Finance & ICT

Business and Improvement Plan: 2012 2015 June 2012

Contents
Section 1 Purpose and Priorities .......................................................................................................................................................................... 3 Purpose ............................................................................................................................................................................................................... 3 Our Strategic Priorities ........................................................................................................................................................................................ 3 Work of the Teams in the Service ....................................................................................................................................................................... 4 Our Resources .....................................................................................................................................................Error! Bookmark not defined. Section 2 Supporting Improvement Planning ....................................................................................................................................................... 8 Strategic Assessment.......................................................................................................................................................................................... 8 Stakeholders Consultation................................................................................................................................................................................. 10 Consultation....................................................................................................................................................................................................... 10 Approach to Equalities and Sustainable Development...................................................................................................................................... 12 Section 3 Our Improvement Plan ....................................................................................................................................................................... 14 Performance Management and Improvement ................................................................................................................................................... 23 Section 4 Contact Details ................................................................................................................................................................................... 23 Appendix 1 ............................................................................................................................................................................................................ 24

SECTION 1 PURPOSE AND PRIORITIES

Purpose Finance & ICT Services provide support to all services in the Council in relation to the management of resources covering accounting, revenues & benefits, procurement, internal audit, risk management, information & and communications technology. Frontline services are provided in relation to supplier & employee payments, welfare benefit awards, systems support and income collection. In carrying out these services, Finance & ICT aims to meet statutory obligations, comply with best practice, and provide a responsive and quality service to our external and internal customer. The teams work in close liaison and partnership with external organisations to improve service provision, whilst also providing strategic advice to elected members and senior managers on management of resources, governance and strategy development. We aim to increase and enhance the value we can add in business change, efficiency and fully participate in a range of corporate developments to take forward the customer service and modernisation agendas. Service Priorities In formulating the Strategic Operating Model, a baseline assessment indicated our services were fit for purpose, delivering in support of SOA and corporate objectives, achieving performance levels comparable with peer groups and were cost effective. The table below summarises the priorities identified for the service: a) Financial Planning b) ICT Strategy c) Financial Accounting d) Delivering Business Systems e) Budget Monitoring f) Delivering ICT Infrastructure g) Revenues & Benefits Administration h) Payroll Services i) Budget Preparation j) Strategic Risk Management k) Systems Support l) Procurement m) Internal Audit

The service provides a number of tightly regulated activities which are subject to scrutiny from Audit Scotland, HMRC, DWP, Procurement Scotland and other regulators. The findings of these regulators quickly enter the public domain and comprise key improvement actions upon all areas of activity. Additionally we aim to improve customer services, achieve organisational efficiencies and achieve service modernisation. These goals determine the development priorities of the service. Following on from the experience of 2011/12, the key high-level improvements are around: preparing for welfare reform; improving key aspects of the procurement process including payments to suppliers; and, supporting the transformation agenda through better use of technology across the council. Further detail on key activities follows below.

Work of the Teams in the Finance & ICT Service The Service comprises the following teams who have the following core responsibilities and Appendix one provides a breakdown of the revenue and capital budgets for the Service and our organisational structures:-

Revenues & Benefits Services This team ensures the Councils revenues and benefits services are administered in a timeous and efficient manner. The scope includes Council Tax Collection & Arrears, administration of Housing and Council Tax Benefits, prevention and detection of Benefit Fraud, administration of Non-Domestic Rates, service debt collection and income management. Quality assurance and business opportunities are delivered, and the team also manages the affairs of the Municipal Bank. Key issues facing this team are the successful participation in the Customer Services Strategy through the roll-out of the community Hubs, along with pressures to increase collection of revenues owed to the council in a challenging economic environment, maintaining service standards in benefits administration and reducing transaction costs. Fieldwork undertaken by Audit Scotland identified a number of areas where there are risks to achieving full effectiveness with benefits administration to ensure that service is meeting the needs of the community and its customers, delivering outcomes and providing value for money. An action plan was developed for DWP and is progressing well. Meeting these objectives and PIs is a key objective of the service. As part of the Governments plans to introduce Welfare Reform and Universal Credit, there are challenges in the significant changes to claimants entitlement and the removal of the responsibility of Housing Benefit from local authorities to central provision. To coincide with the introduction of Universal Credit, the responsibility for investigating Benefit Fraud is being transferred to a new Single Fraud Investigation Service along with other proposed changes. The changes in Council Tax Benefit also include reduction in Government subsidy. These changes inevitably have significant implications for the Revenues Division and will require sensitive management. A number of internal financial control developments will be rolled out during the 2012/13 financial year in areas which will enhance performance monitoring for the Council and key external partners the Leisure & Cultural Trust and Municipal Bank

Payroll This team is responsible for the timeous payment and reconciliation of salaries and wages to Council employees and elected members, and to ensure PAYE, NIC and pension fund compliance within the payment process. It provides statutory and statistical returns to government

agencies and management information to our Services and dealing with the workload arising from the Councils Voluntary Severance Scheme, Equal Pay and Single Status grading issues. The team will progress the rationalisation of pay-runs, the planned project to achieve better integration with HR to streamline payroll processing arrangements, the implications of auto-enrolment and updating the HMRC scheme of dispensation. Further changes are planned in pensions automatic enrolment and the team are aiming to streamline the number of pay-runs that are supported, in consultation with employees.

Corporate Procurement This team provide a central resource in the management of the supplier engagement process, support services in procurement of new services and commodities and undertake opportunities that will create efficiencies for the council; The Sustainability Bill will be considered, along with the opportunities for securing Community Benefit through procurement processes; A key factor is implementation and corporate roll-out of electronic procurement-to-pay (P2P) to get full knowledge of the Councils cost base and full compliance with contracting arrangements and the team focus on achieving Procurement efficiencies; As an external bench-mark we achieved a significant improvement in our Procurement Capability assessment score conducted by Scotland Excel moving into the compliance level but we also have a range of improvement initiatives to improve performance; The team will focus on achieving greater Procurement efficiencies and progressing through the Compliance Standards set in the Procurement Capability Assessment and Improvements to invoice payments SPI will be progressed in conjunction with Corporate Finance.

Audit & Risk Management This team provide a range of corporate assurance measures on the councils internal financial and management controls and is responsible for the Corporate Risk Management arrangements. With a key role in governance, the team provide an independent appraisal of the effectiveness and suitability of the application of resources. The management of the insurance requirements are also dealt with by this team. Embedding the principles of risk management and ensuring the core financial and organisational controls remain robust are the key considerations for the period of this BIP.

The Audit & Risk Teams governance and assurance function provides stakeholders with an independent and objective opinion on the control environment which include governance, risk management and internal control. The service works in partnership with management to provide optimum benefit to the organisation, and links with Audit Scotland to coalesce around assurance work. Areas of best practice will be implemented and the Audit plan will be prioritised to meet action points identified by Audit Scotlands Internal Financial Controls report.

Corporate Finance Financial policy guidance and advice is provided to Elected Members and Heads of Service on all corporate and operational financial matters including preparation and monitoring of revenue and capital budgets, options appraisal and corporate governance issues. The Councils Financial Planning is contained within the Medium-Term Finance & Resources Strategy, a corporate Strategy that ensures all our resources are managed in an integrated manner. This team provides a central reference point for the Technical Accounting & Budgeting arrangements, financial systems development, accounting for capital within the fixed asset register, and Creditor Payment Arrangements. Compliance with International Financial Reporting Standards and Best Value Accounting are key outcomes. The treasury team manage the investment, treasury and prudential code elements of council activity and provide information on capital investment and resources; In addition the Support Team provides administrative and secretarial support to all areas of Finance & ICT. Work will develop in moving more transactions onto an electronic basis in areas like revenues direct debit and supplier payments. A programme of systems development work to maximise use of financial systems commenced with the project to upgrade the Oracle system to Release 12 which is on track to go-live in the summer of 2012 and a future agenda has been determined, informed by work undertaken by Oracle Insight, a no-cost consultancy service; and, Within the Accounts Payable team, we remain focussed on working with services to determine ways that the invoice payment SPI can be improved and work with managers to achieve performance. There has been significant improvement in this area in 2011/12, but the team are aiming for further performance uplift in 2012/13, with support from the Improvement Service and Vanguard sought.

Directorate Finance This team provides General Fund Budgeting, Accounting, Financial monitoring, reporting and advice to all service managers and budget holders within the council and advises elected members on in year performance in budget management. Key resource management, business planning and business finance systems are supported.

The team also provides Housing Revenue Account business planning, Budgeting, Accounting, Financial Monitoring, reporting and advice and supports the financial management of East Dunbartonshire Leisure & Culture Trust and Mugdock Country Park. The team provides financial information and advice in support of Council service and strategic development. The effective use of financial resources and measures to allow managers to better understand the cost base of services, are areas of ongoing work. Developments to the Oracle system and the introduction of P2P will assist this objective, allowing DF teams to focus on analysing and interpreting financial information and advising managers.

Information & Communications Technology The team is responsible for the provision of all the Councils systems and communications infrastructure, support and development to business applications and efficient and effective support through the service desk. This work is often closely aligned to frontline as services look to achieve channel shift to the web. Opportunities for improving the efficiency of services and creating financial savings are pursued, but the key driver is for the service to support customer service improvements. There are a range of corporate projects which will require significant input from ICT. However of most significance is the role ICT are playing to support the councils Strategic Asset Review through flexible working and improving the accessibility of information and interactive services to benefit Customer Services, specifically the Community Hubs. These initiatives can deliver significant improvements in organisational efficiency and customer service improvements. Channel shift to web based applications and extending modernised working practices will significantly change to nature of working practices. A significant project is the move of the data centre from Tom Johnston House as part of the SAR programme and resources are focussed on this activity. The Councils ICT Strategy fully aligns with corporate objectives and priorities and with Services BIPs. The strategy has widespread acceptance of stakeholders, so key objectives are embedded in the forward planning of the Council, and delivers on the programme of Transformation. The Strategy outlines the way forward for the Council in terms of service delivery models, enterprise architecture, resources and staffing including - skills and competencies required. ICT must be an enabler for change, drawing on best practice, benchmarking data and real life experience from other Local Authorities and the broader public and private sector. The review gives consideration to the Councils potential participation in shared services and help the ICT Service to position itself to be able to respond in a flexible way to any changing demands placed upon it due to any future developments.

SECTION 2 SUPPORTING IMPROVEMENT PLANNING Strategic Assessment The Finance & ICT Service has undertaken a fresh strategic scan of the environment and landscape covering our areas of interest. We reviewed political, economic, social and technological issues. This PEST assessment indicates how the service is required to respond to these local and national policy priorities and other external influences. Political There are often changes to the legislation and regulations for information security, local taxation and DWP benefits which adds to the challenges we face. These more often than not require significant changes to our computer systems and procedures. This results in additional staff training which impacts on the resources available to provide the service. It also means we must make our customers aware of how changes will impact on them. Economic The economic climate has impacted the numbers of customers requiring services i.e. benefits and debt repayment agreements. Public sector finances increase pressure to provide 'more for less', while local authority expenditure is expected to increase in some areas, e.g. due to demographics and expectations of higher quality service. Such pressures exacerbate a difficult situation whereby the Council could require to find 12 million of savings over the 2011 Spending Review to balance Revenue Budgets. This will be a very difficult, likely to mean that strategic decisions will have to be made. One of this Services functions is ensuring high quality information is made available on the options available so that decision-makers are as well informed as possible. Social Due to local employment levels and job losses, uncertainties on the changes arising from welfare reform and financial hardship, more of our citizens will utilise the services we provide, and counselling in debt and money management issues. Technical The Council has many ICT systems providing services to our customers. These will be reviewed and enhanced to meet the changes in legislation and customer needs. We also work closely with external suppliers on aspects of ICT to ensure advancements in technology are exploited to improve efficiency and effectiveness. Information Technology is vital to our future improvement. The service completed a review of its Risk Register in 2011 and the Councils Financial Risk Register has also been drawn upon to populate the PEST assessment set out in the timetable below.

PEST Analysis Template Political DWP Welfare Reform, Council Tax & NDR Regulations Late Payment Legislation/VAT/CIS Data Protection; Info Security; FOI ; Payment Card Industry European - Procurement per EU Regulators/External Audit Environment UK Government - Grants & AEF reducing Shared Services opportunities Procurement/Scotland Excel Community interests citizen panel & customer feedback Economic Recession impacting upon Council Tax, NDRI & Charges buoyancy HM Treasury strategy to redress PSBR Unemployment benefits claims increase Employers Costs NIC, pensions Environmental Factors Landfill Tax / CRC etc Staff cover/business continuity costs Spend to save/Change Management costs / Early Retirements Budget process Eurozone finance / Oil prices driving inflation Technological Demographics Elderly, schools & demand from vulnerable groups EDC administered Benefits demands Service users - demand for online & 24/7 Expectation of Service standards provided by EDC Media negativity/reputational damage Equalities Considerations Flexible working arrangements Payment method changing (chip & pin) NFI & Benefit Fraud Channel-shift; Electronic Service Delivery model Asset Management Staff - resource capacity IT product variations & technology trends Pace of change; keeping up with development Lack of research capacity in ICT/ MGF resources Risk of kit obsolescence Limit to new advancements due to existing products VOIP; WIFI; line of sight technology; thin client PCs Remote working PDAs, comms & telephones Information management EDRMS Data Protection disc discrimination (for online)

Social

Stakeholder Consultation
The following table details the key internal and external stakeholders across our Service.
Main Stakeholders (Internal) Council & Committees Elected members CMT & SMT Employees All Council Services Main Stakeholders (External) Suppliers of goods and services Benefit claimants Communities, businesses and service recipients Council Tax and Other Revenue Payers MP/MSPs, Audit Scotland & Other Government agencies DWP, HMRC etc

Consultation
The following table identifies consultation activity planned for 2012/15. External consultations are planned in relation to the annual ICT user satisfaction survey, and internal consultations are planned in relation to upgrading financial systems. Title of Engagement Activity ICT Service Performance Review 2012 Overview of Activity ICT survey of service users views on the service and suggestions for areas of improvement. Consultation Details Start Date Completion Date Frequency Event Venue Number of Individuals Consulted Expected Outcomes On-line survey tools and electronic survey form software will be used as part of this annual service improvement process.

August 2012 November 2012 Annual On-line All EDC web-site & EDC service users

Overall Cost 2,000 Method of Consultation Web-tool provided by SOCITM Target Group Website users & internal users Target Geography EDC web & internal users Strategic Committee which will receive the findings / Links to Strategic Priority Policy & Resources Committee; Corporate & Customer Services Scrutiny Panel

Title of Engagement Activity Corporate Finance & Corporate Procurement Overview of Activity Expected Outcomes Upgrade and re-launch of the Oracle Financials system Working with services and key systems users to modernise procure to pay including improved management information reporting. processes and provide better financial information to budget holders. Consultation Details Start Date August 2012 Completion Date March 2013 Frequency Regular meetings with key Internal EDC stakeholders Event Venue Email & Workshops Number of Individuals Consulted 25-30 Overall Cost Nil Method of Consultation Email & Meetings Target Group Financial systems users and budget holders Target Geography Strategic Committee which will receive the findings / Links to Strategic Priority Policy & Resources Committee; Corporate & Customer Services Scrutiny Panel

Approach to Equalities and Sustainable Development

The Equality Act 2010 sets out a public sector equality duty. EDC is subject to the equality duty and we have due regard to the need to:

Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. Advance equality of opportunity between people who share a protected characteristic and those who do not. Foster good relations between people who share a protected characteristic and those who do not

Compliance makes good business sense, as an organisation that is able to provide services to meet the diverse needs of its users is able to carry out its core business more efficiently. Equality issues are actively promoted across the organisation, and not just at the corporate centre. To embed this, the Finance & ICT Service has developed the following Equality & Diversity Statement, highlighting work taking place. This demonstrates a:

Commitment to equality and diversity Details of any specific work being undertaken in relation to equality and diversity Relevant protected characteristic/equality strand this work supports Outcomes / expected outcomes

Equality and Diversity Activity For Finance & ICT

Specific work undertaken To which equality strand / protected characteristic does this relate? All All Timescale Outcomes

Encourage staff participation in Equality Awareness arrangements Roll-out new Equality training & development activities in conjunction with CR & OD

During 2011/12 During 2011/12

Employees are aware of the rights and responsibilities relevant to equality and diversity issues Improved customer service through increased awareness for frontline employees

FINANCE & ICT EQUALITY & DIVERSITY STATEMENT 2012/15

Equality and Diversity Finance & ICT Finance & ICT is committed to the advancement of equality and the elimination of discrimination in all work undertaken across the Service. This approach accords with the Councils commitment to mainstreaming equality and diversity issues throughout the organisation. The

Service has a specific remit around the following equality and diversity issues:

Consideration of new policies and procedures to meet the requirements of the Equality Act 2010 including the Public Sector Equality Duties Review implementation of the Equality and Human Rights Policy and associated documents Implementation of Equality Impact Assessments Participate as a service in the Equality Engagement Group in developing effective community relations across East Dunbartonshire Provision of accessible information on our services for all stakeholders.

Sustainable development requires the consideration of the environmental, social and economic impact of our activities in order that we can provide sustainable services for our people and local communities. The Councils strategic approach to sustainable development is set out in the East Dunbartonshire Single Outcome Agreement. An executive summary of current and proposed contributions to the development and implementation of sustainable development for Finance & ICT are set out below:-

Finance & ICT Sustainable Development Activity How the service contributes to sustainable development
ICT are providing a range of developments to facilitate the Strategic Assets Review to reduce property use-age and promote flexible working Green Office Champions are appointed within the workplace to act as a co-ordinating point for the roll-out and implementation of environmental awareness issues. We have embedded a Green ICT strategy which has significantly reduced our carbon footprint. The activities are reported annually to committee. Managed printer services will significantly reduce printer costs and minimise energy useage, paper throughput and printing consumables. Develop and promote procurement activities that are consistent with the proposals within the Sustainability Bill and provide community benefits. Electronic working will increase and the use of BACS, direct debit, i-Proc, email and other elements of modernised working will reduce waste and improve sustainability

To which Strategic Local Outcome does this relate?

14 We reduce the local and global environmental impact of our consumption and production 14 We reduce the local and global environmental impact of our consumption and production 14 We reduce the local and global environmental impact of our consumption and production 14 We reduce the local and global environmental impact of our consumption and production 14 We reduce the local and global environmental impact of our consumption and production 14 We reduce the local and global environmental impact of our consumption and production

Risk Management Considerations

Risk Management is concerned with the protection of the Council's assets and liabilities, the placing of protective insurances and encouragement of resilience throughout the Council's departments. This work is consolidated within the Council's overall Risk Management Strategy. Risk Management is a management discipline through which concerted and co-ordinated action is taken to identify, evaluate and control current and potential causes of loss which could threaten the Council's ability to deliver services. This service assists Council management to review key risks and identify strategies to deal with the key risk exposures. The development and regular review of risk management strategies and risk registers is a key means of containing and reducing risk and embedding risk management culture throughout the council is a key objective.

SECTION 3 OUR IMPROVEMENT PLAN

Service Priority National Outcome Local Outcome Resources Service Priority National Outcome Local Outcome Resources Area for Improvement Consistent Implementation of key aspects of Internal Audit Best Practice Area for Improvement Corporate Risk Management Arrangements 1. AUDIT & RISK 4. Key Delivery Partners Corporate & Customer Services Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 265,000 Improvement Activity Consistent Implementation of key aspects of Internal Audit Best Practice including Rationalisation of Working Papers, consistent Methodologies & Focus on Key Risks Improvement Activity Timescale 31-Mar-2013 Indicator (where appropriate) Percentage of Annual Audit & Risk Plan Completed No. of audit reports issued within 21 days of completion of field work Indicator (where appropriate) Public Liability Claim Handling - Average Days To Settle Claims Percentage of Risk Management Plans Reviewed & Updated inyear

Timescale

Review and finalise the position of the updated Corporate Risk 30-Sep-2012 Register encompassing the Corporate Risk Strategy 2012/15

Service Priority National Outcome Local Outcome Resources Area for Improvement Develop best practice in the Corporate Finance function. Area for Improvement

2. CORPORATE FINANCE 4.

Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 650,000 Improvement Activity Ensure compliance with Accountancy Best Practice and develop IT systems and arrangements to support the Corporate Finance function. Improvement Activity Timescale 30-Mar-2013 Indicator (where appropriate)

Timescale

Indicator (where appropriate) Percentage of invoices paid within 30 days Percentage of supplier payments made by BACS

Creditor Payment Performance Improvements to payment of Supplier invoices and through the Accounts Payable development of payment methods through the Accounts 31-Mar-2013 Payable Team and prioritise this activity for other Services; to Team be monitored by Council Area for Improvement Improvement Activity Timescale

Indicator (where appropriate)

Following Council approval of the Medium-Term Finance & Medium-Term Finance & Resources Strategy the financial implications of the Workforce Resources Strategy - Planning 31-Mar-2013 Planning impact of the updated Corporate Human Resources & Resource Alignment Strategy will be incorporated into the MTFRS. Service Priority National Outcome Local Outcome Resources Area for Improvement Implement Corporate Procurement Strategy and increase Procurement Capability Assessment score Area for Improvement Supplier Development; encouraging SME's to bid for 3. CORPORATE PROCUREMENT 4. Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 277,000 Improvement Activity Implement and embed actions from the Corporate Procurement Strategy 2011/15 and Continue to increase Procurement Capability Assessment score Improvement Activity Work pro-actively to identify local suppliers and contractors and encourage them to bid for Council business Timescale 31-Dec-2012 Indicator (where appropriate) Procurement Capability Assessment - PCA Score based against Best Practice Indicators developed & audited by Scotland Excel annually. Indicator (where appropriate)

Timescale 31-Mar-2013

Council business Service Priority National Outcome Local Outcome Resources Area for Improvement Development of budget monitoring arrangements Service Priority National Outcome Local Outcome Resources Area for Improvement Welfare Reform 4. DIRECTORATE FINANCE 4. Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 626,000 Improvement Activity Timescale Indicator (where appropriate) Accuracy of Budget Monitoring Performance in predicting outturn expenditure for the Financial Year.

Continue to develop budget monitoring arrangements to strengthen internal financial controls and monitor progress on 31-Mar-2013 delivering key financial objectives 5. REVENUES & BENEFITS 4. Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 1,257,000 Improvement Activity Prepare and Implement the changes brought about by Welfare Reform, whilst improving Performance and linking with other local Partner agencies Timescale 31-Mar-2013 Indicator (where appropriate) Gross administration cost per benefits case Housing Benefit Right Time Indicator Housing & Council Tax Benefits - Average speed of processing new claims Housing & Council Tax Benefits - % of new claims decided within 14 days of receiving all information Housing & Council Tax Benefits - Average time to process change events Housing & Council Tax Benefits Processing Accuracy - 4% sample of calculated claims Housing & Council Tax Benefits - Prepayment Accuracy - 10% sample of calculated new claims Housing & Council Tax - Interventions/Changes Housing & Council Tax Benefits - Revision/reconsiderations Housing & Council Tax Benefit Appeals - number processed within 1 month

Housing & Council Tax Benefit Appeals - number processed within 3 months Benefit Fraud - Number of Sanctions Benefit Fraud Reports Submitted to Procurator Fiscal Benefit Fraud Referral Sifting - Average Days to Sift Case Benefit Fraud Investigations - Avg Days to Commence Investigation Area for Improvement Income Management, Financial Administration & Controls Improvement Activity Timescale Indicator (where appropriate)

Implement a review of controls on Income Management & Financial Administration arrangements following the implementation of the new Aim Income Management System; 31-Mar-2013 scope to include Leisure Trust, Community Hubs and Municipal Bank Improvement Activity Payroll rationalisation and compliance with developing practice, including auto enrolmentTimescale 31-Mar-2013 Indicator (where appropriate) Cost per payslip prepared. Percentage of employees paid on time Statutory Payroll returns delivered on time

Area for Improvement Payroll Administration

Area for Improvement

Improvement Activity

Timescale

Indicator (where appropriate) Cost of collecting Council Tax per dwelling Percentage of Non-Domestic Rates collected in-year

Revenues Collection Rates

Maximise the collection of Revenues owed to the Council

31-Mar-2013

Sundry Debtor Collection Percentage of Council Tax collected in the year the debt is raised.

Service Priority National Outcome Local Outcome Resources Area for Improvement ICT Support Improvements

6. INFORMATION & COMMUNICATIONS TECHNOLOGY 4.

Key Delivery Partners

15. Our public services are high quality, continually improving, efficient and responsive to local people's needs Our more vulnerable citizens, their families and carers benefit from effective care and support services. 3,254,000 Improvement Activity Provide an effective and responsive support function to Timescale 31-Mar-2013 Indicator (where appropriate) Percentage of reported incidents and minor changes resolved

resolve incidents reported by users

within SLA targets Support cost per workstation Timescale 30-Mar-2013 Timescale 31-Mar-2013 Indicator (where appropriate) Measure of successful projects (SOCITM measure 0 to 9) Indicator (where appropriate) ICT Network & Service Availability (SOCITM weighted index out of 100) Indicator (where appropriate) ICT Service - Customer satisfaction level (SOCITM measure 1 to 7)

Area for Improvement ICT Business Systems Area for Improvement ICT Infrastructure

Improvement Activity Support and assist in the efficient development of Business Applications in use across the Council Improvement Activity Ensure the Council's ICT infrastructure is effective, resilient and future-proof; consider the challenge if the Data Centre move from TJH. Improvement Activity Update and implement 2012/15 ICT Strategy following scrutiny & approval by Council

Area for Improvement ICT Strategy

Timescale 31-Mar-2013

Performance Management and Improvement

The progress made by the Service in delivering its priorities and contributing to the achievement of Strategic Local Outcomes will be measured through the following performance indicators. Business Improvement Indicator 2012-13
Status / Trend 2011/12 Code PI Title Status Short Trend Performance 2010/11 Value 95.6% 2011/12 Value 96.5% Target Annual Target 2011/12 96% Annual Target 2012/13 96.5% Annual Target Latest Note 2013/14 96.5% Detailed performance monitoring will be undertaken to maximise any return from new Business Rates Incentivisation Scheme. Aim for continuous improvement.

FICT-08-BIP-9

Percentage of Non-Domestic Rates collected in-year

ICT Service - Customer FICT-28-BIP-9 satisfaction level (SOCITM measure 1 to 7)

5.83

5.3

5.4

5.5

Status / Trend 2011/12 Code PI Title Status Short Trend

Performance 2010/11 Value 90% 115.00 79.5% 87.88% 13.7 2011/12 Value 89% 77.00 86% 87.27% 14.7

Target Annual Target 2011/12 90% 105.00 86% 90% 13 Annual Target 2012/13 90% 77.00 87% 92% 13 Annual Target Latest Note 2013/14 91% 77.00 88% 95% 13 Plans to improve first point of contact resolution. PI now includes schools sector. Target for future is based on cost containment. Aim for improvement in PI and progress in corporate debt activity Further efforts to target suppliers for BACS payment will continue in 2012/13 Strong performance in final quarter improved overall annual totals. Aim to continue this trend into 2012/13. Internal Audit will review EDC's practice in place during 2012.

Percentage of reported FICT-29-BIP-9 incidents and minor changes resolved within SLA targets FICT-30-BIP-9 Support cost per workstation FICT-09-BIP-9 Sundry Debtor Collection FICT-04-BIP-9 FICT-10-BIP-9 Percentage of supplier payments made by BACS Housing Benefit Right Time Indicator

Procurement Toolkit - Annual Score based against criteria FICT-05-BIP-9 included the "Review of Public Procurement" (McLelland) Accuracy of Budget Monitoring Performance in predicting FICT-07-BIP-9 outturn expenditure for the Financial Year. FICT-34-BIP-9 Percentage of Annual Audit & Risk Plan Completed

57

60

60

62

65

99%

99%

99%

99%

99%

Aims to identify significant variances in budget performance as early as possible Provisional assessment - 92.3% to 2nd March 2012 New PI for 2012/13 following Scrutiny Panel review All Services undertook RM workshop assessments; Corporate Risk Register to be finalised in 2012/13 Standard benchmark used in comparison to other Council. Plans in place to continuously improve performance weighting.

98% 179

92% 154

95% 154

95% 150

95% 145

Public Liability Claims FICT-36-BIP-9 Handling - Average Days To Settle Claims Percentage of Risk FICT-38-BIP-9 Management Plans Reviewed & Updated in-year No. of audit reports issued FICT-39-BIP-9 within 21 days of completion of field work ICT Network & Service FICT-31-BIP-9 Availability (SOCITM weighted index out of 100)

50%

100%

100%

100%

100%

90%

90%

90%

90%

90%

75

77

75

78

80

Status / Trend 2011/12 Code PI Title Measure of successful projects (SOCITM measure 0 to 9) Status Short Trend

Performance 2010/11 Value 5.7 30.1 2011/12 Value 5.3 34.6

Target Annual Target 2011/12 6 30 Annual Target 2012/13 5.7 27 Annual Target Latest Note 2013/14 5.8 27 Aim to attain project PI target level and make further improvements. Feby & March 2012 met PI target. Aim to continue trend in 2012/13. Strong performance in final quarter of 2011/12. Aim to continue trend during 2012/13 PI was strong in final quarter of 2011/12. Continuation of trend will meet PI in 2012/13. Good PI over 2011/12. Aim to continue in 2012/13.

FICT-32-BIP-9

Housing & Council Tax FICT-11-BIP-9 Benefits - Average speed of processing new claims FICT-12-BIP-9 Housing & Council Tax Benefits - % of new claims decided within 14 days of receiving all information

86%

87.7%

95%

95%

95%

Housing & Council Tax FICT-13-BIP-9 Benefits - Average time to process change events Housing & Council Tax Benefits Processing Accuracy FICT-14-BIP-9 4% sample of calculated claims Housing & Council Tax Benefits - Prepayment FICT-15-BIP-9 Accuracy - 10% sample of calculated new claims FICT-16-BIP-9 Housing & Council Tax Interventions/Changes

10.4

10.9

10

10

10

96.2%

97.6%

97%

97%

97%

85.7%

100%

97%

97%

97%

100% Performance achieved 2011/12. PI target met over 2011/12. Aim to continue over 2012/13. EDC moved into "conforming" category in 2012; aim for further improvements in PCA score PI improvement in 2011/12. aim to continue in 2012/13. PI in final quarter of 2011/12 met. Aim to continue trend into 2012/13.

49.9%

65.1%

62%

50%

63%

Procurement Capability Assessment - PCA Score FICT-06-BIP-9 based against Best Practice Indicators developed & audited by Scotland Excel. Housing & Council Tax FICT-17-BIP-9 Benefits Revision/reconsiderations Housing & Council Tax Benefit FICT-18-BIP-9 Appeals - number processed within 1 month

24

31

25

35

40

51%

74%

65%

70%

75%

51%

53%

65%

65%

65%

Status / Trend 2011/12 Code PI Title Status Short Trend

Performance 2010/11 Value 3.41 99.9% 100% 55.9% 40 100% 7.24 28.84 2011/12 Value 3.72 99.9% 100% 90.8% 40 95.83% 12.5 11.17

Target Annual Target 2011/12 3.41 99.9% 100% 95% 29 100% 5 10 Annual Target 2012/13 3.65 99.9% 100% 95% 29 95% 5 10 Annual Target Latest Note 2013/14 3.90 99.9% 100% 95% 29 95% 5 10 Additional one-off systems spend due to EDL&CT provisional figure subject to Audit Aim to continue high level of performance. Completion of returns within timescale is a statutory requirement. Pi improved in 2011/12 from previous year. Aim to continue improvement to PI level. Activity reflects workload & required outcomes of the team Performance strong over the 2011/12 year. Has increased due to resource issue, aim to continue improvement 2012/13. Pi improved in 2011/12 from previous year. Aim to continue improvement to PI level.

FICT-19-BIP-9 Cost per payslip prepared. FICT-20-BIP-9 FICT-21-BIP-9 Percentage of employees paid on time Statutory Payroll returns delivered on time

Housing & Council Tax Benefit FICT-22-BIP-9 Appeals - number processed within 3 months FICT-23-BIP-9 FICT-24-BIP-9 FICT-25-BIP-9 Benefit Fraud - Number of Sanctions Benefit Fraud Reports Submitted to Procurator Fiscal Benefit Fraud Referral Sifting Average Days to Sift Case

Benefit Fraud Investigations FICT-26-BIP-9 Avg Days to Commence Investigation

Audit Scotland Indicator; Business Improvement Indicator 2012-13

Status / Trend 2011/12 Code PI Title Percentage of invoices paid within 30 days Status Short Trend Performance 2010/11 Value 73.7% 2011/12 Value 85.3% Target Annual Target 2011/12 85% Annual Target 2012/13 86% Annual Target Latest Note 2013/14 87%

FICT-03-AS7-9

Performance increase of 11% from 2010/11.

Audit Scotland Indicator

Status / Trend Performance Target

2011/12 Code PI Title Percentage of Council Tax collected in the year the debt is raised. Status Short Trend

2010/11 Value 96.63%

2011/12 Value 96.6%

Annual Target 2011/12 96.7%

Annual Target 2012/13 96.8%

Annual Target 2013/14 96.9%

Latest Note

FICT-27-AS-9

Cash value collected in 2011/12 increased from previous years. Additional costs incurred in 2011/12 were related to increasing workloads and prioritisation of performance PI improvements. DWP provided some offsetting funding. Impact of Welfare Reform will influence future spend. Provisional figure subject to Audit. Provisional figure subject to Audit.

FICT-01-AS4-9

Gross administration cost per benefits case

44.35

42.50

38.63

42.50

43.65

FICT-02-AS5-9

Cost of collecting Council Tax per dwelling

8.38

9.10

9.00

9.25

9.50

Section 4 Contact Details

Service Ian Black Head of Finance & ICT Marjory Devlin John Urquhart Jamie Robertson Vince McNulty Janice Peebles Ken Middlemas Finance & ICT Contact Details Ian.black@eastdunbarton.gov.uk 0141-578-8212 Marjory.Devlin@eastdunbarton.gov.uk 0141-578-8366 John.Urquhart@eastdunbarton.gov.uk 0141-578-8207 Jamie.Robertson@eastdunbarton.gov.uk 0141-578-5651 Vince.McNulty@eastdunbarton.gov,uk 0141-578-885 Janice.Peebles@eastdunbarton.gov.uk 0141-578-8367 Ken.Middlemas@eastdunbarton.gov.uk 0141-578-5551

23

Appendix 1
FINANCIAL YEAR 2012/13 - REVENUE BUDGET Corporate Finance Employee Costs Benefits Supplies & Services Other Costs Total Expenditure DWP Subsidy Income TOTAL NET EXPENDITURE 986,677 0 9,726 27,647 1,024,050 0 (374,000) 650,050 ICT Corporate Procurement 227,420 0 0 78,645 306,065 0 (29,026) 277,039 Audit & Risk Management 273,723 0 0 5,900 279,623 0 (14,000) 265,623 Revenues & Benefits 1,607,241 22,044,182 136,500 274,133 24,062,056 (21,721,148) (1,083,679) 1,257,229 Directorate Finance 629,596 1,861 0 631,457 (5,000) 626,457 Total 5,598,277 22,044,182 154,640 1,833,054 29,630,153 (21,721,148) (1,579,013) 6,329,992

1,873,620 0 6,553 1,446,729 3,326,902 0 (73,308) 3,253,594

FINANCIAL YEAR 2012/13 BUDGET FOR CAPITAL PROJECTS EX101 EX102 EX104 FX102 FX108 FX112 FX116 FX117 FX118 FX119 I0606 ICT DEVELOPMENT GLOW SCHOOLS PC REPLACEMENT PROGRAMME BRING YOUR OWN DEVICE (SHOOLS INITIATIVE) RADIO FREQUENCY (WIRELESS) COMMS CONSOLIDATE / VIRTUALISE SCHOOL SERVERS WINDOWS 7 UNIFIED COMMUNICATIONS TO SUPPORT SMART WORKING CORPORATE & EDUCATION SCHOOLS NETWORK TELECOMMS UPGRADE REPLACEMENT OF TRADITIONAL DESKTOP PCS WITH VIRTUALISED DESKTOP (VDI) SIMPANA BACKUP SYSTEM UPGRADE EXTEND EDC PORTAL PROOF OF CONCEPT TOTAL FINANCE & I.C.T. 70,000 150,000 19,000 150,000 170,000 168,000 50,000 100,000 100,000 80,000 40,000 1,097,000

24

Appendix 2
ORGANISATION CHARTS

Head of Finance & ICT

Directorate Finance Manager

ICT Manager

Audit & Risk Manager

Corporate Finance Manager

Corporate Procurement Manager

Revenues & Benefits Manager

25

REVENUES & BENEFITS

Revenues and Benefits Manager 1 FTE (Grade 12)

Team Leader Revenues and Benefits (Benefit Fraud) 1 FTE (Grade 10)

Team Leader - Revenues and Benefits 1 FTE (Grade 8)

Team Leader - Income Management 1 FTE (Grade 7 )

Technical Advisor 1 FTE (Grade 6)

Appeals Officer 1 FTE (Grade 7)

Benefit Fraud Officer 1 FTE (Grade 7)

Benefit Fraud Assistant 1 FTE (Grade 5)

Revenues and Benefits Assistant 1 FTE (Grade 4)

Technical Advisor 1 FTE (Grade 6)

Revenues and Benefits Officer 8 FTE (Grade 5 )

Revenue and Benefits Assistant 2 FTE (Grade 4 )

Income Officers 4 FTE (Grade 5)

Cashiers 2 FTE (Grade 4)

Revenues and Benefits

26

REVENUES & BENEFITS (CONTINUED)

Revenues and Benefits Manager 1 FTE (Grade 12)

Team LeaderQuality Assurance 1 FTE (Grade 10)

Team LeaderPayroll 1FTE (Grade 9)

Team Leader - Corporate Debt 1 FTE (Grade 8)

Quality Assurance Officers 2 FTE (Grade 5)

Compliance Officer 2 FTE (Grade 7)

Compliance Assistant 1FTE (Grade 5)

Payroll Adviser 2 FTE (Grade 8 )

Payroll Assistant 6.5 FTE (Grade 5)

Debt Officer 1 FTE (Grade 6)

Debt Assistant 7 FTE (Grade 5)

27

AUDIT & RISK MANAGEMENT

Audit & Risk Manager 1 FTE (Grade 12)

Audit Senior 2 FTEs (Grade 8)

Auditor 2 FTEs (Grade 7)

Corporate Risk Adviser 1 FTE (Grade 8)

Insurance Assistant 1 FTE (Grade 5)

28

DIRECTORATE FINANCE

Directorate Finance Manager 1 FTE (Grade 12)

Team Leader Directorate Finance 1 FTE (Grade 11)

Team Leader Directorate Finance 1 FTE (Grade 11)

Accounting Technician 2 FTE (Grade 6)

Finance Officer 1 FTE (Grade 8)

Accountant 3 FTE (Grade 9)

Accountant 2 FTE (Grade 9)

Finance Officer 1 FTE (Grade 8)

Accounting Technician 3 FTE (Grade 6)

29

CORPORATE FINANCE

Corporate Finance Manager 1 FTE (Grade 12)

Team Leader Corporate Finance X 1FTE (Grade 11)

Team Leader Corporate Finance X 1FTE (Grade 11)

Team Leader Accounts Payable X 1FTE (Grade 6)

Team Leader Service Support X 1FTE (Grade 6)

Accountant 1 FTE (Grade 9)

Finance Officer 2 FTE (Grade 8)

Accounting Technician 2 FTE (Grade 6)

Accountant 1 FTE (Grace 9)

Treasury Management Officer 1 FTE (Grade 7)

Accounting Technician 1 FTE (Grade 6)

Accounts Payable Officer 2 FTE (Grade 5)

Accounts Payable Assistant 7 FTE (Grade 4)

Service Support Assistant 5.1 FTE (Grade 5)

Clerical Assistant 3 FTE (Grade 4)

30

INFORMATION & COMMUNICATIONS TECHNOLOGY

ICT Manager 1 FTE (Grade 12)

Team Leader Infrastructure Development 1FTE (Grade 10)

Team Leader Business Systems Development 1FTE (Grade 10)

Team Leader ICT Support 1 FTE (Grade 10)

Project Leader 2 FTE (Grade 9)

Infrastructur e Adviser 7 FTE (Grade 8)

Infrastructur e Analyst 3 FTE (Grade 6)

Project Leader 3 FTE (Grade 9)

Business Systems Adviser 6 FTE (Grade 8)

Business Systems Analyst 3 FTE (Grade 6)

Project Leader Corporate Support 1 FTE (Grade 9)

Service Desk Adviser 1 FTE (Grade 7)

Project Leader Schools Support 1 FTE (Grade 9)

ICT Support Adviser 2 FTE (Grade 8)

31

ICT Support Analyst 6 FTE (Grade 6)

Service Desk Analyst 2 FTE (Grade 5)

ICT Support Analyst 11 FTE (Grade 6)