service improvement plan 2009-10 f & ict appendix 7 (appendix).pdf · the moray council finance...

Finance & ICT

SERVICE IMPROVEMENT PLAN

2009/2010

The Moray Council Finance and ICTImprovement Plan 2008-09

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CONTENTS

Page

1 Introduction to the Service 3

2 Achievements/Review of Previous Plan 4 - 5

3 Service Objectives/Aims/Mission Statements 6

3.1 Objectives/Aims/Mission 6 - 7

3.2Issues Affecting Service 8

3.3 Equal Opportunities 9

3.4 Sustainable Development 10

3.5 How will Priorities be Evaluated 11

3.6 Stakeholders 12

3.7 Priority area for this plan/targets 13 - 24

4 Continuous Improvement 25

Appendix - Budget Information 26


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1 - INTRODUCTION TO THE SERVICE

Finance and ICT Services fulfil a dual role on behalf of Moray Council insupporting the work of other departments and in providing services directly tothe public. To achieve the service objectives of delivering continuousimprovement and maintaining high quality services comprehensive planningarrangements are fundamental. The staff within Finance & ICT Servicesremain committed to the principle of preparing realistic and challenging plansto develop the services we provide.

This Plan seeks to align the activities of staff within Finance and ICT tosupport the delivery of the Moray Community Planning Partnership SingleOutcome Agreement 2009/10. As well as supporting the work of CouncilDepartments which are leading on particular themes, the service is alsoresponsible for leading the Designing Better Services programme. Thatprogramme is one of the key aspects of National Outcome 15 “our publicservices are high quality, continually improving, efficient and responsive tolocal people’s needs”.


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2 – ACHIEVEMENTS AND REVIEW OF PREVIOUS PLAN

The Finance and ICT Services Service Improvement Plan for 2008/09 listed10 Priorities comprised of a total of 47 actions spread across the differentDepartmental Services. A review took place at the end of December 2008and at that time it was noted that 3 priorities and a total of 27 actions hadbeen completed, the other 7 priorities were well advanced and on target fortheir original delivery date in 2008/09.

A full year-end report on progress made will be submitted to the PolicyCommittee in June 2009. An overview of the key points is given at this time.

In Accountancy the process to improve budget monitoring was to reviewinformation issued to budget managers with a view to maximising electronicdelivery and go on to develop a risk based approach to budget monitoring.The initial review of information currently kept and issued to budget managerswas completed followed by an interim review after which all areas were thencategorised into high, medium and low risk. Following the risk assessment ofbudget areas, a final review of information issued to budget managers will beconducted. The budget monitoring process for each area will then bedocumented. This is in accordance with the original planned timescales.

The Accountancy Section’s input was required by the Designing BetterServices (DBS) Project. Financial information was provided for the projectspresented to the project board within required timescales and support wasalso provided in preparing the project business cases. The AccountancySection also continue to provide support to the major council developmentprojects of flood alleviation schemes and the Schools PPP scheme.

In relation to Risk Management policy, Internal Audit are building on progressmade in earlier years to fully embed risk management processes into CouncilServices. A training programme for the wider delivery of risk management tomanagers and Head Teachers has been developed and scheduled tocommence in the year ahead. The Business Continuity Manager now attendsrisk management meetings to ensure a synergy between business continuityand risk management disciplines.

Internal Audit has also been striving to strengthen the capacity of the team todeliver higher levels of controls assurance. In this they have addressed thefollowing: development through training of staff and members; visits bymembers to other Councils; and the review of current audit policies to securecompliance with latest Code of Audit Practice.


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The ICT Project to transfer ICT support for schools from Fujitsu to the in-house team was successfully implemented on 1 August 2008. A customersatisfaction survey has been carried out in schools, the outcome of which wasa high degree of satisfaction of the service provided by the in-house team.Equipment is being replaced in schools where there is a high priority or urgentneed. The senior management group met to provide the terms of referenceand give direction to the Education ICT strategy group with respect to futuredevelopments and equipment replacement in schools.

In regard to the Best Value Review of the ICT Service it was approved atPolicy Committee on 5th March 2008 to defer the review of the Best ValueImplementation Plan until after the transfer of the ICT Support Service forschools from Fujitsu to the in-house team. Following the completion of thistransfer, the Best Value review was completed and reported to committee on9th December 2008.

Payments Section have been working on completing the E-procurementproject with the implementation of the e-procurement system and its relatedprocesses. The system is due to be live by the end of the financial year withtraining continuing into the following few months due to large numbers.

The Revenues Section participated in a feasibility study into a shared servicewith 6 other Councils in the North of Scotland. This was completed with areport of the outcomes from the feasibility study reported in March 2009.

The Revenues project to implement the outcomes from the Cash ReviewProject was successful in managing the technical, process and sectionalchanges involved in supplying the customers with wider choice and alternativemeans to pay, whilst reducing the cost of collection to the Council.

With the successful completion of the opening of the Council CustomerContact Centre in 2007/08, Revenues took the lead in the planned extensionof the online and information gathering services through the CustomerContact Centre. At the end of Quarter 3, online facilities and gatheringinformation over the telephone were being developed for Change of addressinformation. The contact centre now deals with: Waste queries, bulky uplifts,staff vacancies (jobsline), access Moray card enquiries as well as Council Taxand Housing Benefits. This facility is likely to be incorporated into theDesigning Better Services remit for future development.


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3.1 - SERVICE OBJECTIVES, AIMS AND MISSION STATEMENT

Vision To provide cost effective services to assist the Council to improvethe quality of life for all people in the area.

Our aims are to …

…… demonstrate that we provide cost effective qualityservices to the public and Council departments

…… lead the modernisation programme to improve accessto Council services

…… lead the efficient government programme to reduce thecost of Council service provision

…… effectively manage the Council’s assets and frameworkof financial control.

In doing so we will …

…… be open and accountable in all that we do…… demonstrate continuous improvement in delivering

services to all of our customers…… develop an environment which provides a positive work

experience…… ensure we do not disadvantage any of our customers on

the grounds of race, disability, sexual orientation, age,gender or belief

Strategy We will compare our costs with comparable councils and continuewith our rolling programme of Continuous Improvement Reviews,focussing on both the quality and the cost of our services. We willalso measure how accurate, how reliable and how fast our servicesare and act on the results. We will embrace the efficientgovernment initiative to ensure our costs are minimised.

We will increase the number of Council services that are accessibleelectronically and we will develop the technology to be used in theCouncil Contact Centre. ICT resources will be planned using acomprehensive Action Plan which will be based on a robustbusiness case being made for every project included in the plan.

We will prioritise our work to support the delivery of the SingleOutcome Agreement. In particular we will lead the DesigningBetter Services programme to assist the Council in deliveringefficiency savings and improve access to services.


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We will manage the Council’s assets and financial affairs of theCouncil through the application of recognised accounting principles,auditing of the control environment and developing and maintainingrisk management arrangements. Our focus will be on areasidentified from the risk management process including staffrecruitment and retention and the delivery of the ICT Action Plan.

We will demonstrate openness by publishing our results in thePublic Performance Report, Annual Accounts and in reports toCouncil Committees.

We will achieve continuous improvement by inviting our customersto comment on our effectiveness and acting on results, by learningfrom others and by setting ourselves more stretching targets whenwe consistently achieve existing targets in any area. We willmonitor our plans and targets rigorously.

We value our staff and will ensure all staff have an annualPerformance Review. We will encourage staff to contribute to theachievement of our objectives through effective communication anddelegation of appropriate tasks. This will engender ownership oftasks and enhance recognition of their contribution to the work ofthe Department. Staff will also be involved in projects likeImprovement Groups, EFQM Assessments and EnvironmentalImprovements. This inclusive approach will help us to continuallyimprove.

We will review periodically our policies, practices and procedures toensure we do not discriminate either directly or indirectly againstcustomers on the grounds of race, disability etc. We will alsoassess using the same methodology, all new polices practices andprocedures prior to their introduction.

As an overarching theme we need to be clear about our prioritiesand ensure that a balance is struck to deliver high quality outcomesfrom the resources available. This cannot be achieved if we overcommit – our plans aim to be challenging but realistic.


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3.2 – ISSUES AFFECTING SERVICE

Efficient Government has been recognised by the Council as a matter of keystrategic importance that will underpin the direction of the Council for the nextfew years. Finance and ICT Services have a major role to play in assisting theCouncil improve levels of efficiency in the following areas:

Service Development Group – Chaired by Council Depute Convener withChief Financial Officer providing significant input.

Designing Better Services (DBS) Programme Board – Chaired by ChiefFinancial Officer. ICT and Accountancy will provide substantial support to thisprogramme and other Managers are likely to be involved in changing theirservices.

ICT Action Plan – to focus on assisting departments develop more efficientmethods of working.

Procurement – Being led by the Payments Manager.

Asset Management – Being led by the Principal Accountant.

Shared Revenues Service – Chief Financial Officer and Revenues Managerare committed to further work on the potential for a shared servicesarrangement with other Councils in the North of Scotland. The RevenuesService will be subject to an audit of Housing and Council Tax Benefitarrangements. This is an intensive audit process which will place a significantburden on the service akin to other recent service specific inspections.

The annual financial audit is a significant area of work for the Council eachyear and will continue to affect future service delivery. In particular, theauditors will be using The Priorities and Risks Framework document producedby Audit Scotland.

Corporate Governance is one of six themes of the Council’s modernisationagenda, known as Moray Performs. The Head of Internal Audit will continueto have a key role in improving the Council’s Corporate Governancearrangements.


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3.3 – EQUAL OPPORTUNITIES

Staff within Finance and ICT Services are committed to ensuring customersare treated both equally and fairly with no one being disadvantaged becauseof race, gender, sexual orientation, age, belief or disability. We have includeda statement to this affect in our Departmental Vision statement. We provideservices to internal departments and direct to the public and recognise ourresponsibility to be fair and consistent in our dealings with all our customersbe they internal or external.

We have worked with the Corporate Equalities Team to ensure that ourpolicies, practices and procedures contain no discriminatory elements, ImpactAssessments were conducted on each activity highlighted by previous initialassessment work as potentially requiring change. Copies of the completedImpact Assessment Forms have been lodged with the Equalities Officer andare available for inspection.

Over the next year, our policies, practices and procedures as well ascustomer facing activities will be reviewed again, against all 6 “equalitiesstrands”, to ensure they are still compliant with the policy. More detailedassessments will be carried out and action plans produced should thesereviews indicate they are required.

Our staff continue to assist customers using initiatives to foster equalopportunities such as the “happy to translate” procedures to help customerswho do not have English as a first language, procedures to assist customerswith hearing and sight difficulties and the use of larger text on our customercommunications.

We look forward to completing the assessment work in the year ahead andputting in place actions to overcome any concerns highlighted.


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3.4 – SUSTAINABLE DEVELOPMENT

The services provided by Finance and ICT Services largely support CouncilService Departments. Nevertheless we recognise we can also play a part inassisting the Council as a whole to achieve sustainable development and akey aspect of the Prudential Code is to ensure that Financial Plans aresustainable.

In our service support role, Internal Audit’s activities contribute indirectly tosustainable development in so far as audit reports make recommendations,where appropriate, designed to reduce or eliminate loss or waste and securebest use of available resources. In addition, by providing the ServiceDepartments with an efficient and effective Payments service and by carefullymanaging cash flow through Treasury Management, we are supportingsustainability through controlling resources and assisting sound financialplanning.

More directly, we recognise that in particular, we can make a significantcontribution in the Environmental arena. Finance and ICT ServicesImprovement Groups have previously looked at Environmental issues and anumber of improvements have been implemented as a result of the work ofthese groups. These are now firmly embedded in the culture of the Serviceand include initiatives such as the “switch it off” campaign, reducing stationerywaste and recycling used paper using special bags.

More recently, the service has been involved in the Carbon Trust programmeto reduce the Council’s carbon foot print. A planned reduction in the numberof computer servers used by the Council and a replacement programme of flatscreens will assist the Council’s drive for a reduction in energy usage.

The ICT Service makes a further specific contribution by utilising a localrecycling facility to dispose of any redundant ICT equipment wherever this ispossible. In instances where the equipment still has some useful purpose, itis refurbished and is offered back to the community.

The Printing Unit provides an efficient service with controls in place to ensurethat waste is minimised wherever possible and best use is made of resources.Environmental issues are also considered when purchasing new printingequipment. The latest items of equipment in the Printing Unit use fewerchemicals both in terms of their operation and also in terms of the amount ofchemicals required to clean them. There has also been a reduction in theamount of toxic chemicals that are used.

Finance and ICT Services are therefore both directly and indirectlycontributing to the Council’s drive to achieve its objectives in the area ofsustainability.


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3.5 – HOW WILL PRIORITIES BE MONITORED AND EVALUATED

The Local Government (Scotland) Act 2003 places a duty upon all localauthorities to ensure Best Value and Community Planning are at the heart ofcouncil practice. The Moray Council has adopted a PerformanceManagement Framework that will ensure that improvement plans aredeveloped and monitored

This plan will be monitored as follows: -

By Whom FrequencyDepartmental Management Team MonthlyCorporate Management Team QuarterlyPolicy Committee QuarterlyChief Financial Officer, Head ofFinance & Head of ICT

Quarterly with their Lead Officers

The priorities identified in this Plan will be closely monitored and successevaluated.

An update on each priority will be given by each Lead Officer at the monthlyDepartmental Management Team meeting and any action needed to keep thepriority on track will be identified.

Each Quarter, a progress report highlighting “exceptions to plan” will beissued to the Corporate Management Team.

In addition, the Policy and Resources Committee will receive each quarter an“exception based” status report of all priorities behind target in the plan andmembers will have an opportunity to scrutinise the report.

The Chief Financial Officer, Head of Finance and Head of ICT will conductquarterly Service Improvement Plan reviews with each Lead Officer.

Together these measures will ensure progress is recorded and kept visiblethrough clear reporting mechanisms allowing identification and correction ofany priority that may have fallen behind target.


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3.6 – STAKEHOLDERS

As part of the Council Public Performance Reporting review, we haveidentified and listed our stakeholders. We have identified a range ofstakeholders from Elected Members to Staff to Customers and toorganisations that receive our Services such as MVSO, Grampian ValuationJoint Board and Moray Landlords.

Finance and ICT Services are committed to a rolling programme ofContinuous Improvement Reviews as described in Section 4 “ContinuousImprovement” of this Plan. When preparing the scope of each review carefulconsideration is given to identify relevant stakeholders to ensure thatappropriate consultation is carried out as part of the review.


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3.7 – PRIORITY AREAS FOR THIS PLAN

The following priorities have been identified for implementation over the nextfinancial year.

Each priority has been given a service identifier and contains cleardeliverables with associated timescales for delivery. In a few cases,timescales are not absolutely firm. In these cases, the precise timescales willbe entered as soon as they are known.

The Lead Officer or Officers are also shown.

Progress monitoring will take place against the information provided on thePriority Templates.

These priorities are the main priorities for the coming period but are not theonly improvements receiving attention. Each service also has a Team Planand further improvements have been targeted in the Team Plans.

The resources to deliver the improvements are identified for each priority:

1.1 - Accountancy – Improve Budget Monitoring Process1.2 - Accountancy - Contribute to Designing Better Services Project2.1 - Internal Audit – Internal Audit Assurance2.2 - Internal Audit – Risk Management3.1 - ICT Services – Best Value Review3.2 - ICT Services – Schools ICT4.1 - Payments – Procurement5.1 - Revenues – General Improvement to Services5.2 - Revenues – DBS – Customer Services Theme5.3 - Revenues – Shared Service Development


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National Outcome 15“Our Public Services are high quality, continually improving, efficientand responsive to local peoples’ needs”

PRIORITY 1.1

Accountancy Section

Improve Budget Monitoring process

What will we do to address this priority Links to other Plans

Develop a risk based approach to budget monitoring Corporate RiskRegister

Moray Performs

Expected Outcomes/Success Criteria Timescale

Budget headings classified as high, medium and low risk.

Workload reprioritised to reflect level of risk to Council.

Budget Monitoring service specification revised

March 2009

April 2009

June 2009

Resources

This will be resourced from the Accountancy section budget

Staff Implications

This work will be done by the Accountancy team.

Lead Officer

Principal Accountants


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PRIORITY 1.2

Accountancy Section

Contribute to Designing Better Services Project


Ensure staff kept briefed about progress.

Timetable and prioritise work accordingly.

Provide information requested by Project Team /Project Board.

Corporate RiskRegister

Moray Performs

DBS Project Plan


Accurate financial information provided for ‘As Is’.

Options costed.

Method of monitoring savings agreed.

Other information / work supplied as requested

April 2009 – March2010

Resources

This will be resourced from the Accountancy section budget

Staff Implications

This work will be done by the Accountancy team.

Lead Officer

Principal Accountant (Financial Planning)


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PRIORITY 2.1

Finance and ICT Services – Internal Audit

Internal Audit Assurance

What will we do to address this priority Links to other PlansOptimise capacity of audit team to deliverinternal controls assurance in 2009/10

Aligned to the Corporate Plangovernance and managementstandards

Expected Outcomes/Success Criteria TimescaleAudit

♦ Align audit plan to Council Prioritiesand Risks

♦ Ensure sufficient coverage to informcontrols assurance statement

Designing Better Services♦ Provide information to support design

phase work

♦ Validate higher risk areas of theprogramme

Governance♦ Contribute to the Council’s annual

governance statement

♦ Develop assurance statement forsenior officers

Service Improvement♦ Investigate the case for introducing

bespoke audit software

April 2009

March 2010

On going as required

Dates to be established

May 2009 / May 2010

May 2009 / May 2010

December 2009

ResourcesResource requirement shall be determined by the Team Leader (Audit) subject toconsultation with the Audit & Performance Review Committee and the Chief FinancialOfficer as appropriate.

Staff ImplicationsStaffing inputs will be drawn from the Internal Audit Team

Lead OfficerTeam Leader (Audit)


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PRIORITY 2.2

Finance and ICT Services – Internal Audit

Risk Management

What will we do to address this priority Links to other PlansContinue to strengthen the risk managementinfrastructure and further integrate riskmanagement into the Council’s decision makingprocesses and service delivery

Aligned to the Corporate Plangovernance and managementstandards

Expected Outcomes/Success Criteria TimescaleAwareness of Risk Management increased bydelivering series of introductory /refreshercourses for managers.

Risk Management training delivered to all headteachers

CMT & Departmental Management Teamssupported in the maintenance of risk registers toa more formal timetable.

Build links with partners (e,g, NHS) in order tostrengthen risk management in partnerships(e.g. MCH&SCP and Community Planningpartners)

Examine feasibility of migrating risk data toCovalent system

April 2009 – March 2010

April – July 2009.

April 2009 – March 2010

April 2009 to March 2010

By March 2010

ResourcesThis will be resourced from the Internal Audit budget.

Staff ImplicationsStaffing inputs will be drawn from the Internal Audit Team

Lead OfficerTeam Leader (Audit)


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PRIORITY 3.1

Finance and ICT Services – ICT Section

Implement the Best Value Review Improvement Plan


The Best Value Review Improvement Plan for theICT Service was approved at Policy and ResourcesCommittee on 9 December 2008. This serviceimprovement is to implement the Improvement Plan.

CorporateDevelopment PlanWorking Principle 4“Sound Management ofResources”


1. Review ICT staffing structure Jan 09 – Sep 092. Improve ICT Security Jan 09 – Sep 093. Establish a Web Team Jan 09 – Sep 094. Develop a short-term ICT Strategy Oct 09 – Mar 105. Improve asset management planning Oct 09 – Mar 106. Improve partnership working with the Service Departments Apr 09 – Mar 107. Improve end-user skills in the service departments Apr 09 – Mar 10

ResourcesThe ICT budget was revised following an assessment of the savings from theexpansion of the service to cover schools. The costs of delivering theenhancements in this priority area are included in the revised budget.

Staff ImplicationsThe Head of ICT Services assisted by the Team Leader (Support) and TeamLeader (Development) will carry out the implementation of the improvementplan.

Resource DaysHead of ICT Services 30Team Leader (Support) 30Team Leader (Development) 45Total 105

Lead OfficerHead of ICT Services


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PRIORITY 3.2

Finance & ICT Services – ICT Section

Refresh and Improve the Schools ICT Infrastructure


A Schools ICT Strategy Group has been establishedto identify the current and future requirements andpriorities for the refresh and development of all ICTfacilities in schools. Implementation of the outcomesfrom the group will start in 2009-10.

“Sound Managementof Resources”Corporate RiskRegister


1. Review priorities from ICT Strategy Group Apr 09

2. Agree priorities from ICT Strategy Group May 09

3. Report to Committee Jun 09

4. Implement the Schools ICT Infrastructure rollout plan Jul 09 – Mar 10

Resources

The Council has approved a budget of £297k within the capital programme for2009-10 to allow for ICT equipment refresh in schools.

Staff Implications

A number of ICT staff will be involved in installing and decommissioning ICTequipment.

Resource DaysTeam Leader (Support) 5ICT Project Leader 25Implementation Teams 420Total 450

Lead Officer

ICT Team Leader (Support)


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PRIORITY 3.3

Finance & ICT Services – ICT Section

Provide project management and ICT support and advice to the DBSprogramme


ICT staff will work closely alongside the DBS teamduring the detailed design stage to provide ICTsupport and advice on all projects contained withinthe DBS programme. ICT will take a lead role onthe Workflow/Document Management andDevelopment of Intra/Internet projects.

“Sound Managementof Resources”Corporate RiskRegister


Contribution to the Design Mandate and Detailed Design for

01. Managing Customer Services Apr 09 – Sep 0902. Workflow and Document Management Apr 09 – Dec 0903. Development of Intra/Internet May 09 – Jan 1004. Workforce Scheduling/Mobile ICT Apr 09 – Jul 0905. Flexible Working Apr 09 – Oct 0906. Time Recording Sep 09 – Feb 1007. Operational Support May 09 – Dec 0908. Property Apr 09 – Oct 0909. Facilities Management Jul 09 – Dec 0910. Procurement Apr 09 – Jun 0911. Internal Recharging Sep 09 – Jan 1012. Vehicle Utilisation Jun 09 – Jan 10

Resources

There are no direct financial resource implications associated with providingproject management and ICT support and advice to the DBS programme.

Staff Implications

A number of ICT staff will be involved in providing project managementservices and ICT support and advice to the DBS team.


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Resource DaysHead of ICT Services 15Team Leader (Support) 6Team Leader (Development) 26ICT Project Leaders (Various) 435ICT Officers (Various) 260Total 742

Lead Officer

ICT Team Leader (Development)


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National Outcome 15“Our Public Services are high quality, continually improving, efficientand responsive to local peoples’ needs”PRIORITY 4.1

Finance and ICT Services – Payments Section

Procurement

What will we do to address this priority

Continue with the Corporate Development ofProcurement

Links to other Plans

Corporate DevelopmentPlan Working Principle –“Sound Management ofResources”

Expected Outcomes/Success CriteriaTo provide the Council with the tools for“Advanced Procurement” across theorganisation –• Develop measure of Procurement Efficiency

Savings• Embed Moray Procurement Initiative

(Strategy)• Improve Procurement Practices

(Operational)

Impact of Designing Better Services (DBS)Project on plan - Project Design mandateagreed and signed off by Board

DBS Implementation

Implementation

Timescale

SIP Action plan

June 2009

March 2011

March 2011

June 09

As per Design Mandate

As per Design mandate

ResourcesProcurement & Purchasing teams (Payments)E- procurement teamDBS Project teamService Representatives

Staff ImplicationsDependant on outcome of DBS project

Lead OfficerPayments Manager


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PRIORITY 5.1

Finance and ICT Services - Revenues Section

General Improvement to Services

What will we do to address this priority Links to otherPlans

o Upgrade the Revenues Systems to a windowsenvironment

o Testing and implementing software to improvesystems and meet legislative requirements

o Identifying and implementing measures to simplifyaccess to services

o Review and update service policieso Review and update communication arrangements

with customers and staffo Benchmarking serviceo Self-Assessment for Benefit Service


o More Staff/User Friendly Systemo Service Meets legislative requirementso More on-line service provisiono Improved clarity on service expectationo Feedback on service provision/improved staff

engagemento Better context to current performanceo Minimal External Audit recommendations

March 2010On-GoingOctober 2009March 2010December2009March 2010August 2009

Resources

Revenues Management TeamOther Staff?Software Supplier?

Staff Implications

The work will be done by the Revenues Team.

Lead OfficerRevenues Manager


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PRIORITY 5.2


DBS – Customer Services Theme

What will we do to address this priority Links to other PlansSupport the Customer Services theme of the DBSprogramme through involvement: on the ThemeBoard, at workshops and assistance with themandate and detailed design.

DBS Programme

Expected Outcomes/Success Criteria TimescaleDesign Mandate approved by DBS Board June 2009Detailed Design approved by DBS Board October 2009Commence implementation of new Customer Servicearrangements

January 2010

Resources

Revenues Manager and Customer Services Manager.

Staff Implications

Revenues Manager and Customer Services Manager.

Lead Officer

Revenues Manager


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PRIORITY 5.3


Shared Service Development

What will we do to address this priority Links to other PlansA feasibility study for a Shared Revenues Servicewas completed in December 2008. Following arecent change in the timetable for Local Income Tax,the shared service would be feasible. The partnerCouncil are considering how to take this forward withthe potential for a request for further support from theScottish Government.


Prepare a bid document to the GovernmentFurther involvement in developing a process to take theproject forward to implementation.

May 2009October 2009

Resources

Chief Financial Officer (Moray Council is the lead authority for this work).

Revenues Manager and other staff as required.

Staff Implications

As above.

Lead Officer

Chief Financial Officer


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4 – CONTINUOUS IMPROVEMENT

We understand and are embracing the need for us to demonstrate continuousimprovement and we have a number of initiatives in progress across all ofFinance and ICT Services.

Amongst the projects currently being undertaken is participation in theDesigning Better Services Review, which will conduct a diagnosticassessment of Council-wide Services to identify and then deliver efficiencysavings. The Chief Financial Officer chairs the Designing Better ServicesProject Board.

A Shared Services project to examine functions carried out by the RevenuesService is also being carried out by a number of Northern Councils includingMoray. The Moray Council Chief Financial Officer chairs the Project Boardand the Project Manager is based in Inverness. A report on the findings isexpected in October 2008.

Due to these major projects we have put on hold this year our rollingprogramme of Continuous Improvement Reviews. Since the inception of BestValue, Finance and ICT Services have undertaken the following reviews:

• Administration and Exchequer Services• ICT• Payments to Employees• Accountancy• Internal Audit

The focus of these reviews has been on consultation with customers andbenchmarking with other local authorities. Improvement Plans have beenprepared as a result of each of these Best Value Reviews.

Last year’s review (ICT Services) is complete and was reported to PolicyCommittee in March 2008. Further reviews will be recommenced subject tothe results of the Designing Better Services Project.


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APPENDIX - BUDGET INFORMATION

All priorities being addressed in this Plan are being financed from ServiceBudgets.

For year 2009/10 these are:

Accountancy £946,000Internal Audit £285,000ICT £2,119,000Payments £1,149,000Revenues £1,512,000

(591999)

service improvement plan 2009-10 f & ict appendix 7 (appendix).pdf · the moray council finance...

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