09 09/ 10 10/ 11 11/ 12during year
if ultimate 08/ 0909/ 10 10/ 11 11/ 12measures 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 clearprogramme delivered
consistent with theACENewNew D so that staff AYesYesYes YesYesYes
target improvements in FCM MeasureMeasure 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
returnsQ Ho Fin99.9% 99.9% 99.9%99.9% External Audit relianceYes
YesYesYes We providecompleted 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 ontime from Tender award finance,date assets andIA 04
procedures% of Draft Internal Audit D Reports issued within QHo IA
86% 95%96% 97% 10 days of the Post Audit Discussion. We provide3
expertise on finance, Fin 08 assets and Performance Plus Fin 07
processes ACEbeing developed toNew 25%25% 25% D CAA Use of
Resources A23 3 and lead by FCMprovide an ongoing Measure/Qu/Qu /Qu
score
finance-and-commercial-management-service-plan-200910-word4580.doc
35 36. Reporting frequencyCorporate Outcome BaseTarget Leading
measures BaseTargetOwner Category CustomerUltimate measuresHow we
will monitor successOutcome 08/ 09 09/ 10 10/ 11 11/ 12during year
if ultimate 08/ 0909/ 10 10/ 11 11/ 12measures 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 clearprogramme delivered
consistent with theACENewNew D so that staff AYesYesYes YesYesYes
target improvements in FCM MeasureMeasure 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
returnsQ Ho Fin99.9% 99.9% 99.9%99.9% External Audit relianceYes
YesYesYes We providecompleted 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 ontime from Tender award finance,date assets andIA 04
procedures% of Draft Internal Audit D Reports issued within QHo IA
86% 95%96% 97% 10 days of the Post Audit Discussion. We provide3
expertise on finance, Fin 08 assets and Performance Plus Fin 07
processes ACEbeing developed toNew 25%25% 25% D CAA Use of
Resources A23 3 and lead by FCMprovide an ongoing Measure/Qu/Qu /Qu
score
finance-and-commercial-management-service-plan-200910-word4580.doc
36 37. Reporting frequencyCorporate Outcome BaseTarget Leading
measures BaseTargetOwner Category CustomerUltimate measuresHow we
will monitor successOutcome 08/ 09 09/ 10 10/ 11 11/ 12during year
if ultimate 08/ 0909/ 10 10/ 11 11/ 12measures 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 clearprogramme delivered
consistent with theACENewNew D so that staff AYesYesYes YesYesYes
target improvements in FCM MeasureMeasure 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
returnsQ Ho Fin99.9% 99.9% 99.9%99.9% External Audit relianceYes
YesYesYes We providecompleted 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 ontime from Tender award finance,date assets andIA 04
procedures% of Draft Internal Audit D Reports issued within QHo IA
86% 95%96% 97% 10 days of the Post Audit Discussion. We provide3
expertise on finance, Fin 08 assets and Performance Plus Fin 07
processes ACEbeing developed toNew 25%25% 25% D CAA Use of
Resources A23 3 and lead by FCMprovide an ongoing Measure/Qu/Qu /Qu
score
finance-and-commercial-management-service-plan-200910-word4580.doc
37 38. Reporting frequencyCorporate Outcome BaseTarget Leading
measures BaseTargetOwner Category CustomerUltimate measuresHow we
will monitor successOutcome 08/ 09 09/ 10 10/ 11 11/ 12during year
if ultimate 08/ 0909/ 10 10/ 11 11/ 12measures 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 clearprogramme delivered
consistent with theACENewNew D so that staff AYesYesYes YesYesYes
target improvements in FCM MeasureMeasure 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
returnsQ Ho Fin99.9% 99.9% 99.9%99.9% External Audit relianceYes
YesYesYes We providecompleted 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 ontime from Tender award finance,date assets andIA 04
procedures% of Draft Internal Audit D Reports issued within QHo IA
86% 95%96% 97% 10 days of the Post Audit Discussion. We provide3
expertise on finance, Fin 08 assets and Performance Plus Fin 07
processes ACEbeing developed toNew 25%25% 25% D CAA Use of
Resources A23 3 and lead by FCMprovide an ongoing Measure/Qu/Qu /Qu
score
finance-and-commercial-management-service-plan-200910-word4580.doc
38 39. 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
