Budget Book 2008/09 - Scarborough Borough Council

scarborough.gov.uk

Budget Book 2008/09 - Scarborough Borough Council

Scarborough

Borough Council

Budget

2008 - 2009


CONTENTS

Foreword 3

The Budget Process 5

Revenue Plan 2008-2013 6

Revenue Financing and Expenditure 7

Capital Financing and Expenditure 8

Council Tax 9

Summary of Net Budgets 11

Budget Analysis

Head of Policy and Performance 13

Head of Human Resources 17

Head of Finance 21

Head of Legal 25

Head of Property 27

Head of Marketing 31

Head of Environmental Health 35

Head of Regeneration 39

Head of Tourism and Leisure 43

Head of Planning 49

Head of Engineering and Harbours 53

Head of Street Scene 55

Corporate Heads 61

Parish Precepts 63

Parish Model Agreements 64

Employee Numbers 67

Summary of Gross Expenditure and Income 69

Capital Programme 71

1


FOREWORD

This latest edition of Scarborough Borough Council’s Budget Book sets out details of

the Council’s budgeted spending and financing for 2008/09.

The key features of the budget are as follows:

The Borough Council’s vision is “to achieve the Renaissance of the North Yorkshire

Coast by 2020.”

This will be achieved through five key aims:

• Developing Safer and Stronger Communities

• Building Prosperous Communities

• Creating Healthy and Vibrant Communities

• Creating Quality Environments

• Improving the Council

Within each aim are a number of priorities, which have been chosen following

consultation with the local communities.

The top priorities are:

• Reducing Crime and Disorder

• Encouraging Economic Growth and Job Creation

• Ensuring Affordable and Decent Homes

• Enhancing Public Spaces and Parks

• Improving the Performance of our Services and ensuring they provide Value

for Money

Extra Resources for Revenue Service Spending – Key Points

The revenue budget includes the following additional resources

• £778,450 for pay and price inflation across all services

• £70,000 for the revenue implications of the capital programme

• £275,000 for the expansion of the kerbside recycling scheme

• £10,000 for Local Strategic Partnership funding

• £982,780 for the enhanced Concessionary Fares scheme

• £13,000 for additional IT costs to allow partnership working

• £30,000 for the Museums Trust

Extra Resources for Capital Investment into Priority Areas

The following schemes have been included in the Capital Programme

• £25,000 - Station Square feasibility study

• £94,000 - Evron Centre concert hall refurbishment

• £240,000 - Filey multi use games area

• £60,000 - Bankside play area

• £115,000 - Play equipment (funded by Big Lottery Fund)

• £160,000 - Glen and Crescent Gardens, Filey improvements

3


FOREWORD

• £100,000 - Stabilisation of landslip at Crag Hall, Ravenscar

• £50,000 - Public convenience improvements

• £25,000 - Northstead shops parking bays

• £56,000 - Harbour dredging pump

Savings

Heads of Service have identified efficiency and other savings of £1,147,700. Further

corporate savings of £921,860 have been identified making the total savings included

within the budget £2,069,560.

Revenue Financing and Expenditure

The Council’s budgeted gross expenditure for the 2008/09 financial year totals

£90.18 million and its gross income, excluding Government Support Grants and

Council Tax, is £69.71 million, resulting in net operating expenditure of £20.47

million.

Council Tax

The net budget requires an increase in the Scarborough Borough Council’s element

of Council Tax of 4.4%. The Band D charge relating to the Borough Council element

has increased from £192.65 to £201.13.

4


THE BUDGET PROCESS

The financial strategy comprises a 5-year revenue plan and a 10-year capital plan.

The plans will be reviewed annually and rolled forward by a year. The process, from

the start of the review of the financial plans through to the approval and allocation of

budgets, spans the whole year. An outline timetable is set out below. A more detailed

timetable is presented in March to Corporate Strategy Working Group setting out the

plan for the year. This plan is rolled forward, and reviewed at each future Corporate

Strategy Working Group meeting.

Ongoing

• Regular monitoring

information

• Efficiency identification

• Reports to CSWG/Cabinet

• (ONGOING)

• Presentations to Senior

Management, and to

Departmental

Management Teams

• Communication strategy to

staff

• Performance Monitoring

reports

• Audit Committee – risk

management

• Quarterly meetings

between SDCS/HoS

March - April

• Forward plan for year

• Integrate timetable

with corporate

planning

• Update projections

• Review of process

• Key financial

reporting documents

published

Jan- Feb

• Update MTFP

• Sign off by heads of

service

Council tax set

• New capital

schemes

• Cabinet report (Dec)

• Cabinet report (Jan)

Council report (Feb)

May - June

• Confirm targets for

next three years

• Guidance to

managers

• Review Final

Accounts

• Ask HoS for

priorities/bids/commit

ments – linking to

local and national

priorities

July-Aug

• Cabinet report (July)

• Priorities/Commitments

worked on

• Efficiency proposals for

09/10 developed

Nov – Dec

Sept - Oct

• Finance settlement

• Consultation

• Review service risks

• Review priorities – local

and national

• Detailed budget

preparation

• Cashflow forecast

• Efficiency proposals

reviewed

• Review of reserves

• Financial Plan updated

• Priorities/Commitments

reviewed

5


REVENUE PLAN 2008-2013

The graph below shows the forecast “standstill” budget and estimated resource

availability for the next four years.

Revenue Plan 2009-2013

24.00

23.00

Available Resources

Resources Required

£m

22.00

21.00

20.00

19.00

2009/10 2010/11 2011/12 2012/13

The reason for the “gap” in funding is summarised in the table below

Budget Variations

Anticipated

2009/10

£000

2010/11

£000

2011/12

£000

2012/13

£000

Pay and Price Inflation 787 822 841 854

Corporate Commitments 523 260 350 350

Capital Implications 70 70 70 70

Contingency Sum 300 350 350 350

Increase in Financing (390) (405) (514) (527)

The Funding Gap 1,281 1,097 1,097 1,097

Bridging the Gap

Efficiency Savings

Corporate Savings

(619)

(99)

(700)

0

(700)

0

(700)

0

Other Savings (563) (397) (397) (397)

Total (1,281) (1,097) (1,097) (1,097)

The efficiency targets and incentives are in line with those reported to Cabinet

The graph highlights the need for significant efficiency gains, in order to ensure that

priority services continue to be delivered.

6


REVENUE FINANCING AND EXPENDITURE

Revenue Expenditure

The chart below shows the major sources of budgeted revenue expenditure for the

Council for 2008/09

How we Spend the Money

Central Services to the Public £10.75m (£10.37m)

Environmental Health £8.00m (£7.62m)

Leisure and Culture £11.59m (£12.15m)

Planning £3.33m (£3.89m)

Other Services £11.84m (£13.15m)

Democratic and Corporate Core £4.59m (£4.31m)

Refuse Collection £5.31m (£4.74m)

Housing Services £25.72 (£25.22m)

Highways, Roads & Transport Services £9.05m (£7.29m)

Revenue Financing

The chart below shows the major sources of revenue financing

Where the Money Comes From

Revenue Support Grant £12.20m (£11.96m)

Fees & Charges £22.85m (£23.46m)

Interest and Investment Income £0.94 (£0.86m)

Council Tax Payers £8.25m (7.9m)

Government Grants £35.9m (£34.53m)

Other Income £10.04m (£10.03m)

7


CAPITAL FINANCING AND EXPENDITURE

The Capital Programme is the total of the Council’s capital expenditure; that is its

expenditure on major refurbishment and improvements to buildings and other assets

and investment in vehicles and equipment. A significant proportion of this

expenditure is financed by external funds. The remainder is met by capital receipts

and other earmarked reserves budgeted for within the revenue plan. The pie charts

below show the summarised position for the next three years, the period during

which current approved schemes are expected to be completed.

Capital Expenditure

Building Prosperous Communities

£1.63m

Healthy & Vibrant Communities £2.33m

13%

10%

Safer & Stronger Communities £0.14m

14%

Creating Quality Environments £3.36m

1%

Improving the Council £0.37

30%

Asset Management £1.47m

9%

2%

21%

Vehicle & Equipment Replacement

£4.9m

Coast & Flood Protection £2.04m

Sources of Finance

Yorkshire Forw ard £2.80m

1%

16%

Government Grant £0.82m

7%

Private Sector/Other £7.02m

65%

11%

Lottery £2.32m

Capital Receipts & Earmarked

Reserves £10.42m

8


COUNCIL TAX

Based on a Council Tax rate of £1,441.42 for a Band D property, the full range of

Council Tax Rates is shown below

Valuation

Band

Capital Value

(as at 1 April 1991)

Ratio to

Band D

2007/08

Rate

£

2008/09

Rate

£

A Up to £40,000 6/9 918.42 960.95

B £40,000 to £52,000 7/9 1,071.49 1,121.10

C £52,001 to £68,000 8/9 1,224.55 1,281.25

D £68,001 to £88,000 9/9 1,377.63 1,441.42

E £88,001 to £120,000 11/9 1,683.77 1,761.74

F £120,001 to £160,000 13/9 1,989.91 2,082.05

G £160,001 to £320,000 15/9 2,296.05 2,402.37

H Over £320,000 18/9 2,755.26 2,882.84

The Chart below shows the split of a Band D Council Tax Charge between the

precepting authorities with a comparison to the 2006/07 and 2007/08 levy.

Split of Band D Council Tax Charge

£1,600.00

£1,400.00

£1,200.00

£1,000.00

£800.00

£600.00

£400.00

£200.00

£0.00

North Yorkshire

County Council

North Yorkshire

Police Authority

North Yorkshire

Fire and Rescue

Scarborough

Borough Council

Total

2006/07 £899.47 £180.00 £53.94 £185.77 £1,319.18

2007/08 £943.54 £185.40 £56.04 £192.65 £1,377.63

2008/09 £988.36 £193.37 £58.56 £201.13 £1,441.42

% Increase 4.75% 4.30% 4.50% 4.40% 4.63%

9


SUMMARY OF NET BUDGETS

The tables below summarise the net budget by Head of Service

HEAD OF SERVICE

BUDGETS

UNDER HEAD

OF SERVICE

CONTROL

£

CORPORATELY

CONTROLLED

BUDGETS

£

2008/09

HEAD OF

SERVICE

SAVINGS

£

NET BUDGET

£

Head of Policy & Performance 321,910 2,123,270 (9,050) 2,436,130

Head of Human Resources 632,780 (605,060) (19,410) 8,310

Head of Finance 5,070,800 600,480 (197,110) 5,474,170

Head of Legal 1,857,700 (823,510) (66,260) 967,930

Head of Property (347,010) (155,930) (46,580) (549,520)

Head of Marketing 995,560 205,370 (51,020) 1,149,910

Head of Environmental Health 1,002,500 973,030 (90,130) 1,885,400

Head of Regeneration 493,460 791,680 (17,830) 1,267,310

Head of Tourism & Leisure 1,722,380 2,617,790 (254,620) 4,085,550

Head of Planning 716,360 363,090 (47,240) 1,032,210

Head of Engineering & Harbours (3,273,610) 2,602,840 (140,130) (810,900)

Head of Street Scene 7,068,320 1,254,340 (208,320) 8,114,340

Corporate Heads 0 (4,589,060) 0 (4,589,060)

16,261,150 5,358,330 (1,147,700) 20,471,780

2008/09

HEAD OF SERVICE

INCOME &

RECHARGES

£

EXPENDITURE

£

NET BUDGET

£

Head of Policy & Performance (236,260) 2,672,390 2,436,130

Head of Human Resources (717,840) 726,150 8,310

Head of Finance (41,470,250) 46,944,420 5,474,170

Head of Legal (1,945,130) 2,913,060 967,930

Head of Property (4,689,530) 4,140,010 (549,520)

Head of Marketing (660,680) 1,810,590 1,149,910

Head of Environmental Health (2,822,130) 4,707,530 1,885,400

Head of Regeneration (650,570) 1,917,880 1,267,310

Head of Tourism & Leisure (5,536,300) 9,621,850 4,085,550

Head of Planning (512,830) 1,545,040 1,032,210

Head of Engineering & Harbours (8,088,800) 7,277,900 (810,900)

Head of Street Scene (17,552,220) 25,666,560 8,114,340

Corporate Heads 0 (4,589,060) (4,589,060)

(84,882,540) 105,354,320 20,471,780

11


HEAD OF POLICY & PERFORMANCE

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 321,910 321,420 330,220

Corporately Controlled Budgets 2,123,270 2,181,670 2,241,680

Forecast Budget (Prior to Savings) 2,445,180 2,503,090 2,571,900

Less:

Budget/Efficiency Savings Target (9,050) (9,580) (10,840)

Proposed Approved Budget 2,436,130 2,493,510 2,561,060

SERVICE DESCRIPTION

Policy and Performance provides strategic support across the Council with the aim of

improving the overall performance, economy, efficiency & effectiveness of the

Council and its services.

Policy and Performance supports the Council in working towards delivering the aims

and priorities set out in the Corporate Plan, especially Aim 5 “Improving the Council”.

Our stated priority is improving performance of our services and ensuring they

provide value for money and this is achieved through:

• Performance management

• Policy development and review

• Service review and improvements – including using (Key Lines of Enquiry)

KLOE and best practice

• Value for Money (VFM) - benchmarking performance and undertaking VFM

reviews, working with our performance partners

• Support to the Corporate Efficiency Programme

• Support to monitoring and delivering external improvement plans (e.g. Peer

Review, Audit Commission)

• Co-ordination and support for external inspections and reviews (e.g. Countywide

inspections, Comprehensive Performance Assessment (CPA), Best

Value, VFM).

• Development of the corporate strategy and corporate plans including:

o Corporate Plan

o Annual Report

o Annual Improvement Plans

o Business (Service) Plans

o Quarterly performance monitoring and reporting

o Corporate guidance and training

• Support to Government initiatives and inspections including CPA, Best Value,

changes or developments in Government Policy including the Strong and

Prosperous Communities (Oct 2006) White Paper.

13


HEAD OF POLICY & PERFORMANCE

• Undertaking consultation/satisfaction surveys with residents and stakeholders.

Maintenance/coordination of the residents panel.

• Support to delivering of external improvement plans resulting from inspection

or peer review.

• Support to Overview and Scrutiny, especially Service Performance Overview

and Scrutiny Committee.

• Acting as a critical friend and providing appropriate challenge and support

• Managing corporate and local performance systems, including data quality

assurance

• Providing training and development to Members and Officers on the

performance and improvement agenda.

HOW ARE WE DOING?

Performance management (PM) is now well embedded across Scarborough Borough

Council and this has been recognised by the Audit Commission in its annual

assessment.

The Corporate Efficiency Programme phase 1 reviews are progressing and savings

have been identified. The phase 2 review programme has been approved and

background information is being gathered to assist in carrying out the reviews which

are due to commence April 2008.

Business planning is embedded across the Council with the performance of each

service against the business plan being monitored and measured through Critical

Success Factors and targets.

Value for Money (VFM) reviews are in progress in Affordable Housing, Benefits,

Planning, Parks and sickness management. Member working groups are examining

specific areas of Service delivery to establish whether improvements can be made

and VFM is achieved. The Audit Commission has awarded the Council a level 2 for

its corporate VFM process.

Corporate data quality procedures are performing well (Audit Commission November

2007)

The Department of Communities and Local Government satisfaction survey resulted

in 49% of questionnaires returned, which was higher than the national average. The

survey showed an improvement in satisfaction with Council services.

The proposals for the introduction of Comprehensive Area Assessment (CAA) have

been published and the Council is well placed to meet the requirements of the new

process. CAA will require the Council to work even closer with our partner

organisations and a delivery plan is to be developed early in 2008 that will further

assist in preparing for the implementation of CAA in April 2009.

14


HEAD OF POLICY & PERFORMANCE

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

1,283,790 CORPORATE MANAGEMENT 0 1,342,080 1,342,080

959,660 DEMOCRATIC REPRESENTATION 0 1,094,050 1,094,050

(7,960) SUPPORT UNITS (236,260) 236,260 0

2,235,490 Sum: (236,260) 2,672,390 2,436,130

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(219,090) INCOME & RECHARGES (236,260)

257,450 EMPLOYEES 272,180

0 PREMISES 0

40,830 SUPPLIES & SERVICES 26,700

3,280 TRANSPORT 2,310

10,900 PAYMENTS TO 3RD PARTIES 11,200

630 CAPITAL CHARGES 650

2,141,490 SUPPORT SERVICES 2,359,350

2,235,490 2,436,130

15


HEAD OF HUMAN RESOURCES

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 632,780 630,000 647,040

Corporately Controlled Budgets (605,060) (621,840) (639,080)

Forecast Budget (Prior to Savings) 27,720 8,160 7,960

Less:

Budget/Efficiency Savings Target (19,410) (19,320) (18,510)

Proposed Approved Budget 8,310 (11,160) (10,550)

SERVICE DESCRIPTION

The aim of the Human Resources (HR) Service is to provide a framework for the

provision of employment practices, which supports and aligns itself to the Council’s

Modernising Agenda and it’s continuing drive for improvement and excellence.

The primary objective of the HR function is to attract, retain and develop staff within a

framework of equality and diversity in order to aid the fulfilment of the Council’s

Corporate Objectives.

The core HR service provides strategic direction and specialist advice to the Council

in respect of all employment matters including; employee and industrial relations,

legislation, employee performance, welfare, health and safety and organisational

development. In addition the service both procures and delivers learning and

development opportunities for the Council’s workforce.

The HR service measures its performance against the requirements of the

Department for Communities and Local Government and local performance

indicators. The service is reviewing it’s policies and procedures for dealing with

Employee Appraisals; Equality Standard (Impact Assessments) and preparing a

tender document for the provision of occupational health in it’s drive to reduce

sickness absence The Service is currently investigating the possibility of

implementing a new HR data base which will improve the quality and accessibility of

management information.

HOW ARE WE DOING?

Building capacity is the key issue for the HR Service in its drive towards ensuring

Council Services have sufficient capacity to deliver high quality Services. The

Workforce Development Plan which will be linked with the Corporate Plan, Services

Business Plans and the Council’s medium term financial plan is forming the basis for

a structured approach to developing capacity within the organisation.

Developing skills and competencies for our Managers and Members will continue to

be a key objective. The management development programme will continue to be

rolled out within the organisation

17


HEAD OF HUMAN RESOURCES

The HR Service has achieved significant cost savings for the Council in reducing

vacancy advertising costs, from £180,000 in 2004/05, £100,000 in 2005/06 and

£45,000 in 2006/07. The current year is on course for further improvements and

efficiencies with the development of on-line recruiting practices, ,etc.

The improvement in sickness absence levels has been maintained during the current

year. The Council’s Policy and procedures for managing sickness have again been

reviewed and amended to reflect changing circumstances. The HR O&S Committee

is scrutinising sickness levels within services.

The Organisation and Review Team have been instrumental in raising the profile of

good project management methodologies and the introduction of new methodologies

to show how business processes can be re-engineered. Recent reviews have

provided supporting information for the Corporate Efficiency Programme.

18


HEAD OF HUMAN RESOURCES

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

8,490 LEARNING RESOURCES 0 8,310 8,310

107,420 SUPPORT UNITS (717,840) 717,840 0

115,910 Sum: (717,840) 726,150 8,310

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(535,590) INCOME & RECHARGES (717,840)

573,500 EMPLOYEES 607,190

0 PREMISES 0

(11,330) SUPPLIES & SERVICES 33,000

6,540 TRANSPORT 6,640

13,570 PAYMENTS TO 3RD PARTIES 8,980

1,060 CAPITAL CHARGES 1,090

68,160 SUPPORT SERVICES 69,250

115,910 8,310

19


HEAD OF FINANCE

SERVICE AREA BUSINESS PLAN 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 5,070,800 5,050,670 5,232,630

Corporately Controlled Budgets 600,480 596,340 594,870

Forecast Budget (Prior to Savings) 5,671,280 5,647,010 5,827,500

Less:

Budget/Efficiency Savings Target (197,110) (196,240) (187,960)

Proposed Approved Budget 5,474,170 5,450,770 5,639,540

SERVICE DESCRIPTION

Financial Services are one of the twelve Service units within the Authority. Employing

approximately 140 employees it is the largest office based service within the

Authority.

The Service sees the Head of Financial Services with a configuration of five main

services:

ACCOUNTS, CONTROL AND EXCHEQUER (26 STAFF)

• Provision of quality financial management

• Administration or payments and payroll

• Management of VAT

• Rent Allowances payment and the recovery of Housing Benefit overpayments

• Treasury Management and Insurance

IT (19 STAFF)

• Support and development for all Information Communications Technology

(ICT) to the whole Council. This includes management of the communications

network both internally and to the 15 remote sites, support to 70 servers and

650 PCs, including the provision of a service desk for first line support.

• Support to the Council’s 10 websites and intranet.

BENEFITS AND FRAUD (53 STAFF)

• Administration of Housing and Council Tax Benefits to 11,400 claimants.

• Prevention, detection and prosecution of benefit fraud

REVENUES SERVICES (35 STAFF)

• Administration, billing, collection and enforcement of Council Tax (54,300

properties)

• Administration, billing, collection and enforcement of Non Domestic Rates

(5,600 properties)

• Administration, collection and recovery of Sundry Debts (over £16m p.a.)

• Cash collection from other operational sites and car parking pay and display

machines throughout the Borough (£9m p.a.)

• Administration and management of the Concessionary Fares Scheme (24,000

passholders)

21


HEAD OF FINANCE

SERVICE TRANSFORMATION UNIT (3 STAFF)

• Management, co-ordination and support for the Council’s service

transformation agenda

• Strategic role in relation to Customer First

• Management of the Council’s complaints process and liaison with

Ombudsman

OTHER ISSUES

• Management of the Council’s gershon agenda and acting as efficiency

champions

• Co-ordination and promotion of Risk Management, acting as Risk Champion

• Support and promotion of Value for Money through the Officer working group

• Business Continuity Co-ordination

HOW ARE WE DOING?

Both of the Services front line services, Benefits and Revenues participate in CIPFA

Benchmarking clubs. Theses are a useful way of ensuring services provide value for

money and also facilitates networking to establish new or improved ways of working.

Council Tax Benchmarking (2006/2007 figures)

• 133 authorities participate

• Cost of collection per dwelling £11.34 against an average of £15.46 (best

quartile)

• % of payments transactions made by direct debit 68.1%, against an average

of 65.4% (best quartile)

• In year collection rate 97.5%, against an average 96.5% (second quartile)

• Sick days per employee 4.4, against an average of 11.6 (best quartile)

Benefits (2006/2007)

• 121 authorities participating

• Gross cost per live case £58.80 average £67.80

• Net cost per live case £23.30, average £27.20

• Speed of processing new claims 24.6 days, average 31.2 days

• Speed of processing changes 15.8 days, average 13.2 days

Information Technology

• The Council's website is ranked as Transactional by Socitm's 'Better

Connected survey' one of only 18% of all shire districts.

• Success in procurement of IT Hardware, reduction in cost of PC's by £200,

this will now put us in the upper quartile.

• In the upper quartile for support costs per workstation £142 for shire districts

• In the upper quartile for workstations supported by support specialists 204

Accounts

• The financial statements received an unqualified opinion from the Audit

Commission

• For several years the performance on Treasury Management across Local

Authorities has been in the top quartile

22


HEAD OF FINANCE

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

1,109,530 CASH MANAGEMENT (931,620) 1,941,660 1,010,040

1,577,800 CONCESSIONARY FARES (839,000) 3,449,320 2,610,320

84,520 CORPORATE FINANCING 0 86,200 86,200

561,620 CORPORATE MANAGEMENT (2,860) 635,300 632,440

95,630 GRANTS 0 97,670 97,670

621,350 HOUSING BENEFITS (24,307,310) 24,976,350 669,040

851,740 LOCAL TAXATION (9,194,770) 10,005,120 810,350

84,740 NON DISTRIBUTABLE COSTS 0 61,210 61,210

(4,330) PRIVATE SECTOR HOUSING (5,530) 1,390 (4,140)

(524,800) RESIDUAL HOUSING 0 (498,960) (498,960)

(21,100) SUPPORT UNITS (6,189,160) 6,189,160 0

4,436,700 Sum: (41,470,250) 46,944,420 5,474,170

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(38,683,310) INCOME & RECHARGES (41,470,250)

5,319,530 EMPLOYEES 5,318,310

112,420 PREMISES 51,040

578,550 SUPPLIES & SERVICES 758,780

57,750 TRANSPORT 58,370

2,145,210 PAYMENTS TO 3RD PARTIES 3,951,000

31,622,120 TRANSFER PAYMENTS 33,344,940

711,330 CAPITAL CHARGES 664,600

2,573,100 SUPPORT SERVICES 2,797,380

4,436,700 5,474,170

23


HEAD OF LEGAL

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 1,857,700 1,838,530 1,886,850

Corporately Controlled Budgets (823,510) (845,500) (868,080)

Forecast Budget (Prior to Savings) 1,034,190 993,030 1,018,770

Less:

Budget/Efficiency Savings Target (66,260) (65,970) (63,190)

Proposed Approved Budget 967,930 927,060 955,580

SERVICE DESCRIPTION

The Service is primarily based within the Town Hall and at the date of writing

employs 54 people within six business units. This will however have changed by 1

April 2008.

Head of

Service/Practic

e Manager

Legal Services

Business Unit

Procurement

Services

Business Unit

Democratic

Services

Business Unit

Print Plus

Business Unit

Secretarial

Support

Business Unit

Administrative

Business Unit

Administrative

(Land Charges)

Business Unit

Total: 54

Employee Service Description

numbers

2 Strategic Lead

9 The unit has two functional areas Commercial &

Property and

Litigation & Regulation

4 The unit has two functional areas Procurement and

Stores Management

9(10) This unit has four functional areas: Democracy

development, Electoral & Regulation,

Scrutiny & Audit and Civic

6 The unit has three functional areas: Print, Design

and Print Procurement

5 The unit has one functional area, the delivery of

secretarial support to 8 service areas

15 The unit has three functional areas: (a) Document

Administration and (b) Recruitment and Invoice

Management and

(c) Land Charges

3

25


HEAD OF LEGAL

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

31,210 CORPORATE MANAGEMENT 0 23,890 23,890

587,450 DEMOCRATIC REPRESENTATION 0 614,760 614,760

231,200 ELECTORAL SERVICES (1,180) 254,420 253,240

38,070 LOCAL LAND CHARGES (231,520) 307,560 76,040

160,720 SUPPORT UNITS (1,712,430) 1,712,430 0

1,048,650 Sum: (1,945,130) 2,913,060 967,930

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(1,772,150) INCOME & RECHARGES (1,945,130)

1,384,830 EMPLOYEES 1,376,760

8,420 PREMISES 200

745,530 SUPPLIES & SERVICES 759,290

42,640 TRANSPORT 31,830

40,120 PAYMENTS TO 3RD PARTIES 41,640

20,780 CAPITAL CHARGES 21,410

578,480 SUPPORT SERVICES 681,930

1,048,650 967,930

26


HEAD OF PROPERTY

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control (347,010) (414,250) (435,650)

Corporately Controlled Budgets (155,930) (154,830) (153,200)

Forecast Budget (Prior to Savings) (502,940) (569,080) (588,850)

Less:

Budget/Efficiency Savings Target (46,580) (46,370) (44,410)

Proposed Approved Budget (549,520) (615,450) (633,260)

SERVICE DESCRIPTION

Property Services has a key role to play in ensuring that all parts of the standard

property lifecycle are managed and monitored professionally. The Service ensures

that:

• Properties perform financially.

• Properties are fully utilised.

• Properties are suitable for their current use.

• Properties are properly maintained.

• Properties are held by Services for carefully considered reasons and

not for historic reasons.

• There is corporate attitude towards property and property matters.

• Support is provided to Elected Members for informed decision

making.

Property Services includes the following specialist units:

• Architectural Unit

• Asset Management Unit

• Estates Management Unit

• Building Services Unit

• Project Manager (The Sands)

Although The Sands is not directly a Council development its successful completion

is very important to the Borough and therefore the Council. In order to ensure

success of the project the Council have appointed a dedicated Sands Project

Manager. The roles of the Project Manager are very wide and varied, however, the

main objective of the post is very clear, to ensure the development is completed to

the satisfaction of the Council and the wider economic interest of the community.

• Energy Management

Scarborough Borough Council has a total energy bill of just over £1m. Rising energy

costs and the Council’s commitment to reduce its consumption by 10% by the year

2010 have highlighted the importance of energy efficiency and good energy design.

27


HEAD OF PROPERTY

Many of the buildings owned by the Council are old and have special status posing a

two fold problem to saving energy. Despite these barriers we will make every effort

to achieve the targets and set an example for others in the Borough.

HOW ARE WE DOING?

A key requirement of the department is to maintain the value of the rent roll. If this is

not achieved savings in other service areas will be required. In recent years

negotiated rental income has consistently exceeded the general level of inflation and

thereby the rental income has been maintained despite the programme of disposals

that has been undertaken.

Capital receipts themselves have generally met the needs of the capital programme.

As the programme proceeds disposals become more difficult to identify and the

likelihood of an adverse impact upon rental income increases.

There is only one BVPI, which is the responsibility of the department. This relates to

access to public buildings. There is a programme of works underway which is

ensuring that our performance in this area continues to improve. The Property

Strategy and Asset Management Plan adopted by the Council in October includes a

number of performance indicators, a number of which are collected by all local

authorities and enable national comparison. Most/all of these indicators show that

the Council’s performance is in the two upper quartiles.

Other more local indicators are being developed through a North Yorkshire

benchmarking club which includes all North Yorkshire authorities. It has not yet been

possible to make any local comparisons.

28


HEAD OF PROPERTY

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

35,240 ADMINISTRATIVE BUILDINGS (500,130) 534,460 34,330

(101,050) AGRICULTURAL ESTATES (131,910) 30,300 (101,610)

10,550 ALLOTMENTS (4,780) 12,820 8,040

(26,830) INDUSTRIAL UNITS (150,850) 121,590 (29,260)

(99,120) MARKETS (248,810) 146,210 (102,600)

29,440 PROPERTY FILEY (115,200) 68,890 (46,310)

(408,400) PROPERTY SCARBOROUGH (791,240) 417,470 (373,770)

85,610 PROPERTY WHITBY (178,210) 183,610 5,400

24,720 PUBLIC CLOCKS & FOUNTAINS 0 6,660 6,660

(6,960) SUPPORT UNITS (701,530) 701,530 0

138,920 TRADING-PROPERTY SERVICES (1,866,870) 1,916,470 49,600

(317,880) Sum: (4,689,530) 4,140,010 (549,520)

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(4,675,690) INCOME & RECHARGES (4,689,530)

1,301,710 EMPLOYEES 1,277,790

691,540 PREMISES 696,230

955,700 SUPPLIES & SERVICES 848,190

112,470 TRANSPORT 118,260

83,560 PAYMENTS TO 3RD PARTIES 85,720

270,200 CAPITAL CHARGES 205,440

942,630 SUPPORT SERVICES 908,380

(317,880) (549,520)

29


HEAD OF MARKETING

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 995,560 969,730 995,620

Corporately Controlled Budgets 205,370 211,160 217,130

Forecast Budget (Prior to Savings) 1,200,930 1,180,890 1,212,750

Less:

Budget/Efficiency Savings Target (51,020) (50,790) (48,650)

Proposed Approved Budget 1,149,910 1,130,100 1,164,100

SERVICE DESCRIPTION

The Marketing and Communications Service is responsible for co-ordinating the

promotion of the Borough to residents, visitors, inward investors, the travel trade and

media locally, regionally and nationally. It consists of the following areas:

• Communications

• Corporate Marketing

• Britain in Bloom Co-ordination

• Destination Marketing

• Visitor Services

• Customer First

A brief outline of each area is detailed below.

• Communications:

The Council operates a busy internal press office that responds to a wide

variety of calls from local, specialist and national publications and programmes

providing accurate and timely information that effectively explains the

Council’s policies and actions. The communications team also has a remit to

keep local residents informed which it does through the press by issuing press

releases and arranging media opportunities and briefings, and through the

civic newspaper, Borough News.

In addition, the team also promotes and encourages excellent internal

communications throughout the Council to inform and help boost morale

amongst employees.

• Corporate Marketing

Marketing covers both corporate and tourism marketing and is aimed at

promoting the Borough as a good place in which to work, live and visit.

The role of the corporate marketing service is to provide a co-ordinated

approach to the marketing of the Borough as a whole to a wide audience from

31


HEAD OF MARKETING

local residents to inward investors and support the promotion of Borough

Council services.

• Britain in Bloom

The service is also responsible for the promotion of the Britain in Bloom

campaign throughout the Borough, and as such forges strong links with a wide

cross section of our community. This service supports our towns, villages and

neighbourhoods as they enter the regional and national In Bloom

competitions, through close community and business partnership working.

• Destination Marketing

The aim of Destination Marketing is to promote the Borough as a tourism

destination by working in conjunction with public and private sector tourism

interests. The service aims to maintain the Borough’s competitive position in

the tourism market place and identify new growth markets. Work in this area is

now being undertaken through the Moors & Coast Tourism Partnership.

Activity centres around the following areas:-

• Media Campaign - Undertaking a cost effective marketing campaign to

enhance and promote the area as a holiday destination.

• Publications - Producing and distributing a range of quality print that will

attract key segments into the area and provide information on arrival.

• Promotions -Supporting existing and developing new marketing

initiatives and events to attract additional visits to the area either by individuals

or groups.

• Quality - Helping to raise quality and service standards through the

promotion and support of national quality schemes for accommodation and

attractions.

• Visitor Services

Visitor Services provides a means of disseminating information about all

aspects of the tourism product to potential and actual visitors and residents. It

achieves this through the operation of:

• 4 Tourist Information/Visitor Centres.

• The district-wide Tourism Bureau telephone Contact Centre.

• The Discoveryorkshirecoast dedicated tourism web-site.

• 24 hour Public Access information kiosks.

The service is responsible for the collation, dissemination and management of

tourism information in order to support local tourism businesses and boost the

local tourism economy. The service also provides the brochure fulfilment

mechanism needed to support the media campaign and marketing activity.

32


HEAD OF MARKETING

• Customer First

Customer First has been established to improve the way in which information

about Council services is disseminated to those living and working in the

Borough. Customer First achieves this through the operation of:

• Four Customer First Walk In Centres.

• A Borough wide Customer First call centre handling customer

enquiries.

• The Scarborough Borough Council web site.

• A Customer Relationship Management System.

The service is responsible for the monitoring of information and ensuring that

the Government target of 80% of customer enquiries are dealt with at the first

port of call. Customer First is also responsible for reporting management

information to Business Unit Managers in order to improve service delivery

and report on performance indicators.

Customer First is also responsible for ensuring that excellent Customer

Service is delivered by all back office services through the monitoring and

management of corporate complaints and Customer Service Strategy. The

service is continuing to develop and is being extended to provide information

from other organisations such as the County Council.

HOW ARE WE DOING?

There are no national indicators relating to the service area or reliable benchmarking

comparisons with other local authorities.

33


HEAD OF MARKETING

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

692,630 CORPORATE MANAGEMENT 0 691,050 691,050

437,450 PROMOTING THE BOROUGH (427,750) 870,400 442,650

15,070 SUPPORT UNITS (232,930) 249,140 16,210

1,145,150 Sum: (660,680) 1,810,590 1,149,910

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(650,110) INCOME & RECHARGES (660,680)

987,770 EMPLOYEES 968,950

54,800 PREMISES 55,460

350,590 SUPPLIES & SERVICES 350,050

7,550 TRANSPORT 8,440

32,580 PAYMENTS TO 3RD PARTIES 15,960

74,150 CAPITAL CHARGES 76,370

287,820 SUPPORT SERVICES 335,360

1,145,150 1,149,910

34


HEAD OF ENVIRONMENTAL HEALTH

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 1,002,500 935,450 959,070

Corporately Controlled Budgets 973,030 1,001,320 1,030,500

Forecast Budget (Prior to Savings) 1,975,530 1,936,770 1,989,570

Less:

Budget/Efficiency Savings Target (90,130) (89,730) (85,940)

Proposed Approved Budget 1,885,400 1,847,040 1,903,630

SERVICE DESCRIPTION

Most Environmental Health activity is concerned with the delivery of services for

which the Council has statutory responsibilities and all relate to the protection or

improvement of public health or the preservation of environmental quality.

Environmental Health Services comprises six Business units:

• Environmental Protection Service

• Licensing Service

• Bereavement Service

• Animal Care & Dog Control and Pest Control Services

• Housing Services

• Administrative Services

None of these services work in isolation and there are a number of cross-cutting

issues which are dealt with by a combination of these services or in conjunction with

other Council services or external agencies.

HOW ARE WE DOING?

Indicator

BVPI

64

Private sector

vacant dwellings

that are returned

into occupation or

demolished

SBC

2006/7

Average for North Yorkshire Average for Family Group Average for all Districts

Authorities

2006/7 2006/7 2006/7

Mean Best Rank Mean Best Rank Mean Best Rank

Quartile

Quartile

Quartile

21 12 20 1/7 47 52 9/16 35 55

105

(237)

BVPI

183a

Length of stay in

bed and breakfast

accommodation

2.91

weeks

2.58

weeks

1.91

weeks

4/7

4.57

weeks

2.42

weeks

716

2.92

weeks

1 week

132

(237)

BVPI

183b

Length of stay in

hostel

accommodation

7.40

weeks

9.72

weeks

0 weeks 4/7

10.81

weeks

0.00

weeks

9/16

10.49

weeks

0 weeks

133

(235)

BVPI

202

The number of

rough sleepers

3 2 0 5/7 3 1 11/16 2 0

169

(235)

35


HEAD OF ENVIRONMENTAL HEALTH

BVPI

203

BVPI

213

BVPI

214

BVPI

82a

BVPI

82b

BVPI

84a

BVPI

84b

BVPI

91a

BVPI

91b

BVPI

166a

BVPI

218a

BVPI

218b

The change in the

number of families

placed in

temporary

accommodation

Number of

homeless cases

prevented

% of homeless

households who

were accepted as

homeless in the

last two years

(repeat

homelessness)

Total tonnage of

household waste

arisings - %

recycled

% of waste sent for

composting

Kg of household

waste collected per

head

% change in

household waste

collected per head

kerbside collection

of recyclables (one

recyclable)

Kerbside collection

of recyclables (two

recyclables)

Score against a

checklist of

enforcement best

practice for

environmental

health

% of abandoned

vehicles

investigated within

24 hours

% of abandoned

vehicles removed

within 24 hours

28.2% 1.5% -8.2% 7/7 11.3% -22.5% 16/16 -0.6% -31.44%

4.3 4 5 1/7 10 8 4/16 5 4

1.5% 2.18 0 4/7 1.146 0 12/16 1.89 0

9.05% 15.8% 17.7% 7/7 20.1% 24.8% 16/16 20.5% 24.08%

9.66% 16.5% 22.19% 6/7 8.90% 11.78% 7/16 11.7% 17.93%

466.13 439.77

406.80

5/7 408.2 372.35 14/16 411.4 381.05

-11% -0.2% 0.42% 1/7 -0.8% -2.16% 1/16 0.33% -1.87%

65.4% 91.7% 100% 7/7 91.0% 100% 16/16 96.5% 100%

41.5% 74% 98.2% 7/7 89.4% 100% 16/16 94.6% 100%

100% 100% 100% 1/7 91.7% 100% 1/16 92.3% 100%

94.3% 96.7% 99.3% 5/7 88.9% 97.01% 7/16 86.6% 98.2%

61.1% 86.2% 98.1% 7/7 86.6% 96.09% 15/16 81% 97.7%

211

(238)

21

(238)

143

(238)

238

(238)

131

(238)

212

(238)

2

(238)

235

(238)

236

(238)

1

(237)

99

(237)

200

(237)

36


HEAD OF ENVIRONMENTAL HEALTH

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

75,860 ANIMAL WELFARE (7,910) 82,890 74,980

8,310 BURIAL OF DESTITUTE PERSONS (2,120) 28,780 26,660

19,760 CARAVAN & CAMP SITE INSPECTION 0 19,460 19,460

(99,940) CEMETERIES & CREMATORIA (699,890) 665,860 (34,030)

146,450 ENVIRONMENTAL PROTECTION (23,400) 163,270 139,870

8,550 FISH INSPECTION 0 8,760 8,760

145,510 FOOD SAFETY & HYGIENE 0 140,080 140,080

98,460 HEALTH & SAFETY AT WORK 0 96,580 96,580

209,990 HOMELESSNESS (153,490) 352,900 199,410

2,790 HOME SAFETY 0 3,570 3,570

(18,400) HOSTELS (33,950) 15,290 (18,660)

190,600 HOUSING ENABLING ACTIVITIES 0 135,440 135,440

59,600 LICENCES (228,580) 333,910 105,330

40,820 PLANNING CONSULTATION 0 41,490 41,490

4,380 PORT HEALTH ADMINISTRATION 0 4,980 4,980

792,870 PRIVATE SECTOR HOUSING (98,680) 897,300 798,620

96,040 PUBLIC HEALTH (3,700) 103,450 99,750

69,090 RODENT & PEST CONTROL (36,700) 107,180 70,480

(68,820) SUPPORT UNITS (1,451,200) 1,451,200 0

(29,890) TAXI/PRIVATE HIRE LICENSING (82,510) 55,140 (27,370)

1,752,030 Sum: (2,822,130) 4,707,530 1,885,400

NET

£

37


HEAD OF ENVIRONMENTAL HEALTH

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(3,012,140) INCOME & RECHARGES (2,822,130)

1,661,510 EMPLOYEES 1,674,210

394,540 PREMISES 420,380

257,800 SUPPLIES & SERVICES 123,300

72,720 TRANSPORT 81,970

460,450 PAYMENTS TO 3RD PARTIES 382,510

3,530 TRANSFER PAYMENTS 3,600

408,690 CAPITAL CHARGES 420,960

1,504,930 SUPPORT SERVICES 1,600,600

1,752,030 1,885,400

38


HEAD OF REGENERATION

SERVICE AREA BUSINESS PLAN 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 493,460 488,770 502,240

Corporately Controlled Budgets 791,680 815,120 839,260

Forecast Budget (Prior to Savings) 1,285,140 1,303,890 1,341,500

Less:

Budget/Efficiency Savings Target (17,830) (17,750) (17,000)

Proposed Approved Budget 1,267,310 1,286,140 1,324,500

SERVICE DESCRIPTION

The overall aim of Regeneration Services is to improve the quality of life of residents

in the Borough by improving job opportunities, increasing levels of investment and

making local communities both safer and more sunstainable.

With the review of the Borough Council’s structure in April 2004, the former

Economic and Community Development Unit has been renamed Regeneration

Services. One of the most significant aspects of this change has been the inclusion

of the work of the Local Strategic Partnership within the Service.

This sits comfortably within the broader work of the Service, as a key function of

Regeneration is to provide the coordination and facilitation of Council services to

meet the five key aims of:

• Developing safer and stronger communities

• Building prosperous communities

• Creating healthy and vibrant communities

• Creating quality environments

• Improving the Council

SERVICE OVERVIEW

The Service’s main functions are:

• Coordination of the Local Strategic Partnership

• Community planning and engagement

• Local Area Agreement

• Economic Development Strategy

• Sub Regional Investment Plan

• Coordination of the Crime and Disorder Reduction Partnership

• Neighbourhood Regeneration

• Business Support and Development

• External funding

• Inward Investment

• Property development and facilitation

39


HEAD OF REGENERATION

• Yorkshire and Humber Seafood Group

• Town Centre Management

• Social Inclusion

• Training and Skills Development

• Neighbourhood Partnerships

• Neighbourhood Management

40


HEAD OF REGENERATION

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

92,970 COMMUNITY SAFETY (251,540) 342,480 90,940

(8,330) COMMUNITY WORKERS 0 (4,350) (4,350)

29,280 CORPORATE MANAGEMENT (82,370) 122,390 40,020

980,490 REGENERATION UNIT (84,520) 1,099,700 1,015,180

63,020 SRB TEAM (139,500) 205,590 66,090

49,290 URBAN RENAISSANCE (77,340) 124,220 46,880

29,790 YORKSHIRE COAST PARTNERSHIP (15,300) 27,850 12,550

1,236,510 Sum: (650,570) 1,917,880 1,267,310

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(777,420) INCOME & RECHARGES (650,570)

806,690 EMPLOYEES 822,550

8,080 PREMISES 5,030

402,900 SUPPLIES & SERVICES 263,740

16,380 TRANSPORT 16,870

18,710 PAYMENTS TO 3RD PARTIES 19,060

637,930 CAPITAL CHARGES 657,070

123,240 SUPPORT SERVICES 133,560

1,236,510 1,267,310

41


HEAD OF TOURISM & LEISURE

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 1,722,380 1,496,920 1,527,300

Corporately Controlled Budgets 2,617,790 2,704,700 2,795,120

Forecast Budget (Prior to Savings) 4,340,170 4,201,620 4,322,420

Less:

Budget/Efficiency Savings Target (254,620) (253,500) (242,810)

Proposed Approved Budget 4,085,550 3,948,120 4,079,610

SERVICE DESCRIPTION

The Council’s Tourism and Leisure Service works to deliver leisure and tourism

services within Scarborough Borough, which include the Borough’s leisure centres,

sports development, the Scarborough Spa complex and Whitby Pavilion. The running

of Scarborough’s Museums and Art Gallery service has been taken over by the

Scarborough Museums Trust delivering these services on behalf of the Council.

The Service also provides valuable support for community events and activities

offering a Cultural Tourism dimension and the development of research and policy to

support the tourism and cultural sectors locally.

The service continues to strive to provide high quality services for all of the Borough’s

residents and visitors and is committed to continual improvement.

The Tourism and Leisure service plays a central role in the cultural life of

Scarborough Borough by providing services and leading the strategic development of

the cultural sector and local visitor economy. To achieve this, the Service works

closely with other Council services and external organisations regionally, subregionally

and locally.

HOW ARE WE DOING?

Sports/Leisure Facilities and Events

YEAR

2003 2005 2007

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

50.8 55.4 55

43


HEAD OF TOURISM & LEISURE

Museums and Galleries:

YEAR

2003 2005 2007

% Very/Fairly

Satisfied

Theatres/Concert Halls:

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

59.1 61.9 58%

YEAR

2003 2005 2007

% Very/Fairly

Satisfied

Parks and Open Spaces

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

54.1 60.5 53

YEAR

2003 2005 2007

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

72.8 75.2 76

Scarborough Average for North

Borough Yorkshire Authorities

Average for the Family Group Average for all Districts

Council 2006/2007 2006/2007 2006/2007

Indicator 2006/2007 Mean

Best

Best

Best

Rank Mean

Rank Mean

Quartile

Quartile

Quartile

Rank

The number of

BVPI visits to/usages

170a of museums per

1094

1126 1738 4/10 968 958 32/143

1,000 population

597 872 1/6

BVPI

170b

BVPI

170c

The number of

those visits that

were in person

per 1,000

population

The number of

pupils visiting

museums and

galleries in

organised school

groups

306 441 752 4/6 542 438 5/10 455 623 69/143

1994 1670 1821 2/6 4067 5979 5/10 3609 4213 68/143

ODPM User Satisfaction Survey (last undertaken in 2003/04)

44


HEAD OF TOURISM & LEISURE

Satisfaction with cultural and recreational facilities:

BVPI

119a

BVPI

119c

BVPI

119d

Scarborough Average for North

Average for the Family Group Average for all Districts

Borough Yorkshire Authorities

Council 2006/2007 2006/2007 2006/2007

Best

Best

Best

Indicator % 2006/2007 Mean

Rank Mean

Rank Mean

Rank

Quartile

Quartile

Quartile

Sport & leisure

55 59 63 4/7 59 61 12/16 60 65 173/238

facilities

Museums and

58 42 54 2/7 47 60 6/16 39 50 31/233

galleries

Theatres and

53 38 47 2/7 46 53 5/16 39 52 52/237

concert halls

45


HEAD OF TOURISM & LEISURE

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

(4,030) BEACH CHALETS (88,490) 82,720 (5,770)

329,690 BEACHES (68,830) 365,680 296,850

(162,280) CARAVAN SITES (312,980) 183,340 (129,640)

(123,600) CATERING (1,775,000) 1,564,430 (210,570)

18,500 CLIFF LIFTS (161,010) 133,610 (27,400)

240,500 COMMUNITY CENTRES (209,260) 449,140 239,880

56,770 COMMUNITY SPORTS (1,800) 60,300 58,500

1,551,920 ENTERTAINMENTS (627,100) 2,100,040 1,472,940

67,090 GRANTS 0 51,750 51,750

1,034,460 LEISURE TRADING (1,527,560) 2,532,490 1,004,930

963,500 MUSEUMS & ART GALLERY 0 910,570 910,570

47,640 OUTDOOR AMENITIES 0 31,790 31,790

39,390 PINDAR LEISURE CENTRE (90,670) 84,510 (6,160)

88,490 PLAY CENTRES 0 105,680 105,680

129,760 PROMOTING THE BOROUGH (14,420) 161,330 146,910

58,070 SEASONAL ATTRACTIONS (76,530) 134,810 58,280

(31,530) SUPPORT UNITS (582,650) 582,650 0

98,820 TOURISM DEPOTS 0 87,010 87,010

4,403,160 Sum: (5,536,300) 9,621,850 4,085,550

NET

£

46


HEAD OF TOURISM & LEISURE

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(5,875,560) INCOME & RECHARGES (5,536,300)

3,746,860 EMPLOYEES 3,226,940

1,776,230 PREMISES 1,667,430

2,300,500 SUPPLIES & SERVICES 2,414,650

51,940 TRANSPORT 45,960

278,280 PAYMENTS TO 3RD PARTIES 253,270

815,260 CAPITAL CHARGES 806,880

1,309,650 SUPPORT SERVICES 1,206,720

4,403,160 4,085,550

47


HEAD OF PLANNING

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 716,360 687,060 705,500

Corporately Controlled Budgets 363,090 373,140 383,450

Forecast Budget (Prior to Savings) 1,079,450 1,060,200 1,088,950

Less:

Budget/Efficiency Savings Target (47,240) (47,030) (45,050)

Proposed Approved Budget 1,032,210 1,013,170 1,043,900

SERVICE DESCRIPTION

DEVELOPMENT CONTROL

Within the framework of the Planning and Compulsory Purchase Act 2004 and other

legislation and regulations relating to spatial planning: processing planning

applications (and for trees, historic buildings) enforcement, appeals, pre-application

advice, searches, planning agreements, public and statutory agency consultation.

Reports to 17 Committees per annum. Web based public information system. 1,200

applications per annum.

FORWARD PLANNING

Within the legislative framework, the continuous development, review and

implementation of strategies, plans and projects relating to the future of the Borough

through plans, the delivery of sustainable, integration of land use and transport,

urban and rural regeneration, and the co-ordination of social, environmental and

economic issues through spatial plans. Preparation of the Local Development

Framework (e.g. Local Development Scheme, Core Strategy, Statement of

Community Involvement and Development Plan Documents). Supplementary

Planning Documents and Guidance, Planning Briefs, biodiversity plans, data and

research, strategic studies on growth, renewable energy, flood risk, affordable

housing, open space policies, regional planning and special projects (e.g. the A64).

Annual Monitoring Report and Sustainability

Appraisals and Parish Plans.

BUILDING CONTROL

The operation of the Building Regulations to ensure the safe design, construction and

condition of buildings, construction safety, skips, loadings, scaffolding and disabled

access.

The core function is to pass/reject plans for building work and enforcement. Means

of escape, licensing, street naming, searches, safety of sports grounds, SAP energy

ratings, the CDM Regulations and Health and Safety advice.

49


HEAD OF PLANNING

COORDINATION OF PLANS AND DEVELOPMENT

The Service plays a key role in the co-ordination of the Council’s strategies to ensure

spatial (“joined up”) planning. Integration of the Community Strategy and the LDF

with tourism, housing, economic development strategies etc. Key driver of the

Renaissance/Town Team process. Night Time Economy Strategy. Coordination of

Council development.

HOW ARE WE DOING?

• BV109: (major, minor, other) 8/13 week performance - on target, all categories

• BV106: since 1 January 2006 - Brownfield development on target

• BV204: Performance on Appeals against refusal of planning permission poor

• BV111: Customer Satisfaction - 75% - could be better

• Delegation: Approximately 90%, i.e. about the national average

• BV200a,b,c: LDF production - on target but possible future slippages due to

changing Government instructions and temporary loss of staff

• BV209a,b,c: Conservation Area Appraisals - started with 2 pa

• BV205: Good Practice Checklist including Pendleton criteria - Good

performance against this list, but improvements to multi-agency approach to

major development needed. Maximum score against the Pendleton criteria at

December 2005.

• Other comparisons : Applications and enforcement cases per officer higher

than average

: Refusal rates average

: Pre-application advice slower than desirable

: Good affordable housing policy (Audit Commission -

November 2006)

: Better Planning Services Standards (delivery through

technology) - ambitious IT programme underway

50


HEAD OF PLANNING

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

153,520 BUILDING CONTROL (6,000) 198,990 192,990

902,340 PLANNING (506,830) 1,346,050 839,220

0 SUPPORT UNITS 0 0 0

1,055,860 Sum: (512,830) 1,545,040 1,032,210

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(888,450) INCOME & RECHARGES (512,830)

1,436,960 EMPLOYEES 997,420

690 PREMISES 710

102,700 SUPPLIES & SERVICES 115,620

35,880 TRANSPORT 16,140

39,720 PAYMENTS TO 3RD PARTIES 41,490

15,610 CAPITAL CHARGES 16,080

312,750 SUPPORT SERVICES 357,580

1,055,860 1,032,210

51


HEAD OF ENGINEERING & HARBOURS

SERVICE AREA BUSINESS PLANS 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control (3,273,610) (3,526,230) (3,642,330)

Corporately Controlled Budgets 2,602,840 2,681,720 2,763,600

Forecast Budget (Prior to Savings) (670,770) (844,510) (878,730)

Less:

Budget/Efficiency Savings Target (140,130) (139,510) (133,620)

Proposed Approved Budget (810,900) (984,020) (1,012,350)

SERVICE DESCRIPTION

Ports

The Ports Business Unit manages and is responsible for the operation of the three

Ports of Scarborough, Whitby and Filey. Each of these facilities has its unique

characteristics which require careful custodianship and management. The Ports

Business Unit has a wide and varied customer base involving leisure, fishing and

commercial users. All three ports are at the heart of the respective towns and are

tourist destinations as well as working ports.

Projects and Procurement

The Projects and Procurement Business Unit ostensibly delivers the Council’s Flood

& Coastal Management/Defence function. It is, however, a versatile team which is

involved in a wide range of Civil and Municipal projects, ranging from high value and

profile schemes through to maintenance of coastal and harbour assets and

structures.

Traffic and Transportation

The Traffic and Transportation Business Unit provides a comprehensive range of

services in the transportation field, including management of parking demand, road

safety education, traffic engineering and management of the Council’s closed-circuit

television systems used for traffic management and community safety.

HOW ARE WE DOING?

The Service collects and maintains 25 Local Performance Indicators of which 75%

are currently in an upward direction of travel and 100% are on target.Business and

Corporate Plan progress is good and 75% of the Service’s Critical Success Factors

are either completed or are on target.

53


HEAD OF ENGINEERING & HARBOURS

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

354,990 C C T V (129,020) 472,940 343,920

1,116,780 COAST PROTECTION 0 1,364,030 1,364,030

49,020 ENVIRONMENTAL IMPROVEMENTS 0 50,980 50,980

15,850 ESTATE ROADS & BRIDGES 0 15,800 15,800

(13,830) HARBOURS SCARBOROUGH (561,640) 620,800 59,160

214,790 HARBOURS WHITBY (785,000) 951,640 166,640

13,520 HIGHWAYS AGENCY 0 5,540 5,540

123,630 LAND DRAINAGE 0 100,150 100,150

(2,870,950) PARKING-OFF STREET (4,167,080) 1,171,800 (2,995,280)

2,520 PARKING-ON STREET (964,400) 964,400 0

45,010 ROAD SAFETY (2,030) 49,550 47,520

53,950 ROAD TRANSPORT 0 30,640 30,640

(15,900) SUPPORT UNITS (1,479,630) 1,479,630 0

(910,620) Sum: (8,088,800) 7,277,900 (810,900)

NET

£

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(7,928,990) INCOME & RECHARGES (8,088,800)

2,324,090 EMPLOYEES 2,352,370

1,154,150 PREMISES 1,207,020

786,750 SUPPLIES & SERVICES 743,270

119,960 TRANSPORT 118,390

453,500 PAYMENTS TO 3RD PARTIES 401,690

775,020 CAPITAL CHARGES 904,270

1,404,900 SUPPORT SERVICES 1,550,890

(910,620) (810,900)

54


HEAD OF STREET SCENE

SERVICE AREA BUSINESS PLAN 2008-2009

BASE BUDGET PROJECTIONS

2008/09 2009/10 2010/11

Budgets under Head of Service Control 7,068,320 7,043,030 7,232,550

Corporately Controlled Budgets 1,254,340 1,295,560 1,338,720

Forecast Budget (Prior to Savings) 8,322,660 8,338,590 8,571,270

Less:

Budget/Efficiency Savings Target (208,320) (207,400) (198,650)

Proposed Approved Budget 8,114,340 8,131,190 8,372,620

SERVICE DESCRIPTION

Street Scene Services formulate in the main, areas of front line services provided by

Scarborough Borough Council.

The four business units within the Street Scene Services are:

• Highways Services

• Cleansing Services

• Parks and Countryside Services

• Transport and Vehicle Maintenance Services

All the above services (except Parks and Countryside Services) are based at Dean

Road Depot, Scarborough who also share this base with Property Services with

whom all Street Scene Services work closely.

Parks and Countryside Services are based at Manor Road Nurseries, Scarborough.

Cleansing Services and Parks and Countryside have premises in 2 Depot bases in

Whitby (Stakesby Road). Highways Services have 2 staff based at the Whitby

Offices in Skinner Street, Whitby.

At Dean Road Depot and Manor Road Nurseries there is based a small

administration unit, under the control of an office manager. This administration unit

consists of 8½ staff who are shared with Property Services.

Highways Services currently have 12 staff and 38 operatives.

Cleansing Services currently have 13 staff and 109 operatives with a further 36

operatives taken on in the summer season.

Parks and Countryside Services have 18 staff and 64 operatives and increase by up

to 30 operatives in the summer season.

Transport and Vehicle Maintenance Services have 2 staff with 2 operational team

leaders together with 10 operatives.

55


HEAD OF STREET SCENE

HOW ARE WE DOING?

Highways Services:- Highways Services are a very competitive unit producing good

surpluses to help the Councils Revenue Budgets. Highways Services act as Agents

to North Yorkshire County Council (NYCC) in the Scarborough Town Area and the

schedule of rates used by the service compare favourably with those used by

NYCC’s contractors in the rest of the County.

Unfortunately for the Council NYCC have recently indicated that they are to terminate

the Highways Agency Agreements with both Scarborough Borough Council and

Harrogate Borough Council. This decision is being strongly fought by both Councils,

however if it goes ahead (three years notice is required) than an action plan will have

to be prepared to deal with the implications as this would have an effect of over £1

million of savings needed by the Authority.

Cleansing Services:- Our performance on Street Cleaning has improved over recent

years and continues to do so, as does our customer satisfaction with the Refuse

Collection Service. The new Borough wide alternately weekly collection service of

recyclables/non recyclables which commenced in September last year has resulted

in a large increase in our recycling rates. This scheme means every household in

the Borough now has a two weekly doorstep recycling scheme which includes the

collection of garden waste, card, cardboard, plastic bottles, cans and paper. We

have also expanded out a number of mini recycling centres across the Borough and

concentrate on glass bottles, clothing etc at these new centres with the older centres

also being refurbished. Changes were made over the Christmas/New Year collection

arrangements to make this periods catch up arrangements much quicker to fall in line

with other bank holiday arrangements. (i.e collections caught up in same week). This

has been much appreciated by the public.

The trade waste services run by Cleansing Services has been very competitive in the

past with over 3000 customers, however a full review of this service is currently

taking place by the Service Performance Overview and Scrutiny Committee.

The Council is currently investing £200,000 on improvements to Attended Public

Conveniences which should all be completed early in 2008/09 financial year. The

Council operates 6 attended toilet facilities – and a further 36 unattended facilities

which is more than nearly all other local Authorities across the Country.

56


HEAD OF STREET SCENE

Listed below are the BVPI’s showing performance for the last financial year and the

current performances.

2006/07 2007/08

BVPI BVPI Definition

Cumulative

Final

Forecast Direction

at end of

Figure

Year End of Travel

Q2

% of household waste arisings which

82a (i) have been sent by the Authority for 9.05% 9.91% 14.00%

recycling.

82a (ii)

Total tonnage of household waste

arisings sent by the Authority for 4515.06 2252.76 7000.00

recycling.

82b (I)

% of household waste sent by the

Authority for composting or treatment 9.66% 15.04% 10.00%

by anaerobic digestion.

82b (ii)

Total tonnage of household waste sent

by the Authority for composting or 4820.38 3421.16 4500.00

treatment by anaerobic digestion.

84a

Number of Kgs of household waste

collected per head of population.

466.13 212.54 466.00

84b

Household waste collection (%

change)

-10.99% -11.93% 0.00%

86

Cost of household waste collection (per

household).

£44.27 Annual Annual

91a

% of households resident in the

authority's area served by kerbside 65.37% 65.37% 100.00%

collection of recyclables.

91b

% of households resident in the

authority's area served by kerbside

collection of at least two recyclables.

41.55% 41.55% 100.00%

199a

199b

199c

199d

218a

218b

% of relevant land and highways that is

assessed (under EPA 1990 Part IV Section

86) as having combined deposits of litter

and detritus that fall below an acceptable

level.

% of relevant land and highways from

which unacceptable levels of graffiti are

visible.

% of relevant land and highways from

which unacceptable levels of flyposting

are visible.

The year-on-year reduction in the total

number of incidents and increase in

total number of enforcement actions

taken to deal with 'fly-tipping' (Graded

1-4 with 1= best).

% of new reports of abandoned

vehicles investigated within 24hrs of

notification

% of abandoned vehicles removed

within 24 hours from the point at which

the authority is legally entitled to

remove the vehicle

2.00% 3.00% 3.00%

0.00% 1.00% 3.00%

0.00% 0.00% 0.00%

1.70% N/A N/A N/A

94.36% 84.38% 96.00%

61.10% 55.56% 68.00%

57


HEAD OF STREET SCENE

Parks and Countryside Services:- This service area has achieved great success with

the Friends Groups and with the formation of many “In Bloom” Groups (19 friends

groups and 9 In Bloom groups) and last year Whitby achieved a silver in the National

In Bloom Coastal Category whilst Scarborough won the Coastal Town Category and

Cayton the village category in the Yorkshire In Bloom Awards in 2007 and both now

go forward to National Entries in their respective categories in 2008.

The Parks and Countryside Service continues to have a high customer level of

satisfaction. The service are managing what is the largest wetland project in England

at Cayton/Seamer Carr. The service area has produced a Parks and Green Space

Strategy in the past twelve months and are currently in the process of going out for

consultation on a Trees and Woodland Strategy document.

Parks service have also managed the improvements that are currently taking place at

Royal Albert Park, Scarborough with Phase 1 completed and Phase 2 to commence

shortly (subject to funding being obtained). Parks have been successful in obtaining

Parks for People funding for the Stage 3 bid for vast improvements to Pannet Park in

Whitby which if successful in their bid with be a £2 million scheme to improve the

park. Falsgrave Park retained its “Green Flag” status in 2007 and will be hoping to

maintain it again in 2008 with further parks planned to obtain this “green flag” status

in the near future.

Transport and Vehicle Maintenance:- This service area is benchmarked by use of

National figures and shows our hourly rate for mechanics is low compared to the

private and other Authority sectors for vehicle maintenance works. MOT pass rates

for both large goods vehicles and smaller vehicles are also higher than that of the

national averages. Working shift patterns of the mechanics enable most of the

vehicle maintenance works to be done outside normal service operating times which

has resulted in savings for the Authority in hiring of vehicles to cover for vehicle

downtime and has been recognised by other Authorities as good working practice.

The Vehicle Inspectorate have said that Scarborough Transport Management

Service is a good example for other Authorities to follow. The Transport Manager

has recently assisted Ryedale District Council over their Transport Management

Service to enable them to improve their service arrangements.

This will be the last report of Street Scene Services as it ceases to exist from 1 April

2008 splitting the services into three new areas namely Highways Services and

Transport and Vehicle Maintenance Services going in Technical Services. Cleansing

Services going into Community Services and Parks and Countryside Services going

into Tourism and Culture Services. I would therefore like to thank the managers, staff

and operatives from each of my service areas for their hard work, dedication,

achievements and loyalty to both the Council, members of the public and visitors to

the area alike in helping their Council move forward with the aim of achieving

“Delivering Success” over the past 12 months and towards the future.

58


HEAD OF STREET SCENE

GENERAL FUND ESTIMATES 2008/09

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2008/09

EXPENDITURE

£

20,040 ABANDONED VEHICLES (3,510) 18,070 14,560

0 AGRICULTURAL ESTATES 0 0 0

115,490 CEMETERIES & CREMATORIA 0 120,570 120,570

81,680 COUNTRYSIDE MANAGEMENT (670) 82,840 82,170

147,680 DECORATIVE LIGHTING 0 152,120 152,120

48,830 ESTATE ROADS & BRIDGES 0 43,590 43,590

(110,720) FLEET OPERATIONAL ACCOUNT (3,256,230) 3,231,300 (24,930)

315,990 GROUNDS MAINTENANCE (3,782,660) 3,792,620 9,960

1,072,970 HIGHWAYS AGENCY (1,949,130) 2,927,990 978,860

(450,480) HIGHWAYS TRADING (3,494,130) 3,144,690 (349,440)

217,530 NON-HIGHWAYS LIGHTING 0 237,130 237,130

1,753,600 PARKS & COUNTRYSIDE (47,120) 1,864,720 1,817,600

69,430 PLAYING FIELDS (3,120) 84,450 81,330

752,260 PUBLIC CONVENIENCES (277,160) 979,730 702,570

44,700 RAINCLIFFE WOODS 0 51,360 51,360

103,890 RECREATION AREAS (1,950) 104,630 102,680

66,010 RECYCLING 0 76,830 76,830

2,715,530 REFUSE COLLECTION (4,220,930) 7,362,280 3,141,350

63,700 STORES (424,360) 409,030 (15,330)

739,410 STREET CLEANING 0 772,960 772,960

80,810 STREET SEATS & NAME BOARDS 0 118,400 118,400

22,650 TRANSPORT (91,250) 91,250 0

7,871,000 Sum: (17,552,220) 25,666,560 8,114,340

NET

£

59


HEAD OF STREET SCENE

CURRENT

ESTIMATE

2007/08

£

SUBJECTIVE ANALYSIS

ESTIMATE

2008/09

£

(16,897,140) INCOME & RECHARGES (17,552,220)

7,520,780 EMPLOYEES 7,911,630

5,114,180 PREMISES 5,249,190

3,078,760 SUPPLIES & SERVICES 3,262,700

4,196,190 TRANSPORT 4,495,560

2,768,540 PAYMENTS TO 3RD PARTIES 2,904,140

0 TRANSFER PAYMENTS 0

303,680 CAPITAL CHARGES 312,770

1,786,010 SUPPORT SERVICES 1,530,570

7,871,000 8,114,340

60


CORPORATE HEADS

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

CURRENT

ESTIMATE

2007/08

£

SERVICE

ESTIMATE

2008/09

£

1,634,290 AMORTISATION OF GOV GRANTS DEFERRED 1,683,320

0 CEP SAVINGS (500,000)

(5,020) CHIEF EXECUTIVE'S OFFICE 0

(1,300,680) DEFERRED CHARGES NET OF GOV GRANTS (1,339,710)

(4,607,370) DEP'N & IMPAIRMENT OF FIXED ASSETS (4,715,870)

(7,970) EASEMENTS/RELEASE OF COVENANTS (8,220)

(1,166,000) FRS 17 ADJUSTMENT (1,166,000)

7,130 GAINS/LOSS ON BORROWING 7,270

0 GENERAL FUND FINANCING 0

390,000 MRP 391,700

712,960 POLICY & RESOURCES ESTIMATES 947,910

126,530 SANDS PROJECT 110,540

1,040 STRATEGIC DIRECTOR CORPORATE SERVICES 0

(2,600) STRATEGIC DIRECTOR OF OPERATIONS 0

(4,217,690) (4,589,060)

61


PARISH PRECEPTS

The table below sets out the precept set by each Parish, along with a comparison of the

2007/08 precept and the resulting levy on a Band D property within the Parish area.

Precept

2008/09

£

Precept

2007/08

£

Parish Band

D Charge

£

Parish

Aislaby 1,814.00 1,695 12.87

Ayton East 10,500.00 10,500 16.74

Ayton West 7,000.00 5,500 18.72

Barnby etc 950.00 950 7.83

Borrowby etc 2,000.00 2,000 25.92

Brompton 12,790.00 10,620 59.85

Burniston 5,300.00 5,300 8.91

Cayton 24,832.00 22,500 28.89

Cloughton 2,600.00 2,600 8.64

Danby 9,000.00 9,000 13.05

Eastfield 35,000.00 30,000 23.58

Egton 2,827.00 2,627 13.68

Eskdaleside 16,781.00 16,781 16.38

Filey 89,880.00 84,000 32.13

Folkton 4,200.00 4,200 22.41

Fylingdales 6,380.00 6,380 9.63

Glaisdale 6,000.00 6,000 13.23

Goathland 3,000.00 2,644 13.50

Gristhorpe 5,650.00 5,115 23.67

Grosmont 1,796.00 1,633 12.33

Hackness 3,520.00 3,520 17.55

Hawsker 3,410.00 3,250 12.06

Hinderwell 17,059.10 13,735 20.52

Hunmanby 60,000.00 56,000 48.60

Hutton Buscel 4,700.00 4,200 32.13

Hutton Mulgrave 1,000.00 1,000 10.26

Irton 4,500.00 1,350 32.04

Lythe 1,995.00 1,995 9.45

Muston 3,900.00 2,900 29.88

Newby& Scalby 41,252.00 40,246 10.89

Newholm 500.00 500 4.86

Osgodby 5,395.00 5,040 10.35

Reighton 2,800.00 2,700 17.55

Seamer 7,000.00 7,000 4.59

Snainton 15,304.00 14,854 42.21

Sneaton 1,463.00 1,331 18.63

Staintondale 1,725.00 1,725 12.33

Whitby 153,500.00 148,000 30.60

Wykeham 1,750.00 1,500 16.56

TOTAL 579,073.10 540,891

63


PARISH MODEL AGREEMENTS

Footway

Lighting

Parks,

Playing

Fields and

Open Spaces

Roadside

Verges

Burial

Grounds and

Church

Yards

Public Seats

-

Maintenance

Public and

Bus Shelters

-

Maintenance

Public

Clocks -

Maintenance Admin Total

COUNCIL

AISLABY 0 412 426 55 250 0 130 159 1,432

AYTON EAST 0 1,969 1,174 317 138 96 0 462 4,156

AYTON WEST 0 2,312 0 201 222 16 0 344 3,095

BARNBY - MICKLEBY 0 0 455 0 127 0 0 73 655

BORROWBY - ROXBY 0 0 0 116 0 0 0 15 131

BROMPTON 0 84 942 593 116 42 265 255 2,297

BURNISTON 0 1,821 3,894 402 317 381 0 852 7,667

CAYTON 0 1,672 4,540 2,963 32 0 317 1,190 10,714

CLOUGHTON 0 2,127 868 170 212 53 0 429 3,859

DANBY 0 1,406 995 645 339 0 0 423 3,808

EGTON 0 719 805 127 339 84 0 259 2,333

ESKDALESIDE 0 1,028 1,076 96 257 265 95 352 3,169

FOLKTON 0 1,218 265 889 190 116 0 335 3,013

FYLINGDALES 0 1,228 423 1,026 741 529 0 493 4,440

GLAISDALE 0 402 445 127 477 0 0 181 1,632

GOATHLAND 0 423 635 0 677 127 0 233 2,095

GRISTHORPE 847 465 349 0 64 212 0 242 2,179

GROSMONT 0 270 280 265 339 0 0 144 1,298

HACKNESS 0 10 1,026 709 42 0 0 223 2,010

HAWSKER 0 1,905 360 465 159 180 0 384 3,453

HINDERWELL 0 699 106 6,985 942 127 84 1,118 10,061

HUNMANBY 0 3,842 10,160 180 1,058 477 190 1,988 17,895

HUTTON BUSCEL 0 613 148 138 74 0 0 121 1,094

HUTTON MULGRAVE 0 0 825 349 139 31 0 168 1,512

64


PARISH MODEL AGREEMENTS

COUNCIL

Footway

Lighting

Parks,

Playing

Fields and

Open Spaces

Roadside

Verges

Burial

Grounds and

Church

Yards

Public Seats

-

Maintenance

Public and

Bus Shelters

-

Maintenance

Public

Clocks -

Maintenance Admin Total

IRTON 0 0 64 0 106 84 0 32 286

LYTHE 0 0 847 138 0 64 0 131 1,180

MUSTON 0 328 286 805 159 116 328 253 2,275

NEWHOLM 0 159 159 0 116 0 0 54 488

REIGHTON 0 529 127 423 265 84 0 179 1,607

NEWBY& SCALBY 0 1,100 0 2,276 0 180 0 444 4,000

SEAMER 0 931 731 244 317 243 0 308 2,774

SNAINTON 0 963 1,174 910 286 96 10 430 3,869

STAINTONDALE 0 190 645 116 84 0 0 129 1,164

WYKEHAM 0 295 709 519 106 127 138 237 2,131

FILEY 0 0 0 7,112 6,150 1,079 0 1,793 16,134

Total 847 29,120 34,939 29,361 14,840 4,809 1,557 14,433 129,906

65


EMPLOYEE NUMBERS

The table below shows the Borough Council's full and part time employees as

at December 2007, by service area.

Service Area

Full Time

Employees

Part Time

Employees

Total

Chief Executive and Strategic Directors 3 0 3

Policy and Performance 5 1 6

Human Resources 13 6 19

Financial Services 119 19 138

Legal Services 26 4 30

Property Services 42 2 44

Marketing and Communications Services 27 28 55

Planning Services 39 4 43

Regeneration Services 20 4 24

Engineering and Harbour Services 75 9 84

Street Scene Services 287 4 291

Tourism and Leisure Services 75 358 433

Environmental Health Services 48 9 57

Administration Services 24 15 39

TOTAL 803 463 1266

The data includes all staff on the Payroll System. Employees in more than

one post are counted in their main employment only.

67


SUMMARY OF GROSS EXPENDITURE AND INCOME

2008/09

Gross

Expenditure

£000

Gross

Income

£000

Net

Expenditure

£000

Central Services to the Public 10,751 9,427 1,324

Democratic and Corporate Core 4,594 85 4,509

Environmental Health 8,001 3,205 4,796

Refuse Collection 5,312 2,094 3,218

Leisure and Culture 11,592 4,540 7,052

Housing Services 25,715 24,599 1,116

Planning 3,331 1,212 2,119

Highways, Roads and Transport

9,049 8,100 949

Services

Other Services 11,842 16,453 (4,611)

Budget Requirement 90,187 69,715 20,472

2007/08

Gross

Expenditure

£000

Gross

Income

£000

Net

Expenditure

£000

Central Services to the Public 10,374 9,073 1,301

Democratic and Corporate Core 4,316 78 4,238

Environmental Health 7,615 3,156 4,459

Refuse Collection 4,744 1,958 2,786

Leisure and Culture 12,151 4,772 7,379

Housing Services 25,217 24,146 1,071

Planning 3,888 1,741 2,147

Highways, Roads and Transport

7,292 7,085 207

Services

Other Services 13,148 16,882 (3,734)

Budget Requirement 88,745 68,891 19,854

69


CAPITAL PROGRAMME 2007/08 – 2010/11

Spend

to

31/03/0

7

Profile

2007/08 2008/09 2009/10 2010/11

Total

Cost

Building Prosperous Communities

Station Square Feasibility 25 25

Rotunda Museum Development 1,184 2,666 50 3,900

Whitby Upper Harbour 601 513 907 2,021

Green Lane Neighbourhood Centre 60 1,284 160 1,504

Spa Refurbishment - Reception completion 34 34

Shellfish Holding Facility (Whitby) 302 28 330

Scarb. Harb Feasibility 100 25 125

Marina On Shore Facilities 375 375

Lobster Hatchery Feasibility Study 25 25

Business Park 484 9,142 9,626

Creative Industries Centre Phases 1&2 2,192 2,908 5,100

Creative Industries Centre Phases 3&4 850 850

Sandside Environmental Improvements 1,288 1,088 2,376

Spa Technical Enhancements 1,603 20 1,623

Spa Building Refurbishment 2,000 113 2,113

Inner Harbour Pontoons 484 2 486

Shellfish Holding Facility Feasibility (Whitby) 25 3 28

Filey Caravan Site - Toilet Block 178 5 183

Whitby Beach Control Centre 193 107 300

Staithes Fishing Store 13 5 18

Total 10,305 19,108 1,195 434 0 31,042

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Healthy & Vibrant Communities

Evron Centre Concert Hall 94 94

Filey Multi Use Games Area 240 240

Bankside Play Area 60 60

Lottery Fund Play Facilities 115 115

Disabled Facilities/Home Renovation Grants 853 823 422 422 2,520

Energy Grants (RegHousPot07/08) 72 72 144

Energy Grants (RegHousPot06/07) 5 123 128

Whitby Skateboard Park 10 139 149

Filey Sports Facilities Grant 100 100

Rafters 16 82 98

Middle Deepdale Planning Application work 190 190

Total 31 1,559 1,404 422 422 3,838

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Safer & stronger communities

Eastfield Community Cafe 82 82

Digital system improvements - CCTV Centre 120 120

Upgrade of PNC3 System in CCTV Centre 54 54

Cemetery Safety 5 141 146

Total 5 256 141 0 402

71


CAPITAL PROGRAMME 2007/08 – 2010/11

Spend

to

31/03/0

7

Profile

2007/08 2008/09 2009/10 2010/11

Total

Cost

Creating Quality Environments

Glen & Crescent Gardens 160 160

Landslip at Crag Hall 100 100

Northstead shops parking bays 25 25

Public conveniences 50 50

Olivers Mount/The Mere Section 106 52 52

Royal Albert Park Phase 2 150 300 450

Royal Albert Park Phase 3&4 505 505 1,010

Pannett Park 829 829 1,658

Peasholm Park - Restoration Project 516 28 544

Royal Albert Park - Phase 1 1 214 215

Pannett Park Consultancy 1 189 190

Sainsbury's Park Improvement Scheme 160 160

St Nicholas Gardens Further Work 90 25 115

Ayton Castle Stone Repairs Phase 1 85 1 86

Ayton Castle Phase 2 84 84

Town Lighting 36 36

Green Flag (Revenue from Capital Resources) 10 10

Glen & Crescent Gardens Improvements 3 3

South Cliff/Holbeck Gardens Shelters 49 39 88

Total 742 939 2,021 1,334 0 5,036

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Improving the Council

Whitby Customer Service Centre 400 400

Dredger Pump 56 56

Disability Discrimination Act works 120 198 41 274 633

Town Hall Customer First Centre 1,068 9 1,077

Recycling : Alternate weekly collection 550 550

Recycling: Garden waste scheme 410 410

Recycling: Sites and stations 31 31

On line bookings 6 18 24

PowerPerfector 43 43

Total 1,194 1,259 497 274 0 3,224

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Asset Management

Spa repairs & floor replacement 100 206 142 448

Peasholm Lighting Columns 150 21 171

Whitby Pavillion Roof and Stone Restoration 110 107 217

Scarborough Market Roof and Stone Restoration 93 93

Scarborough Spa Energy Management 100 100

Unallocated Asset Mangement 348 547 895

South Cliff Lift 6 180 186

72


CAPITAL PROGRAMME 2007/08 – 2010/11

Scalby Viaduct 9 91 100

Whitby Spa Fire Alarm System 80 80

Scarb. Harbour - Steel Piling Inspection 2 48 50

Whitby Harbour - Steel Piling Inspection 5 73 78

Hanover Road Purchase 22 22

Total 122 850 466 455 547 2,440

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Vehicle & Equipment Replacement

Vehicles, Plant & Equipment 1,204 837 1,552 866 4,459

IT Replacement and Development 350 942 350 350 1,992

Total 0 1,554 1,779 1,902 1,216 6,451

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Invest to Save

Attended Toilet Improvements 190 190

St Thomas St William St Toilets Demolition 33 33

Video Conferencing 32 32

Filey TIC/Cash Office Amalgamation 30 30

LED Strip Lighting - Peasholm Park 14 14

Total 0 299 0 0 299

Spend

to

31/03/0

Profile

Total

7 2007/08 2008/09 2009/10 2010/11 Cost

Coast and Flood Protection and Repair

Filey flood remedial works 175 300 475

Robin Hoods Bay Coastal Defence Strategy 30 91 121

Whitby Coastal Defence Strategy - Phase 2 150 169 319

NECAG Strategic Coastal Monitoring 2007-08 12 314 326

NECAG Strategic Coastal Monitoring 08-11 650 420 340 1,410

East Pier, Castle Headland & The Holms 52,003 153 52,156

Shoreline Management Plan Review 288 15 303

Scalby Ness Strategy 344 344

Scarborough Strategy: Holbeck to Scalby Mills 114 19 133

Strategic Coastal Monitoring 20 20

Total 52,749 574 1,524 420 340 55,607

Total all 65,148 26,398 9,027 5,241 2,525 108,339

Schemes anticipated to be complete by 31/3/2008

New schemes proposed in this Strategy are in italics

73


www.scarborough.gov.uk

Scarborough Borough Council

Town Hall

St Nicholas Street

Scarborough

North Yorkshire

YO11 2HG

tel: 01723 232323

website: www.scarborough.gov.uk

Designed by PrintPlus • Scarborough Borough Council • 01723 232328

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