Budget Book 2007/08 - Scarborough Borough Council

scarborough.gov.uk

Budget Book 2007/08 - Scarborough Borough Council

Scarborough

Borough Council

Budget

2007 - 2008


CONTENTS

Foreword 1

The Budget Process 3

Revenue Plan 2007-2012 4

Revenue Financing and Expenditure 5

Capital Financing and Expenditure 6

Council Tax 7

Summary of Net Budgets 8

Budget Analysis

Head of Policy and Performance 9

Head of Human Resources 12

Head of Finance 15

Head of Legal 18

Head of Property 21

Head of Marketing 24

Head of Environmental Health 28

Head of Regeneration 32

Head of Tourism and Leisure 35

Head of Planning 39

Head of Engineering and Harbours 42

Head of Street Scene 44

Corporate Heads 49

Parish Precepts 50

Parish Model Agreements 51

Employee Numbers 54

Summary of Gross Expenditure and Income 55

Capital Programme 56


FOREWORD

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

the Council’s budgeted spending and financing for 2007/08.

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 our 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

• £838,620 pay and price inflation across all services

• £46,000 for the revenue implications of the capital programme

• £320,000 for the expansion of the kerbside recycling scheme

• £10,000 funding directed to the refuse service in association with the increase

in properties in the Borough

• £120,000 for the Creative Industries Centre

• £50,000 for the Museums Trust

• £5,500 for Whitby Skate Park

Extra Resources for Capital Investment into Priority Areas

The following schemes have been included in the Capital Programme

• £174,000 for upgrading CCTV equipment

• £850,000 for Phase 3 of the Creative Industries Centre

• £500,000 for Marina Onshore Facilities

• £25,000 for a Lobster Hatchery Feasibility Study

• £400,000 for Discretionary Housing Grants


FOREWORD

• £1,560,000 for Pannett Park

• £1,010,000 for Royal Albert Park Phases 3 and 4

• £23,000 for Glen and Crescent Gardens

• £991,000 for the Expansion of the Recycling Scheme

Savings

Heads of Service have identified efficiency and other savings of £1,057,000. Further

corporate savings of £117,790 have been identified making the total savings included

within the budget £1,174,790.

Revenue Financing and Expenditure

The Council’s budgeted gross expenditure for the 2007/08 financial year totals

£90.02 million and its gross income, excluding Government Support Grants and

Council Tax, is £70.17, resulting in net operating expenditure of £19.85 million.

Council Tax

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

of Council Tax of £3.7%. The Band D charge relating to the Borough Council element

has increased from £185.77 to £192.65.


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

08/09 developed

Nov – Dec

Sept - Oct

• Finance settlement

• Consultation

• Review service risks

• Review priorities – local

and national

• Detailed budget

preparation

• Cashflow forecast

• Member presentation

• Efficiency proposals

reviewed

• Review of reserves

• Financial Plan updated

• Priorities/Commitments

reviewed


REVENUE PLAN 2007-2012

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

availability for the next five years.

Revenue Plan 2008-2012

24.00

23.00

Available Resources

Resources Required

£m

22.00

21.00

20.00

19.00

2008/09 2009/10 2010/11 2011/12

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

Budget Variations

Anticipated

2008/09

£000

2009/10

£000

2010/11

£000

2011/12

£000

Pay and Price Inflation 934 964 979 992

Meeting Priorities 298 - - -

Corporate Commitments 400 350 250 250

Capital Implications 71 20 20 20

Provision for Growth - - - -

Contingency Sum - 300 350 350

Increase in Financing (555) (490) (502) (515)

The Funding Gap 1,148 1,144 1,097 1,097

Bridging the Gap

Efficiency Savings (585) (619) (700) (700)

Other Savings (563) (525) (397) (397)

Total (1,148) (1,144) (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.


REVENUE FINANCING AND EXPENDITURE

Revenue Expenditure

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

Council for 2007/08

Central Services to the Public £9.49 million

Democratic and Corporate Core £3.05 million

18%

11%

3%

Environmental Health £8.85 million

8%

10%

Refuse Collection £4.50 million

Leisure & Culture £11.93 million

4%

5%

Housing Services £24.81 million

28%

13%

Planning £3.75 million

Highways, Roads & Transport Services £7.31

million

Other Services £16.34 million

Revenue Financing

The chart below shows the major sources of revenue financing

Revenue Support Grant from the Government

£11.96 milion

1%

14%

13%

9%

Council Tax Payers £7.90 million

Fees and Charges £23.44 million

Government Grants £33.63 million

37%

26%

Interest and Investment Income £0.86 million

Other Income £12.24 million


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

Cultural & Heritage £3.25m

Recreation & Sport £1.46m

5%

7% 1% 9%

11%

5%

Economic Development £14.07m

Highways £0.60m

Open Spaces £3.46m

Environmental Health £1.36m

12%

2%

48%

Housing £2.12m

Community Safety £0.17m

Equipment Replacement &

Improvement £2.60m

Sources of Finance

Yorkshire Forward £2.80m

Government Grant £0.82m

35%

10%

3%

24%

Private Sector/Other £7.02m

European Structural Funds £5.72m

Lottery £2.32m

8%

20%

Capital Receipts & Earmarked

Reserves £10.42m


COUNCIL TAX

Based on a Council Tax rate of £1,377.63 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

2006/07

Rate

£

2007/08

Rate

£

A Up to £40,000 6/9 879.46 918.42

B £40,000 to £52,000 7/9 1,026.03 1,071.49

C £52,001 to £68,000 8/9 1,172.61 1,224.55

D £68,001 to £88,000 9/9 1,319.18 1,377.63

E £88,001 to £120,000 11/9 1,612.33 1,683.77

F £120,001 to £160,000 13/9 1,905.47 1,989.91

G £160,001 to £320,000 15/9 2,198.64 2,296.05

H Over £320,000 18/9 2,638.36 2,755.26

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

2005/06 £857.45 £176.00 £52.58 £180.36 £1,266.39

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

% Increase 4.90% 3.00% 3.89% 3.70% 4.43%


SUMMARY OF NET BUDGETS

The tables below summarise the net budget by Head of Service

2007/08

HEAD OF SERVICE

BUDGETS

UNDER HEAD CORPORATELY

OF SERVICE

CONTROL

£

CONTROLLED

BUDGETS

£

SAVINGS

£

NET BUDGET

£

Head of Policy & Performance 337,170 1,924,750

(8,520) 2,253,400

Head of Human Re sources 485 ,540 (488,900)

(18,000) (21,360)

Head of Finance 4,000 ,400 (673,550)

(188,020) 3,138,830

Head of Legal 1,717,400 (726,910)

(63,210) 927,280

Head of Property (975,450) 414,740 (44,430) (605,140)

Head of Marketing 1,020,190 100,320 (48,600) 1,071,910

Head of Environmental Health 1,146,250 435,100 (85,970) 1,495,380

Head of Regeneration 498,570 136,930 (17,010) 618,490

Head of Tourism & Leisure 1,782,170 2,521,860 (242,900) 4,061,130

Head of Planning 767,940 354,460 (45,050) 1,077,350

Head of Engineering & Harbours (2,975,040) 3,711,620 (96,290) 640,290

Head of Street Scene 6,704,370 1,281,820 (199,000) 7,787,190

Corporate Heads 0 (2,590,480) 0 (2,590,480)

TOTAL 14,509,510 6,401,760 (1,057,000) 19,854,270

2007/08

HEAD OF SERVICE INCOME &

RECHARGES EXPENDITURE NET BUDGET

£

£

£

Head of Policy & Performance (219,090) 2,472,490 2,253,400

Head of Human Resources (713,330) 691,970 (21,360)

Head of Finance (38,668,640) 41,807,470 3,138,830

Head of Legal (1,935,350) 2,862,630 927,280

Head of Property (4,653,690) 4,048,550 (605,140)

Head of Marketing (862,860) 1,934,770 1,071,910

Head of Environmental Health (2,904,400) 4,399,780 1,495,380

Head of Regeneration (770,410) 1,388,900 618,490

Head of Tourism & Leisure (5,783,580) 9,844,710 4,061,130

Head of Planning (887,630) 1,964,980 1,077,350

Head of Engineering & Harbours (7,854,410) 8,494,700 640,290

Head of Street Scene (16,632,410) 24,419,600 7,787,190

Corporate Heads 0 (2,590,480) (2,590,480)

TOTAL (81,885,800) 101,740,070 19,854,270

* Corporately controlled budgets include Contributions to Funds, Rates, Capital Charges and Support

Services charges and recharges. These corporate budgets are deemed to be beyond individual Heads

of Service control and, therefore, are shown separately in the Tables.


HEAD OF POLICY & PERFORMANCE

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 337,170 339,680 343,070

Corporately Controlled Budgets 1, 924,750 1,989,340 2,064,220

Forecast Budget (Prior to Sav ings) 2,261,920 2,329,020 2,407,290

Less:

Budget/Efficiency Savings Target (8,520) (9,050) (9,580)

Proposed Approved Budget 2,253,400 2,319,970 2,397 ,710

SERVICE DESCRIPTION

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

improving the ov erall performance, economy, efficiency & effectiveness of the

Council and its services.

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

and priorities se t out in the Corporate Plan, especial ly Aim 5 “Improving the Council”.

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

provide value for m oney 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 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 Assessme nt (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 in itiatives and insp ections including CPA, Best Value,

changes or developments in Government Policy including the Strong and

Prosperous Communities (Oct 2006) White Paper.

• 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.


HEAD OF POLICY & PERFORMANCE

• 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.

• Leading on specific projects for the Council such as Equality and Diversity.

HOW ARE WE DOING?

In 2006/07 there has been a notable improvement in service performance and over

the past twelve months there has been an increased focus on performance

management.

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

Council and has been recognised in both the draft Audit Commission Affordable

Housing report (November 2006) and feedback from the recent Peer review by

representatives of the IDeA and Planning Advisory Service (November 2006).

The Audit Commission report said, “Most of the councils, particularly Harrogate and

Scarborough, have an embedded system of performance monitoring and

management, though performance management is weaker in Ryedale. Scarborough

has a clear golden thread, with priority given to affordable housing. Here, monitoring

information on affordable housing is integrated into one performance report for the

housing management team” (Paragraph 122 Page 32)

The Planning Services Peer Review reported that strengths in corporate

highlighted included:

PM

o Good corporate processes

o Good performance culture in organisation

o Good relationship between corporate centre and services


HEAD OF POLICY & PERFORMANCE

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

1,163,580 CORPORATE MANAGEMENT * 0 1,293,740 1,293,740

1,218,870 DEMOCRATIC REPRESENTATION 0 959,660 959,660

(1,820) SUPPORT UNITS (219,090) 219,090 0

2,380,630 Sum: (219,090) 2,472,490 2,253,400

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(222,820) INCOME & RECHARGES (219,090)

260,150 EMPLOYEES 261,990

350 PREMISES 0

59,760 SUPPLIES & SERVICES 52,660

2,480 TRANSPORT 3,280

10,610 PAYMENTS TO 3RD PARTIES 10,900

0 CAPITAL CHARGES 0

2,270,100 SUPPORT SERVICES 2,143,660

2,380,630 2,253,400

* Includes Corporate Management Support, Best Value, Head of Policy and Performance and

CPA


HEAD OF HUMAN RESOURCES

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 485,540 483,230 481,280

Corporately Controlled Budgets (488,900) (505,310) (524,330)

Forecast Budget (Prior to Savings) (3,360) (22,080) (43,050)

Le ss:

Budget/Efficiency Savings Target (18,000) (19,410) (19,320)

Proposed Approved Budget (21,360) (41,490) (62,370)

SERVICE DESCRIPTION

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

provision of employment practices, which sup ports and aligns its elf to the Cou ncil’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 relations and legislation,

employee performance, welfare, health and safety and organisational review. In

addition the service provides in house training and development programmes,

facilities and advice through the Learning Resource Centre.

The HR service measures its performance against the requirements of the

Department for Communities and Local Government. The service is also reviewing

recruitment procedures and advertising media in order to meet the requirements of

E-Government and address Diversity issues within the Council’s Services and Staff

establishment.

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. This will be

s upported through implementation of the new Workforce Development Plan which

will be linked with the Corporate Plan, Services Business Plans and the Council’s

medium term financial plan.

Working with the North Yorkshire Improvement Partnership will provide the basis for

developing skills and competencies for our Managers and Members.

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

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

the current year is on course for further significant reductions in costs. This has been

largely due to the Service scrutinising service requests for new posts and making a

conscious decision to reduce press advertising, by directing more applicants to the


HEAD OF HUMAN RESOURCES

Council’s website. The provision of online application facilities through becoming a

member of the North Yorkshire Recruitment Partnership and helping to develop the

North Yorkshire Together website which has also led to significant improvement in

facilities and in widening access to Council vacancies.

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

year, and the Service is currently reviewing its Occupational Heal th Contract with a

view to introducing initiatives to achieve further improvements.

The Organisation and Review Team have undertake n a number of significant reviews

of systems and Services, including the Planning Service and Car

Allowances, and

reviewing invoicing procedures and identified significant cost and efficiency savings

for the Council. The team has also provided an important role in assisting with the

Human Resources aspects of Service Transformation and Value For Money.

A new corporate induction training day has also been approved and the Service is

also working closely with Financial Services in procuring a new Payroll/HR System

which will further help to improve capacity within Services and lead to improvements

in the provision of management information.


HEAD OF HUMAN RESOURCES

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

(6,670) LEARNING RESOURCES (129,540) 108,180 (21,360)

13,490 SUPPORT UNITS (583,790) 583,790 0

6,820 Sum: (713,330) 691,970 (21,360)

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(681,860) INCOME & RECHARGES (713,330)

488,890 EMPLOYEES 521,490

15,210 PREMISES 280

76,330 SUPPLIES & SERVICES 70,220

7,340 TRANSPORT 7,110

28,590 PAYMENTS TO 3RD PARTIES 18,160

4,430 CAPITAL CHARGES 1,930

67,890 SUPPORT SERVICES 72,780

6,820 (21,360)


HEAD OF FINANCE

SERVICE AREA BUSINESS PLAN 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 4,000,400 4,060,310 4,128,600

Corporately Controlled Budgets (673,550) (696,150) (722,350)

Forecast Budget (Prior to Savings) 3,326,850 3,364,160 3,406,250

Le ss:

Budget/Efficiency Savings Target (188,020) (197,110) (196,240)

Proposed Approved Budget 3,138,830 3,167,050 3,210,010

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 Fin ancial 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 (54,000

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)


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 a s 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 (2005/2006 figures)

• 120 authorities participate

• Cost of collection per dwelling £13.01, against an average of £16.01 (best

quartile)

• % paying by direct debit 66.4%, against an average of 59.7% (best quartile)

• In year collection rate 97.3%, against an average 96.6% (second quartile)

• Sick days per employee 7.2, against an average of 12.5 (second quartile)

Benefits (2005/2006)

• 113 authorities participating

• Gross cost per live case £67.00, average £76.40

• Net cost per live case £24.20, average £28.90

• Speed of processing claims 27.7 days, average 34

• Sick days per employee 7.9, average 11.0

days

Information Technology

• Currently undertaking internal value for money review

• Looking to join SOCITM benchmarking next year to provide a baseline

• Discussing benchmarking regionally with other districts

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

• A questionnaire was despatched to Heads of Service about the quality of the

accounting service. The responses were very positive. A similar exercise is

planned for 2007

with all budget holders.


HEAD OF FINANCE

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

857,020 CASH MANAGEMENT (851,620) 1,762,170 910,550

1,506,410 CONCESSIONARY FARES 0 1,579,280 1,579,280

82,840 AREA COMMITTEES 0 84,520 84,520

737,730 CORPORATE MANAGEMENT * (2,600) 564,220 561,620

94,550 GRANTS 0 95,630 95,630

883,970 HOUSING BENEFITS (23,830,700) 24,452,050 621,350

831,830 LOCAL TAXATION (7,956,480) 8,808,220 851,740

(1,209,260) NON DISTRIBUTABLE COSTS 0 (1,036,820) (1,036,820)

(5,150) PRIVATE SECTOR HOUSING (5,530) 1,200 (4,330)

( 653,920) RESIDUAL HOUSING 0 (524,710) (524,710)

38,040 SUPPORT UNITS (6,021,710) 6,021,710 0

3,164,060 Sum: (38,668,640) 41,807,470 3,138,830

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(38,523,670) INCOME & RECHARGES (38,668,640)

3,795,940 EMPLOYEES 4,060,910

92,600 PREMISES 114,500

905,570 SUPPLIES & SERVICES 707,050

53,960 TRANSPORT 56,130

2,012,270 PAYMENTS TO 3RD PARTIES 2,034,910

31,000,670 TRANSFER PAYMENTS 31,622,120

101,570 CAPITAL CHARGES 39,900

3,725,150 SUPPORT SERVICES 3,171,950

3,164,060 3,138,830

* Includes corporate insurances, audit fees and bank charges


HEAD OF LEGAL

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 1,717,400 1,709,700 1,705,300

Corporately Controlled Budgets (726,910) (751,300) (779,580)

Forecast Budget (Prior to Savings) 990,490 958,400 925,720

Le ss:

Budget/Efficiency Savings Target (63,210) (66,260) (65,970)

Proposed Approved Budget 927,280 892,140 859,750

SERVICE DESCRIPTION

The Service is based within the Town Hall and employs 54 people within six business

units. The Service has an overall budget of

Employee Service Description

numbers

Head of

2 Strategic Lead

Service/Practic

e Manager

Legal Services 9 The unit has two

Business Unit

functional areas

Commercial &

Property and

Litigation &

Regulation

Procurement 4 The unit has two

Services

functional areas

Business Unit

Procurement and

Stores Management

Democratic

9(10) The has four

Services

functional areas:

Business Unit

Democracy

development,

Electoral &

Regulation,

Scrutiny & Audit and

Civic

Print Plus 6 The unit has three

Business Unit

functional areas:

Print, Design and

Print Procurement

Secretarial

5 The unit has one

Support

functional area, the

Business Unit

delivery of secretarial

support to 8 service

areas


HEAD OF LEGAL

Administrative 15 The unit has three

Business Unit

functional areas: (a)

Document

Administration and

(b) Recruitment and

Invoice Management

and

(c) Land Charges

Administrative 3

(Land Charges)

Business Unit

Total: 54


HEAD OF LEGAL

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

32,720 CORPORATE MANAGEMENT * 0 34,700 34,700

624,440 DEMOCRATIC REPRESENTATION 0 616,730 616,730

179,470 ELECTORAL SERVICES (1,150) 238,370 237,220

77,300 LOCAL LAND CHARGES (224,780) 263,410 38,630

(23,660) SUPPORT UNITS (1,709,420) 1,709,420 0

890,270 Sum: (1,935,350) 2,862,630 927,280

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(2,054,860) INCOME & RECHARGES (1,935,350)

1,280,950 EMPLOYEES 1,353,970

200 PREMISES 200

866,760 SUPPLIES & SERVICES 837,340

19,240 TRANSPORT 20,170

37,570 PAYMENTS TO 3RD PARTIES 38,250

40,930 CAPITAL CHARGES 15,450

699,480 SUPPORT SERVICES 597,250

890,270 927,280

* Includes Community Legal Services and Information Access


HEAD OF PROPERTY

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control (975,450) (904,100) (762,450)

Corporately Controlled Budgets 414,740 428,660 444,790

Forecast Budget (Prior to Savings) (560,710) (475,440) (317,660)

Le ss:

Budget/Efficiency Savings Target (44,430) (46,570) (46,370)

Proposed Approved Budget (605,140) (522,010) (364,030)

SERVICE DESCRIPTION

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

property lifecycle are managed and monitored profession ally. 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.

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


HEAD OF PROPERTY

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 t he value of t he rent roll. If this is

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

negotiated rental income has consis tently exceeded the general level of inflation and

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

that has been undertaken.

C apital 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 Coun cil’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.


HEAD OF PROPERTY

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

(92,480) ADMINISTRATIVE BUILDINGS (463,580) 471,330 7,750

(21,530) AGRICULTURAL ESTATES (128,070) 27,020 (101,050)

3,530 ALLOTMENTS (4,640) 15,280 10,640

(19,330) INDUSTRIAL UNITS (150,120) 127,640 (22,480)

(39,910) MARKETS (241,550) 142,480 (99,070)

37,770 PROPERTY FILEY (108,350) 142,120 33,770

332,310 PROPERTY SCARBOROUGH (755,820) 266,190 (489,630)

22,040 PROPERTY WHITBY (173,020) 122,120 (50,900)

3,800 PUBLIC CLOCKS & FOUNTAINS 0 24,690 24,690

53,440 SUPPORT UNITS (740,940) 740,940 0

(2,750) TRADING-PROPERTY SERVICES (1,887,600) 1,968,740 81,140

276,890 Sum: (4,653,690) 4,048,550 (605,140)

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(6,317,750) INCOME & RECHARGES (4,653,690)

2,024,410 EMPLOYEES 1,351,860

767,020 PREMISES 674,590

1,235,870 SUPPLIES & SERVICES 834,870

267,760 TRANSPORT 105,800

77,990 PAYMENTS TO 3RD PARTIES 84,650

1,165,960 CAPITAL CHARGES 59,840

1,055,630 SUPPORT SERVICES 936,940

276,890 (605,140)


HEAD OF MARKETING

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 1,020,190 1,004,190 989,050

Corporately Controlled Budgets 100,320 103,690 107,590

Forecast Budget (Prior to Savings) 1,120,510 1,107,880 1,096,640

Le ss:

Budget/Efficiency Savings Target (48,600) (51,020) (50,790)

Proposed Approved Budget 1,071,910 1,056,860 1,045,850

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

• Museums 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 an d 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


HEAD OF MARKETING

local residents to inward investors and support the promotion of Borough

Council services.


Rotunda Museum and Museums & Galleries Marketing

Project marketing focuses on t he redevelopment of the Rotunda and the

activity relating to the development of Scarborough Museum a nd Gallery in the

current Art Gallery building. The Museums Project Officer works closely with

stakeholders to develop marketing and communications

activity which will

support the full range of fundraising, marke ting and audience development

activity required through the development an d implementa tion stages of the

Rotunda project.


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.

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.


HEAD OF MARKETING

• The district-wide Tourism Bureau telephone Contact Centre.

• The Discov eryorkshirecoast 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.


Customer First

Customer First is a relatively new service which 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.

HOW ARE WE DOING?

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

comparisons

with other local authorities.


HEAD OF MARKETING

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

611,730 CORPORATE MANAGEMENT * 0 642,780 642,780

564,130 PROMOTING THE BOROUGH (625,140) 1,054,270 429,130

0 SUPPORT UNITS (237,720) 237,720 0

1,175,860 Sum: (862,860) 1,934,770 1,071,910

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(788,760) INCOME & RECHARGES (862,860)

946,540 EMPLOYEES 999,680

45,830 PREMISES 46,860

560,550 SUPPLIES & SERVICES 555,390

8,660 TRANSPORT 8,120

16,010 PAYMENTS TO 3RD PARTIES 16,430

38,000 CAPITAL CHARGES 17,140

349,030 SUPPORT SERVICES 291,150

1,175,860 1,071,910

* Includes Customer First and Communications


HEAD OF ENVIRONMENTAL HEALTH

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 1,146,250 1,095,860 1,043,580

Corporately Controlled Budgets 435,100 449,700 466,630

Forecast Budget (Prior to Savings) 1,581,350 1,545,560 1,510,210

Le ss:

Budget/Efficiency Savings Target (85,970) (90,130) (89,730)

Proposed Approved Budget 1,495,380 1,455,430 1,420,480

SERVICE DESCRIPTION

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

which the Council has statutory responsibilities and all relate t o 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?

BVPI

62

BVPI

64

BVPI

183a

BVPI

183b

Scarborough Average for North

Borough Yorkshire Authorities

Average for the Family Group Average for all Districts

Council 2004/2005 2004/2005 2004/2005

Indicator 2004/2005 Mean

Best

Best

Best

Rank Mean

Rank Mean

Quartile

Quartile

Quartile

Rank

unfit private sector

dwellings made fit 2.47% 2.74% 4.07% 4/7 3.23% 4.00% 7/16 3.36% 4.00% 127/236

or demolished

private sector

vacant dwellings

that are returned 17.00 12.14 21.00 3/7 43.69 72.75 9/16 19.70 25 79/235

into occupation or

demolished

Length of stay in

bed and breakfast

accommodation

Length of stay in

hostel

accommodation

BVPI The number of

202 rough sleepers

BVPI The change in the

203 number of families

6.11 weeks

9.63 weeks

4.00

weeks

16.00

weeks

2.50 weeks 6/7

11.25

weeks

2/7

7.19

weeks

14.62

weeks

3.00 weeks 10/16 3.88 weeks 1 week 186/238

0.00 weeks 8/16

13.11

weeks

0 weeks 113/216

3 0.86 0.00 7/7 3.21 1.00 9/16 2.59 0 140/227

27.46% 37.38% 31.12% 2/7 41.49% 5.33% 10/16 13.27% -9.37% 175/229


HEAD OF ENVIRONMENTAL HEALTH

placed in

temporary

accommodation

Total tonnage of

BVPI household waste

82a arisings - %

recycled

BVPI % of waste sent for

82b composting

BVPI

84

BVPI

91

BVPI

166a

Kg of household

waste collected per

head

% of population

served by a

kerbside collection

of recyclables

Score against a

checklist of

enforcement best

practice for

environmental

health

6.58% 12.19% 14.48% 7/7 16.45% 18.12% 16/16 16.07% 19.37% 237/238

8.29% 7.60% 10.72% 4/ 7 4.83% 6. 83% 4/16 6.52% 10. 58% 79/234

450.37kg 426.37kg 390.05kg 5/ 7 411.37 kg 377.50 kg 14/16 412.45 kg 380. 63 kg 194/238

45.18% 73.27% 84.70% 7/7 87.78% 100.00% 16/16 92.04% 100.00% 236/L52

100.00% 87.74% 92.70% 1/7 78.45% 90.00% 1/16 82.02% 93.30% 1/237


HEAD OF ENVIRONMENTAL HEALTH

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMM ARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

143,110 ANIMAL WELFARE (7,690) 91,100 83,410

10,910 BURIAL O F DESTITUTE PERSON S (2,060) 10,

370 8,310

21,200 CARAVAN & CAMP SITE INSPECTION 0 19,760 19,760

59,880 CEMETERIES & CREMATORIA (679,760) 642,620 (37,140)

161,420 ENVIRONMENTAL PROTECTION (22,720) 167,960 145,240

7,850 FISH INSPECTION 0 8,550 8,550

154,690 FOOD SAFETY & HYGIENE 0 145,510 145,510

107,860 HEALTH & SAFETY AT WORK 0 98,460 98,460

244,500 HOMELESSNESS (188,690) 387,150 198,460

1,920 HOME SAFETY 0 2,790 2,790

(3,400) HOSTELS (23,250) 12,970 (10,280)

257,730 HOUSING ENABLING ACTIVITIES 0 174,780 174,780

107,190 LICENCES (165,320) 237,250 71,930

40,340 PLANNING CONSULTATION 0 40,820 40,820

3,540 PORT HEALTH ADMINISTRATION 0 4,380 4,380

424,350 PRIVATE SECTOR HOUSING (96,220) 499,910 403,690

97,360 PUBLIC HEALTH (3,580) 99,660 96,080

3,000 RECYCLING/WASTE STRATEGY 0 0 0

73,920 RODENT & PEST CONTROL (35,630) 105,750 70,120

(27,830) SUPPORT UNITS (1,542,000) 1,542,000 0

(24,380) TAXI/PRIVATE HIRE LICENSING (137,480) 107,990 (29,490)

1,865,160 Sum: (2,904,400) 4,399,780 1,495,380

NET

£


HEAD OF ENVIRONMENTAL HEALTH

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(2,848,700) INCOME & RECHARGES (2,904,400)

1,648,970 EMPLOYEES 1,700,990

446,550 PREMISES 408,850

270,030 SUPPLIES & SERVICES 261,550

73,640 TRANSPORT 76,750

423,510 PAYMENTS TO 3RD PARTIES 389,200

3,460 TRANSFER PAYMENTS 3,530

49,830 CAPITAL CHARGES 28,410

1,797,870 SUPPORT SERVICES 1,530,500

1,865,160 1,495,380


HEAD OF REGENERATION

SERVICE AREA BUSINESS PLAN 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 498,570 497,720 497,950

Corporately Controlled Budgets 136,930 141,520 146,850

Forecast Budget (Prior to Savings) 635,500 639,240 644,800

Less:

Budget/Efficiency Savings Target (17,010) (17,830) (17,750)

Proposed Approved Budget

618,490 621,410 627,050

SERVICE DESCRIPTION

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

in the Borough by improving job opportunities, increasing lev els 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

• Yorkshire and Humber Seafood Group


HEAD OF REGENERATION

• Town Centre Management

• Social Inclusion

• Training and Skills Development

• Neighbourhood Partnerships

• Neighbourhood Management


HEAD OF REGENERATION

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

90,970 COMMUNITY SAFETY (270,860) 367,290 96,430

32,030 COMMUNITY WORKERS (92,330) 90,360 (1,970)

29,170 CORPORATE MANAGEMENT * (20,500) 50,440 29,940

315,040 REGENERATION UNIT (102,670) 452,610 349,940

65,370 SRB TEAM (209,240) 274,630 65,390

35,710 URBAN RENAISSANCE (74,810) 123,780 48,970

45,790 YORKSHIRE COAST PARTNERSHIP 0 29,790 29,790

614,080 Sum: (770,410) 1,388,900 618,490

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(1,071,080) INCOME & RECHARGES (770,410)

810,830 EMPLOYEES 797,370

8,210 PREMISES 8,270

697,350 SUPPLIES & SERVICES 422,290

13,220 TRANSPORT 13,880

21,970 PAYMENTS TO 3RD PARTIES 16,310

4,900 CAPITAL CHARGES 0

128,680 SUPPORT SERVICES 130,780

614,080 618,490

* Includes Scarborough Borough Community Partnership


HEAD OF TOURISM & LEISURE

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 1,782,170 1,590,920 1,386,590

Corporately Controlled Budgets 2,521,860 2,606,490 2,704,590

Forecast Budget (Prior to Savings) 4,304,030 4,197,410 4,091,180

Le ss:

Budget/Efficiency Savings Target (242,900) (254,630) (253,500)

Proposed Approved Budget 4,061,130 3,942,780 3,837,680

SERVICE DESCRIPTION

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

tourism facilities within Scarborough Borough. These services include the Borough’s

leisure centres, sports development, Scarborough’s Museums and Art Gallery, the

Scarborough Spa complex and Whitby Pavilion, Conference Bureau and the running

of attractions including Atlantis Waterworld, Peasholm Park boating lake and resort

beaches. 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. Over the next

thre e years we are committed to implementing improvements across the service to

deliver enhanced satisfaction and wider participation in leisure activities by both

residents and visitors alike.

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 cu ltural 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

2000 2003 2005

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

46.9 50.8 55.4


HEAD OF TOURISM & LEISURE

Museums and Galleries:

YEAR

2000 2003 2005

% Very/Fairly

Satisfied

Theatres/Concert Halls:

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

52.7 59.1 61.9

YEAR

2000 2003 2005

% Very/Fairly

Satisfied

Parks and Open Spaces

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

54.1 54.1 60.5

YEAR

2000 2003 2005

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

% Very/Fairly

Satisfied

54.6 72.8 75.2

BVPI

170a

BVPI

170b

BVPI

170c

Scarborough Average for North

Borough Yorkshire Authorities

Average for the Family Group Average for all Districts

Council 2004/2005 2004/2005 2004/2005

Indicator 2004/2005 Mean

Best Best Best

Rank Mean

Rank Mean

Quartile

Quartile

Quartile

Rank

The number of

visits to/usages

of museums per

711.93 372 508.75 1/6 504.63 643.75 2/8 703.95 764 41/148

1,000 population

The number of

those visits that

were in person 424.28 304.5 466 3/6 426 394.75 2/8 357.66 454 42/147

per 1,000

population

The number of

pupils visiting

museums and

galleries in

1919 1104.83 1656 2/6 1285.63 1941.5 3/8 2842.82 3107.5 58/146

organised school

groups

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


HEAD OF TOURISM & LEISURE

Satisfaction with cultural and recreational facilities:

Scarborough Average for North

Average for the Family Group Average for all Districts

Borough Yorkshire Authorities

Council 2003/2004 2003/2004 2003/2004

Best

Best

Best

Indicator 2003/2004 Mean

Rank Mean

Rank Mean

Rank

Quartile

Quartile

Quartile

Sport & leisure

51% 53 .71% 54% 4/7 50.06% 52.75% 7/16 55.01% 60.25% 155/236

facilities

BVPI

119a

BVPI Museums and

119c galleries

BVPI Theatres and

119d concert halls

59% 41% 49% 1/7 44.18% 51.5% 1/11 40.94% 50% 16/180

54% 40% 50.5% 2/6 51% 56.25% 5/12 46.66% 56% 51/181


HEAD OF TOURISM & LEISURE

GENERAL FUND E STIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARG ES

£

ESTIMATE 2007/08

EXPENDITURE

£

(9,720) BEACH CHALETS (83,680) 80,910 (2,770)

397,350 BEACHES (66,830) 395,940 329,110

(132,940) CARAVAN SITES (347,560) 158,580 (188,980)

165,160 CATERING (1,635,250) 1,589,940 (45,310)

27,300 CLIFF LIFTS (197,520) 199,430 1,910

340,170 COMMUNITY CENTRES (231,340) 499,260 267,920

62,840 COMMUNITY SPORTS (2,810) 58,730 55,920

70,030 CONFERENCES (86,270) 133,000 46,730

1,325,660 ENTERTAINMENTS (545,740) 1,972,810 1,427,070

67,060 GRANTS 0 67,090 67,090

1,152,840 LEISURE TRADING (1,569,420) 2,406,490 837,070

799,850 MUSEUMS & ART GALLERY (43,090) 932,200 889,110

40,720 OUTDOOR AMENITIES 0 51,750 51,750

32,510 PINDAR LEISURE CENTRE (88,020) 127,490 39,470

151,650 PLAY CENTRES 0 115,770 115,770

90,810 PROMOTING THE BOROUGH (36,050) 121,230 85,180

36,580 SEASONAL ATTRACTIONS (254,200) 260,090 5,890

(26,900) SUPPORT UNITS (595,800) 595,800 0

88,280 TOURISM DEPOTS 0 78,200 78,200

4,679,250 Sum: (5,783,580) 9,844,710 4,061,130

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(6,126,990) INCOME & RECHARGES (5,783,580)

4,052,350 EMPLOYEES 3,718,290

1,859,250 PREMISES 1,655,670

2,148,000 SUPPLIES & SERVICES 2,318,560

57,930 TRANSPORT 52,640

285,070 PAYMENTS TO 3RD PARTIES 287,940

1,022,530 CAPITAL CHARGES 491,350

1,381,110 SUPPORT SERVICES 1,320,260

4,679,250 4,061,130


HEAD OF PLANNING

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 767,940 747,150 726,250

Corporately Controlled Budgets 354,460 366,350 380,140

Forecast Budget (Prior to Savings) 1,122,400 1,113,500 1,106,390

Le ss:

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

Proposed Approved Budget 1,077,350 1,066,260 1,059,360

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

advise, 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

impleme ntation of strategies, plans and projects relating to the fu ture 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 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 projec ts (e.g. the A64). Annual Moni toring

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, con struction 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.

COO RDINATION OF PLANS AND DEVELOPMENT


HEAD OF PLANNING

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: 8/13 week performance - on target, all categories

• BV106/204: (Major, minor, other) since 1 January 2006 - Brownfield

development and appeal record - on target



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(1): Good Practice Checklist - Good performance against this list, but

improvements to multi-agency approach to major development needed

• BV205(2): IT development - Maximum score against this at December 2005

but new ‘Parsol’ targets introduced May 2006. Considerable range of

improvements needed to meet this standard. Additional web information and

DIP needed.

• 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)


HEAD OF PLANNING

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

257,750 BUILDING CONTROL (397,370) 555,250 157,880

640,790 PLANNING (490,260) 1,409,730 919,470

0 SUPPORT UNITS 0 0 0

898,540 Sum: (887,630) 1,964,980 1,077,350

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(1,426,640) INCOME & RECHARGES (887,630)

1,377,180 EMPLOYEES 1,444,570

670 PREMISES 690

342,080 SUPPLIES & SERVICES 108,910

29,620 TRANSPORT 35,970

26,890 PAYMENTS TO 3RD PARTIES 39,720

4,410 CAPITAL CHARGES 9,170

544,330 SUPPORT SERVICES 325,950

898,540 1,077,350


HEAD OF ENGINEERING & HARBOURS

SERVICE AREA BUSINESS PLANS 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control (2,975,040) (3,174,390) (3,439,270)

Corporately Controlled Budgets 3,711,620 3,836,170 3,980,560

Forecast Budget (Prior to Savings) 736,580 661,780 541,290

Le ss:

Budget/Efficiency Savings Target (96,290) (140,130) (139,510)

Proposed Approved Budget 640,290 521,650 401,780

SERVI CE 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 does not have, at present, any best value performance indicators but

has drawn up a number of local performance indicators to ensure delivery of a value

for money service.


HEAD OF ENGINEERING & HARBOURS

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIM ATE 2007/08

EXPENDITURE

£

412,180 C C T V (125,270) 478,340 353,070

4,672,690 COAST PROTECTION 0 2,456,520 2,456,520

266,370 ENVIRONMENTAL IMPROVEMENTS 0 119,130 119,130

14,780 ESTATE ROADS & BRIDGES 0 15,850 15,850

128,740 HARBOURS SCARBOROUGH (700,380) 603,600 (96,780)

(139,350) HARBOURS WHITBY (1,410,980) 979,990 (430,990)

(17,200) HIGHWAYS AGENCY (10) 14,030 14,020

158,660 LAND DRAINAGE 0 128,200 128,200

(1,778,120) PARKING (3,151,110) 1,130,620 (2,020,490)

0 PARKING-ON STREET (936,300) 936,300 0

54,270 ROAD SAFETY (1,970) 48,510 46,540

60,550 ROAD TRANSPORT 0 55,220 55,220

66,220 SUPPORT UNITS (1,528,390) 1,528,390 0

3,899,790 Sum: (7,854,410) 8,494,700 640,290

NET

£

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(7,286,290) INCOME & RECHARGES (7,854,410)

2,128,960 EMPLOYEES 2,313,070

1,158,250 PREMISES 1,174,620

689,140 SUPPLIES & SERVICES 800,920

122,320 TRANSPORT 116,510

442,120 PAYMENTS TO 3RD PARTIES 407,850

5,244,110 CAPITAL CHARGES 2,265,630

1,401,180 SUPPORT SERVICES 1,416,100

3,899,790 640,290


HEAD OF STREET SCENE

SERVICE AREA BUSINESS PLAN 2007-2008

BASE BUDGET PROJECTIONS

2007/08 2008/09 2009/10

Budgets under Head of Service Control 6,704,370 6,998,670 7,045,930

Corporately Controlled Budgets 1,281,820 1,324,830 1,374,690

Forecast Budget (Prior to Savings) 7,986,190 8,323,500 8,420,620

Less:

Budget/Efficiency Savings T arget (199,000) (208,320) (207,430)

Proposed Approved Budget 7,787,190 8,115,180 8,213,190

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 S cene 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

con sists of 10½ staff who are shared with Property Services.

Highways Services currently have 13½ staff and 40 operatives.

Cleansing Services currently have 12 staff and 109 operatives with a further 36

operatives taken on in the summer season.

Parks and Countryside Services have 17 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 9 operatives and 2 apprentices.


HEAD OF STREET SCENE

HOW ARE WE DOING?

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

surplus to help the Councils Revenue Budgets. As agents to N orth Yorkshire County

Council the schedule of rates used by this service compare very favourably with

these used by the NYCC’s contractors fo r highways works as indeed with the rates

used by York and Hull City Council.

Cleansing Services:- Our performance on Street Cle aning has improved in recent

years and customer satisfaction with the Refuse Collection is high . Recycling in the

past has been low compared to other authorities, however this is to be addressed in

the coming 12 months. The trade waste service has been very competitive in the

past, however problems are arising with this service due to increasing tipping

charges for local authorities operating this type of service against the private sector.

The Council, despite closing a number of public conveniences over the past few

years still operate 46 of these facilities across the Borough which is higher than

nearly all other Local Authorities across the country.

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

current performances.

Best Value Performance Indicators

2005/06 2006/07

Final Figure

2005/06

Cumulative at

end of Q2

Forecast year Direction of

end travel

82ai

Total tonnage of household waste arisings - %

recycled

10.49% 7.71% 9.84%


82aii

Total tonnage of household waste arisings - tonnage

recycled

5882.43 1988 4639


82bi % of waste sent for composting 8.18% 12.58% 9.41%


82bii

Total tonnage of household waste arisings - tonnage

composted

4588.43 3244 4432.42


84a Kg of household waste collected per head 523.66 240.72 440


84b

Percentage change from the previous financial year in

the number of kilograms collected per head of the

population

86 Cost of waste collection per household £40.12 n/a

91a

Percentage of population resident in the Authority's

area served by a kerbside collection of recyclables.

16.27% n/a n/a


64.93% 64.93% 64.93%


91b

Percentage of households resident in the Authority's

area served by a kerbside collection of at least two

recyclables

41.44% 41.44% 41.44%


HEAD OF STREET SCENE

199a

199b

199c

The proportion of relevant land and highways as

defined under EPA 1990 Part IV Section 86

(expressed as a percentage) that is assessed as

having combined deposits of litter and detritus (eg,

sand, silt and other debris) across 4 categories of

cleanliness

The proportion of relevant land and highways

(expressed as a percentage) from which unacceptable

levels of graffiti are visible

The proportion of relevant land and highways

(expressed as a percentage) from which unacceptable

levels of fly-posting are visible

9 1% 2%


1 0% 0%


0 0% 0%


199d

218a

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' (grading 1-4, 1

best)

Percentage of new reports of abandoned vehicles

investigated within 24hrs of notification

Percentage of abandoned vehicles removed within 24

218b hours from the point at which the Authority is legally

entitled to remove the vehicle

2 n/a n/a

94.02% 91.10% 87.40%


61.54% 50.00% 50.44%


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

the Friends Groups and with the formation of many “In Bloom” Groups and have

helped to achieve great success at both Yorkshire and Humberside region and also

at National Level, cumulating in Scarborough winning the overall Coastal Category

winner at National Level in 2006 and Whitby winning the Yorkshire and Humberside

Coastal Category also in 2006 who now to go to National entry in 2007.

The Parks Service has a high customer level of satisfaction. Judges of the

Scarborough in Bloom entry stated that “Scarborough was an example for all other

Authorities to follow with extremely clean and tidy p ublic areas, excellent gardens

and p arks and great links with schools, volunteers and groups”.

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

nationals figures and shows our hourly rate for mechanics is low compared

to the

private and other Authority sectors and pass rat es for MOT’ s on large vehic les is

higher that the national averages. Working shift patterns of the staff to enable

maintenance works to be done outside normal servic e operating times have re sulted

in savings for the Authority in hir e of vehicles to cover service areas and has been

recognised by other Authorities as good working practice. The Ve hicle Inspectorates

have said that Scarborough Transport Management Service is a good example to

follow and currently Ryedale District Council are using this Servic es help to benefit

th eir service area.

All the above reads as if Street Scene Services are the perfect department which the

Service recognise we are not, and ongoing improvements/changes to the S ervice

area are taking place and procedures/methods of operating are revised on a regular

basis. I would like to thank the manag ers, staff an d operatives from each service

area for their hard work, dedication, achievements and loyalty to both the Council,

members of the public and visitors alike in helping their Council move forward with

the aim of achieving “Delivering Success” over the next 5 years and beyond.


HEAD OF STREET SCENE

GENERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

INCOME &

RECHARGES

£

ESTIMATE 2007/08

EXPENDITURE

£

6,040 ABANDONED VEHICLES (3,410) 23,600 20,190

94,460 COUNTRYSIDE MANAGEMENT (650) 84,310 83,660

126,760 DECORATIVE LIGHTING 0 136,270

136,270

54,810 ESTATE ROADS & BRIDGES 0 50,080 50,080

(95,990) FLEET OPERATIONAL ACCOUNT (2,864,950) 2,741,260 ( 123,690)

131,020 GROUNDS MAINTENANCE (3,673,900) 3,941,960 268,060

1,320,120 HIGHWAYS AGENCY (1,902,460) 2,988,190 1,085,730

(533,070) HIGHWAYS TRADING (3,507,510) 3,019,550 (487,960)

288,670 NON-HIGHWAYS LIGHTING 0 142,230 142,230

1,836,170 PARKS & COUNTRYSIDE (52,150) 1,919,050 1,866,900

62,280 PLAYING FIELDS (3,030) 65,050 62,020

926,230 PUBLIC CONVENIENCES (260,840) 1,008,280 747,440

81,550 RAINCLIFFE WOODS 0 44,700 44,700

109,080 RECREATION AREAS (1,890) 114,640 112,750

127,490 RECYCLING 0 57,910 57,910

2,194,220 REFUSE COLLECTION (3,881,210) 6,640,460 2,759,250

(98,380) STORES (389,500) 517,300 127,800

746,240 STREET CLEANING 0 739,410 739,410

90,370 STREET SEATS & NAME BOARDS 0 89,480 89,480

710 TRANSPORT (90,910) 95,870 4,960

7,468,780 Sum: (16,632,410) 24,419,600 7,787,190

NET

£


HEAD OF STREET SCENE

ESTIMATE

2006/07

£

SUBJECTIVE ANALYSIS

ESTIMATE

2007/08

£

(16,436,960) INCOME & RECHARGES (16,632,410)

7,295,120 EMPLOYEES 7,753,600

4,994,050 PREMISES 5,021,530

2,976,980 SUPPLIES & SERVICES 3,092,280

3,890,690 TRANSPORT 3,976,660

2,411,350 PAYMENTS TO 3RD PARTIES 2,527,210

300 TRANSFER PAYMENTS 0

684,510 CAPITAL CHARGES 288,740

1,652,740 SUPPORT SERVICES 1,759,580

7,468,780 7,787,190


CORPORATE HEADS

GE NERAL FUND ESTIMATES 2007/08

SERVICE SUMMARY

ESTIMATE

2006/07

£

SERVICE

ESTIMATE

2007/08

£

( 5,326,070) ASSET MANAGEMENT REVEN UE A/C

(145,530)

(677, 000) PENSIONS ADJUSTMENT (677,000)

6,990 GAINS/LOSS ON BORROWING 7,130

1,362,850 GOVERNMENT GRANTS WRITTEN DOWN 1,390,110

( 3,520,690) MRP ADJUSTMENT ( 3,462,350)

(54,610) GENERAL CORPORATE PROVISION * 305,130

(7,610) SALE OF LAND/BUILDINGS (7,970)

(24,050) SUPPORT SERVICES 0

(8,240,190) (2,590,480)

* General budgetary provisions that cannot be allocated to Heads of Service


PARISH PRECEPTS

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

2006/07 precept and the resulting levy on a Band D property within the Parish area.

Parish

Precept

2007/08

£

Precept

2006/07

£

Parish Band

D Charge

£

Aislaby 1,695 1,584 11.97

Ayton East 10,500 10,500 16.74

Ayton West 5,500 5,000 14.67

Barnby etc 950 850 7.83

Borrow by etc 2,000 1,500 25.92

Brompton 10,620 10,105 48.06

Burniston 5,300 5,300 9.09

Cayton 22,500 14,000 26.28

Cloughton 2,600 2,600 8.73

Danby 9,000 9,000 13.14

Eastfield 30,000 30,000 20.25

Egton 2,627 2,627 12.60

Eskdaleside

16,781 16,781 16.56

Filey 84,000 77,896 29.79

Folkton 4,200 4,200 22.50

Fylingdales 6,380 6,200 9.63

Glaisdale 6,000 9,900 13. 41

Goathland 2,644 1,644 11.52

Gristhorpe 5,115 3,500 21.51

Grosmont 1,633 1,633 10.89

Hackness 3,520 3,200 17.73

Hawsker 3,250 3,150 11.34

Hinderwell 13,735 12,623 16.38

Hunmanby 56,000 55,000 45.27

Hutton Buscel 4,200 4,000 29.16

Hutton Mulgrave 1,000 1,000 11.43

Irton 1,350 1,350 9.45

Lythe 1,995 1,995 9.18

Muston 2,900 2,700 22.77

Newby& Scalby 40,246 39,848 10.62

Newholm 500 500 5.13

Osgodby 5,040 4,800 9.54

Reighton 2,700 2,700 16.29

Seamer 7,000 7,000 4.50

Snainton 14,854 14,000 41.31

Sneaton 1,331 1,330 17.28

Staintondale 1,725 1,725 12.87

Whitby 148,000 128,000 29.97

Wykeham 1,500 1,500 14.13

TOTAL 540,891 501,241


PARISH MODEL AGREEMENTS

Footway

Lighting

£

Parks, Playing

Fields and Open

Spaces

£

Roadside

Verges

£

AISLABY 0 371

434

AYTON EAST 0 1,916 1,143

AYTON WEST 0 2,184

0

BARNBY - MICKLEBY 0 0

443

BORROWBY - ROXBY 0 0 0

BROMPTON 0 82

917

BURNISTON 0 1,772

3,790

CAYTON 0 1,627

4,419

CLOUGHTON 0 2,070

845

DANBY 0 453 968

EGTON 0 700

783

ESKDALESIDE 0 1,000

1,047

FOLKTON 0 1,185

258

FYLINGDALES 0 1,195

412

GLAISDALE 0 391

433

GOATHLAND 0 412

618

GRISTHORPE 824 453 340

GROSMONT 0 227

309

HACKNESS 0 10

999

HAWSKER 0 1,854

350

HINDERWELL 0 680

103

HUNMANBY 0 3,739

9,888

HUTTON BUSCEL 0 597

144

HUTTON MULGRAVE 0 0

803

IRTON 0 0 62

LYTHE 0 0

824

MUSTON 0 319

278

NEWHOLM 0 155 155

REIGHTON 0 515

124

NEWBY& SCALBY 0 1,071

0

SEAMER 0 906 711

SNAINTON 0 937 1,143

STAINTONDALE 0 185

628

WYKEHAM 0 288 690

FILEY 0 0 0

Total 824 27,294 34,061


PARISH MODEL AGREEMENTS

Burial Grounds

and Church

Yards

£

Public Seats –

Maintenance

£

Public and Bus

Shelters –

Maintenance

£

AISLABY 55 220 0

AYTON EAST 309 134 93

AYTON WEST 196 216 82

BARNBY - MICKLEBY 0 124 0

BORROWBY - ROXBY 113 0 0

BROMPTON 577 113 41

BURNISTON 391 309 371

CAYTON 2,884 31 0

CLOUGHTON 165 206 52

DANBY 628 330 0

EGTON 124 330 82

ESKDALESIDE 93 250 258

FOLKTON 865 185 113

FYLINGDALES 999 721 515

GLAISDALE 124 464 0

GOATHLAND 0 659 124

GRISTHORPE 0 62 206

GROSMONT 258 330 0

HACKNESS 690 41 0

HAWSKER 453 155 175

HINDERWELL 6,798 917 124

HUNMANBY 175 1,030 464

HUTTON BUSCEL 93 72 41

HUTTON MULGRAVE 340 135 30

IRTON 0 103 82

LYTHE 134 0 62

MUSTON 783 155 113

NEWHOLM 0 113 0

REIGHTON 412 258 82

NEWBY& SCALBY 2,215 0 175

SEAMER 237 309 237

SNAINTON 886 278 93

STAINTONDALE 113 82 0

WYKEHAM 505 103 124

FILEY 6,922 6,180 855

Total 28,537 14,615 4,594


PARISH MODEL AGREEMENTS

Burial Grounds

and Church

Yards

Public and Bus

Shelters -

Maintenance

Public Seats -

Maintenance

Public Clocks -

Maintenance

55 220 0 158

309 134 93 0

196 216 82 0

0 124 0 0

113 0 0 0

577 113 41 258

391 309 371 0

2,884 31 0 309

165 206 52 0

628 330 0 0

124 330 82 0

93 250 258 93

865 185 113 0

999 721 515 0

124 464 0 0

0 659 124 0

0 62 206 0

258 330 0 0

690 41 0 0

453 155 175 0

6,798 917 124 82

175 1,030 464 185

93 72 41 0

340 135 30 0

0 103 82 0

134 0 62 0

783 155 113 319

0 113 0 0

412 258 82 0

2,215 0 175 0

237 309 237 0

886 278 93 10

113 82 0 0

505 103 124 134

6,922 6,180 855 0

28,537 14,615 4,594 1,548


PARISH MODEL AGREEMENTS

Public Clocks –

Maintenance

£

Admin

£

Total

£

AISLABY 158 155 1,393

AYTON EAST 0 449 4,044

AYTON WEST 0 335 3,013

BARNBY - MICKLEBY 0 71 638

BORROWBY - ROXBY 0 14 127

BROMPTON 258 249 2,237

BURNISTON 0 829 7,462

CAYTON 309 1,158 10,428

CLOUGHTON 0 417 3,755

DANBY 0 297 2,676

EGTON 0 252 2,271

ESKDALESIDE 93 343 3,084

FOLKTON 0 326 2,932

FYLINGDALES 0 480 4,322

GLAISDALE 0 177 1,589

GOATHLAND 0 227 2,040

GRISTHORPE 0 236 2,121

GROSMONT 0 141 1,265

HACKNESS 0 218 1,958

HAWSKER 0 373 3,360

HINDERWELL 82 1,087 9,791

HUNMANBY 185 1,934 17,415

HUTTON BUSCEL

0 118 1,065

HUTTON MULGRAVE 0 164 1,472

IRTON 0 31 278

LYTHE 0 128 1,148

MUSTON 319 246 2,213

NEWHOLM 0 53 476

REIGHTON 0 174 1,565

NEWBY& SCALBY

0 433 3,894

SEAMER 0 300 2,700

SNAINTON 10 418 3,765

STAINTONDALE 0 126 1,134

WYKEHAM 134 231 2,075

FILEY 0 1,744 15,701

Total 1,548 13,934 125,407


EMPLOYEE NUMBERS

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

2006, 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 16 2 18

Financial Services 123 15 138

Legal Services 23 4 27

Property Services 52 3 55

Marketing and Communications Services 25 29 54

Planning Services 34 6 40

Regeneration Services 16 4 20

Engineering and Harbour Services 74 10 84

Street Scene Services 287 8 295

Tourism and Leisure Services 79 311 390

Environmental Health Services 41 9 50

Administration Services 37 17 54

TOTAL 815 419 1234

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

counted in their

main employment only.


SUMMARY OF GROSS EXPENDITURE AND INCOME

2007/08

Gross

Expenditure

£000

Gross

Income

£000

Net

Expenditure

£000

Central Services to the Public 9,490 8,182 1,308

Democratic and Corporate Core 3,052

23 3,029

Environmental Health 8,848 3,067 5,781

Refuse Collection 4,495 1,678 2,817

Leisure and Culture 11,928 4,922 7,006

Housing Services 24,809 24,144 665

Planning 3,747 2,061 1,686

Highways, Roads and Transport 7,309 7,093 216

Services

Other Services 16,349 19,003 (2,654)

Budget Requirement 90,027 70,173 19,854

2006/07

Gross

Expenditure

£000

Gross

Income

£000

Net

Expenditure

£000

Central Services to the Public 9,267 8,001 1,266

Democratic and Corporate Core 3,150 22 3,128

Environmental Health 11,996 2,883 9,113

Refuse Collection 3,789 1,464 2,325

Leisure and Culture 12,339 5,213 7,126

Housing Services 24,618 23,658 960

Planning 4,173 2,354 1,819

Highways, Roads and Transport

7,418 6,673 745

Services

Other Services 18,717 26,119 (7,402)

Budget Requirement 95,467 76,387 19,080

** Gross Expenditure in 2007/08 is £5.6m less than 2006/07 mainly due to accounting changes for

capital charges, which under the SORP 2006 no longer include notional interest.


CAPITAL PROGRAMME 2006-07 – 2009/10

Summary 2006/07 2007/08 2008/09 2009/10 Total

£000s £000s £000s £000s £000s

Investment Management Plan 10,595 16,929 27,524

External funding (8,641) (13,900) (22,541)

Council Investment 1,954 3,029 4,983

Other schemes 3,107 4,694 2,221 2,316 12,338

External funding (1,306) (2,007) (1,245) (1,520) (6,078)

Council Investment 1,801 2,687 976 796 6,260

Equipment Replacement 2,113 1,442 350 350 4,255

Asset Maintenance 437 437

Invest to Save 349 349

Total Council Investment 5,868 7,944 1,326 1,146 16,284

Sources of finance:

Capital Development Fund 2,976 6,029 939 759 10,703

Capital Contingency Reserve 295 295

Minimum Revenue Provision 210 323 387 387 1,307

Change in borrowing requirement 2,387 1,592 0 0 3,979

Total Resource input 5,868 7,944 1,326 1,146 16,284

Opening Capital Financing Requirement 8,037 10,424 12,016 12,016

Change in borrowing requirement 2,387 1,592 0 0

Closing Capital Financing Requirement 10,424 12,016 12,016 12,016

Investment Management Plan 2006/07 2007/08 2008/09 2009/10 Total

(Renaissance) £000s £000s £000s £000s £000s

Rotunda Museum Development 1,089 2,408 3,497

Spa Technical Enhancements 1,373 250 1,623

Spa Building Refurbishment 1,057 250 1,307

Scarb Harbour Pontoons 464 0 464

Sandside Environmental Improvements 1,758 552 2,310

Creative Industries Centre Phase 1 & 2 3,345 1,230 4,575

Business Park 800 8,792 9,592

Whitby Upper Harbour 495 2,270 2,765

Green Lane Neighbourhood Centre 210 1,177 1,387

On shore facilities feasibility 4 4

Total Investment Management Plan 10,595 16,929 0 0 27,524


CAPITAL PROGRAMME 2006-07 – 2009/10

Other Schemes by Portfolio:

Public Health, Housing, Land and 2006/07 2007/08 2008/09 2009/10 Total

Property £000s £000s £000s £000s £000s

Town Hall Customer First Centre 10 10

Castle Pride: Town Hall Lighting 38 38

Dean Road Depot Improvements 9 9

Investment Property Improvements 10 10

Ayton Castle: Stone Repairs 73 73

Eastfield Community Resource Centre 4 4

CCTV - Relocation to King Street 6 6

Woodlands Crematorium - Replacement

Cremators 13 13

Market Hall Refurbishments 33 33

Middle Deepdale - Consultants /Legal

Fees 47 47

South Cliff/Holbeck Gdns Shelters 92 92

New Quay Rooms (Rafters - Whitby) 25 25

St Nicholas Cliff Lift (PRF) 60 60

Depot Wash Bay 17 17

Scalby Viaduct 50 50 100

Edgehill - Demolition (2) (2)

Cemetery Safety 141 141

Disability Discrimination Act 111 95 166 136 508

Housing: Private Sector Renovation 0

Mandatory Disabled Facilities Grant

Budget 400 400 400 1,200

Supplementary DFG/Renovation Grants

Budget 650 415 400 1,465

Energy Grants 28 100 128

Total Public Health, Housing, Land and

Property 1,274 1,201 966 536 3,977

Economic and Community 2006/07 2007/08 2008/09 2009/10 Total

Development £000s £000s £000s £000s £000s

Staithes: Gateway Project - Works 144 144

Staithes SRB: Harbourside Facilities 25 25

Shop Mobility Scheme (4) (4)

Falsgrave Resource Centre (New Floor) 280 280

South Bay Pool: Improvements 6 6

St Nichs Gdns -Further work 112 112

Shellfish Holding Facility Feasibility 17 17

Shellfish Holding Facility 300 300

Creative Industries Centre Phase 3 850 850

Upgrade PNC3 in CCTV 54 54

Digital system CCTV 120 120

Lobster Hatchery Feasibility 25 25

Marina On Shore Facilities 500 500

Total Economic & Community

Development 580 1,324 0 525 2,429


CAPITAL PROGRAMME 2006-07 – 2009/10

Harbours and Performance 2006/07 2007/08 2008/09 2009/10 Total

Management £000s £000s £000s £000s £000s

Scarborough Harbour

Steel Sheet Piling - Inspection & Repairs 9 40 49

West Pier Security & Fencing 45 45

Total Scarborough Harbour 54 40 0 0 94

Whitby Harbour

Steel Sheet Piling - Inspection & Repairs 9 65 74

Dredging Barge Excavator 89 89

Total Whitby Harbour 98 65 0 0 163

Total Harbours 152 105 0 0 257

Environment and Transport 2006/07 2007/08 2008/09 2009/10 Total

£000s £000s £000s £000s £000s

Coast Protection:

East Pier/Castle Headland - Works 281 281

Staithes Harbour Phase 3 - Works 42 42

Scalby Ness Strategy 28 28

Holbeck to Scalby Mills Strategy 28 28

Shoreline Management Plan - Review 66 66

Recycling:

Alternate weekly collection 550 550

Garden Waste Scheme 410 410

Recycling sites 31 31

Total Environment and Transport 445 991 0 0 1,436

Tourism, Leisure & Community 2006/07 2007/08 2008/09 2009/10 Total

Services £000s £000s £000s £000s £000s

Peasholm Park - Restoration Project 245 245

Filey Caravan Park - Toilet Block 160 160

Atlantis - Works 33 33

Coastal Byelaws 4 4

Whitby Pool Lockers 28 28

Online Bookings 24 24

Weather Station Automation 10 10

Green Flag 10 10

Spa DDA works 34 28 62

Whitby Skateboard Park 2 118 120

Whitby Beach Control Centre 104 64 168

Filey Sports Grant 100 100

Royal Albert Park Phase 1&2 700 700

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

Glen & Crescent Gdns 3 3

Pannet Park 60 750 750 1,560

Total Tourism, Leisure & Community

Services 654 1,073 1,255 1,255 4,237


CAPITAL PROGRAMME 2006-07 – 2009/10

Finance, Legal & IT 2006/07 2007/08 2008/09 2009/10 Total

£000s £000s £000s £000s £000s

Feasibility studies - Technical Salaries 2 2

Total Finance, Legal & ICT 2 0 0 0 2

Total Other schemes 3,107 4,694 2,221 2,316 12,338

Equipment Replacement & Renewal 2006/07 2007/08 2008/09 2009/10 Total

£000s £000s £000s £000s £000s

Information Technology 764 600 350 350 2,064

Vehicles, Plant and Equipment 1,349 842 2,191

Total Equipment Replacement 2,113 1,442 350 350 4,255

Invest to Save schemes

Attended toilet improvements 190 190

Spa Green Lounge 50 50

St Thomas/William Street Toilets

Demolition 33 33

Video Conferencing 32 32

Filey TIC/Cash office amalgamation 30 30

LED Strip Lighting - Peasholm Park 14 14

Total Invest to Save schemes 349 0 0 349

Asset Management

Peasholm Lighting Columns 171 171

South Cliff Lift 186 186

Whitby Pavillion Fire Alarm system 80 80

Total Asset Management 437 0 0 437


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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