CPA - Mole Valley District Council

Budget and Performance Plan 2007/08IntroductionThis document replaces the previous ‘Budget Book’ publication. The reason forthe change in direction, and title, is twofold:• The old style Budget Book was used as the key means of defining andmanaging budgets operationally throughout the organisation. As such itwas necessarily very detailed. However, the majority of this work is nowundertaken ‘on-line’, and there is no longer a need for a detailed paperbudget to be available widely available across the organisation.Consequently, this new style publication is aimed more at Members andSenior Managers, and focuses on the strategic management of finance:budgets are more summarised and focus on policy areas rather thanpresenting detailed operational budgets.• Traditionally, Budget Books are strong on finance, without a clear focus onperformance outcomes. This document attempts to create a far strongerlink between the Council’s spending and the outcomes it hopes to achievewith that spending. In particular, the bulk of the Plan comprises the‘Service Agreements’ for each of the Councils Services: these set out thelevel of investment made by the Council, the expected outcomes, (interms of service volumes and performance targets), and the key risks toachieving the balance between funding and performance.Integration of Finance and PerformanceThis years Plan is very much ‘work in progress’. Readers will note that in anumber of areas, figures are not yet available for service volumes andperformance targets. These will be developed during the coming year andincluded in next years Plan.Equally, the Council is currently revising its Corporate Plan, and it is intended thatnext year the Corporate Plan will be incorporated within this document. In thisway it is hoped that this document will provide the ‘golden thread’, linking theCouncil’s highest level strategic objectives, through an analysis of the financialenvironment and priority based budget planning, to the identification of detailedperformance outcomes within individual services.The creation of this Plan is part of a series of developments aimed at betterintegrating finance and performance. These include:• Using the Service Agreements as the main plank of performancemanagement throughout the Council.i

• Creating an integrated performance and financial monitoring system, withquarterly reports to Performance and Audit Committee on: the Council’sbudget position; the consequent impact on service delivery andachievement of performance targets; and the emergence/management ofrisk associated with the balance between finance and performance.• The review of each Service Agreement by the Corporate ManagementTeam on a six monthly basis, with the review in November to includeMembers as part of the Council’s financial/performance planning for thecoming year.• The bringing together of financial management and performancemanagement within one directorate, (Resources).• The development of a rolling programme of Value for Money reviews to beundertaken by Performance and Audit Committee.Financial Position and Medium Term Financial StrategyIn the medium term, (the next five years), the Council is likely to experience agrowing deficit in its revenue budget:• The Revenue Support Grant from the government will be reduced in realterms, and may well be frozen at its current cash level for the foreseeablefuture;• Council Tax increases could well be capped lower than the current 5%level;• A number of specific grants, (eg Planning Delivery Grant), could welldecrease in real terms over the coming few years;• Against this background of reducing income, inflationary pressure look setto continue at levels in excess of what would be considered as ‘normal’levels. Overall the Council’s costs rose by 5% in 2007/08, and an ongoinglevel of at least 4% is both plausible and prudent to plan for.In addition to this environment of increasing costs and reducing income, leadingto an increasing imbalance in the revenue budget, the planned transfer of thehousing stock to Mole Valley Housing Association will significantly increase thebudget imbalance towards the end of 2007/08.While the stock transfer is undoubtedly good news in terms of enabling thehousing stock to be improved beyond the Decent Homes standard, andgenerating a capital receipt in excess of £20m, it will also lead to £1.3m of costs,currently funded from the Housing Revenue Account, being transferred back tothe Council. These costs will have to be funded from the General Fund, andCouncil Tax, and therefore effectively increase the budget imbalance by £1.3mpa, (although this is partially offset by the interest on the capital receipt).Against this growing revenue budget imbalance, the Council currently hasavailable revenue reserves of more than £3m, (assuming the stock transfer takesplace). While these do not in themselves eliminate a budget imbalance, they doprovide time to tackle the imbalance without the need to resort to dramatic costcutting measures.ii

Consequently, the Council has recently endorsed a medium term financialstrategy which seeks to eliminate the underlying budget deficit by 2011/12, whilenot allowing available revenue reserves to fall below £1m. The practical impactof this is that budget savings are likely to have to exceed growth allocations foreach of the following four years.In relation to capital spending, the Council’s position is currently very healthy.The Council has available capital reserves of more than £14m, which will beboosted by more than £20m should the proposed housing stock transfer takeplace.Despite this high level of reserves, it is important to remember that the balanceon the revenue budget is heavily reliant on the interest earned on these reserves,and spending all the available capital reserves would worsen the revenue budgetimbalance, described above, by a further £1m pa.Consequently the Council has, as part of its medium term financial strategy,decided that capital reserves should not be allowed to fall below £20m. Thisimplies capital spending of up to £26m over the next 5 years, allowing the Councilto invest in the refurbishment of the Leatherhead Leisure Centre, and devote £7mtowards the provision of affordable housing, as well as maintaining currentinvestment levels in Home Improvement and Disabled Facilities Grants, and themaintenance of the Council’s assets.Overall, the Council’s strategy of maintaining balances at a prudent level,combined with a commitment to eliminating the underlying budget imbalance,while continuing to invest in key corporate priorities, is one that should lead to asustainable financial position over the medium term. This is a view shared by theAudit Commission, who continue to assess the Council’s ‘Use of Resources’ as‘Good’.Nick GrayDirector of ResourcesMole Valley District Counciliii

General Fund ServicesNet Cost of Services2007/08Corporate Management Team 546Communications & Member Services 601Community Support Services 666Environmental Health Services 646Facilities Management Services 1,048Financial Services 1,614General Services 2,576Housing Services 1,049ICT Services 988Legal Services -344Leisure Services 1,798Personnel Services 355Planning Services 577Planning Policy & Housing Strategy 256Revenues and Benefits 1,232Net Cost of Services 13,607Less recharges to non-General FundLess incomeRecharges to HRA etc -2,186Costs returning to GF after stock transfer 441Net cost of General Fund services 11,862Interest on balances -1,800Use of rate refund reserve -143Use of General Fund -424Formula Grant (from Govt) -3,875Collection fund surplus -10Council Tax Precept 5,610Council Tax base 39,957Tax at band D/£ 140.40Increase on previous year 3.86%v

COUNCIL TAX REQUIREMENTS 2007/08This table details the amount each of your local authorities requires to raisefrom Council TaxRequirement Council tax Band DParish Base* CouncilTax**2007/08 2007/08 2007/08£ £Surrey C. C. 40,341,386 39,957 1,009.62Surrey Police 6,843,435 39,957 171.27Mole Valley 5,609,963 39,957 140.40Abinger 20,000 926.81 21.58Betchworth 6,192 523.18 11.84Brockham 12,195 1,286.01 9.48Buckland 3,700 310.86 11.90Capel 25,000 1,729.56 14.45Charlwood 24,246 1,013.86 23.91Headley 4,000 339.37 11.79Holmwood 7,750 418.28 18.53Leigh 5,520 445.08 12.40Mickleham 2,550 243.64 10.47Newdigate 9,000 839.78 10.72Ockley 7,500 427.35 17.55Wotton 2,712 309.78 8.75* The Council Tax Base is calculated based on the number of properties in theDistrict plus a number of adjustments. It is used to arrive at the Council Taxlevel for Band D properties, as shown in the Band D Council Tax column** Each year, the Council sets a level of tax for Band D and all other chargesare then calculated by applying the appropriate multiplier to itvii

SUMMARY OF COUNCIL TAX CHARGESFor properties in areas not within parishes the following charges apply:Valuation BandA B C D E F G H£ £ £ £ £ £ £ £Surrey C. C. 673.08 785.26 897.44 1,009.62 1,233.98 1,458.34 1,682.70 2,019.24Surrey Police 114.18 133.21 152.24 171.27 209.33 247.39 285.45 342.54Mole Valley 93.60 109.20 124.80 140.40 171.60 202.80 234.00 280.80880.86 1,027.67 1,174.48 1,321.29 1,614.91 1,908.53 2,202.15 2,642.58For properties within a Parish the following charges apply:£ £ £ £ £ £ £ £Abinger 895.25 1,044.45 1,193.66 1,342.87 1,641.29 1,939.70 2,238.12 2,685.74Betchworth 888.75 1,036.88 1,185.00 1,333.13 1,629.38 1,925.63 2,221.88 2,666.26Brockham 887.18 1,035.04 1,182.91 1,330.77 1,626.50 1,922.22 2,217.95 2,661.54Buckland 888.79 1,036.93 1,185.06 1,333.19 1,629.45 1,925.72 2,221.98 2,666.38Capel 890.49 1,038.91 1,187.32 1,335.74 1,632.57 1,929.40 2,226.23 2,671.48Charlwood 896.80 1,046.27 1,195.73 1,345.20 1,644.13 1,943.07 2,242.00 2,690.40Headley 888.72 1,036.84 1,184.96 1,333.08 1,629.32 1,925.56 2,221.80 2,666.16Holmwood 893.21 1,042.08 1,190.95 1,339.82 1,637.56 1,935.30 2,233.03 2,679.64Leigh 889.13 1,037.31 1,185.50 1,333.69 1,630.07 1,926.44 2,222.82 2,667.38Mickleham 887.84 1,035.81 1,183.79 1,331.76 1,627.71 1,923.65 2,219.60 2,663.52Newdigate 888.01 1,036.01 1,184.01 1,332.01 1,628.01 1,924.01 2,220.02 2,664.02Ockley 892.56 1,041.32 1,190.08 1,338.84 1,636.36 1,933.88 2,231.40 2,677.68Wotton 886.69 1,034.48 1,182.26 1,330.04 1,625.60 1,921.17 2,216.73 2,660.08For example:A household living in a Band D property in Headley will pay Council Tax of £1,333.08 in 2007/08.Of this, £1,009.62 will be passed to Surrey County Council to pay for its services (roads, education,social services etc), £171.27 to Surrey Police (to maintain law and order), and £11.79 to Headley ParishCouncil. Mole Valley District Council will keep just £140.40 of the total Council Tax charged.viii

FINANCIAL RESERVES2007/08 2008/09 2009/10£'000 £'000 £'000Start of year revenue reservesGeneral Fund * 969 2,946 2,315Housing Revenue Account 2,253 - -Other 'earmarked' reservesRate refund reserve 143 - -Insurance Fund 346 346 346Housing Act Advances 22 22 22Flood alleviation 78 78 78Grants & contributions 2 2 2PDG reserve (revenue) 335 335 335PDG grant 78 78 78PDG reserve 413 413 413Building Mtce DSO -27 -27 -274,199 3,780 3,149GENERAL INFORMATIONGovernment Grants- Revenue Support 3,318 3,318 3,318- Business Rate 557 557 557- Collection Fund Surplus 10 - -National Non Domestic Rate3,885 3,875 3,875Rate in £ 44.4p 45.6p 46.8p* General Fund closing balance in 2007/08 includes balance of HRA(approx £2.4m), transferred at time of stock transferix

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Corporate ContextCORPORATE MANAGEMENT TEAM 07/08Corporate Context2007/08Background 2006/07The past year has seen much change in the corporate management team including theretirement at the end of October 2006 of long standing Chief Executive Heather Kerswell,the internal appointment of a new Chief Executive, an interim Director of Resources fromNovember 2006 until a permanent appointment was made in March 2007, thesecondment of the Director of Services to lead the Housing Transfer Project and theappointment of an interim Strategic Director for the latter half of the year.Though this degree of change in personnel is not ideal, the creation of an additionalinterim director has brought additional capacity to the Council’s corporate managementteam. The appointment of a new Director of Resources has provided an opportunity tobring strong financial skills and the S151 role into the corporate management team.During this period significant corporate projects have been advanced including housingstock transfer, the development of the ESIP partnership, the development of proposalsfor the refurbishment of the Leatherhead Leisure Centre, development of proposals toestablish a Leisure Trust, the revision of the Council’s medium term plan and preparationof the Council’s budget.Developments for 2007/08The significant projects of last year are all carried forward into the coming year. TheHousing stock transfer project will move into a post ballot phase of negotiation with thenew Housing Association, transfer of the Housing service and the management of thenecessary organisational adjustments to the services that remain with the Council.Work with ESIP partners will reach an important stage as business cases for a number ofshared services are completed and members of the three councils are asked to decidewhether to proceed to implementation. Opportunities for closer two tier working and jointworking with other partners will also be more fully explored during the course of this year.The council’s options for adopting a trust model for the provision of Leisure Services willbe identified and costed. Should the Council decide to move to a trust, a significantprocurement exercise will be undertaken – possibly jointly with one or more of theCouncil’s ESIP partners.A savings strategy will be developed that supports the medium term financial strategy.This will include developing the procurement function of the council – again in partnershipwith other authorities.Options for the future use of the Council’s Pippbrook offices will be identified in responseto the reduction in the Council’s need for office accommodation following the transfer ofthe housing function to Mole Valley Housing Association.A review of the Council’s decision making structures will be undertaken in the early partof the year and any opportunities for improved member support or improved decisionmaking arrangements resulting from the review will be implemented.Prior to the current financial year there was no specific training and developmentprogramme for senior managers. During the course of this year a development1

Corporate Context2007/08programme will be identified and partially delivered ( to be continued into the followingyear)2

Corporate Context2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Corporate Management Team 466.8 478.1 489.8Other Corporate Management Team costs 37.0 37.7 38.5Heads of Department Development and Training 21.9 22.3 22.7Corporate subscriptions 20.3 20.8 21.2Total Committee Services 546.0 558.9 572.2CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Minor works/maintenance & repairFunding to be allocated 760 12 69 179 250 250760 12 69 179 250 2503

Corporate Context2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedService quality, service resilience orcost effectiveness is severelyreduced due to limitations inherentfor a small councilLoss of key senior manager atdirector levelThe organisation is unable tomanage effectively the scale andpace of change implied over thenext 2 – 3 yearsInherent RiskI P TotalMitigating Factors4 5 20 • East Surrey Improvementpartnership programme• Developing partnershipoptions with Surrey Police• Developing partnershipoptions with SCC• Developing partnershipoptions with other districtcouncils2 3 6 • All CMT appointments arerelatively recent• Interim Strategic Director inpost• Knowledgeable and longstanding Heads ofDepartment3 5 15 • Appointment of additionaldirector on interim basis toincrease corporate capacity• Secondment of Director ofServices to managehousing transfer project onfull time basisResidual Risk Future proposed actions toI P Totalreduce risk4 3 12 Further services to be reviewedthrough ESIP subject tooutcome of current round ofhypothesis testingEvaluate and resource non-ESIP partnership options2 3 6 Investment in development ofHeads of Department and othersenior managers below directorlevel2 3 6 • Change of managementteam arrangements tostrengthen corporateleadership• Investment in developmentof Heads of Departmentand other senior managersbelow director level• Clear decision on future forESIP and otherpartnershipsOwnerDarrenMephamDarrenMephamDarrenMephamTimeframe12 months12 months12 months4

COMMUNICATIONS and MEMBER SERVICESReview and Forward PlanningService SummaryService Agreement 2007/08Service Agreement2007/08The Communications and Member Services Department (6.5FTE) is responsible for:• Council Communications (including publicity, Council Magazine, Press Releases andMedia work, editorial content of the web and internal communications)• Council Consultation• Operation and Review of the Council’s Political Management Arrangements includingCommittee administration and support to Members• The Council’s Scrutiny function• Administration of external forums as determined• Support and advice to the Leader’s Panel.• Development and operation of the Council’s corporate identity.Contribution to the Council’s prioritiesThe Department supports the Council in its decision making, implementation and reviewand in communicating about all its priorities.Service Achievements in past yearA revised/streamlined Committee structure was introduced in May 2006 whichconcentrates policy decision-making in one Policy Committee and strengthens theCouncil’s scrutiny, and performance and audit functions. Major scrutiny projects havebeen resourced/supported by the Department.Efficiency savings identified for the 2007/08 budget:• £15,500 by deletion of 0.5 fte Member Services Officer post as a result ofstreamlined structure• £10,000 by deletion of Manager post and replacement with Officer post and reviewof operation of Communications and Research• £4,400 savings on stationery, equipment and publications• £3,100 savings by no longer putting advert in BT phone book• £2,000 savings on Member training by seeking to provide training jointly withneighbouring councils• £5,000 savings on Member Courier service.Key Service Developments for the next yearThe establishment of the new Communications and Research Team with some changedpersonnel will require concerted effort and training to pull the new team together todeliver the new requirements including an annual Communications Action Plan, newIntranet and updated website, and also providing research support for the Scrutiny/LDFfunction. The Team will be aiming to lead a focused Communications function, workingwith colleague Departments to enable them to promote their services.The contracts for provision of MVNews and the Council’s consultation function have to bereviewed and retendered.5

Service Agreement2007/08The Member Services Team will be seeking to ensure that its processes are fullymodernised so it can meet the needs of the Council with its reduced staffing level. Thereis a Council decision to review the current decision-making structure in 2007/08. There isalso the intention to produce a Forward Plan of decision-making for 2007/08.There will be an Independent Panel review of Members’ Allowances in 2007/08. It willnot be undertaken until any new structure has been put in place but must be undertakento enable Allowances to be approved for 1 st April 2008.Develop the scrutiny function.Improvement plans for the next 12 monthsDeveloping the Council’s Communications, seeking to have press release writing skillsand media training included in the Council’s Corporate Training Programme.Developing Annual Communications Action Plan.Engaging Members in comprehensive Training/Seminar Programme.Developing Member skills in Community Leadership, Scrutiny and Policy Developmentand Performance and Audit.Medium Term (next 3 years) Service aspirations/pressures – in briefThe Council’s decision-making structure was streamlined for 2006/07. The team hasbeen reduced by 0.5fte which is only achievable if the Council’s decision-makingstructure continues to be streamlined. The Council is continuing to review its decisionmakingprocess which might produce a further revised model in 2007/08 onwards. Anychanges/improvements identified in 2007/08 as a result of the review referred to above,will require cultural change and bedding-in in 2008/09 and 2009/10.Ongoing development of Communications Action Plan. Undertake four yearlyCommunications Survey – next in 2008/09.Potential changes as a result of the impending Local Government Act.Constant pressure for budget savings when a large percentage of the budget isMembers’ Allowances and we are already extremely leanly staffed compared to mostauthorities.There is a requirement provide MVNews at reduced cost by advertising. The targetsaving is likely to prove unrealistic – this can be contained in 2007/08 but decisions willhave to be made for future years as to whether to continue with three editions per yearusing the Royal Mail Walksort option.6

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Communications and Member Services team 283.1 290.0 295.7Members' Allowances and other expenses 243.5 249.4 255.4Other Communication and Consultation costs 73.9 75.5 77.0Total Committee Services 600.5 614.9 628.17

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Minor works/maintenance & repairVillage and Boundary signs 30 20 10 0 0 030 20 10 0 0 08

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesNo of agendas produced 115No of minutes written 97No of meetings attended 193No of information bulletins provided 24No of Member expense claims processed 75No of Magazines produced 3No of Staff Newsletters produced 6No or press releases produced 118Performance IndicatorsProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Outcome Target Target Target06/07 07/08 08/09 09/10StatutoryBVPI 4 Satisfaction with Complaints handling 29% - - Top QuartileLocalPercentage of Complaints which are referred to Ombudsman Not collected -TBC -Percentage of cases referred to Ombudsman where local settlement isagreedNot collected -TBC -Percentage of press releases which achieve coverage Not collected -TBC -9

Service Agreement2007/08MAJOR PROJECTS (Service or Corporate)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetReview of Political ManagementArrangements AMG Improved decision-making process Autumn 2007 NILReview and retender MVNews andConsultation contracts AMG Maintain quality/quantity, whilst seeking efficiency gains Winter 2007 NILReview of Website LB Improve quality and accessibility of information providedWinter2007/08NILSIGNIFICANT SERVICE RISKSRisks IdentifiedFourth option structure leads to lessefficient decision-makingRevisions to decision-makingstructure/consideration ofneighbourhood engagement issuesmight lead to need for moreMember Services cover at meetings– requiring an increase in staffInherent Risk Mitigating Factors Residual RiskI P Total I P Total3 4 12 Member TrainingCorporate PlanMonitoring and review arrangementsin place4 2 8 Consider alternative mechanisms tocover these meetingsFuture proposed actions toreduce risk3 2 6 Review of Political Managementarrangements being undertakenOwnerTimeframeAMG 2007/083 1 3 AMG 2007/0810

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent Risk Mitigating Factors Residual Risk Future proposed actions toI P Total I P Totalreduce riskMember/Officer relations breakdown 3 3 9 Chief Executive regularly meets with 1 1 12 Ongoing trainingGroup LeadersLeaders Panel - regular meetingsDirectors meet Chairmen regularlyHead of Communications andMember Services liases regularlywith senior membersInformation bulletin providedMember Champions on workinggroupsCodes of Conduct in placePower Vacuum 3 3 9 Meetings with Group Leaders,, 2 2 4Leaders Panel, ChairmenSystem of delegations allows seniorofficers to make decisions and ChiefExecutive authorised to undertakeurgent decisionsConstitution ensures statutory dutiesare undertakenConstitution allows Chairman'scasting votePoor externalcommunications/media relations3 3 9 Communication Strategy & ActionPlan in placeCorporate Communications Teamsupporting the AuthorityMeetings with media as appropriateCorporate identity in placeMV News 3x per annumMedia Relations Protocol in placeMedia training for identified staff andMembersBreach of constitution 3 2 6 Member trainingCode of conduct in placeOfficers advise Members2 2 5 Communications Strategy updatedannually and Action Plan beingproduced2 1 2OwnerTimeframeAMG May 200711

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent Risk Mitigating Factors Residual RiskI P Total I P TotalInappropriate Consultation 3 3 9 Consultant Market Researchspecialists appointedUse of professional specialists formajor consultationsConsultation Strategy in placeUse of ODPM guidanceMV news magazineStatement of CommunityInvolvement (for LDF) approvedFuture proposed actions toreduce risk2 1 2 Consultation Contract to bereviewed and retenderedOwnerTimeframeAMG 2007/0812

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COMMUNITY SUPPORT SERVICES 2007/08Review and Forward PlanningService SummaryService AgreementService Agreement2007/08Access Group. The Mole Valley Access Group work to improve access to the builtenvironment throughout Mole Valley in council premises, shops, churches & otherbuildings open to the public.Bathing Service enables people who are unable for medical/health reasons to bathsafely to have a bath nurse visit and assist them with bathing in their home.Community Alarm offers a 24/7 service for people who are connected to the communityalarm centre through either sheltered housing schemes or from special units in their ownhomes. Community Alarm also offers an out of hours service to other organisations andlone worker and safe staff monitoring.Community Transport offers a seven-day a week Dial-A-Ride service, which enablespeople who cannot use public transport to travel independently. These vehicles arespecially adapted to be able to carry wheelchairs. There is also a community transportvehicle, which is available for organisations based in Mole Valley to hire at reasonablerates.Centres for Older People there are two centres for active older people, one in Dorking,the Mayflower and the other in Leatherhead, the Fairfield. These centres provide afriendly environment with various activities, services and hot food.Handyman. This service is new from 01.04.2006 and offers help with small repairsaround the home and improvements to safety and security. The main aim of this serviceis to keep people at home safely and independently for as long as possible.Contingency Planning. The Head of Community Support Services has taken on therole of emergency planner for the authority, responsible for ensuring that therequirements of the Civil Contingencies Act 2004 are implemented.Local Strategic Partnership (LSP). Taking the lead on Local Area Agreements andcommunity planning in partnership with the Local Strategic Partnership, includingcommunity engagement. Also responsible for co-ordination and delivery of the Council’sSafer & Stronger Neighbourhoods Priority. Promoting and facilitating partnership workingacross all sectors. Working in partnership with the Crime and Disorder ReductionPartnership to enhance Community Safety. Other partnerships such as East Surrey RuralTransport Partnership come under the umbrella of the LSP.13

Service Agreement2007/08Crime & Disorder Reduction Partnership. This area of work is responsible for theCouncil’s role in Community Safety, including a review of Section 17, CCTV Controlroom, implementing the Reassurance action planGrants. Distribution of grants to organisations offering Advice, and health and welfaresupport.Contribution to the Council’s prioritiesAll of the above contribute to the Council’s Safer & Stronger Neighbourhoods Priority.Service Achievements in past yearAccess The Council’s Disability Equality Strategy and the Access Group’s involvement inthe preparation and prioritisation of the strategyHandyman Service Developed new service with target of 150 visits - in first year numberundertaken by 01.03.07 - 529Mayflower Centre Alterations to service provision at the centre carried out successfully.Fairfield Centre Redecorated and re-ordering of the centre under new managerCommunity Alarm Working with SCC and PCT on the Preventative Technologies Grantand LPSA. Achieving external accreditation to the Telecare Services Association Code ofPractice. Working with SCC and PCT on Demonstrator bid. Extending the Lone WorkerService.Community Transport Finally after 2.5 years having the new software working correctlywhich has enabled us to undertake more passenger journeys.LSP Developing new governance arrangements for LSP to ensure stronger morefocused partnershipCDRP Installation of CCTV in MeadowbankEfficiency SavingsAdditional income for Community Alarm and Dial-A-Ride service, utility & staff costsavings on Mayflower Centre following downsizing.Key Service Developments for the next yearDeveloping an Older Persons Strategy for MVDC - time and human resources required.We have some performance issues around our call answering times due to the fact thatwe have grown business but not staff numbers to assist with the additional calls. Theprojected number of calls for 2006/07 is 260,000 with the same number of operator hourswho were answering 170,000 calls per annum a couple of years ago.However, we have concerns that some of our current community alarm clients will begoing out to tender in the coming year and we may lose some income if we areunsuccessful. We need to wait for the results of these tenders to see whether to take onadditional staff or reduce operator-staffing levels.The Community Support Services department has developed considerably in the pastfew years and our admin support has not increased in this time. We will be looking at thebudget to ascertain whether a part time admin post is feasible or whether it can befunded through efficiency savings.Reducing sickness levels across the department especially in Community Alarm.14

Service Agreement2007/08Working with partners to ensure that the new generation of LAAs is in place by April2008.A main focus will be to strengthen and raise the profile of the LSP both within the Counciland the Community.Ensure that a partnership register is instigated and procedures are in place formaintaining regular and accurate updates of the register.Develop Neighbourhood engagement/panels - most probably in conjunction with SurreyPolice.Work with CDRP & RAG on six monthly strategic assessments.Improvement plans for the next 12 monthsTo improve the invoicing processes for the external community alarm clients.Developing an annual volunteer visitor service for Community Alarm clients to checkaccuracy of information held.Retaining Out of Hours team in some form for faulty community alarms despite recentincrease in payment we are experiencing great difficulty in retaining and recruiting thisteam.Extending and developing our telcare services, with government funding – thePreventative Technologies Grant.Extending and developing the Handyman Service.Closer working and shared events between our two centres for older people.Develop the LSP Steering Group to help with the raising the awareness of the LSP.Medium Term (next 3 years) Service aspirations/pressures – in briefTo have an integrated approach to Telecare and Telehealth working with SCC and thePCT to the benefit of the client.Explore opportunities to extend Dial-A-Ride service into a Buses4U service, which is notpossible under current legislation.Review of Centres for Older People 2009/10.Continuous appraisal of LAA and associated action plans.The risks for extending Community Support Services is that the majority of the servicesare discretionary.15

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000The Community Services management and support team 225.9 229.5 233.1CAB grants 168.7 173.0 176.0Day Centres 113.7 113.0 113.0Community Safety 112.5 115.0 118.0Community transport 102.8 105.0 107.0Grants 41.5 42.3 43.2Emergency Planning 25.0 25.5 26.0Handyman scheme 21.4 21.3 21.2Community Strategy 14.5 14.8 15.1Access for disabled persons- grants, Park House &Homebathing serviceCommunity alarm-12.2 -12.5 -12.7Expenditure 562.4 583.7 597.9Income -710.0 -739.8 -786.8-147.6 -156.1 -188.9Total Community Services 666.2 670.8 651.016

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsDial-A-Ride vehicles 93 0 93 0 0 0Jontek calls answering equipment 81 81 0 0 0 0Joint CCTV Control Room 90 90 0 0 0 0Minor works/maintenance & repairCommunity Alarm 138 44 46 48 0 0Community alarm voice recorder 11 11 0 0 0 0413 226 139 48 0 017

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEProjection Estimate Estimate EstimateService Volumes06/07 07/08 08/09 09/10Mayflower Centre Visitors 27,805 27,900 28,000 28,100Fairfield Centre Visitors 37,934 38,150 38,400 38,650Number of Handyman Jobs 626 805 875 950Number of Lifeline installed against number disconnected 616/530 635/546 670/569 698/585Number of calls to Community Alarm 257,798 260,000 262,500 265,000Number of Dial A Ride Journeys 36902 37050 37100 37175Performance IndicatorsProjection Target Target Target06/07 07/08 08/09 09/10StatutoryBV 126 Domestic burglaries per 1000 household 4.12 4.07 Not yet set Not yet setBV 127a Violent crime per 1000 population 9.16 9.06 Not yet set Not yet setBV 127b Robberies per 1000 population 0.25 0.24 Not yet set Not yet setBV 128 Vehicle crimes per 1000 population 5.65 5.59 Not yet set Not yet setBV 174 Racial incidents per 100,000 population 0 0 0 0BV 175 Racial incidents resulting in further action N/A 100% 100% 100%BVPI 226a Advice and guidance services: total expenditure £173,546 Pending Pending PendingBVPI 226b Advice and guidance services: CLS quality mark 100% 100% 100% 100%Local PIsCS KLPI 1 Community Alarm - % of calls answered in under 60 seconds. 97.9% 98.5% 98.5% 98.5%CS KLPI 2 Community Alarm – % of calls answered in under 30 seconds. 93% 93.1% 93.2% 93.3%CS KLPI 4 Dial-a-Ride (DAR) – Reduce number of refused journeys 1140 1125 1100 1070CS KLPI 5 Achieve target number of DAR journeys. 36550 36650 36750 36900CS KLPI 7 DAR - Customer Satisfaction Survey 97.8% 97.9% 98% 98.1%CS KLPI 14M Attain/maintain level of day centre membership; Mayflower Centre 360 370 385 400CS KLPI 14F Attain/maintain level of day centre membership. Fairfield Centre,450 465 485 510Leatherhead.CS KLPI16 Community Alarm - Customer Satisfaction Survey 99.1% 99.1% 99.2% 99.2%CS KLPI 17 Day Centres – Customer Service Satisfaction Survey overall service91.7% 92% 92.3% 92.5%ratingsCS KLPI 27 Community Alarm Lifeline equipment failure out-of-hours response time 100% within 6 hours 97% within 6 hours 97% within 6 hours 97% within 6 hoursPP KLPI 4 Crime in Mole Valley; British Crime Survey (BCS) Comparator.18

Service Agreement2007/08MAJOR PROJECTS (Service or Corporate)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetUpgrade Jontek Calls Handling EquipmentRelocate CCTV monitoring site from DorkingPolice Station to Reigate Police StationKateCameron Upgrade existing calls handling equipment to 3G system Dec 07 £81,000KateCameronPermanent site for CCTV monitoring Nov 2007 £90,000SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsResidual RiskI P TotalFuture proposedactions to reduce riskOwnerTimeframeElectric shock / electrocution fromequipment and/or mains whilstworking in customer's home5 3 15Scheduled PAT and other electrical safetychecks provided by Facilities Managementdepartment. Electrical safety plug to check forcircuit faults is provided for use prior to touching/ connecting any electrical appliance. Visualcheck of wall socket is part of processTesting equipment is also provided to thehandyman to check for concealed wiring. Hardwiringis excluded from duties / service providedby Handyman Service.5 1 519

Service Agreement2007/08SIGNIFICANT SERVICE RISKSInherent Risk Residual Risk Future proposedRisks Identified Mitigating Factors Owner TimeframeI P Total I P Total actions to reduce riskFire within premises 5 2 10Ability to provide a service, ingeneral, due to sudden absence ofscheduled staff - mainly, but notexclusively, a Community Alarm risk4 3 12Fire detection and alarm systemEmergency lightingFire extinguishers provided and maintained byexternal company to ensure currency andappropriatenessA No Smoking policy exists at all premisesFire Exit signage in placeEvacuation procedures organised and testedwith staffAll shifts are rota controlled well in advance toreduce riskCA Manager and CSS Administrator trained tohandle CA callsCA Field Officers can be called in to answernon-emergency phone callsPersonnel department provides supportservices for recruitment of permanent andtemporary staff. Some jobs require moretraining or skills than others (including validCRB clearance)Where possible, staff are encouraged andtrained to be multi-tasking and flexible, tosupport the department’s ethos of alwaysputting the client’s needs first. This oftenadequately addresses short term immediaterequirementsMinimum CA Operator staffing levels alwayshigher than one4 2 84 2 8Ongoing Fire Alarm testingand fire drillHoCSS20

Service Agreement2007/08SIGNIFICANT SERVICE RISKSInherent Risk Residual Risk Future proposedRisks Identified Mitigating Factors Owner TimeframeI P Total I P Total actions to reduce riskRoad traffic accident whilst drivingMVDC vehicleSlips and falls and/or suddencollapse of passenger whilst helpingthem on and off DAR bus and to andfrom their door. This risk includesexternal factors such as passenger’sgarden paths and inside their homesand destination terrainFood poisoning from eating Centreproducedmeals and snacks5 5 253 5 154 3 12All drivers must pass a driving test and bequalified to drive the appropriate class ofvehicle. They are instructed in handling DARbuses, if relevant to their duties. these busesare regularly maintainedAll drivers are issued with a copy of the MVDCRoad Safety PolicyAnnual checks on driving licence validityOngoing programme of MIDAS trainingprovided for DAR driversAnnual medical checks, including eyesighttests, are providedInsurance cover provided by MVDC MotorPolicyThe Residual Risk scored high due to fatalityriskDriver training provided which partiallyaddresses the risk and raises awareness of theunexpectedTraining in lifting techniques and First Aid isprovidedMeals cooked and prepared by experiencedkitchen staff, who are required to hold anappropriate Food Hygiene qualification-Foodtemperatures tested and recordedDishwashing by machineRegular inspections by Environmental HealthOfficer5 3 151/2 5 5 / 102/3 2 4 / 621

Service Agreement2007/08SIGNIFICANT SERVICE RISKSInherent Risk Residual Risk Future proposedRisks Identified Mitigating Factors Owner TimeframeI P Total I P Total actions to reduce riskFailure of power supply, telephoneand/or computer facilities supportingthe Community alarm service withinPark HouseImpact damage due to vehicle hittingPark House building from Bull HillCar Park The only barrier betweencar park and the rear of Park House(including pathways) is closeboardedwooden fencing along just apart of the perimeter. There is alsono crash barrier to prevent vehiclesrunning down onto Park House(which is at a level below that of thecar park)Security of Park House staff followingconstruction of Bull Hill Car park andremoval of fencing. There is visualobservation of the rear area of ParkHouse and there is unrestrictedaccess from the car parkStaff security Inadequate qualityCCTV protection. The current tapingfacility is not of the standard requiredfor evidential purposes4 4 16Separate BT and NTL cabling to buildingAll new cabling within building, installed 2002Emergency lighting is installedPreventative maintenance and repair serviceprovided for computer-based calls handlingsystem by Jontek under contract thatguarantees callout response timesAbility to switch to Runnymede Alarm Centre atany timeMajor-use power sockets also supported byUPS and diesel generator to preserve essentialoperations2/3 4 8 / 124 3 12 4 3 122 4 8 2 4 83 4 12 3 4 12To provide security and safety,it is recommended that eithera substantial buffer be createdin the car park or a substantialfence be installed, possiblyweld meshResidual risk would be 2x1= 2provided control measures areput in placeIt is recommended that alockable metal barred gate beinstalled at the edge of thebuilding and a secure fenceinstalled to provide securityand safety. Any solution totake into account the fire exitescape routes from rear doorsof the buildingResidual risk would be 2x1=2provided control measures areput in placeThe recording system needsto be updated / replaced toprovide acceptable qualityimages, probably a digitalsystemResidual risk would be 2x3=6if control measures in place22

Service Agreement2007/08SIGNIFICANT SERVICE RISKSInherent Risk Residual Risk Future proposedRisks Identified Mitigating Factors Owner TimeframeI P Total I P Total actions to reduce riskSecurity – Personal and property.Insufficient lighting levels outdoorsaround the building during full andpartial darkness. This also impactson the quality of CCTV images, bothon monitors and recordedFinancial implications resulting fromloss of Community Alarms contract4 4 165 5 10Lighting needs to be enhanced to provide betterilluminated night time vision'Risk tempered by seeking additional contractswhen opportunities arise3 34 49Assumingcontrols inplace8 Continue to seek additionalcontracts23

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Service Agreement2007/08ENVIRONMENTAL HEALTH 2007/08Service AgreementReview and Forward PlanningService summaryThe Environmental Health department comprises of 19 staff and not quite that number ofFTE’s. The department is organised into 4 functional teams:Food and safetyHousing and pollutionLicensingAdministrationCurrently we also have with us a graduate environmental health officer who wasappointed as a partnership initiative with Reigate and Banstead and Tandridge.The department undertakes an enormous range of activities the vast majority of whichare statutory duties. The duties cover: Food safety Health and safety at work Municipal health and safety Communicable disease control Welfare funerals Private water supply regulation Game dealers Electrolysists Tattooists Acupuncturists Taxi and private hire licensing Licensed premises Charitable collections Improvement grants Noise nuisance Air pollution Contaminated land Animal related licensing Stray dogs Dog foulingThe department’s vision is:To maintain, and improve where practicable, the environment and the health, safety andwell-being of residents, workers and visitors by fulfilling the duties delegated to it byCouncil, in an efficient, effective and caring manner.25

Service Agreement2007/08Contribution to the Council’s prioritiesThe majority of environmental health activities contribute to the Safer and StrongerNeighbourhoods priority.Service Achievements in past year- Secured DEFRA funding for contaminated land work- Significant progress on the investigation of the North Holmwood potentiallycontaminated site- Further shared trainee appointed- High levels of customer satisfaction- House in multiple occupation policy devised- Gambling policy devised- Taxi and private hire vehicle and driver standards raised- Full integration of home improvement agencySeveral small efficiency savings were identified during the year that have reduced costsand saved time. All such savings are logged.Key Issues and challenges for the next year- New budget system- New legislation- Integration of document imagingMajor areas of activity for the next 12 months- Implementation of the smokefree legislation- Adjusting the housing assistance policy regarding decent homes- Introduction of document imaging- Database address matching- Implementation of gambling legislation- Progress on non-HRA ESIP project.- Adjusting to the consequences of stock transfer- Benchmarking- Changed stray dog service may be needed.Medium Term (next 3 years) Service aspirations/pressures – in briefEnvironmental Health changes constantly as legislation and government guidance comesand goes. Inevitably management becomes the management of change, most of which isimposed from outside. Clearly there will be effects arising from stock transfer and ESIPthat might affect structure, personnel and services. This period could be a time ofuncertainty and depressed morale. The aim is to take the department through thesechanges with as little stress as possible both to staff and services.The service is performing well judging by customer feedback but improvements arealways needed that will help us provide a better service. It is intended to criticallyappraise how we do things, to make sure our business processes are optimised, to learnfrom others by more bench-marking and to start making strides towards less paper byprogressively introducing document imaging.26

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Housing and Pollution 329.8 337.1 344.5The Environmental Health management and support team 206.3 211.1 216.1Food and Safety 192.3 197.1 201.9LicensingExpenditure 95.8 98.1 100.5Income -177.9 -183.2 -188.7-82.1 -85.1 -88.2Total Environmental Health 646.3 660.2 674.327

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsDisability adaptations/home improvement 4,200 800 820 840 860 8804,200 800 820 840 860 88028

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Number of Complaints/enquiries received 2150 2250 2350 2450Number of Grant approvals/payments made 450 350 450 475Total Number of vehicles licensed and regulated 361 361 361 361Total Number of drivers licensed and regulated 500 500 500 500Number of Food premises in District 682 672 662 652Number of Rat treatment requests 970 1090 990 1050Number of Health and safety premises to regulate in District 1607 1600 1596 1594Performance IndicatorsProjection Target Target Target06/07 07/08 08/09 09/10StatutoryBVPI 166 Environmental health checklist of best practice 77% 77% 77% 77%BVPI 216a Identifying contaminated land 976 935 886 828BVPI 216b Information on contaminated land 7% 5% 6% 11%BVPI 217 Pollution control improvements 100% 100% 100% 100%Local PIsENH KLPI 1 Work-place accidents 35

Service Agreement2007/08MAJOR PROJECTS (CORPORATE AND SERVICE)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetSmoking banGambling legislation implementationMarkWilkinsonHigh level of complianceSuccessful communication to raise awareness Jan 2008 £40,000JohnPleasance Smooth transition to new legislation April 2008 -SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsInability to fill vacant posts 3 3 9 Working conditions/variedwork/ good teamspirit/contractors/traineeNew statutory duties imposed that 2 3 6 - Prudent early preparations.exceed staff resourcesRealistic requests foradditional resources asContaminated land investigationsmay need to be more extensiveand costly than expected.Contamination may lead toCouncil liabilitynecessary2 3 6 - Restrictions on active siteinvestigations- Careful appraisal of sitesand realistic budget bids- Bids to DEFRA whereposible.- On-site work by staffwhere practicable3 2 6 Ownership etc research wellahead of investigation/liaisonwith Lands officerBudget exceedance 2 3 6 Careful budget preparation.Regular and frequentmonitoring.Residual Risk Future proposed actions toI P Totalreduce risk2 2 4 None at this time2 3 6 None at this time2 3 6 None at this time3 1 3 None at this time2 3 6OwnerTimeframe30

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Service Agreement2007/08FACILITIES MANAGEMENT 2007/08Service AgreementReview and Forward PlanningService SummaryFacilities Management Department (FM staff 10)Provision of building and construction based services to the Council and Facilitiesmanagement Services to Pippbrook. There is a very large proportion of work which isreactive in nature, e.g. day-to-day maintenance, ad-hoc enquiries, small internalreorganisations, special courier requests, feasibility studies, scoping works, etc.General• Setting up and running construction and FM based contracts.• Preparing the annual asset management plan.• Seeking to ensure that building based statutory issues are dealt with effectively.• Co-ordinating property consultants to provide special reports and feasibilitystudies, etc.• Brief, commission and deliver condition surveys and other surveys in support ofthe Council’s occupation and management of property.Building maintenance and projects• Maintenance of corporate operational property including statutory testing whereunder the direct control of the FM department.• Maintenance of corporate operational property including statutory testing byinvitation of the General Services, Community Services and Leisure Servicesdepartments.• Maintenance of corporate investment property including statutory testing byinvitation from the Legal Department.• Capital and revenue construction projects for corporate operational buildingsunder the control of FM, or by invitation from the General Services, CommunityServices and Leisure Services departments.• Mandatory implementation of Health and Safety issues relating to operationalbuildings if discovery is made that client departments are not undertaking.Engineering maintenance and projects• Maintenance of corporate operational land drainage, road and car parks whereunder the direct control of the FM department.• Maintenance of corporate operational land drainage, road and car parks byinvitation of the General Services, Community Services and Leisure Servicesdepartments.• Maintenance of corporate investment land drainage, road and car parks byinvitation from the Legal Department.• Enforcement powers for land drainage.• Liaison with Thames Water• Bus stop provision/replacement• Street bench provision/replacement31

Service Agreement2007/08• Capital and revenue construction projects for corporate property with regard tohighways and car parks under the control of FM, or by invitation from the generalServices, Community Services and Leisure Services departments.Facilities Management of Pippbrook and Park House meeting room• Post and courier services• Print-room services• Corporate catering services• Day to day maintenance of Pippbrook and Park House meeting room• Light porterage• Security service• Cleaning Services (procurement for all corporate buildings)SERVICE VISIONWhere directly in control: To provide buildings, assets and FM services which are safeand fit for purpose with the above resourcesWhere invited in by departments: To provide an efficient building, engineering and FMsupport service on behalf of those departments with the above resources.Contribution to the Council’s prioritiesAffordable HousingIdentification and negotiation with social housing organizations to directly, or indirectly,increase affordable housing availability. Including private developers and HousingAssociations.Client/consultant liaison role for the delivery of the Overlord Court developmentWaste ManagementWe manage the Pippbrook cleaning contract that actively encourages recycling.80% of Pippbrook waste is recycled.Created a specific area for the storage of refuse and recycling bin to make collectioneasier for contractor at Sewill Close Charlwood, Crouchfield off Rushett Drive, Goodwynsand Willow Close Beare Green. Areas consists on a concrete base and wooden fence toobscure the bins inside, bins are chain inside bin areas to stop them being stolenCrouchfield off Rushett Drive, Goodwyns and Clements Mead, Leatherhead. Create aconcrete path between the area where refuse and recycling bins are stored and the pointat which the refuse contractors pick up the refuse thus allowing the residents to be givenwheelie bins instead of having to carry on with black bags.32

Service Agreement2007/08Young PeopleThe print room operator is a member of the Young Peoples Working Group.Provided 2 placements for work experience.Chrystie Recreation Ground, Bookham and Cock Lane Recreation Ground, Fetcham.Replace existing damaged ball proof fencing with new fencing that is effective in stoppingballs from all types of ball games from being accidentally hit over the boundary of theplaying filed in to neighbouring gardens and damaging properties.King George 5 th Playing Field, Dorking. Reduce the existing slope and dips on twofootball pitches to make them more playable for the new football season.Value for MoneyEfficiently maintain Council Operational Property to deliver service across all ServiceDepartments.Partners with IT in the introduction of multi-functional copiers which have replacedexpensive desk top printers.Have taken on an additional weekly delivery to Councilors thus saving £5,000 on outsidecouriers.Introducing Term Maintenance Contracts.Reviewing Service Contracts with a view to reducing administrative input and maximizingvalue for money through aggregating similar work streams.Safer and Stronger NeighbourhoodsThe damaged wooden fencing between the buildings Little Grove and Bretts onOakridge, on the Goodwyns estate, was replaced with black steel railings to produce asafer environment for residents.A lockable pedestrian gate was provided at the end of an alley way to the rear ofproperties 40 to 50 Rushett Drive on the Goodwyns estate to ensure that no one but theresidents had access to the rear of their properties.South Side Car Park, Dorking – Investigation of the possibility that old storage areascarved out of the sand stone may still lie under part of the car park which would pose thethreat of collapse at some time in the future.Installation of CCTV systemsGeneral Health & Safety• Make safe manhole cover that had fallen in to manhole – Station Road, Dorking• Make safe raised manhole cover that had become a trip hazard- Turner House,Beare Green• Repair vandalised lighting bollards in alley way between The Garstons &Middlemead Close• Replace missing stop cock cover in the entrance driveway to Ashtead RecreationGround• Repair potholes in the parent and toddler spaces in Southside Car Park, Dorking33

• Repair pothole Woodfield Lane Car Park• Repair to footpath damaged by a post the was uprooted, MeadowbankRecreation Ground• Fill pothole in footpath King George 5 th Playing Fields, Dorking• Fill Pothole in car park area at Chrystie Recreation Ground, Bookham• Repair light not working in Mansion Gardens, Leatherhead• Fill Pothole in car park to Douglass House, Edenside, BookhamService Achievements in past yearService Agreement2007/08• Maintained a reasonable service with resource reductions in FM department.• Reviewed and re-tendered the Cleaning Contract• Reviewed and re-tendered the Energy Contracts without an energy manager• Reintroduced catering service at Pippbrook at no revenue cost to the Council.• Delivered Mayflower CAB relocation and Fairfield Day Centre refurbishmentunder budget.• Refurbishment of Help Shop, Leatherhead.• Ongoing review of statutory duties and contracts.• Lowest sickness record of all departments.• Retendered energy supply contracts• Reduced the overall cost of street naming and numbering requests byrationalising the method of work and using computer technology.• Constructed a new office for the leader of the Council• Constructed a new kitchenette for use by staff in Pippbrook• Reviewed and retendered the security contract• Reviewed and retendered the plants contract• Completion of all agreed major DDA works• MVDC notice boards given to local community organisations for use andmaintenance thus saving a potential £6K growth in budget.• Taking the lead role to establish a framework agreement for a range of call-offprofessional services in partnership with another local authorityKey Service Developments for the next year• Identify ways of maintaining a level of service against constant change and lessresource.• Use smarter procurement methods to deliver consistent service, e.g. 3 more termcontracts• Rationalise servicing contracts• In liaison with finance improve budget transparency.• Produce inter department guidance notes.• Finalise statutory testing review and contracts• Respond to water risk assessments and set up appropriate management regimeswith occupying departments.• Continue to seek a solution to resource (overhead) reduction following the loss ofthe Housing Department and the reduction of revenue support by £78,000.Improvement plans for the next 12 months• agree with CMT how to resolve worsening resource problem, i.e. post March2008• 3 additional term maintenance contracts• bedding in professional services framework agreement• obtain a clearer brief with regard to energy procurement and management• better use of space within Pippbrook34

Service Agreement2007/08Medium Term (next 3 years) Service aspirations/pressures – in briefThis is dependent upon the general make up of the Council in the future.The prospect for unavoidable change to the Facilities Management department followingthe loss of the Housing Department, the possibility of trust status for leisure services andpartnering initiatives is very high. It is already know that at least £78K overhead has to bemanaged out of the Facilities Management revenue budget. The other changes maybring similar or different pressure. It is necessary for the Head of Facilities Managementto work with Director of Resources to identify how the service will deliver in the future, i.e.2008 – 9 and beyond. This will have to include more efficient ways of procurement andprocurement through external providers. In addition there a shift of managementresponsibilities to clients will be required. It is important that this matter is considered anda future proposal developed and agreed as soon as possible.35

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000The Facilities Management team 536.5 548.9 561.5Central Office Accommodation 418.8 424.4 433.2Other Facilities Management services 92.4 82.7 65.7Total Facilities Management Services 1,047.7 1,056.0 1,060.4Notes:1. FM team - I understand that this budget now contains ‘other expenses’ 1410667010000 which is intended to cover corporate refreshments; this requires some discussion with finance.2. Central Office accommodation includes: Courier; Property Management Board Portfolio; Energy Conservation; Drainage and Highways. It excludes Street signs which have been transferred to theHead of General Services.3. Concern over the Energy Conservation and Environmental Strategy budget line as the £10K income (£7.3K net) was a one off. This was a growth item in the budget bid.36

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsBetchworth Castle, management 95 95 0 0 0 0Minor works/maintenance & repairMaintenance and repairs, Pippbrook 616 116 125 125 125 125Maintenance and repairs, non Pippbrook 137 23 20 34 30 30Air conditioning, computer room 30 30 0 0 0 0Repair and replacement of shelters 30 10 10 10 0 0Energy management 28 28 0 0 0 0DDA implementation 25 25 0 0 0 0Bus shelters 18 6 6 6 0 0CCTV Camera replacement 15 0 15 0 0 0Automatic meter data collection 12 12 0 0 0 0Funding to be allocated 139 0 24 25 45 451,145 345 200 200 200 200Notes:1. No department contacted FM to inform us of their service needs for next year.2. Major Projects – in addition to the FM projects there are likely to be £707K of projects undertaken by FM on behalf of Leisure.3. Minor Works/Maintenance and repair – in addition to the FM projects there are likely to be £153K of projects undertaken by FM on behalf of Leisure and £106K on behalf of General Services.4. FM may also be involved with the Leatherhead Leisure Centre refurbishment at some stage.5. DDA work can be deleted and £25K added in Maintenance and Repairs Pippbrook.6. Air conditioning computer room work can be deleted and £30K added in Maintenance and Repairs Pippbrook.7. Automatic meter data collection can be deleted and £12K added to Energy managementSERVICE OUTPUTS AND PERFORMANCE37

Service Agreement2007/08Service VolumesProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Involved with the maintenance of over 19,000 sq m of operationalproperty 19,000 16,000 17,000 17,0002000 – 3000 invoices processed annually 2500 1500 1000 750Approximately £500,000 worth of energy procure annually 500,000 480,000 460,000 450,0001,002 orders carried out under revenue budgets 750 500 2000 10060 projects carried out under capital or R&R budgets 60 50 50 50£2,000,000 worth of work 06/07 1,800,000 1,500,000 1,300,000 1,000,000At least 80% of Pippbrook Office waste is recycled 85% 87% 90% 92%140 naming and numbering requests dealt with 130 120 100 100Post Room process 300,000 outgoing and 150,000 incomingletters per annum (450,000) 400,000 350,000 350,000 350,000Print Room produces over 2.5 million prints per annum 2M 1.8M 1.7M 1.7MProjection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10StatutoryBVPI 156 Buildings accessible to people with a disability 75% 75% 75% 87%LocalFAC CLPI 1 Meet Disability Discrimination Act legislation 95% 95% 95% 95%FAC KLPI 1 Government rating of Asset Management Plan No longer assessedProposed LKPI Adverse comments on Health and Safety as percentage of jobsundertakenLess than 4% Less than 3% Less than 2% Less than 1%Reportable accidents 0 0 0 0Term Contract maintenance work responded to on time 98% 98% 98% 98%Term Contract maintenance repairs completed on time 85% 90% 95% 95%Term Contract maintenance repairs missed appointments Less than 5% Less than 5% Less than 5% Less than 5%Processing invoices for payment within 30 days (unless formallydisputed)99% 99% 99% 99%Out of hours enquiries responded to 98% 99% 100% 100%Term Contract customer satisfaction Good/Excellent 80%/20% 90%/10% 95%/5% 95%/5%1. BVPI 156 will increase to 87% when and if LLC has been refurbished to appropriate DDA standards2. I have always maintained this is a relatively meaningless indicator. However, it is a percentage of works identified under part 3 (public access) and the percentage of recommended works identified bythe DDA audits and the percentage of works completed. The outstanding percentage of works relates to the percentage of estimated budget left unspent because the works are not consideredreasonable to undertake with regard to value for money. This is a different measure to the BVPI 156.3. The Asset Management Plan is no longer regularly and formally measured by central government, although it does figure in audits and CPAs.38

Service Agreement2007/08MAJOR PROJECTS ( CORPORATE AND SERVICE )Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetSpace Planning Frank TaylorRestaurant refurb Frank TaylorTo provide reasonable and equitable division of space for all staff and,subject to results liberate space for possible sub-letting and incomegeneration.To install new restaurant facility and enhance space use for therestaurantAsset management Plan Frank Taylor To produce a meaningful and targeted Asset management planUnknown £0By end May07By end ofJune 07Prepare 3 new term contractsFrank TaylorProduce 3 new term contracts to support clients in the direct delivery ofproperty maintenanceBy Dec 07 £10,000Introduce framework agreementFrank TaylorIntroduce concept of using framework agreement in conjunction withEpsom and Ewell BCBy Dec 07 £10,000Letting of space in PippbrookFrank TaylorSeek tenants for spare space following Housing department’sdepartureNov 07 £30 - £40,000Complete statutory contracts review Peter Bowen Finalise outstanding issues relating to statutory testing August 07 £0Complete Service Contract Review Peter Bowen Finalise the aggregation of service contracts March 08 £0FM resourceFrank TaylorIdentify solution to resource issues and agree with CMT a strategy formanagement of property projects and maintenance post April 08.June 07 Unknown£30K£039

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedNot ensuring statutory or health andsafety standardsNot ensuring statutory or health andsafety standardsFailure to complete all projects,service levels and objectivesFailure to deliver post services,courier services and printingservicesInherent RiskI P TotalMitigating Factors5 5 25 Try to ensure that all statutorymatters are dealt withappropriately by employingcompetent staff and contractors5 5 25 Try to ensure that all statutorymatters are dealt withappropriately by employingcompetent staff and contractors3 4 12 Employing competent staff,consultants and contractorsResidual Risk Future proposed actions toI P Totalreduce risk5 3 15 Undertake ongoing review -improve systems – focusresponsibility with on site propertymanagement5 3 15 Undertake ongoing review -improve systems – focusresponsibility with on site propertymanagement3 4 12 Undertake ongoing review -improve systems – engageexternal resource4 4 16 Employing competent staff 4 3 12 Undertake ongoing review -improve systems – focusresponsibility with on site propertymanagementPoor professional advice 4 4 16 Employing competent staff andconsultantsInadequate liaison with heads ofDepartment – not knowing their fullneeds or aspirations, this leads topoor Asset Management and poorresource management within FMLow morale through period ofchange post departure of HousingDepartment – leading to prematureloss of FTE posts and outputInformal property arrangementbetween departments and corporatecentre leads to confusion between4 4 16 Make HoDs aware of howimportant property is to their fullservice. Improve businessefficiency by having respect foreach other business needs4 4 16 Ensure proposals are workable,prepare case, get organisationalsupport, implement in an openand constructive way4 4 16 Each department tries toperform their duties in aprofessional way and at times5 2 10 Undertake ongoing review -improve systems – engageexternal resource whennecessary3 3 9 Engage HoDs and ensure thatproperty has suitable profile andpriority3 3 9 Agree future proposals with DoR,with CMT support and agree astrategy for introduction with DoRsupport3 3 9 Clarify responsibilities with DoR,with CMT support and agree astrategy for introduction with DoROwnerFrankTaylorFrankTaylorIncreaseresourceandimprovesystemsIncreaseresourceandimprovesystemsIncreaseresourceandimprovesystemsInputfromCMTandHoFMHofFM ,DoRand FMteam.HofFM ,DoRand FMTimeframe12 months12 months12 months12 months12 months6 months3 months3 - 6months40

Service Agreement2007/08SIGNIFICANT SERVICE RISKSresponsibilitiesRisks IdentifiedInherent RiskI P TotalMitigating Factorschecks to clarify position, i.e.between LLC and FMResidual RiskI P TotalFuture proposed actions toreduce risksupportOwnerteamandHoSTimeframe41

Service Agreement2007/0842

Service Agreement2007/08Review and Forward PlanningService SummaryGENERAL SERVICES 2007/08Service AgreementThe General Services Department delivers a number of statutory and discretionaryservices for the benefit of all residents and customers. The department strives to ensurethat these services are received by all, with special arrangements available to ‘harder toreach’ groups of customers.The main objectives of the department are to:1. Achieve the recycling targets the Council has committed to in the Local WasteStrategy.2. Meet the targets for the department set under the Best Value Regime.3. Ensure that Mole Valley’s street scene provides an attractive and pleasant place tolive and work.4. Operate an efficient, cost effective parking service for both “on” and ‘off’’ streetparking.The General Services Department deals with a number of different issues that a detailedin brief below.Household Waste - The Council collects waste from all the residents in Mole Valleythrough a contract with Biffa Waste Services. A twin wheelie bin scheme has beenintroduced for collecting refuse and mixed dry recyclables from the curtilage of residents’properties. This operates on an alternating weekly frequency where one week is refusethe other week is recycling. Further opportunities for recycling are also provided at the 22bring sites that the Department operates along with the ‘buy-in’ garden waste collectionservice.Abandoned cars - The Council is responsible for the removal of abandoned cars on landthat is open to the public.Street Cleaning - The General Services Department is responsible for street cleaningthroughout the District. This is achieved through a contract with Veolia.The Council directly employs a rapid response team of two operatives to deal withemergencies. Two inspectors monitor the street cleaning function. This service issupplemented with a Waste Enforcement Officer who implements the new regulations ascontained in the Cleaner Neighbourhood Act 2005.Fly Tipping - The General Services Department is responsible for the quick removal offly tipped material from land open to the public and encouraging private landowners tospeedily remove any dumped rubbish from their land. The Waste Enforcement Officermonitors Fly Tipping.Graffiti - The Council has a policy of removing graffiti off of all Council owned property asquickly as possible. It also, wherever possible, encourages and assists in the removal ofgraffiti from private property.Car Park Management - The Council operates and manages 20 car parks. There are1,155 spaces available for short-term parking and a further 750 spaces available forparkers who require long term (over 8 hours) parking. The department is responsible for49

Service Agreement2007/08maintaining the specified income levels. The Council also manages the enforcement ofon street parking on behalf of the County Council. This includes the enforcement ofyellow lines and special restrictions.Depot Management - The Department manages a number of depots across the district.By far the most important is the Station Road Depot in Dorking. These depots not onlyaccommodate Council Services but also refuse and street cleaning contractors. TheStation Road Depot also accommodates the Council’s main store. The Depot Manager isalso responsible for the Council’s vehicle and plant purchasing and maintenance.Emergency Services - The Department provides the main source of assistance to theCouncil’s Emergency Service.Contribution to the Council’s aims and prioritiesThe Departments efforts influence the following Council's Priorities.Waste ManagementTo work in partnership with all stakeholders and the community to reduce the amount ofwaste produced and to manage waste in a sustainable manner. The Council has beenable to achieve a major step change in the amount of recycling collected by the newcollection methods and a fully operational Materials Recovery Facility.Safer and Stranger NeighbourhoodsThe Council aims to support and develop safer and stronger neighbourhoods and act asa voice for community concerns. The department will contribute to this priority primarilyby introducing a Cleaner Neighbourhoods Strategy.Value for Money and efficiencyThe council aims to deliver value for money through improved financial management andefficiency, thus reducing pressure on the Mole Valley element of the Council Tax.Whenever possible the Department will critically examine its services to deliver them tothe highest efficiency.Service Achievements in past yearGeneral Services Department has had a busy year during 2006/2007 culminating in twomajor achievements. Firstly the Authority did become the highest recycling Authority inSurrey. In addition it also gained the best street cleaning BVI scores in Surrey.The twin wheeled bin alternate week collection system is now well established. This factalong with the success of the “buy-in” garden waste system has enabled us to achieve a39% recycling rate. The materials recovery facility operated by Grundon WasteManagement continues to flourish. During this financial year the department hascontributed to the production of the Surrey Joint Municipal Waste Strategy and endorsedthe aim of a recycling rate of 60% by 2025.The car park section has expanded during the past year to take care of the new demandsof the Authority’s two Town Centres. A new parking strategy was produced which will setthe policies with regard to parking for forthcoming years.The street cleanliness standards for Mole Valley have improved during the year withcustomer’s satisfaction levels improving from the previous years. At the end of this50

Service Agreement2007/08financial year the authority will have in place a new Waste Enforcement Officer to furtherimprove our street cleaning activities.Targets with respect to refuse and street cleaning best value indications are all beingmet.The department dealt with 500 number graffiti enquires and 340 instances of fly tippingand 412 abandoned cars were dealt with.Key Service Developments for the next yearThe challenges for the department will be quite diverse and are broken down under thefollowing categories.Waste and RecyclingAs well as maintaining the present levels of recycling the department will be carrying outthe following initiatives during the next 3 years.• Promotion of green cones digesters to householders.• Undertaking a food waste collection trial to 1000 properties in the district.• Evaluating a trial for collecting glass with normal dry recyclable.• Working with Grundon to increase range of materials collected at the MRF.• Maximising our efforts to recycle schools waste.• To instigate a “Home Movers” recycling pack.• Introducing a schools recycling program.• Securing an outlet for garden food waste.Car ParkingMore and more attention is being given to parking matters. The parking strategyproduced last year is pointing the direction we must take over the next 3 years.The major elements will be.• Increasing the patrols in and around our two town centres.• Working with the county to instigate controlled parking zones.• Where appropriate achieving “safer car park” awards.• Introducing a capital program to improve the infrastructure of specific car parks.• Review all day commuters parking in compact residential areas.• Review High Street parking to ensure some short stay provisions is permitted inHigh Street locations.• Review the provision of Disabled Parking, motorcycle and bicycle bays.• Reviewing the issue surrounding loading and unloading of goods to businesses.Street Cleaning, Fly Tipping and Abandoned CarsAs well as maintaining our excellent results with regards to national best value Indicatorsfor street cleaning, the council will devote more resources to embracing the council’sdesire to more rigorously implement the Cleaner Neighbour Act 2005.This will involve the newly appointed waste enforcement officer in the following:• Preparing press releases, promotional and educational campaigns for streetcleaning related projects.• Putting in place systems to enable fixed penalty notices to be issued for streetcleaning offences.• Introducing an evidence-gathering regime to deal with fly tipping offences.51

Service Agreement2007/08• Carry out prosecutions with regard to street cleaning, fly tipping litter and wasterelated matters.• Dealing with all areas of abandon car administration.Other ServicesThe Department will contrive to provide an active operational emergency response team.This will involve being a member of the council’s logistics emergency cell.Improvement plans for the next 12 months• Extension of Garden Waste and securing an outlet for that waste• Making improvements to car parks and car parking in the district• Implementing the Cleaner Neighbourhoods StrategyMedium Term Service aspirations/pressuresIn the medium term the department will concentrate its efforts in further increasing theCouncil's recycle rate in line with its own Local Waste Plan and the Surrey JointMunicipal Waste Strategy - to achieve a recycling rate of 50% by 2010 and 60% by 2025.In addition, based on the County Council providing the funding, we hope to assist themimplement controlled parking zones for Dorking and Leatherhead. There are howeversignificant unknown financial risks with these aspirations.52

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Waste ManagementExpenditure 4,176.9 4,393.2 4,621.7Income -964.6 -993.5 -1,023.23,212.3 3,399.7 3,598.5The General Services management and support team 216.7 221.8 226.9Depot servicesExpenditure 432.1 441.1 451.2Income - rental -142.4 -146.7 -151.1Income - internal recharges -356.1 -363.3 -370.6-66.4 -68.9 -70.5Car Parking etc.Expenditure 855.1 873.1 892.4Income -1,641.7 -1,690.1 -1,739.8-786.6 -817.0 -847.4Total General Services 2,576.0 2,735.6 2,907.553

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsGarden waste collection 60 60 0 0 0 0Minor works/maintenance & repairCar park investment programme 126 26 50 50 0 0Resurface all Car Parks 123 40 41 42 0 0Various equipment 90 30 30 30 0 0Vehicle Replacement - various 89 34 19 36 0 0Improvement of bring sites 75 25 25 25 0 0Station Road Depot works 45 15 15 15 0 0Composting plant 30 30 0 0 0 0Funding to be allocated 422 0 20 2 200 2001,060 260 200 200 200 20054

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Tonnes of Dry Waste 9,750 9,750 9,750 9,750Tonnes of Garden Waste 2,158 2,500 2,700 2,900Number of Missed Bins per 100,000 properties 200 150 100 90Number of Cars Parked (off street) 1,328,000 1,328,000 1,328,000 1,328,000Number of Abandoned Cars reported 412 412 412 412Number of Flytipping Incidents 340 340 340 340Performance IndicatorsProjection Target Target Target06/07 07/08 08/09 09/10StatutoryBVPI 82ai % waste recycled 31% 33% 34% 34%BVPI 82aii Tonnage of household waste recycled 9,600 9,700 10,000 10,000BVPI 82bi % waste composted 8% 10% 10% 10%BVPI 82bii Tonnage of households waste composted 2,400 2,550 2,600 3,000BVPI 84a Kgs household waste collected 380 404 408 412BVPI 84b % change in household waste collection 0% 1% 1% 1%BVPI 86 Household waste collection (cost) £68.99 £69.54 £71.24 £73.26BVPI 91a Kerbside collection of recyclables (one recyclable) 100% 100% 100% 100%BVPI 91b Kerbside collection of recyclables (two recyclables) 100% 100% 100% 100%BVPI 199a Local street and environmental cleanliness (litter) 11% 11% 11% 11%BVPI 199b Local street and environmental cleanliness (graffiti) 10% 10% 10% 10%BVPI 199c Local street and environmental cleanliness (fly posting) 1% 1% 1% 1%BVPI 199d Local street and environmental cleanliness (fly tipping) 2 2 2 2BVPI 218a Percentage abandoned vehicles investigated within 24hrs 92% 95% 95% 95%BVPI 218b Percentage abandoned vehicles removed within 24hrs 50% 50% 50% 50%LocalLPI Number of collections missed per 100,000 collections of household waste. 204 150 100 90LPIPercentage 'down time' (out of operation) of payment machines in MVDCcar parks during the relevant period.1 2 2 2LPI Percentage of abandoned cars removed within 48 hours 100 100 100 100LPI Average days to remove fly tipping 3 2 2 255

Service Agreement2007/08MAJOR PROJECTS (CORPORATE AND SERVICE)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetExtension of Garden waste D Parr To increase composting recycling rate 07/08£60k (capital)£73k (Revenue)Food waste trial S Strickland To evaluate food waste collection system 07/08 Outside fundingAnalysis of glass trial D Parr Increase recycling rate 07/08Not known atpresentSecuring an outlet for garden waste material S StricklandTo secure more economical process and provide alternate disposalpoint07/08 £30kAssist County to investigate control parkingzonesD Parr To evaluate CPZ for Districts 07/08 Within Dept budgetCar park improvementD Parr / SClarkTo improve car park infrastructure 07/08 £25k capitalPromote Cleaner Neighbourhoods Strategy D Parr To promote Local Environmental Quality 07/08 £48kSIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskResidual Risk Future proposed actions toMitigating FactorsI P TotalI P Totalreduce riskOwnerNon acceptance by residents of 2 2 4 Good PR & promotion 2 2 4 Continued PR & promotion DP &systemSSOutlet for garden waste ceases 3 3 9 Alternate sources of disposal 3 3 9 Discussions with other parties DP &soughtSSAbove average number of ‘illegal 3 3 9 Employment of Waste2 2 4 Promotion and education DP &dumpings’ occurEnforcement OfficerSSVolitile recycling prices influence 3 3 9 Continual review of market 2 2 4 Alternate outlets considered DP &budgetprices.SSGrundon used as main outletTimeframe07/0807/0807/0807/0856

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedEmergency rendering depotinoperableChanges to legislation affectingservicesInherent RiskI P TotalMitigating Factors(bigger market operator)4 2 8 Continual risk assessmentModern alarm systemRegular depot meetings3 3 9 Review of all white and greenGovernment publications andwebsitesMajor Contractors cease to operate 4 2 8 Continual monitoring of financialstatusMRF becomes inoperable 4 3 12 Arrangements to bulk recycleawaySevere weather conditions badly 2 2 4 Weather reports continuallyaffect servicesmonitoredCar Park machines becomeinoperable3 3 9 Selection of competentcontractorAlarms fittedRegular meetings with otheragencies and authoritiesResidual RiskI P TotalFuture proposed actions toreduce risk2 2 4 Fire and emergency drills to beundertakenFurther Environmental RiskAssessments2 2 4 Continual discussions with allrelevant agenciesOwnerDP &PTTimeframe07/08DP 07/082 2 4 Continued vigilance DP 07/082 2 4 Discussions with major contractor DP &SS2 2 4 Review contingency plans DP %PT3 3 9 Continual review of security DP &arrangementsSCFriday Market becomes uneconomic 2 2 4 Continual monitoring 2 2 4 Continued monitoring DP/CP 07/08Higher than expected Baxter Index 3 3 9 Continual monitoring 3 3 9 Continued monitoring DP 07/0807/0807/0807/0857

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Service Agreement2007/08Review and Forward PlanningICT SERVICES 2007/08Service AgreementService SummaryThe IT Department comprises 14 officers covering all aspects of ICT provision, support,advice & guidance in order to enable other service & support departments to deliverrobust public services. Since the early 90’s the Department has adopted the ITIL(Information Technology Infrastructure Library) Framework to engender a customercentric approach to service management & delivery. All IT staff recognize that they arehere for the benefit of user departments and are tasked with enabling effective & efficientpublic service delivery.ICT has been identified as a phase 1 East Surrey Improvement Partnership (ESIP)project; it will be proposed that a single ICT unit is created across the partnership runninga resilient dual data centre to the three politically independent organisations.The main functions of the current IT Department can be summarized as;• ICT Management; & Strategy• HelpDesk & User Support• Application Support & Development• GIS & LLPG• Web applications & Content Management System Administration• Server Support• Network Support• Network security,Contribution to the Council’s prioritiesSafer and Stronger Neighbourhoods - We have provided a .gov.uk web domain foreach Parish council & allow them the facility to create and maintain their own webpresence using the same content management system as used forwww.molevalley.gov.uk; full training, advice & guidance is provided.The IT department has supported the Box Hill Project with technical advice, guidance,procurement & occasional seminars/presentations. The project aims to provide a regularmeeting opportunity for the older generation in the community together with IT training &hands on opportunity. The project meets at the village hall and uses a number of laptops,a printer a local wireless network & adsl broadband access. It made a significantcontribution to the BBC WWII database of memories & information from “those at home”that is now managed in perpetuity by the National Archive. This successful project isbeing repeated in Leatherhead and the organizers are canvassing similar support fromMVDC IT dept.Waste Management - The website is used to provide information and online facilitiesthat assist the council with this priority. A webcast explaining the MRF operation andshows the machinery within the MRF that would otherwise be unseen by the public hasbeen provided on the website, additional information covering Waste initiatives e.g.Schools Recycling Services & Garden waste Scheme. Facilities are provided togetherwith self-service opportunities such as purchase composters online. A BS7666 gazetteerintegratedGarden Waste system has been created. Allows spatial analysis of collectionroutes, clustering of customers and the apportioning of pickups per team.59

Service Agreement2007/08Refuse collection data, e.g. routes & schedules, is to be linked to BS7666 gazetteerYoung People - The IT Department administers the management of a number of webdomains created as a result of engagement with young people e.g. MVyouthvoice.co.uk& MoleValleySport.org and have the toolset available for Departments to engage withyoung people using their “weapon of choice”, namely SMS Text Messaging.The Youth Council are discussing using the webcast facility for their council meetings;this will be delivered through their own branded “microsite”.GIS plans and data are created for Play Strategy and Play Scheme projects.For work experience, an IT Department is a first choice for many. We are pleased to beable to offer two concurrent placements within the Department whenever we can.Value for Money and Efficiency - The IT department has lead on a number ofprogrammes that have demonstrated significant VfM returns e.g. Time Recoding BPM(Business Process Management), Consolidating Mobile Phones to a single OGCcontract, consolidation of LandLines to a single invoice with line rental & call chargediscounts.Service Achievements in past yearThe IT department has been active in numerous initiatives corporately, pan-departmental& intra departmental, these include;Replacement of deskside printers with small number of Multi Functional Device printers;reducing cost of consumables, replacement hardware acquisitions power consumption &floor spaceESIP ICT Communications link; Virtual Private Network between ESIP partners that willallow for additional partners to link up too (e.g. Epsom & Ewell for HR services fromTDC).Hosting of TDC Revs& Bens Application delivered across the ESIP ICT Comms Link.BPM review of time recording removed the requirement for recording of time beyond thatfor flexi-time.BVPI 157 (e-govt) target of 100% of services delivered electronically achieved.Online Planning- Pendleton score of 20/21 achieved. Further developments now show apanable clickable map of planning applications.Key Service Developments for the next yearIn line with the interim IT strategy, other than ensuring the existing services andapplications continue to operated, most IT effort will be directed to the ESIP ICT project.In addition a small number of corporate / local projects will be delivered, including;• Intranet- to provide a comprehensive corporate communications mechanism.• Changes as a result of the Customer Access Review• Housing Stock Transfer – data extract, interface re-writing, using GIS & LLPGdatasets to clarify the property & land transfer.• OS PAI (positional Accuracy Improvement)- complete the changes to the mapbase & datasets in line with the latest accuracy available from OS.Email archive- implement a “minimum set” policy for key corporate documents (e.g. H&S,Contracts etc) while storing other “non-essential” items for a short period of time.Improvement plans for the next 12 monthsAs per Service Developments above, in addition, it is planned to formalise the acquisition& ongoing replacement of PC hardware and line of business application software. In60

Service Agreement2007/08essence, Departments will need to build a business case & secure budgets for InitialCharges for new PC or software acquisitions; the business case will clearly indicate anyongoing annual revenue impact for e.g. software licenses which will be reflected in the ITbudget. The IT department will centrally manage a “repairs & renewals” annual budget foracquired equipment.Subject to funding approval:• install an Uninterruptible Power Supply (UPS) for the computer room that willbetter manage & maintain services availability in the case of utility power failure.• Improve the air conditioning facility in the computer room to avoid the overheatingproblems & failures encountered each summer.Medium Term (next 3 years) Service aspirations/pressures – in briefThis will be lead by the decisions taken by ESIP, if the business case is accepted, it ispossible that we may see a single IT Department operating a resilient dual datacenter tothree politically independent organizations. If so, this would begin with changes to tier 1ICT management from 1/4/200861

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000The ICT team 597.8 602.1 627.1Software 247.7 252.6 257.6Hardware 58.6 59.8 60.9Other ICT Services 83.8 84.3 86.2Total ICT Services 987.9 998.8 1,031.862

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsTelephone system 100 0 100 0 0 0Minor works/maintenance & repairMicrosoft Software 54 27 27 0 0 0Uninterupted power supply 25 0 25 0 0 0Surrey e-partnership 16 16 0 0 0 0Application software agent 30 0 30 0 0 0225 43 182 0 0 063

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesNumber of pieces of IT equipment supported (excl telephone equipment) 1277Number of Registered user accounts supported 445Projection Estimate Estimate Estimate06/07 07/08 08/09 09/10Number of Mobile Devices supported (Sim cards) 185 200Number of website Pages visited. 3,000,000 3.250,000 3,500,000 3,750,000Number of calls placed on helpdeskPerformance IndicatorsLocalIT KLPI 1 Investment in ICT by employee (incl members excl manual workers) £3143IT KLPI 2 Workstations supported per support specialist 127IT KLPI 3 Investment in ICT by head of population £12.35Projection Target Target Target06/07 07/08 08/09 09/10IT KLPI 4 WebSite Availability: percentage of time the site is available. 98% 98.5% 99% 99.25%IT KLPI 5 Online Form Stats.: number of Online Forms submitted. 10,000 11,000 12,250 14,000IT KLPI 6 Email Virus Protection: number of virus breeching the protection installed 0 0 0 0IT KLPI 7IT KLPI 8Helpdesk stats: Percentage of Priority 1 calls to the desk having servicerestored within 4 working hoursHelpdesk stats: Percentage of Priority 2 calls to the desk having servicerestored within 8 working hours100%100%64

Service Agreement2007/08MAJOR PROJECTS ( CORPORATE AND SERVICE )Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetESIP ICT Project SF Reduce cost of ICT by 20% 2010ESIP Revs & bens Hosting for TDC SM(TDC) TDC Revenues application to be hosted & delivered by MVDC 2007Housing Stock transfer JBMigrate data to Circle Anglia Apln. Use GIS to clarify the propert &land transfer & produce transfer documents Nov 07OS PAiRSComplete OS Positional Accuracy Improvement programme for allspatial datasets Jul 07Intranet LB Deliver new Intranet as basis for corporate communications for all staff May 07SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsObsolescence of technology 4 5 20 IT strategy in placeAppropriate IT mgt time spent inmonitoring new technologydevelopmentsHacking with malevolent intent 5 5 25 - Strong Firewall in place- Limited access from outside- Automatic domain securityimposed on users- Annual Full PenetrationTesting & monthly checks- Modem Connectivity LimitedResidual Risk Future proposed actions toI P Totalreduce riskOwner Timeframe2 2 4 Centralising renewals programme BT APR 083 2 6Virus infections across network &PC population5 5 25 - anti virus software automated& installed at build- regular automated update &monitoring- All inbound & outbound emailAnti Virus checked byMessageLabs2 2 465

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsResidual RiskI P TotalFuture proposed actions toreduce riskOwnerTimeframeBreach of confidentiality 4 4 16 - Authentication required toaccess systems- Application users & accessrights managed by departments- Security Policy in place- IT Dept advised of leavers sothat logins removed- dpa training provided for allstaffTheft of equipment 5 5 25 - All equipment recorded inCMBD, asset marked & Tracerfluid applied- Equipment at higher riskphysically secured- Regular manual audit ofCMBD- Building alarmedLoss/corruption of data 4 4 16 - User storage available oncentral servers- Automated centralised backupof data & systems- Offsite security routine in place4 2 83 2 64 2 8 ESIP Data Mirror across dualdata centresBT 2010Pippbrook Telephone Switch at endof lifeLack of Line of Business forwardplanning leads to drain on ITresources3 3 9 Regular contact withmaintenance organisation toensure ready supply of spareson 2 nd user marketMaintenance contract in place2 4 8 The need for departments toplan IT requirements up to 18months in advance to accountfor the budget cycle is asignificant challenge and rarely3 3 9 ESIP joint telephony project willreduce cost to replace existingswitch2 4 866

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating Factorsare requirements identified (orsometimes even known about)until weeks before hand.Residual RiskI P TotalFuture proposed actions toreduce riskOwnerTimeframe67

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Service Agreement2007/08LEGAL 2007/08Service AgreementReview and Forward PlanningService SummaryThe Legal department forms part of the Resources directorate. It consists of 3 sections.The legal team provides a full range of legal support and advice to the Council. Thisincludes litigation, conveyancing and property advice, commercial contracts andprocurement, advocacy, planning and licensing advice and advice to the Council and itscommittees. There are 4 solicitors, 2 legal executives and 1 support staff in the team. Thedepartment is headed by the Head of Legal Services who is also the Council’s statutoryMonitoring Officer. The estates team provides valuation and estates managementservices to the Council, mainly in respect of its non-operational property holdings. Thereare 2 surveyors (1 part time) and a further temporary surveyor in this team. They share 1part time support staff with the legal team. The elections team carries out the electoralregistration function of the Council and organises all forms of elections eg Parliamentary,European, district, county and parish elections. There are 3 members of the electionsteam.The vision for the department is to provide an excellent, efficient and cost effective rangeof services to the Council.Contribution to the Council’s prioritiesThe Legal department contributes to the Council’s priorities in the following ways:Safer and Stronger Neighbourhoods - we have contributed to obtaining AlcoholDesignation and Dispersal Orders to combat anti-social behaviour and Anti-socialBehaviour Orders (ASBOs) and Acceptable Behaviour Contracts (ABCs).Affordable Housing - we play a key role in the provision of affordable housing by carryingout the legal work in connection with planning agreements with developers requiring themto provide an element of affordable housing. In addition we provide legal and valuationsupport in connection with the disposal of Council-owned land to RSL’s for the provisionof affordable housing.Waste Management – we provided legal and valuation support in connection with thebuilding of the MRF. We have also provided legal support to the twin wheeled binrecycling and waste collection service.Young People – we provide full legal support to the Council’s various leisure functions. Inaddition the elections team plays a role in elections for members of the Youth Council.The department also provides legal and valuation advice on an ad hoc basis whichenables the Council to deliver its priorities.69

Service Agreement2007/08Service Achievements in past yearThe Head of Legal Services has chaired the property group for stock transfer whoseremit is to ensure appropriate property assets are identified and either transferred to theRSL or retained by the Council.We are proactively investigating and seeking to define the most appropriate form(s) oflegal entity for the delivery of services by the ESIP partnership.We oversaw the successful transfer of the management of the land charges function tothe Planning department.We commenced, and have achieved significant progress on, a project to complete thevoluntary registration of all the Council’s unregistered land holdings.We have updated RIPA procedures following an inspection of the Council.We have supplied legal support to two major leisure projects ie refurbishment of LLC andthe possible creation of a leisure trust.We have continued to provide legal and valuation support relating to the supply ofadditional affordable housing.We have continued to seek to dispose of surplus Council owned land or where land canbe better managed by third parties (eg SWT). This will lead to efficiency savings in themanagement of such land.We successfully managed the 2006 local elections as well as implementing the collectionof personal identifiers for all postal votes.We carried out house-to-house visits of targeted areas in connection with the electoralregistration annual canvass.Key Service Developments for the next yearCompleting the housing stock transfer and preparing the department for post stocktransfer.Investigating and seeking to define the most appropriate form(s) of legal entity for thedelivery of services by the ESIP partnership.Completing the voluntary land registration project.Providing legal support to two major leisure projects ie refurbishment of LLC and thepossible creation of a leisure trust.Providing legal and valuation support in relation to the supply of additional affordablehousing.Ensuring the Council’s property portfolio continues to provide a good return for theCouncil and seek to dispose of any surplus land holdings. There is a savings item of£50,000 for 2007/08 in respect of non-operational properties.Manage the 2007 district and parish elections and implement the collection and checkingof postal vote personal identifiers. There is an agreed growth item of £28,000 for 2007/08in respect of extra elections costs required by legislation.70

Service Agreement2007/08Introduce the revised code of conduct for Members and provide training (possibly inconjunction with ESIP) and help to raise the profile of standards generally.Produce a records retention policy for the Council.Consider ways of working closer in partnership with legal teams in other Surrey districts.Improvement plans for the next 12 monthsThe major areas of activity planned for next year are outlined in the previous sectionMedium Term (next 3 years) Service aspirations/pressures – in briefIt is difficult to plan the way forward for the department in the medium term. As a largelysupport service (with the exception of elections), we are dependent on the future shapeof the Council. We are faced with the probable loss of housing and the possible loss ofleisure, which will have an effect on the level of legal and valuation support required bythe Council. At the same time the workload from other departments is increasing whichleads to pressure on the team.In the short term we are faced with the possibility of losing two members of the legal teamfollowing stock transfer. We will have to manage the non-housing legal work theycurrently carry out whilst at the same time having to cope with the increasing workloadfrom other departments.We are also subject to external pressures in the form of the future shape of localgovernment in Surrey, which is still uncertain. This is likely to lead to closer collaborationwith the other two ESIP authorities as well as more joint working with legal teams in otherSurrey districts.71

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000The Legal and Valuation team 460.9 472.1 483.6Election Expenses and Electoral Registration 218.5 226.9 231.6Non operational propertiesExpenditure 49.5 49.9 50.7Rental Income -1,073.2 -1,073.4 -1,073.5-1,023.7 -1,023.5 -1,022.8Total Legal Services -344.3 -324.5 -307.672

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEProjection Estimate Estimate EstimateService Volumes06/07 07/08 08/09 09/10No. of postal votes issued 9,173 9,600No. of planning agreements completed 14 14No. of enforcement notices issued 12 12No. of planning inquiries conducted 9 9No. of CLEUDS/CLOPUDS considered 20 20No. of prosecutions conducted 5 5No of sites disposed for affordable housing 2 2No. of commercial property transactions completed 32 32No. of commercial contracts completed 25 25No. of RTBs completed 13 13No. of possession cases conducted 45 45No. of sundry debt cases conducted 80 80No. of housing benefit cases conducted 40 40Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10Local PIsLE CLPI 1 Number of Ombudsman complaints against the Council upheld 0 0LE KLPI* 1 Percentage of electors on the annual Electoral Register 95.2 % 95.5 %LE KLPI 2 Percentage of the electorate who voted by post 10 % 10.5 %LE KLPI 3 Percentage of the electorate who have been issued with postal votes. 14.3 % 14.8 %LE KLPI 4 Percentage of planning inquiries successful 89 % 89 %LE KLPI 6 Percentage of prosecutions successful 100 % 100 %LE KLPI 7 Percentage of possession/debt/benefit cases where costs recovered 100 % 100 %73

Service Agreement2007/08MAJOR PROJECTS ( CORPORATE AND SERVICE )Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetStock transfer property group RBESIP RBLLC refurbishment RILeisure TrustRIEnsure appropriate property assets are identified and either transferredto the RSL or retained by the Council. 31.10.07Continue work on finding suitable legal vehicle for ESIP sharedservices 31.7.07Ensure support for timely and efficient procurement process for LLCrefurbishment project31.03.08Ensure support to enable clear and concise report is provided settingout options for MV Leisure Trust31.10.07SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskResidual RiskMitigating FactorsI P TotalI P TotalLoss of experienced staff in lead up to4 3 12 Adequate notes to allow replacement 4 2 8elections and/or production of registerstaff to step inError in software causing delays to absent 4 4 16 Use software supplied by experienced 4 3 12votes being issuedcompanyLoss of IT systems at key times 4 3 12 Hardware managed and backed up by IT 4 2 8sectionFailure by external printers/suppliers to deliver 4 3 12 Make standby arrangements if possible 4 2 8ballot papers, postal packs on timeGiving incorrect legal/valuation advice 4 3 12 Employ experienced & trained staff with 4 2 8ready access to up to date materialsMissing key court dates, time limits etc. 3 3 9 Using checklist on IT system 3 2 6Breaches of property leases 3 3 9 Forfeiture clauses, break clauses 3 2 6Risk of having to bear opponent's costs in 3 3 9 Assess strengths/ weaknesses of case, 3 2 6litigationseek Counsel's adviceFuture proposed actions toreduce riskOwnerTimeframe74

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Service Agreement2007/0876

Service Agreement2007/08LEISURE 2007/08Service AgreementReview and Forward PlanningService Summary.The Mole Valley Leisure Service encompasses the following:• The provision and management of major facilities such as the LeatherheadLeisure Centre, Dorking Halls, Dorking Sports Centre, parks and open spaces,allotments and the Cemetery.• The development of opportunities for people, particularly the young to participatein sport and art activities.• The development and engagement of young people including the development ofand support of Youth Voice.• The staging of events such as the Arts Alive Festival, Holiday Schemes, andActivezone.• An information and general advisory service to the public with regard to all leisureissues.• Administration of the Council’s leisure grant scheme.• The development of Strategy and Policy.Objectives of Leisure ServiceThe stated objectives of the Leisure Service are:• To ensure that residents in Mole Valley are aware of the benefits that the LeisureService can bring to the individual and to the community.• To ensure that the Leisure Service develops in accordance with the expressedneeds and aspirations of the local community in Mole Valley.• To encourage participation in leisure activities ensuring that opportunities areavailable to all.• To ensure that the opportunities to participate in leisure activities are wellpublicised to promote a greater understanding and awareness of what isavailable.• To ensure that there are networks in place to facilitate communication betweenproviders and users to foster a co-ordinated approach to the provision of leisureopportunities.• To ensure that there is co-operative working between providers encouraging thesharing of resources.• To optimise the contribution that local services can make to the potential of thearea for attracting inward investment and job creation.• To ensure that the maximum benefit is obtained from the resources available,encouraging partnerships and external funding as appropriate.• To ensure that the Mole Valley Leisure Service is cost effective, operates inaccordance with the approved Strategy and within the budget agreed by theCouncil.Main Role and Purpose77

Service Agreement2007/08The Leisure Service contributes to improving the quality of life of the community andfacilitates the Council achieving its strategic objectives. The Leisure Service providesopportunities for:• The improvement of the health of the community physically and mentally.• The development of community spirit and civic pride.• The improvement of an individual’s development skills and social interaction.• The improvement of the environment.Leisure and leisure activity cannot be seen as peripheral or separate from other qualityof life and social issues. Cultural activities, in whatever form, enrich the lives of theirparticipants and of the community as a whole. These activities be they music, literature,dance or football allow people an outlet for their creativity and self-expression which theymay not have through work or domestic duties. They have a value beyond pure monetaryand utilitarian measures.The key components of culture are crucial to the quality of life of people who live andwork in Mole Valley. The district's parks, its countryside, its leisure facilities, festivals andevents, the opportunity it provides for children and adults to take up and learn newactivities, its sense of history and heritage - all are part of the fabric of living, withoutwhich people's lives would be immeasurably poorer.The leisure service thus contributes strongly to the council’s overarching vision andstrategic themes. It contributes enormously to the quality of life of individuals andcommunities and provides strong community leadership evidenced by the developmentof groups such as the Mole Valley Arts Forum, Mole Valley Sports Council, Mole ValleyYouth Council, Mole Valley Play Forum and Legacy: Mole Valley.Service Achievements and Performance in 2006/07Performance has been very good. Financial targets have been met with Dorking Hallshaving a particularly successful year. The cinema has undergone a generalrefurbishment providing better seating and is proving popular. This enhances the servicethe halls provides and increases its value for money.At Leatherhead Leisure Centre budgetary and staffing issues have been challenging.The ongoing uncertainty over the longer term future of the leisure centre has been anissue but now with the council agreeing to carry out a major refurbishment of the facilitythis is partly resolved. The outstanding issue is the consideration of the differentmanagement options for the centre and indeed for leisure services with staff favouringthe establishment of a Mole Valley Leisure Trust. Despite the uncertainties it is a credit tothe team that the centre functions as well as it does. The project to refurbish the centrewill continue through out 2007/08 and into 2008/09.Within the parks arena the grounds maintenance contracts have operated well due to thediligence of the parks team. Other notable work includes the Kingston Road RecreationProject, the development of the new playground King George V Playing Field, the makingsafe of the memorials at the cemetery, the skatepark at Leatherhead and the BMX trackat Ranmore and Bookham skate park. Progress has also been made on the transfer ofsome countryside sites to Surrey Wildlife Trust with the objective of achieving both futurerevenue savings and a better service to the public. Transfer currently due on 1 st April2007.Dorking Sports Centre is achieving record visitor numbers and whilst we have to continueto monitor their work closely and there are still resource issues which need attentioncustomer feedback appears to be improving.78

Service Agreement2007/08Work with young people and Youth Voice has been productive. 24 youth councillorsattended a ‘residential’ at Bowles Centre in Kent designed to bond the council membersand facilitate future planning. The weekend was supported by our staff and was a greatsuccess. It is to be an annual event although the location may change. There were 38councillors at the last meeting a record level of attendance and one which illustrates quiteclearly how well the forum and the relationship with the young people is managed.Youth Voice achieved notable successes with the ‘Amphishock’ event and their annualawards showcase.Junior Youth Voice have continued to meet and are now assisting with the developmentof the council’s play strategy. Nine local junior schools are actively involved in the group.A youth strategy was produced and our work on young people has influenced thedevelopment of the south east area children and young people’s plan.The tenth Arts Alive Festival was a great success with participation levels rising again.The festival has developed in partnership with the arts forum and local community andreflects community wishes and desires.The Surrey Youth Games provided a focus for sports development and again our teamswere successful. The continuation of the mini moles and voluntary coaching initiativeshave been well received.The fun van initiative was again well received and will be expanded in response tocustomer demands.Talks have been held with neighbouring authorities in the East Surrey Cluster on jointprovision of leisure facilities/services but although there is a will at officer level to makefast progress leisure has not been selected as a service for early consideration.Key Service Developments for 2007/08The major projects for the next year will be the planned refurbishment of LeatherheadLeisure Centre. And the possible transfer of all or part of the leisure service to a leisuretrust.Other significant projects include the following:• Completing the transfer of some of the Council’s countryside landholding to theSurrey Wildlife Trust to provide savings to the council and enhancedmanagement of the sites.• Embracing the requirement to fulfil the safeguarding role in respect of childrenand young people.• The further development and engagement of young people and youth voice,junior youth voice and the continued development of the multi agency group foryoung people which is to implement the young peoples proposals coming fromthe community plan.• The implementation of the Junior Community Strategy and keeping junior youthvoice up dated on developments.• To pursue the development of King George V Recreation Ground, Dorking.• To continue to pursue the development of a community partnership to engagewith the community in North Holmwood Initiative.In addition to these projects it will be a challenge to continually improve all our servicesfrom the fun van to Dorking Halls. We will also continue to seek efficiencies in servicedelivery and explore opportunities to invest capital in order to save or bring in more79

Service Agreement2007/08revenue in future years and look at the possibilities of linking our services with that ofneighbouring authorities to provide a better service to our customers.This all needs to be done in the environment which includes the possible transfer of staffto a Leisure Trust, the likely transfer of housing stock and the implications that may haveon our parks section whose personnel carry out a large amount of work on our housingestates and the possibility of amalgamating services within the cluster of East Surrey.The overall budget for the delivery of the service is very tight and there is no capacity tocope with any unforeseen or major occurrence such as significant plant failure at one ofour facilities.The amount of work expected from the department will be challenging particularly giventhe two major projects which require significant attention and a known temporaryreduction in resource within Leisure Development. There is a real need to use timeproductively and wisely and ensure that staff are empowered to make decisions andmove work forward.Improvement Plans for 2007/08Possible establishment of Mole Valley Leisure TrustCommence the refurbishment of Leatherhead Leisure CentreProvide a skatepark in Ashtead and WestcottMedium term Service Aspirations/pressures for next three yearsThe major issue reflects the two major projects. The leisure service could be outsourcedto a Mole Valley Leisure Trust. The creation of single focused body to deliver the leisureservice to the community would provide significant savings for the council depending onhow the trust is established.The refurbishment of the leisure centre will be programmed over at least two years andwhen complete will result in improved leisure facilities being offered to the localcommunity and a reduction in the current revenue cost of the centre.Other than that the service will continue to do what it has for the past nine years. Providea comprehensive leisure service to the people in the area and a service in which we whodeliver it take a lot of pride.80

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Parks and Open SpacesExpenditure 574.3 604.5 636.3Income -94.5 -94.6 -95.1479.8 509.9 541.2The Leisure management and support team 433.8 444.0 454.8Dorking HallsExpenditure ( inc salaries) 1,400.2 1,430.6 1,461.4Income -998.2 -1,027.8 -1,058.2402.0 402.8 403.2Leatherhead Leisure CentreExpenditure ( inc salaries ) 1,703.4 1,746.0 1,789.7Income -1,398.6 -1,440.7 -1,483.6304.8 305.3 306.1Arts, Sport and Youth 91.2 93.3 94.4Museum, Community Centres & Grants 63.7 65.7 67.6Leisure Strategy & Marketing 58.4 8.5 8.7Cemeteries and War Memorials 26.4 27.9 29.1Dorking Sports CentreExpenditure 161.6 165.6 169.9Income -223.9 -225.2 -226.8-62.3 -59.6 -56.9Total Leisure 1,797.8 1,797.8 1,848.281

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsLeatherhead Leisure Centre reprovision 8,000 1,000 4,000 3,000 0 0KGV Playing Field Pavilion 400 400 0 0 0 0Community Grants 346 100 60 61 62 63Multi-sports areas/skateparks 210 100 55 55 0 0North Leatherhead Pavillion 207 207 0 0 0 0Minor works/maintenance & repairPlayground Refurb Programme 150 50 50 50 0 0Miscellaneous repairs and renew als 144 56 36 52 0 0LLC upgrade CV equipt in Tone Zone 77 27 25 25 0 0Openspace footpath refurbishments 65 25 20 20 0 0Meadow bank pond revetments (south) 35 0 15 20 0 0Signage, sports centre, Dorking Halls 30 10 10 10 0 0Football pitch drainage 28 0 14 14 0 0Granw ood floor, LLC 26 26 0 0 0 0House lights Martineau Hall 23 0 0 23 0 0Refurb Mansion Gardens Leatherhead 22 10 12 0 0 0Allotment rimprovements 21 7 7 7 0 0Meadow bank fence/w all 20 20 0 0 0 0Woodfield security measures 20 20 0 0 0 0Furniture, Dorking Halls 18 0 9 9 0 0Flagstone path Emlyn Way 15 15 0 0 0 0Cotmandene Verge Reinstatement 15 0 15 0 0 0Cannon Court access track 15 0 15 0 0 0Conference equipment, Dorking Halls 15 0 7 8 0 0Internal decorations Dorking Halls 15 0 15 0 0 0Emergency Lighting Batteries-LLC 14 14 0 0 0 0Roofing w orks Dorking Halls 14 14 0 0 0 0Confectionary kiosks, Dorking Halls 12 0 0 12 0 0Meadow bank cycle path 6 6 0 0 0 0Funding to be allocated 500 0 0 0 250 25010,463 2,107 4,365 3,366 312 31382

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Attendance Dorking halls 180,000 182,500 185,000 187500Attendance Leatherhead leisure centre 495,000 450,000 450,000 550,000Attendance Dorking Sports centre 690,000 690,000 690,000 690,000Number of visits made to schools 190 200 210 215Number of events and courses for young people 60 65 70 75Number of organised sports events accommodated on our P and OS. 228 230 235 240Performance IndicatorsProjection Target Target Target06/07 07/08 08/09 09/10StatutoryBVPI 119a Satisfaction with cultural and recreational activities: Sports/leisurefacilities61% - - 63%BVPI 119b Satisfaction with cultural and recreational activities: Libraries 71% - - N/ABVPI 119c Satisfaction with cultural and recreational activities: Museums/galleries 29% - - N/ABVPI 119d Satisfaction with cultural and recreational activities: Theatres/concert57% - - 60%hallsBVPI 119e Satisfaction with cultural and recreational activities: Parks & open space 78% - - 80%Local PIsLD CLPI* 1Satisfaction rating (%) by the Youth Council with District Council leisureservices.90% 90% 90% 90%LD KLPI 1Spend per head of population in cultural and recreational facilities andactivities.£22.55 £22.55 £23.00 £24.00LD KLPI 2 Number of visits made to schools each year. 190 200 210 215LD KLPI 3Number of teams, including two disability teams, entered into the YouthGames.27 27 27 27LD KLPI 4 Overall number of events and courses for young people. 60 65 70 75LDH KLPI 5 Net direct cost of service: Dorking Halls. £406,000 £426,000 £450,000 £450,000LDH KLPI 6 Attendance per annum: Dorking Halls. 180,000 182,500 185,000 187,500LDH KLPI 7 Level of usage Grand Hall: Dorking Halls. 82% 83% 84% 85%LDH KLPI 8 Total number of hire bookings: Dorking Halls. 620 610 615 620LDH KLPI 9 Total number of conference/meetings bookings: Dorking Halls. 325 330 335 340LLC KLPI 10 Net cost of service: Leatherhead Leisure Centre £307,000 £370,000 £390,000 £250,000LLC KLPI 11 Attendance per annum: Leatherhead Leisure Centre 495,000 450,000 450,000 550,000LLC KLPI 12 Subsidy per visit: Leatherhead Leisure Centre £0.62 £0.80 £0.80 £0.60LO KLPI 13 Net cost per annum per resident: Parks, Open Spaces and Allotments£7.66£8.0 £8.40 £8.9083

Service Agreement2007/08Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10LO KLPI 14 Take up of allotments. 82% 84% 85% 86%84

Service Agreement2007/08MAJOR PROJECTS (CORPORATE AND SERVICE)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetComplete refurbishment of the leisure centre within budget.Refurbishment of Leatherhead LC. JCImprove revenue position of the leisure centre by at least £122,000paIncrease attendance levels year on year to 550,000pa by 09/10March 07 toOctober 10 £8mInvestigation into leisure trust JCEstablishment of a Mole valley leisure trust.Revenue savings of at least £166,000 paMarch 07 tomarch 08. £75KMulti sports areas skateparks RA Provision of skateparks March 2010 £210,000Community grants JC Provide grant for community groups March 2010 £346,000North Leatherhead Pavilion RA Construction of pavilion March 2008 £207,000KGV Playing Filed pavilion RA Construction of pavilionTo December2008 £400,00085

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsClosure of LLC, DSC or DH 4 1 4 Ensure budgets in place tooperate facilities. Ensurefacilities are maintained. Ensurefacilities are properly staffed.Failure of leisure connection 4 2 8 Plan in place for council tomanage facility for an interimperiod. Performance of LCmonitored.Failure of G. Burley and Sons 4 2 8 Council would need to take onworkforceReduction in projected income due 5 3 15 Income will be closelyto plant failures or as a result ofmonitored week by week andunforeseen occurrences such as theadjustments made toweather.programme and staffing asappropriate.Staff absence, lack of staff resource 4 2 8 Plans in place for businesscontinuity.Residual Risk Future proposed actions toI P Totalreduce riskOwner Timeframe4 1 4 JC ongoing3 2 6 JC ongoing3 2 6 JC ongoing4 2 8 JC ongoing3 2 6 JC ongoing86

Service Agreement2007/0887

Service Agreement2007/08Review and Forward PlanningPLANNING 2007/08Service AgreementService SummaryDevelopment ControlThe means of protecting and enhancing the local environment whilst also allowingdevelopment for the District’s economic and social well-being to take place in anappropriate way. In so doing implement national planning legislation and policies andlocal planning policies and balance economic, environmental and social considerations indetermining planning applications.36 full and part time staff.Vision: to protect and enhance the quality of life for residents, the local environment andfor local businesses to succeed subject to no social cost. To allow evolving modern publicneeds to be met in a sustainable way that does no harm to the character of the District orits parts, but indeed enhances it.Building ControlThe Building control service through its handling of Building Regulations applicationssafeguards the health and safety of people in and about buildings, ensures that buildingsare accessible and meet minimum energy conservation standards. The service operatesin direct competition with private service providers.10 full and part time staff.Planning Conservation• To advise on the conservation areas and listed buildings aspects of developmentproposals.• To advise the Council and the owners of listed buildings on the conservation ofhistoric buildings.• To lead a programme of environmental enhancements for public spaces.• To lead on initiatives relating to the conservation and enhancement of thecountryside.2 full time staff.Economic Development UnitThe Economic Development Unit (EDU) comprises four main functions; Town CentreManagement in Dorking & Leatherhead, Support of the Visitor & Tourism Economy,Business Retention and Inward Investment. The EDU provides the ‘business facing’ sideof the Council, engaging with businesses within the district, local business supportorganisations and engaging on a strategic level with County and Regional economicorganisations. The EDU also provides the Council with an internal resource to providecommercial input on a variety of Council services.The EDU has one overall manager, two town managers, one VIC manager and one parttimeVIC assistant. The unit also has a number of casual staff retained as VIC casuals orCave Guides.The ‘vision’ of the service is to ensure that Mole Valley has a vital and viable economy,across both geographic and sector boundaries. Businesses within the District have93

Service Agreement2007/08access to support services, and their views and needs are represented in the decisionmaking process.5 full and part time staff.Local Land ChargesTo process searches with information obtained from the local land charges register andfrom other Departments within the Council and to update the register. Two full timemembers of staff undertake this.Vision : to continue to offer an efficient and high quality service and to establish a role inan evolving property search market..2 full time staff.Contribution to the Council’s aims and prioritiesDevelopment ControlSustainability lies at the heart of development control that is also the main vehicle for theCouncil to increase affordable housing. Efficiency and good performance within thePlanning Department delivers value for money for local Council taxpayers.Building ControlBuilding Control contributes to ensuring a healthy and safe environment and has asignificant role in sustainability and energy conservation matters.Planning Conservation• The quality of life and the economy will thrive through the maintenance, conservationand enhancement of the physical environment and especially those elements thatcontribute to a sense of place and local distinctiveness.• The conservation and enhancement of the countryside and the built environment ispart of what makes diversity and variety, which are essential elements of asustainable environment.Economic Development UnitA sustainable long-term economic future for the District is implicit in the Council’soverarching vision.Local Land ChargesUnder new rules the service must operate on a cost recovery basis only. Thereforeefficiency and good performance within the section will deliver value for money.Service Achievements in past yearDevelopment Control• Exceeded comfortably all Government performance targets for speed indetermining planning applications and scored 100% on quality of planning servicetarget• Succeeded in 78% of all planning appeals, significantly better than the nationalaverage of about 66%• Negotiated improvements to the design, form and layout of developmentproposals to maintain the high quality of development in Mole Valley.• Successful reorganisation of the Planning Department with consequentimprovement to customer care.• Advanced the electronic delivery of planning information for customers andenabled applications to be submitted on-line achieving an “excellent” Governmentrating.94

Service Agreement2007/08• Achieved savings to council taxpayers by keeping net cost of the planning servicelow helped by one of the highest Government Planning Delivery Grants in Surreythrough meeting efficiency targets and advancing e-planning.Building Control• Maintenance of a good level of service in the face of increasing numbers ofapplications (total number of applications up 19% over the previous year).• Handled the introduction of increased amount and complexity of new legislation.• Dealt with an increased workload, particularly the competent persons notificationswhich increased by 6% over the previous year.• Balanced the costs and income of the building control budget as required.Planning Conservation• Consultation service responses provided all within the deadlines.• Satisfactory completion of Leatherhead projects, including the new Bull Hill depotcar park.• Delivery of capital and revenue projects within the overall budget.• Successful Heritage Open Days Programme and River Mole Discovery Day.• Progressed the Leatherhead and Dorking healthchecks.• Completion of some improvements in Ashtead.Economic Development Unit• The two town management initiatives have delivered two business and servicedirectories at no cost to the Council.• Events such as St Georges Day, Arts & Antiques, Christmas Festival and GalaNight to support town economies.• Proactive vacancy management has kept both towns’ vacancy rates below 10%even with difficult lease situations and redevelopment projects.• Publication of a second full-colour ‘where-to-stay’ guide achieving over 60%private sector funding.• The cave tours have run at over 90% capacity generating additional income tothe VIC.• MV was a founder member of the phoenix Surrey Tourism Partnership,organising the regional Surrey spread in the TSE 2007 guide.• A joint tourism strategy has been commissioned with Guildford, Waverley,Woking and Elmbridge saving each authority around £8k.• The annual business seminars attracted over 70 key businesses to attend acrossboth sessions.• A partnership was formed with Reigate & Banstead to rescue the EASIT businesstransport initiative.• Active working with both Surrey Economic Partnership and SEEDA on severalstrategic initiatives, including the emerging Gatwick Diamond economic area.• Taking a lead role in jointly organising a pan-Surrey 2012 conference, fundingwas secured by a bid to the SLGA.• Continued commercial input into a number of Council services, includingenhanced input to commercial planning decisions in line with new potentialgovernment guidance.Local Land ChargesIn 2006 the Land Charges Section continued to meet its target of completing 100%standard searches within its target of 5 working days. An efficiency saving was madewhen the staffing of the section was reduced from 2.5 staff to 2 following a staffretirement.Key Service Developments for the next year95

Service Agreement2007/08Development Control• Reconciling Government planning policies in determining planning applicationswith local residents expectations.• Adapting to meet changing Government criteria for planning grant to keep servicecosts down• Maintaining staff morale and retaining staff in the face of pressures, sometimessevere, from local residents and planning applicants.Building Control• Introduction of e-submission of Building control applications• Implementation of the new Part B of the regulations.• Maintained market share• Maintained morale in an increasingly hard-pushed section.Planning Conservation• Satisfactory progress of existing projects in Leatherhead and Dorking deliveredwithin the budget.• Closer liaison with SCC Highways on future planning and on a programme ofworks for Dorking town centreEconomic Development Unit• Greater integration within the planning department combined with continuedmarketing of the town centers and local economy.• Challenges include no longer any County support, maintaining vacancy rates atunder 10%, meeting growing demands on VIC, maintaining sponsorship withchanging retail circumstances and funding of EASIT.Local Land ChargesThe main challenge is the fundamental shift from conducting searches for propertypurchasers to producing searches primarily for sellers as a result of the launch of theHome Information Pack scheme in June 2007. There will be intense competition from ourcompetitors to gain as much of the search market as possible - they will be able toundercut the Council on price. Meanwhile the Council will try to retain its market share bycontinuing to offer an exceptionally efficient, high quality, value for money, official service.Improvement plans for the next 12 monthsDevelopment Control• Introduce planning tariffs for all new dwellings and increase commercialfloorspace• Achieving greater energy efficiencies in developments• Enhancing customer service through involvement in the Surrey PlanningCollaboration Project to this end.• Raising the profile of building design and insisting upon yet higher qualitydevelopmentsBuilding Control• Introduce e-submission• Review section against PARSOL requirements• Review Admin staffing numbers in light of increasing workload.Economic Development Unit96

• Maximise income from the two town Directories• Minimise subsidy needed for last edition of Yuletide• Introduce a Leatherhead banner site within the financial year 07/08• Investigate possible revenue opportunities from the town websites• Evaluate present location of VIC in light of museum developments• Maximise private sector participation in the 08 where to stay guide• Maximise income from Cave and Walking tours• Evaluate continued viability of the internet stations• Undertake at least one joint Surrey Tourism project in 08• Deliver a successful 2012 conference in June/July 07• Undertake a successful transition to self-management of EASIT• Secure sufficient budgets in 07/08 to deliver planned outputsService Agreement2007/08Local Land Charges• The major change is that rather than most buyers requiring a search, ALL sellerswill be required by new legislation to provide a search prior to the marketing oftheir property.• The way in which information from other departments is collected is to beimproved in order to reduce delays in completing searches, so that the Councilcan be as competitive as possible on the quality of its productMedium Term (next 3 years) Service aspirations/pressures – in briefDevelopment Control• To provide one of the most professional and friendly planning services in thecountry and which councillors, staff and local people are proud of.• Provide a strong staffing base to achieve the above and continual improvement inthe future.•The barriers to this are that the nature of planning is controversial and decisions cannotplease everyone all the time, the possibility of reducing Government grant and thereforepossible calls on the Council tax. The will of councillors to achieve these aspirations andmaintain the quality of service is not seen as a barrier.Building Control• Continue to provide an efficient, cost-effective, and professional service whichadministers the regulations in a helpful and constructive manner.• To maintain and build our market share and to balance the cost of the fee earningservice against income received.• Three senior members of the section are likely to finish their employment over thenext three years.• Further legislation, particularly dealing with energy conservation and sustainabilityis expected.• Approved Inspectors appear to be making in-roads into the domestic extensionand alteration market, which has previously been almost exclusively the preserveof local authority building control. Consider whether the Council should put moreresources into marketing the service to counter this threat.Planning ConservationDeliver significant environmental improvements in Leatherhead and Dorking towncentres in addition to the existing commitmentsEconomic Development Unit97

Service Agreement2007/08• Consider the resourcing of bringing the smaller centres of Ashtead, Fetcham,Bookham and the rural hinterland into the EDU’s primary remit.• Enhanced working with neighbouring authorities or County if their policy changes.• Dovetail the national DTI business support simplification programme (BSSP) intothe Surrey service provision.• With cross-authority working and funding, provide a better co-coordinated andbetter value approach to economic support and development.Local Land Charges• Intense competition from the private search market undercutting the Council onprice. A large financial loss of projected Council income is possible if the privatesearch market takes a major share of the market as a result of undercutting theCouncil’s service.• Private search companies enjoy the protection of a low statutory fee forinspection of the register which does not meet the Council’s costs of collectingand maintaining records as well as providing access to it. They also have freeaccess to many other Council registers and records regardless of the costsinvolved to the Council.• The Council will always have the statutory role to maintain the register, but in themedium to long term its core work will likely be serving private Search companiesand their customers and it will receive little income.98

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Customer Care & Business Unit 300.0 307.0 315.0Economic Development Unit 213.4 218.8 224.1Planning Development ControlExpenditure 892.0 917.2 943.1Income -770.0 -793.1 -816.9122.0 124.1 126.2Planning ConservationExpenditure 120.0 122.7 125.4The Planning management and support team 90.4 95.2 99.3Building ControlExpenditure 392.9 397.2 407.0Income -368.5 -374.3 -385.624.4 22.9 21.4Local Land ChargesExpenditure 61.1 62.6 64.1Income -354.6 -365.3 -376.2-293.5 -302.7 -312.1Total Planning Services 576.7 588.0 599.399

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Minor works/maintenance & repairEasit 45 45 0 0 0 0Scanning of planning applications 46 0 23 23 0 0Banner/poster sites 10 10 0 0 0 0101 55 23 23 0 0100

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEService VolumesProjection Estimate Estimate Estimate06/07 07/08 08/09 09/10Number of planning applications excluding trees 1462 1550 1550 1550Number of tree applications 264 270 280 290Number of appeal decisions received 102 100 100 100Number of neighbours notified of planning applications 20547 21000 21000 21000Number of representations received to planning applications 3713 3800 3900 4000Number of planning enforcement enquiries 348 350 360 370Number of compliance of development investigations 135 135 135 135Number of Building Control Applications 1340 1350 1350 1350Number of competent persons applications 4406 5000 5500 6000Number of full official searches 2000 1900 1800 1700Number of personal searches 900 1000 1100 1200Number of searches of the register only 500 300 300 300Number of staff within Department including part-time 55 55 55 55Performance IndicatorsProjection Target Target Target06/07 07/08 08/09 09/10StatutoryBVPI 106 New homes on previously developed land 90% 80% 90% 95%BVPI 109a Planning applications: major applications 90% 80% 80% 70%BVPI 109b Planning applications: minor applications 77% 72% 72% 75%BVPI 109c Planning applications: ‘other’ applications 88% 88% 88% 80%BVPI 204 Planning appeals 26% 30% 30% 30%BVPI 205 ‘Quality of planning services’ checklist 100% 100% 100% 100%BVPI 219a Conservation areas – number 28 28 28 28BVPI 219b Conservation areas – character appraisals 0 0 3 6BVPI 219c Conservation areas – management plans 0 0 3 3Planning Satisfaction Survey BVPIsBVPI 111 Satisfaction with the Planning Service 82% 82% 82% 83%Local PIsPLN KLPI 1 The number of decisions delegated to officers as a % of all decisions 92% 92% 92% 92%PLN KLPI 2All enforcement enquiries will be acknowledged within 5 working days, ifa full reply cannot be sent.84% 85% 86% 87%PLN KLPI 3% of plans vetted and applicants advised of defects/amendments (ordecision) within 3 weeks90% 92% 93% 94%PLN KLPI 4 % of decisions notified within statutory time period. 100% 100% 100% 100%101

Service Agreement2007/08Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10PLN KLPI 5 Degree of self-financing (fee-earning account). 104% 98% 98% 100%PLN KLPI 6 Planning appeals - number of cost awards 0 0 0 0PLN KLPI 7Number of Ombudsman decisions where the Council is found guilty ofmaladministration0 0 0 0PLN KLPI 8 The percentage of standard searches carried out in 5 working days. 100% 100% 100% 100%PP CLPI 1 %age of vacant shops in Leatherhead town centre on 1 December 5.8% 5% 4.5% 4.25%PP CLPI 2 %age of vacant shops in Dorking town centre 4.39% 4.3% 4.1% 4.0%SIGNIFANT SERVICE RISKSRisks IdentifiedDevelopment ControlMaking bad planning decisionsincluding those causingenvironmental harm or incurringcosts on appealIncome reduces through lowerplanning fee receipts or lower or noGovt. grantMaking invalid planning decisions,including delegated decisionswithout authorityMaladministration found indetermining planning applicationsIssuing permission by mistake whenshould be refused or prior to signingof S.106 agreementNot spending S.106 monies withintime limit or not in accordance withagreement.Significant improper officer orMember conductAssault on officers (not justPlanning, degree of injury unknown)Inherent RiskI P TotalMitigating Factors4 4 16 More than one officer involvedin decisions, and officer adviceto DC Committee4 4 16 Build financial contingenciesinto budget. Raise Council taxto pay for real cost of service3 3 9 More than one officer involvedin decisions and officer adviceto DC Committee3 5 15 Officers’ work being checkedwhere possible by other officersand procedural checks4 3 12 Officer checks in place andwarning on application S.106fileResidual RiskI P TotalFuture proposed actions toreduce riskOwnerTimeframe4 3 12 Continued vigilance HOP Ongoing3 3 9 HOP to monitor, Members andCMT to be aware esp. at budgetsetting.HOPandDOROngoing3 2 6 Continued vigilance HOP Ongoing3 3 9 Continued vigilance HOP Ongoing3 3 9 Continued vigilance HOP Ongoing3 3 9 Checking system in place 3 2 6 Checks continued in place HOP Ongoing5 4 20 Training, peer pressure andwatchfulness4? 3 12 Training and identification ofrisky situations. Staff advised ofgood practice5 3 15 Officer and Member Training HOP Ongoingand CE4? 2 8 Update risk assessment HOP Ongoing102

Service Agreement2007/08SIGNIFANT SERVICE RISKSRisks IdentifiedBuilding ControlApproving plans/buildings that donot comply with B. Regs - liability fordamages, injury etc. Damage toreputation, business.Failure to respond to inspectionrequests - liability for damages,injury etc. Damage to reputation,business.Loss of income due to recession orcompetition.Failure to meet statutory deadlinesriskthat fees have to be refunded.Damage to reputation, business.Failure to respond to dangerousstructures adequately - liability fordamages, injury. Damage toInherent RiskI P TotalMitigating Factors5 3 15 Qualified staff, supervision,procedures, training, insurance.5 3 15 Prioritise, risk assess, useconsultants.3 3 9 Flexibility to increase/reducefees. Good reputation and loyalcustomer base.3 3 9 Systems in place to avoidfailureResidual RiskI P TotalFuture proposed actions toreduce riskOwner5 2 10 Continued vigilance BCManager5 2 10 Continued vigilance BCManager3 2 6 Continue to provide efficient, costeffectiveand helpful service.Promote service to potentialcustomers.BCManager3 1 3 Continued vigilance BCManager5 3 15 Systems in place. Training. 5 2 10 Continued vigilance BCManagerreputation, business.Planning ConservationProjects go significantly over budget 3 3 9 Introduction of consultantproject managers.Finance for enhancement projectsreduces significantlyAdvice on listed buildings leads toclaim for damageEconomic Development UnitTown Directories, Christmasmagazine and Where to Stay guidefailing to gain advertisers support orcover costsInjury or claim as a result of a VIC orTCM organised or supported eventor function3 2 6 More rigorous specification ofprojectRShaw3 2 6 Demonstrate value for money 3 1 3 No further action required RShaw1 3 3 Ensure that customer seeks 2 1 2 No further action required Rindependent adviceShaw1 3 3 Effective and timely marketingcampaign. 2007 will be lastcommitted Royal maildistribution3 3 9 Each event is carefullyorganised an a risk assessmentundertaken1 2 2 Evaluate each year’sperformance and ease of sale3 2 6 Continued financial and riskassessment undertaken on eachevent supportedLocal or National press story, 3 3 9 Staff are made aware of media 4 2 8 Continued care taken when EDU OngoingTCM’sTCM’sTimeframeOngoingOngoingOngoingOngoingOngoing12 months12 monthsOngoingongoingongoing103

Service Agreement2007/08SIGNIFANT SERVICE RISKSRisks Identifieddamage to TCM/Council reputationLoss of sponsorship and incomeaffects operational budgetLoss of political and/or chief officersupport for EDU function as nonstatutory, unit is shut down staffmade redundantLocal Land ChargesFull search customers switching toprivate search providersFactual errors in searches resultingin financial claims against theCouncilInherent RiskI P TotalMitigating Factorssensitive issues andcommunications are passed byhead of EDU2 4 8 Regular contact with sponsorsand development of incomeopportunities3 3 9 Work of EDU is valued bypoliticians and chief officersthough continued outputs anddelivery of services3 4 12 Balance budget oversubsequent financial years byadjusting fees. Seek to reducecosts.3 2 6 Officer checks in place andwhere possible by other officersand procedural checksResidual RiskI P TotalFuture proposed actions toreduce riskdealing with media or work thatcould be of interest to media2 3 6 Continued working with sponsorsand seeking of new ones, identifyincome opportunities3 2 6 The viability of the economy ispart of Council strategies andvisions. Central Govt provideguidance as to support of theeconomy3 3 9 HOP to monitor, Members andCMT to be aware esp. at budgetsetting.OwnerEDUEDUHOPAndDORTimeframeOngoingongoingOngoing3 1 3 Continued vigilance HOP Ongoing104

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Service Agreement2007/08PLANNING POLICY AND HOUSING STRATEGY 07/08Review and Forward PlanningService SummaryPlanning PolicyService Agreement• Through the preparation of the Local Development Framework, to establish theCouncil’s spatial planning policies that contribute to the delivery of the community’sshared vision for the future of Mole Valley and which are used for developmentcontrol purposes.• To respond to the plans, policies and proposals of other organisations which wouldhave an impact on the communities and environment of the District.• To monitor development taking place in Mole Valley and provide information aboutrelated trends.Housing Strategy & Enabling• To prepare and keep up to date and co-ordinate the delivery of the Council’s HousingStrategy.• To maximise the delivery of affordable housing and negotiate affordable housing onSection 106 sites• To manage the Council’s affordable housing budgets and ensure the allocation ofgrants represents value for money.• To establish new and enhance existing relationships with RSLs, developers,landowners and agents• To manage the Council’s shared ownership waiting list and liaise with RSLs withregard to the marketing of market access productsStaffingThe service comprises the Planning & Housing Policy Manager, four planning officersand the Housing Strategy & Enabling Manager.VisionThe strategies, plans and policies necessary to develop sustainable communities in MoleValley are prepared and kept up to date.Contribution to the Council’s PrioritiesThe service contributes to the Safer and Stronger Communities and the AffordableHousing Priorities as follows:Safer & Stronger CommunitiesThe Service acts as a voice for the community in the debate about major infrastructuredevelopments facing the District, e.g. the expansion of Gatwick Airport, and in respect ofdraft planning strategies and the policies of other organisations which are likely to impactupon the District, e.g. Surrey Waste and Minerals Plan. It also supports the preparation ofParish Plans and contributes to the evolution of the Community Strategy.105

Service Agreement2007/08Affordable HousingThe service seeks to ensure the delivery of affordable housing on the larger residentialdevelopment schemes in accordance with the Council’s planning policy, identifydevelopment opportunities on the Council’s own land and direct the available capitalfunds and commuted sums towards the delivery of new affordable housing by working inpartnership with RSLs.Service Achievements in 2006/07Planning Policy• Prepared and consulted on the Preferred Options version of the Core Strategy of theLocal Development Framework, including the draft Sustainability Appraisal Report.• Commenced the following studies to bolster the evidence base for the Core Strategy:• Town, District, Local and Village Centres Study• Open space and recreation study• Strategic Flood Risk Assessment• Housing Land Availability Assessment• Employment Land Survey• Gypsy and Traveller Accommodation Assessment (East Surrey)• Housing Market Assessment (East Surrey)• Study of the Area of Great Landscape Value (with other Councils)• Joint Appropriate Assessment of EU designated conservation sites• Submitted three revised versions of the Local Development Scheme to theGovernment Office for the South East.• Submitted to the Government Office lists of those policies in the Mole Valley LocalPlan which the Council wishes to save beyond September 2007.• Submitted to the Government Office the LDF Annual Monitoring Report for 2005/06.• Submitted representations in respect of the South East Plan, Surrey Waste Plan andCrawley Local Development Framework and represented the Council at the publicexamination into these plans.• Carried out a review of potential locations for new sites for Gypsies and Travellers.• Undertook public consultation in respect of the proposed extension of the 4 existingGypsy and Traveller caravan sites that are managed by the Council.Housing Strategy & Enabling• Prepared the Housing Strategy which was approved by the Government Office for theSouth East as fit for purpose.• Worked through the disposal of Council garage sites at Stubbs Close, NorthHolmwood and Middlemead Close, Bookham for affordable housing.• Held consultation events in Brockham and Charlwood to canvass views on thepotential to redevelop Council garage sites for affordable housing.• Negotiated the provision of affordable housing / commuted sums in respect of thedevelopment of the following sites:• Leatherhead Road, Ashtead• Royal School of Church Music, Westhumble• Through the use of capital funds, facilitated the provision of 12 units of affordablehousing accommodation on the site of the former Windmill Public House, HorshamRoad, Dorking by an RSL partner.Efficiencies106

Service Agreement2007/08During the year the Planning Policy and Housing Strategy/Enabling Teams participated injoint projects with other local Councils to achieve efficiencies. These included:• Gypsy and Traveller Accommodation Assessment• Housing Market Assessment• RSL/Developer Forum• Private Sector Stock Modelling Survey.• East Surrey LDF Group to share good practice.• Joint working with East Surrey LPAs on Sustainability Appraisal and StrategicEnviromental Assessment of plans• Joint Appropriate Assessment with Reigate and Banstead and Tandridge.• Joint study of the Area of Great Landscape Value.Key Service Developments for 2007/08The key issues and challenges for the service next year are as follows:Planning Policy• Complete outstanding studies underpinning the evidence base for the Core Strategy.• Reconsult on any new issues and options arising from studies• Raise the profile of the LDF with Members, Section Heads and LSP and ensure linkswith the Corporate Plan and Community Plan are in place.• Prepare and submit the Annual Monitoring report to GOSE by December 2007 andrevise the LDS as necessary.• Assess implications of and make provision for the level of new housing required to beprovided in the District by the South East Plan.• Agree advice to SEERA about the level of provision of additional pitches for Gypsiesand Travellers.• Represent the Council at the Examination into the Surrey Waste Plan.• Input to the review of 2001 Gatwick Legal Agreement and commitments.• Secure planning permission and grant funding for the extension of 3 of the existingCouncil managed Gypsy and Traveller caravan sites.• Input into the study into the future of Pippbrook.Housing Strategy/Enabling• Embedding the Housing Strategy/Enabling function with the retained housingfunction, including the contract management of Mole Valley Homes.• Continuing to ensure the provision of affordable housing.• Address the key emerging housing strategy issues:-• Decent homes in the private sector• Private sector stock condition survey• Empty homes• Extra care housing• Housing management forum• Rationalise preferred RSL partners after transfer of housing stock• Hold East Surrey RSL/Developer Forum• Explore scope for joint working with East Surrey Partners through ESIP.• Make best use of the affordable housing budget including the use of commuted sumsreceived in lieu of affordable housing• Produce a medium term strategic plan for the sustainable delivery of affordablehousing across the sub-regionMedium Term Service Aspirations/pressures107

Service Agreement2007/08• To ensure the preparation of the LDF is at the heart of the Council’s corporateplanning process and is helping to realise the targets of the Community Plan.• To have adopted the Core Strategy of the LDF and the principle Development Plandocuments as set out in the Local Development Scheme.• To resolve the relationship between the Housing Strategy/Enabling Service and theretained housing function.• To address the resource gap within the strategic housing serviceThe ability of the service to deliver the Development Plan Documents set out in the LocalDevelopment Scheme and within the projected timetable will require appropriate fundingwhich is currently provided through the Planning Delivery Grant. If this revenue streamshould dry up and if the plan making process is not to stall, it will be necessary to makebudget provision from the General Fund.108

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Planning Policy and Affordable Housing Services Team 256.2 284.8 304.2Total Planning Policy and Affordable Housing Services 256.2 284.8 304.2109

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Major projectsAffordable Housing (inc cash incentive) 7,121 1,461 1,540 1,540 1,540 1,0407,121 1,461 1,540 1,540 1,540 1,040110

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEProjection Estimate Estimate EstimateService Volumes06/07 07/08 08/09 09/10Number of shared ownership homes provided 122* 26Number of homes provided for rent 71* 27Number of households assisted to access housing market 8Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10StatutoryBV 200a Plan making – development plan Yes Yes Yes YesBV 200b Plan making – milestones Yes Yes Yes YesBV 200c Plan making – monitoring report Yes Yes Yes YesLocalHST CLPI* 1 Total Number of affordable dwellings constructed and enabled 201 1 53Percentage new affordable dwellings provided for shared ownership 63%Percentage new affordable dwellings provided for rent 37%Note:The Council’s 3 year (2006 – 2009) affordable housing targets are:• Number of affordable dwellings enabled over 3 year cycle: 360• Proportion of rental:shared ownership on new build sites: 55:45• Number of households enabled to access housing market: 801 Total number of affordable dwellings constructed and enabled = sum of * figures in Service Volumes table.111

Service Agreement2007/08MAJOR PROJECTS (CORPORATE AND SERVICE)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetExtension of Gypsy caravan sites Jack Straw To provide three additional pitches for Gypsy/Traveller caravansPrepare LDF Core Strategy Jack StrawFunding for RSL partners James BealeSummer2008To adopt the Core Strategy which will establish the overarching spatialplanning vision for Mole Valley End 2009Application toGOSE for 100%grant£52K from theplanning DeliveryGrantTo provide grant funding to partner RSLs to provide affordable housingthat delivers value for money. 2007/08 £1.461mSIGNIFICANT SERVICE RISKSRisks IdentifiedLoss of Planning Delivery Grant orits successorLoss of established key staff atcrucial stage in preparation of LDFPlanning Inspectorate find LDFdocuments unsoundFailure to meet statutory BVPItargets for plan makingFailure to address key issues inHousing Strategy and emergingGovernment agenda for privatesector homesConcentration ofinformation/expertise on individualsInherent RiskResidual Risk Future proposed actions toMitigating FactorsI P TotalI P Totalreduce riskOwner3 3 9 Budget provision from General 2 1 2 Alert Director of. Resources as JackFundsoon as aware of loss of PDG or Strawsuccessor2 2 4 Contract staff 1 2 2 Staff retention measures in place JackStraw3 3 9 Go back to previous stage in 2 2 4 Ensure robust evidence base in Jackplan making processplace and regulations and Strawguidance are followed to meet the3 3 9 Monitoring performance.Updating CEO on plan makingperformance3 3 9 Housing Strategy Co-OrdinationGroup meets to ensure deliveryof strategy3 3 9 121 meetings and use of shareddrivestests of soundness2 2 4 More frequent monitoring toidentify emerging problems2 2 4 Resolve issue around future ofhousing strategy service2 2 4 Further develop 121s and TeambriefingsJackStrawJackStrawJackStrawTimeframe2007/08On going2008/09On goingOn goingOn going112

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Service Agreement2007/08REVENUES AND BENEFITS 2007/08Service AgreementReview and Forward PlanningService SummaryThe service is responsible for:Administration and collection of Council Tax and Business Rates (10.3 FTE)Administration of Housing Benefit and Council Tax Benefit (18.3 FTE)Customer Services (Cash Office, Switchboard, Reception and HelpShop)( 6.7 FTE)• The administration promotion and payment of Housing Benefit (to tenants of thecouncil and tenants of private sector landlords and Registered Social Landlords) andcouncil tax benefits• The administration of Discretionary Housing Payments• Operation of a local scheme to enhance awards of benefits for war widows andwidowers• Investigating and countering benefit fraud• Recovery of overpaid Benefits• Administration, billing and collection of council tax• Administration, billing and collection of Business Rates• Administering business rate relief, in respect of charities, voluntary organisations,rural shops and businesses.• Operation of small business rate relief.• Operation of Cash Office, Switchboard, Reception and The HelpShop.• Issue and administration of Concessionary Bus Fares Scheme.Contribution to the Council’s objectives and prioritiesPrincipally it supports the goal of ensuring that extra help is provided to those individualsand communities with identified needs or disadvantages, to ensure that the Councilmakes best use of its finances and the Councils statutory obligations are met.It also contributes to supporting local businesses through the administration of businessrate relief and making people aware of the part that the council plays in their daily livesthrough council tax billing and other communications.The service also directly supports the council priority of Safer and Stronger Communitiesthrough work on benefits take up and is joining the work being undertaken in Boxhill andNorth Holmwood by the County Council and interested local stakeholders.Service Achievements in past year• Under DWP Performance Standards achieved an Excellent rating, through selfassessment of the enablers and the quality under the performance measures.• Maintaining and improving performance with increased caseload and number ofproperties, with same staffing levels. All BVPI’s in top two quarters• Increased number of Direct Debit payers by more than 2%, reducing number ofmore expensive payment options (eg payment books).• Completed a Training Needs Analysis within Benefits Team. Secured fundingfrom DWP for 90 staff training days.• Completed refurbishment of Leatherhead Helpshop, improving services tocustomers and facilities for staff.113

Service Agreement2007/08• Handled increase of more than 100% in number of Bus Passes issued.• Improved processes in Council Tax administration to automate more of thediscount/exemption reviews.Key Service Developments for the next year• Housing Stock transfer, impact on Benefits and Council Tax teams.• Implementation of Academy Payments System to enable electronic paymentschedules and remittance advices, (will help benefit all RSL’s and PrivateSector Landlords as well as MV RSL).• Increased complexity, need to maintain existing information exchange anddevelop improved IT links to enable efficient transfer of data.• Need to create more formal arrangements regarding Council Tax withMVRSL as payments, invoices and notices will need to be dealt with as amore arms length process.• Manage new resources available to gain best value for money.• Prepare for the introduction of Local Housing Allowance in April 2008.• Continue with partnership working under the ESIP arrangements.• Introduce CRM to the Pippbrook reception area.• Evaluate alternative payment options to the full-scale cash office presentlyoffered.• New national concessionary bus fares scheme to be introduced in March 2007.• Introduction of Smart Photo ID cards for Bus Passes in time for April 2008. Likelyincrease in number of passes from 9,400 in 2006/7 to 14,000 to 16,000.Improvement plans for the next 12 months• Improve office layout to provide better space for staff by relocating scanner awayfrom workstations, improve privacy and safety by increasing space at front end bythe counter.• Continue to increase number of payments received by Direct Debit and ATP.• Increase proportion of rent allowances paid by BACS.• Make Council Tax refunds available through BACS. Aiming to make 25% byBACS in first year of implementation.• Increase use of technology available to visiting officers to remove duplicatedeffort and improve quality of service that can be offered to customers.• Continue to develop more efficient processes.• Continue to improve clarity of notices.Medium Term (next 3 years) Service aspirations/pressures – in briefESIP if successful should allow service to be provided at the same high levels ofperformance and quality but will allow development of best practice and new technology.Improved processes should help deliver more efficient working practices.Larger scale operation should allow greater investment in systems, staff and technology.Risk that partnership project will distract resources and performance dips.Mole Valley to be (continue to be) one of the best performing Revenue and BenefitDepartments in the Country.Develop improved customer services for all customers and all services. Improvedcommunication between Services and Customer Services to increase knowledge andunderstanding to improve service to customers.114

Service Agreement2007/08New finance for local government, new income raising powers, revisions to Council Tax,Council Tax revaluation, following next election. Could happen amid partnership mergerand important to retain sufficient capacity to handle overall project and individualspecialist projects.Significant change to welfare system. Outside our control and limited resources likelyfrom DWP.115

Service Agreement2007/08REVENUE BUDGET2007/08 2008/09 2009/10budget budget budget£'000 £'000 £'000Council Tax and NNDR (Note 1)Expenditure 451.0 461.7 472.3Income -216.1 -220.3 -224.5234.9 241.4 247.8Concessionary Bus Fares 454.3 463.3 472.7Leatherhead Help Shop 33.1 33.9 34.5Housing Benefit paymentsBenefits paid 13,786.8 14,062.4 14,343.8Government grants -13,739.5 -14,014.2 -14,294.547.3 48.2 49.3Housing Benefit AdminExpenditure 593.7 608.2 622.9Income -417.0 -425.3 -433.9176.7 182.9 189.0Reception Management & Support 113.2 115.8 118.5Helpshop Management & Support 45.4 46.4 47.6Cashiers Management & Support 52.8 54.1 55.4Revenues and Benefits management 74.2 76.0 77.9Total Revenues and Benefits 1,231.9 1,262.0 1,292.7Note 1 : In 2007/08 the total Council Tax & NNDR to be collected is £85,575,150116

Service Agreement2007/08CAPITAL PROJECTSPlanned Planned BudgetedPlanned SpendingProject start date end date Spend 2007/08 2008/09 2009/10 2010/11 2011/12£'000 £'000 £'000 £'000 £'000 £'000Minor works/maintenance & repairMobile technology, outside workers 45 45 0 0 0 0Payment Kiosks 60 40 20 0 0 0105 85 20 0 0 0117

Service Agreement2007/08SERVICE OUTPUTS AND PERFORMANCEProjection Estimate Estimate EstimateService Volumes06/07 07/08 08/09 09/10Benefits caseload – counted once 3660 3700 3740 3780Benefits caseload - counted separately 6230 6280 6320 6350Number of new benefit assessments - Housing Benefits 940 975 1000 1020Number of new benefit assessments - Council tax Benefit 1515 1535 1550 1570Number of changes in benefits assessment - Housing Benefit 2890 3000 3050 3100Number of changes in benefits assessment - Council Tax Benefit 3850 3900 3950 4000Number of sanctions applied 34 35 35 35Number of benefit interventions carried out 1700 1700 1700 1700Number of properties - Council Tax 36080 36250 36400 36600Number of properties - Business Rates 2887 2890 2895 2900Number of bills and adjustment notices issued - Council Tax 68150 68490 68833 69177Number of bills and adjustment notices issued - Business Rates 7063 7098 7134 7170% of Council Tax paid by Direct Debit 80% 83% 84% 85%Number of taxpayers paying by Direct Debit 77.45% 78.2% 79% 79.5%Volume of correspondence received – Council Tax 28272 28413 28555 28700Volume of correspondence received – Business Rates 2918 2933 2950 2960Number of Recovery notices issued - Council Tax 17444 17450 17450 17450Number of Recovery notices issued - Business Rates 1401 1400 1400 1400Number of bus passes issued 9770 10000 14000 15000Number of payment transactions through the cash office 90500 85000 65000 60000Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10StatutoryBVPI 9 Percentage of council tax collected 99.2% 99% 99% 99%BVPI 10 Percentage of non-domestic rates collected 99.5% 99.5% 99.5% 99.5%BVPI 76a HB 1 security: no. of claimants visited per 1000 caseload 325 320 320 320BVPI 76b HB security: no. of investigators per 1000 caseload 0.54 0.54 0.54 0.54BVPI 76c HB security: no. of investigations per 1000 caseload 48 55 55 55BVPI 76d HB security: no. of prosecutions and sanctions per 1000 caseload 8 8 8 8BVPI 78a Speed of processing new claim to HB/CTB 2 (days) 25 28 28 281 HB – Housing Benefit2 CTB – Council Tax Benefit118

Service Agreement2007/08Projection Target Target TargetPerformance Indicators06/07 07/08 08/09 09/10BVPI 78b Speed of processing changes of circumstances to HB/CTB (days) 7.4 8 8 8BVPI 79a Accuracy of HB/CTB claims 99% 99% 99% 99%BVPI 79b i HB overpayments recovered as a percentage of all HB overpayments 75% 70% 70% 70%BVPI 79b iiHB overpayments recovered as a percentage of the total amount of HBoverpayment debt outstanding at the start of the year, plus amount of45% 42% 42% 40%HB overpayments identified during the year.BVPI 79b iiiHB overpayments written off as a percentage of the total amount of HBoverpayment debt outstanding at the start of the year, plus amount of4% 4% 4% 4%HB overpayments identified during the year.Benefits Satisfaction Survey BVPIsBVPI 80a Satisfaction with Contact with the officeBVPI 80b Satisfaction with Service in the officeBVPI 80c Satisfaction with the Telephone serviceBVPI 80d Satisfaction with Staff in the officeBVPI 80e Satisfaction with Benefits FormsBVPI 80f Satisfaction with Speed of serviceBVPI 80g Overall satisfaction with the Benefit service119

Service Agreement2007/08MAJOR PROJECTS (Service or Corporate)Project Name and ScopeProjectManagerKey Objectives/Outcomes Timeframe BudgetESIP Revenues and BenefitsRichardBurrowsMerged service, increasing capacity and resilience, maintainingexisting quality and performance with less resourcesBy 2010 Not identifiedESIP Customer ServicesRichardBurrowsDevelop best practice, review services and processes to provide moreefficient service delivery and customer interfaceBy 2010Not identifiedTechnology improvements, including mobileworkingRichardBurrows/Dave PriceTo develop improved more efficient processes to increase officerknowledge and capability, including improvements for officers whilstworking out of the office. Improve reporting tools.and quality of notices.CommenceApril 2007through toMarch 2008£45,000Housing Stock transferRichardBurrowsManage changes presented by transfer of stock. IT implications,systems changes, data conversion, information channels, revisedpayment methods, customer interface, changes in relationship withRSL.Continue making payment to customers with minimum of disturbance.From March2007 throughto transfer ofstock£120,000Implement Academy Payment systemRob Boxall/ChrisChandlerNew payment system to enable electronic payment schedules, improvereconciliation and issue of remittance advices.From April2007 toSeptember2007£20000, included inaboveCustomer Service ImprovementsRichardBurrowsImplement recommendations of Customer Service ReviewFrom late2007 through2008Not identifiedLocal Housing AllowanceRobBoxall/ChrisChandlerPrepare for and introduce the Local Housing Allowance. Revisedarrangements for private sector tenants, increased landlord liaison,increased debt/ welfare management role (direct or supported).Throughout2007 forintroduction inApril 2008Included in HSTabovePayment kiosksRichardBurrowsAs part of changes to payment options and potential closure of publiccash office introduction of kiosks to handle card and cash payments.By Summer2008£60,000120

Service Agreement2007/08SIGNIFICANT SERVICE RISKSRisks IdentifiedInherent RiskI P TotalMitigating FactorsLoss of Key trained and skilled staff 4 4 16 Staff retention programme.Staff appraisals. Increasedcommunication.ESIP projects affecting staff moraleand staff retentionLSVT and impact on Revenues andBenefits ServiceLocal Housing Allowance and otherGovernment Initiatives stretchingresources.National Bus pass scheme beingtoo big a task for Mole ValleyCustomer Services5 4 20 Effective communication. GoodHR Policies. Carefullyconsidered implementationplans.5 5 25 Early dialogue. Clearly set outobjectives. Strong leadership.Required investment. Goodplanning. Goodcommunications, internally andwith RSL.5 5 25 Govt Guidance.Academy software andguidance.Set up project teamGood Management in BenefitsFunding for a project worker5 5 25 Working within Surreywidegroup.Discuss with otherLA’s.Attempting to get Govt funding.National GuidelinesResidual Risk Future proposed actions toI P Totalreduce risk3 4 12 Communication and changemanagement plans need carefulhandling to ensure loss of staff iskept to a minimum.3 4 12 Communication plans needcareful handling to ensure loss ofstaff is kept to a minimum.3 3 9 Meetings with MVHA and CircleAnglia.Planning tasks with Capita.Seeking opinion of other LA’s whohave been through Stock Transfer3 3 9 Speak with Guildford a pilot site.Look to work with otherneighbouring LA’s4 4 16 Working with others.Try to adopt a county widesolution.OwnerCorporatemgmtCorporateMgmtRBurrows &BenefitMgmtBenefits MgmtRBurrowsTimeframeOngoingongoingFrom March2007From June2007 toJune 2008From April2007 to May2008121

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LEISURE SERVICESServiceFEES & CHARGES INFORMATIONCharge2005/06£Charge2006/07£Proposed Charge2007/08£Leisure Development section coursesThe Leisure Development Section run various courses throughout the year. The charges for these aredetermined once details of the costs of the courses are available - in order to make them as near to selffinancingas possible. The courses that come under this heading are as follows (the current year’scharges are shown for information):Easter ActivitiesFull or half dayHigh AshurstFullKarateHalfMini SquashHalf18.006.006.0018.00-25.006.006.00For all LeisureDevelopmentcourses: chargeswill be set oncecosts are known –to try and makeself-financingBasketballFullRugbyFullVisual arts and DramaFull (2 days)DramaFullSkatingFullNetball SkillFullHalf/Term Time CoursesNetball Skills – fullDecide to Dance – halfWriting from Life – half15.0018.0020.008.0015.0018.0018.004.007.0015.0018.0020.0010.00N/A18.00}}£4 per session or£42 for 11 weeks}}123

FEES & CHARGES INFORMATIONServiceSummerSkaterham – halfCharge2005/06£3.00Charge2006/07£N/AProposed Charge2007/08£Activezone (mixed activities) –fullStreet Sports – fullFun Van – half (2 hours)Street Dance workshop – half(2 hours)Animation workshop – half (2hours)Skating/swimming – fullSnowboarding/rockclimbingLive and Direct – full term18.0018.00/20.00£6 per session or £15 forall 3 mornings5.005.0018.0018.00/25.00£6 per session or £15for all 3 mornings5.00Introduction £12 perperson (2hrs)Advanced £20 perperson (5 hrs)12.0025.0020.00 for 10 weekterm2.00 per sessionFootballPitch with changing roomAdultJuniorPitch onlyAdultJuniorAllotments – per annumNB Charges for 2007/08 agreedJanuary 2006Full plotFull plot – concessionHalf plotHalf plot – concessionUse of open spaces for profit45.0022.5022.5011.2535.0028.0024.5020.0050.0023.0025.0011.5035.0028.0024.5020.0051.5023.5025.5011.5039.5031.5027.5022.50337.50 380.00 390.00making eventsAdministration fee for events 34.00 38.00 40.00Cemetery124

ServiceFEES & CHARGES INFORMATIONCharge2005/06£Charge2006/07£Proposed Charge2007/08£Purchase fee - burial (adult)Purchase fee - burial (child)Purchase fee - crematedremainsInterment - child under 12monthsInterment - child to 18 yearsInterment – adultInterment - cremated remains(child under 12 months)Interment - cremated remains(12 months and over)Non purchase reserve adjacentspace for 10 yearsHeadstone or memorial - burialspaceHeadstone or memorial -cremated remains spaceHeadstone or memorial - childsburial spaceUse of chapelSearch fee - up to five searchesfor names for one applicantAdditional inscription370.00150.00170.00100.00200.00450.0030.0095.00170.00170.0095.0085.0056.0022.5045.00415.00150.00190.00100.00200.00500.0030.00105.00190.00190.00105.0085.0063.0025.0050.00427.50150.00195.00100.00200.00515.0030.00108.00195.00195.00108.0085.0065.0026.0052.00ServiceDorking HallsCharge2006/07£Charge2007/08£Proposed Charge2008/09£125

ServiceFEES & CHARGES INFORMATIONCharge2006/07£Charge2007/08£Proposed Charge2008/09£Standard Rate per sessionGrand HallMon – Thurs amPmEveFri/Sat/Sun amPmEveOut of hours (per hour)Martineau HallMon – Thurs amPmEveFri/Sat/Sun amPmEveOut of hours (per hour)Masonic HallMon - Thurs amPmEveFri/Sat/Sun amPmEveOut of hours (per hour)210.00255.00520.00265.00325.00655.00112.50135.00165.00310.00165.00210.00385.0085.0080.0095.00160.0085.00105.00165.0035.00220.00270.00550.00280.00345.00690.00120.00145.00175.00325.00175.00220.00405.0090.0085.00100.00170.0090.00110.00175.0040.00245.00300.00605.00310.00380.00760.00135.00160.00195.00360.00195.00245.00445.00100.0095.00110.00190.00100.00120.00195.0045.00Community Rate per sessionGrand HallMon - Thurs ampmEveFri/Sat/Sun ampmEveOut of hours (per hour)Martineau HallMon - Thurs ampmEveFri/Sat/Sun ampmEveOut of hours (per hour)Masonic HallMon - Thurs ampmEveFri/Sat/Sun ampmEve120.00145.00315.00145.00180.00390.00112.5095.00120.00220.00120.00145.00265.0085.0050.0060.00105.0060.0075.00112.50130.00155.00330.00155.00190.00410.00120.00100.00130.00235.00130.00155.00280.0090.0055.0065.00110.0065.0080.00120.00145.00170.00365.00170.00210.00450.00135.00110.00145.00260.00145.00170.00310.00100.0060.0070.00120.0070.0090.00135.00126

FEES & CHARGES INFORMATIONServiceCharge2006/07£Charge2007/08£Proposed Charge2008/09£Out of hours (per hour) 35.00 40.00 45.00CINEMA TICKET PRICESCharge2005/06Charge2006/07£Proposed Charge2007/08£Adult 4.80 4.90 5.50Concessions 3.80 3.90 4.50Monday Special 3.00 3.00 3.00COMMUNITY SERVICESServiceCharge2005/06£Charge2006/07£Proposed Charge2007/08£Day CentresCentre Lunches – per meal 3.15 3.15 3.35Centre Membership - perannumSingle 8.00Couple 11.00£8.00 Single£11.00 CoupleSingle 8.50Couple 11.75Centre Hiring – per hour 14.00 16.00 17.00Hairdressing – per day- per ½ day20.7514.0023.5015.7525.5017.00Chiropody and Aromatherapy– per day- per ½ day17.0012.5019.2514.2521.0015.50Dial a RideFares – per zoned journey 2.10 2.10 2.20Membership – per annum 14.50 14.50 15.00Community transport bus hire- per ½ day- per kilometre19.5020p + fuel atcost + 10%22.0023p + fuel at cost+ 10%24.0025p + fuel at cost+10%Handyman service N/A £15 for 2 hours £17.50 for 2 hoursCommunity AlarmGeneral – DD per wk- invoiced per wk3.503.603.603.703.703.80Safe staff – per week 4.30 4.50 4.60External clients, out of hours callsand paging servicesAll charges varyand are subjectto contract,some fixedprice, someinflationaryincreasesInflation wherepossibleInflation wherepossible127

ServiceExternal clientsHOUSING SERVICESFEES & CHARGES INFORMATIONCharge2005/06£Variousdepending onschemecircumstancesCharge2006/07£0.01 per unitcharge per weekProposed Charge2007/08£Inflation wherepossibleServiceHousing GaragesCouncil tenants and leaseholderson same estate – per weekCharge2005/06£Charge 2006/07£Proposed Charge 2007/08£6.15 6.50 6.906.15 plus VAT 6.50 plus VAT 6.90 plus VATFreeholders on same estate – perweekNon tenants off estate – per week 7.85 plus VAT 8.20 plus VAT 8.70 plus VATLeasehold Management Enquiries– per enquiry- supplementary enquiries 95.0010.0097.4010.00100.3010.30Leasehold Notice of AssignmentRegistration– per enquiry 22.50 23.00 23.70Gypsy Site PlotsPlot rents – per week (Chargedepends on size of plot)41.0044.5043.0046.7045.1549.00Water charge – per week 5.50 6.00 6.50ENVIRONMENTAL HEALTHExisting2006/07£Proposed2007/08£Camping sites (L) * *Caravan sites (L) * *Contaminated land – site specific research (per hour) 50.00 51.50Copy of extract of food premises register (per section) 72.00 74.50Copy of extract of food premises register (admin fee) 27.00 28.00128

FEES & CHARGES INFORMATIONCopy of food premises register 364.00 375.00Export certificates 94.00 97.00Food premises (R) * *Game dealers (L) * *Gamekeepers (L) * *Inspection of food (per hour) 46.00 47.50Licensing Act 2003 (includes liquor licensing fees) * *Motor vehicle salvage operator (R) 83.00 85.50Offices and shops (R) * *Photocopying fee (per page) 0.50 0.50Prescribed processes * *Scrap metal dealers (R) * *Street trading consents (per pitch, 1 day a week, p.a) 420.00 433.00Gaming machine permits * *Sex shops (L)Initial application 2,800.00 2,885.00Annual renewal 2,000.00 2,060.00Transfer 400.00 420.00Variation 750.00 775.00If application withdrawn prior to Committee hearing 700.00 725.00If application rejected by Committee 1,400.00 1,440.00Skin piercing etc – premises (R) 51.00 52.50Skin piercing etc – person (R) 39.00 40.50Lotteries and CollectionsAnnual lottery * *Annual lottery renewal * *House to house collection licence * *Street collection permit * *Animal WelfarePet shops 97.50 100.50Animal boarding establishments 97.50 100.50Dog breeding premises (L) 68.00 70.00Joint boarding and breeding 141.50 146.00Riding stables (vets fees payable in addition) 68.00 70.00Dangerous wild animals (vets fees payable in addition) 68.00 70.00Zoos (L) (4 year licence) (vets fees payable in addition) 295.00 304.00Micro-chipping 17.00 17.00* Fixed by statute. (Prescribed process fee set annually.)(L) – Licence(R) – RegistrationExisting Proposed2006/07 2007/08Hackney Carriages and Private Hire Vehicles £ £Hackney carriage vehicles (new and renewal) (1) 261.00 (1) 269.00Private hire vehicle: metered (new and renewal)Non metered (new and renewal)261.00235.00269.00242.00129

FEES & CHARGES INFORMATIONPrivate hire operator 215.00 221.50Combined HC/PHV driver (new) 65.00 67.00Combined HC/PHV driver (renewal) 65.00 67.00Transfer - vehicle to vehicle 112.00 115.50Transfer - no vehicle test required 57.00 59.00Replacement vehicle plate (2) 12.50 (2) 13.00Replacement internal licence fee 8.50 8.75Replacement driver's badge 7.50 7.75Criminal Records Bureau fee –at cost * *DVLA fee at cost * *(1) Includes internal plate.(2) Includes assembly cost.* Fixed by statute. (Prescribed process fee setannually.)130

FEES & CHARGES INFORMATIONCAR PARKING CHARGESShort Term 8am to 6pmVillage Car ParksFor up to 30 minutesFor up to 1 hourFor up to 2 hoursFor up to 3 hoursTown Centre Car ParksFor up to 1 hourFor up to 2 hoursFor up to 3 hoursFor up to 4 hoursFor up to 5 hoursFor up to 6 hoursFor up to 7 hoursFor up to 8 hoursFor up to 9 hoursFor up to 10 hoursExisting2006/07£n/a40p60p1.1050p70p1.202.002.803.604.405.206.006.80Proposed2007/08£20p40p60p1.1050p70p1.202.002.803.604.405.206.006.80LongtermDorking, Leatherhead and AshteadAshtead Peace Memorial Hall3.502.604.003.00Season TicketsDorking, Leatherhead and Ashtead (perannum)Ashtead Peace Memorial Hall (per annum)Monthly (all car parks)ResidentsDisabled Temporary BadgeExcess Charge TicketsQuick paymentLate payment500.00300.0041.67175.0010.0030.0060.00550.00330.0050.00180.0010.0030.0060.00It is anticipated, taking into account that the season ticket and long stay increases come into effect1 st April 2007.REFUSE COLLECTIONExistingProposed131

SacksBlack Sack (x10)Grey SacksGreen SacksFEES & CHARGES INFORMATION2006/07£0.75N/A1.052007/08£0.75N/AN/ASpecial CollectionsSingle itemHalf loadFull load22.5034.0068.0026.0040.0080.00Garden Waste Collection ServiceAnnual charge24.0026.00DORKING MARKETRegularFull StallHalf StallCasualFull StallHalf StallExisting2006/07£39.0019.5050.0025.00Proposed2006/07£39.0019.5050.0025.00132

FEES & CHARGES INFORMATIONPLANNINGProviding documents and information (incl. VAT)Decision NoticeStandard ChargeCharges for those requesting a copy of the planningDecision notice, in response to a neighbournotification from the CouncilTree preservation orderCopies of all other documents available for copying underthe relevant legislation (per sheet)One copy freeA4A3A2A1A0Annual supply of weekly list of applicationsAdditional enquiries arising from searches or writtenreplies to commercial organisations or agents onplanning histories, permitted uses or similar enquiries.More complex enquiries from commercial organisationsor agents requiring significant research and/or a site visit.Also specific enquiries arising from property transactions,regarding compliance with planning conditions.Existing2006/07£FreeFreeFreeFreeFreeFreeFreeFreeFreeFreeFreeFreeProposed2007/08£FreeFreeFreeFreeFreeFreeFreeFreeFreeFreeFreeFreeCopies of Ordnance Survey sheets for purposes ofsubmitting applications (no other purpose) (6 copies ofA4 size)Compiled lists of statistics- firms on industrial estates- outstanding commercial permission- Mole Valley 1991 Census area profilesSection 106 agreements – standard chargeHigh Hedges28.00freefreefree230.00350.0030.00freefreefree265.00350.00STRAY DOGS2006-07 2007-08133

FEES & CHARGES INFORMATIONDay 1 92.00 95.00Day 2 100.00 103.00Day 3 109.00 112.00Day 4 117.00 121.00Day 5 125.00 129.00Day 6 133.00 137.00Day 7 141.00 145.001. Other CriteriaDogs that can be quickly returned without the need to be taken to kennel1 st Time nd Time2• Dog with ID - Free £25 + officer time cost• Dog without ID - £25 + officer time cost £25 + officer time cost2. Financial Hardship CasesNormally only the seizure fee (£25) and the transport costs (£43) can be considered for remittanceby the Head of Environmental Health unless special criteria (e.g. owner involved in emergencyhospitalisation) applywhen the kennelling cost (£25) could be considered for remission.To be considered for remittance of the costs the owner would have to;• report dog missing on same day when dog taken to kennel.• advise us they are claiming financial hardship on the day they report the dog missing.• prove that they are in receipt of means tested benefit.• have lost a dog with valid ID.NB This dispensation is only available to the owner onceDog without id and owner proves financial hardship - £65.00 (kennel fee (£25) +transport cost(£43))i.e. only remit the seizure fee. NB this dispensation is only available to the owner once.LAND CHARGESServiceCharge2006/07£Proposed Charge2007/08£134

ServiceFEES & CHARGES INFORMATIONCharge2006/07£Proposed Charge2007/08£-Basic Search fee-Surrey County Council Highway fee(included in the Basic Search fee)-Mole Valley Admin fee retained out of the SurreyCounty Council Highway fee190.0026.000.50195.0027.000.50135

FEES & CHARGES INFORMATION123