ANNUAL PERFORMANCE PLAN 2007/08

SUPPLEMENTARY DOCUMENT B

Achievements against the ‘WE WILL’ statements

B1 This report details how Borough Council has performed against the WE WILL statements as set within its Corporate Plan 2004 to 2008 ‘The Route to First Rate.’

We Will work with landowners and developers to ensure that at least 25% of all new homes in developments of over 15 dwellings are for subsidised housing and working over time with developers towards a further 10% for low cost market housing (AH1)

There are presently six S106 schemes on site which have been successfully negotiated and are due for completion soon, there are a further six S106 Agreements which are in the process of being negotiated, and a further five schemes beginning negotiations. In every instance we have negotiated on the basis of 25% affordable housing and 5% low-cost, while endeavouring to achieve a 70/30 tenure split between affordable rental and shared-ownership respectively. This has been achieved where grant funding has been successfully secured. The future Local Development Framework (LDF) will be seeking 40% affordable housing gains (without any further reference to low-cost market housing), and the 70/30 tenure split is likely to remain as the targeted mix of tenures.

We Will press the Government to release land for development in the North East Sector at the earliest opportunity and work with partners to bring about development of land to the west of Crawley. (AH2)

The Council has been consulted over the Appeal currently underway on the North East Sector, and is becoming more active in the West of Crawley discussions. In both instances, HSS are supportive of such large-scale Greenfield developments which become necessary to sustain the current momentum in the Affordable Housing Development Programme.

We Will increase the supply of temporary accommodation available to reduce dependence upon bed and breakfast for homeless people. (AH3)

Expansion of the Private Sector Leasing scheme (PSL) has allowed us to achieve this target.

We Will continue to improve our Housing Benefits service to provide prompt, efficient service to prevent social exclusion (AH4)

We have ensured that we offer a fast track Housing Benefit service to people accessing the Rent Deposit Scheme and temporary accommodation. A monthly set of liaison meetings to monitor this service have been established between our Housing Strategic Services and the Benefits team. The options team manager attends a review board which decides the way that discretionary Housing benefit payments will be made to prevent homelessness and help sustain tenancies.

We Will develop a Community Warden service that will carry out high visibility uniform patrols in hot spot locations to increase public reassurance, tackle issues of litter, abandoned vehicles, anti-social behaviour, vandalism and graffiti and at the same time help reduce the fear of crime (CS1)

The Community Warden service has proved to be an important element in helping to tackle anti-social behaviour within the town. Through undertaking joint patrolling with local Police Community Support Officers in hotspots areas within the town, this has provided to the public reassurance and helped to reduce the fear of crime on the streets. The Wardens have also been working with the Council’s street cleansing

B2 teams to catch fly tippers. The Wardens issued 94 fixed penalty notices for littering and dog fouling, in 2006 alone. As part of the ‘Operation Crackdown’ on abandoned vehicles, our Community Wardens are now investigating almost 90% of reported abandoned vehicles within 24 hours (86% in 2005), with 84% now being removed within 24 hours of receiving the go-ahead from Sussex Police.

We Will tackle anti-social behaviour in a variety of other ways, such as by using our tenancy agreements to enforce standards of behaviour, using our leisure services to divert young or other vulnerable people away from crime and by the use of anti-social behaviour contracts to enforce standards of behaviour. (CS2)

During the year under review, the efforts of community safety partners in tackling anti-social behaviour have been aimed at prevention, intervention and enforcement activity. A multi-agency action group has been formed to bring about a more holistic approach to dealing with issues that can blight the lives of individuals and whole communities and which are of real concern to Crawley residents.

As part of this work, Interim Anti-Social Behaviour Orders (ASBOs) were obtained against two adults and 18 Acceptable Behaviour Contracts (ABCs) were agreed involving 5 adults and 13 young people. A total of 148 warning letters we sent to young people advising them to modify their behaviour whilst in public places. A number of young people were referred to positive activity programmes run by both the Council and County Council to divert or direct their behaviour into more purposeful and constructive activities.

New reporting mechanisms have been put in place, and anti-social behaviour can now be reported in writing (Freepost), by telephone and on-line via the Council’s website.

We Will secure an efficient, effective and economical public place CCTV system (CS3)

We now have a total 37 CCTV cameras located in the town centre and on neighbourhood shopping parades. Three more are currently being installed, one additional camera at Square outside the community centre and two at the new skate park being built at Southgate Playing Fields. This will bring to 40 the number of cameras directly linked to the police monitoring system.

CCTV cameras are also being installed at Creasys Drive, Millpond and Waterlea Adventure Playgrounds, similar to that installed at the Cherry Lane Adventure Playground in 2005. The cameras are aimed at increasing the safety of those using the playgrounds and the security of the sites when they are closed. If anything happens, staff are able to view the CCTV recordings for follow-up action or investigation.

Arrangements are also in hand to install a standalone CCTV at Milton Mount Gardens to deter criminal damage and other anti-social behaviour.

The Crawley Crime and Disorder Reduction Partnership has also taken into use a Nuisance Neighbour CCTV system which has been used to monitor problems where particular households have been the target of crime, anti-social behaviour and other nuisance activity.

B3 We Will undertake our responsibilities as a liquor licensing authority to prevent crime, disorder and public nuisance. (CS4)

The working relationship between Crawley Borough Council and Sussex Police was further strengthened in 2006 with the formation of a new sub group dealing specifically with Violent Public Place Crime involving alcohol. This group coordinated a number of joint operations outside of normal office hours to licensed premises to check for compliance with licensing conditions. A Protocol of understanding was also developed by Crawley Borough Council in 2006 dealing exclusively with the Licensing Act 2003 which is awaiting a formal response. This document clearly defines each organisations role to improve enforcement and communications further.

We Will improve our services in relation to Travellers including identifying and maintaining a transit site and employing a Community Liaison Officer with a role to balance enforcement and positive development addressing issues creating by incursions and liaise between different communities where there is conflict, threat of conflict or fear or conflict. (CS5)

The Council’s Community Liaison Officer has worked closely with Gypsies and Travellers by signposting them to appropriate services and encouraging their engagement in community activities. Furthermore, the Community Liaison Officer assists with issues around community tension that can sometimes exist between Gypsies and Travellers and the settled community following illegal Traveller encampments.

The Council continues to work within the South-East Regional Spatial Strategy to investigate suitable land for the provision of permanent/transient Traveller site(s).

We Will work with our partners to reduce dependence upon a small number of business sectors and liaise with BAA Gatwick to ensure the continued success of the airport protecting the high level of employment and prosperity enjoyed in the Town by association. (EC1)

Through the emerging planning policies at the local and regional level, the Council working with its partners, have established an approach to economic development based on making best use of existing resources within the town and sub-region to attract quality investment and to exploit opportunities to secure a diversified and sustainable local economy. A study is currently looking at developing an action plan to ensure the successful implementation of the strategy, both in terms of attracting quality investment and to ensure that facilities and services are in place to support such investment.

We Will develop and implement a strategy for the Town Centre which enables it to become increasingly attractive as a place to live, work, shop and relax seeking development and improvements that will firmly establish the Town as a regional centre. (EC2)

Following the selection of a preferred developer for Town Centre North, the Council has engaged consultants with the task of producing a ‘vision’ for the Town Centre as a whole to ensure the maximum benefits can be secured from the opportunities that Town Centre North will present. This work will inform the production of the Town Centre strategy and Masterplan with the aim of securing the town centre future as a major regional centre.

B4 We Will implement a programme to improve and regenerate our neighbourhood parades, enhancing the range of facilities they offer and concentrating on those most in need (EC3)

The Council is currently in the process of regenerating both Langley Green and parades. There is also a scrutiny review in place examining the rest of the Neighbourhood parades; analysing the facilities, the state of repair of the parades, what the future should be your each and what investment may be required.

We Will work with partners to extend a Fastway guided bus service to serve other areas within and beyond the Town. (EC4)

The initial phases of Fastway are completed and discussions regarding further extensions are being considered with our Partners.

We Will work with a variety of people and agencies across the Town to develop other alternative means of community transport ensuring it is affordable, sustainable and accessible to local people and target our efforts to ensure it promotes and encourages social inclusion. (EC5)

Community Services have been working on developing community transport together with Crawley CVS and other voluntary organisations. They have undertaken a detailed audit of existing provision and are seeking to appoint a project development worker to take the project further forward

We Will develop the Sure start programme in Broadfield and build on its success to include Bewbush, utilising the Children’s Centre and National Nurseries Initiative to improve accessibility in those areas to quality children’s services and childcare support (ED1)

A targeted programme of work to engage parents and the wider community to support the Sure Start programmes at both Children’s Centre sites at Broadfield and Bewbush was undertaken and both centres in Broadfield and Bewbush are performing well. The second phase of the Children Centre Programme is currently being developed with facilities in Langley Green, Southgate and Ifield planned

We Will work with County Council and to encourage the provision of a range of further and higher education courses and vocational training to meet the skills gaps within the Borough (ED2).

The Council has been involved with the merger of Crawley College with Hayward’s Heath Sixth Form College to create Central Sussex College. Also our Local Development Framework includes policy to bring forward a major new campus site.

Working with the Council as Planning Authority, Central Sussex College has come forward with a range of new facilities and is now in discussion on proposals to redevelop and improve the remainder of the campus. The Council has also promoted an overall expansion of higher education within the Town bringing together key stakeholders and helping to develop a broad consensus on the need for such facilities.

We Will target subsidies to those who might otherwise be excluded from cultural and recreational facilities, while maximising income to enable continued provision at minimum possible cost (LA). (ED3)

B5 Targeting of generic subsidies with free use now allocated only to those in receipt of Pension Credit Guarantee, Income Support and Job Seekers Allowance (income based). The introduction of the Active Crawley card allows specific targeting of subsidies to individuals or priority groups whom the Council wish to support. Clubs and organisations will now apply for a subsidy and are assessed against criteria which match the Council’s corporate aims and priorities.

Achieve and maintain OFSTED accreditation for our play service (LA). (ED4)

All play centres and adventure playgrounds have passed their OFSTED inspection. Also Kids Corner also holds OFSTED accreditation

We Will use our Community Development work to reach young people, increasing their understanding about what is available to them and how to access it, raising their aspirations and increasing the take-up of further or higher educational courses, vocational training or apprenticeships (ED5)

Ongoing support for the Crawley Young Persons Council, and continuation of the annual Youth Achievement Awards with a record number of nominations in 2007. The Youth Club at Creasy Drive Adventure Playground Is running successful, attracting a large number of teenagers and the Broadfield Youth Action Group is now in operation two nights a week at the Playground.

Supported the Politics Day and the Arts Services have undertaken a programme for Crawley Youth Theatre and the Jump Crawley project. Furthermore a Youth Arts Cabinet has been recruited and launched.

We Will work closely with the voluntary and private sectors to devolve management responsibility for leisure and recreational facilities where appropriate, considering alternative means of provision such as Trust Status or externalisation and committing to maintaining the quality of those services we continue to provide and manage ourselves. (ED6)

Tilgate Forest Golf Centre has benefited from considerable capital investment through the long lease arrangement with Glendale Services Ltd.

The provision of the dual use facilities at Ifield and Oriel has been achieved through the partnership with the County Council and the PFI Contractor.

Partnerships with voluntary sector sports clubs including the West Green Bowls Association, Crawley Rugby Club and Crawley Angling Society have helped to devolve management responsibility and local ownership.

We Will instigate a campaign (including elements such as litter awareness and waste education) to encourage people to take pride in the place in which they live and work and look after their own environment, focusing on areas of greatest need and creating Local Environmental Action Areas. (ENV1)

Let’s FACE it! was launched in April 2005 and is a campaign, aimed at improving the quality of the local environment. The campaign supports the aims and priorities of the Council and ‘Local Strategic Partnership’ by complementing the Council’s safe, clean and green operations, as well as promoting community cohesion. Projects emerge from the community and thousands of people have actively helped to make their area look and feel cleaner, greener and safer. The Let’s FACE it! Campaign has been

B6 recommended for Best Practice and inclusion on the Office of the Deputy Prime Minister website.

On 28 March 2007, Let's FACE it! won the national 'Cleaner, Safer, Greener' award from the Local Government Chronicle and Health Service Journal at the Sustainable Communities Awards. The judges said this was an excellent entry demonstrating innovative thinking. An exceptional example of community leadership, involvement and delivery of projects. It empowers and instils a sense of community spirit and has all the ingredients of a long-term sustainable initiative.

We Will achieve improved value for money and increased efficiency from our refuse collection and recycling service with fewer complaints. (ENV 2)

Amenity Services has been working in close partnership with Veolia, the waste and recycling collection contractor. A partnership board was established, chaired by the Executive Member for Environment; the Management team have monthly partnership meetings with Veolia's Crawley based management team, and the Waste & Recycling Officer has weekly meetings with Veolia's supervisor to address day-to- day issues such as missed collections. This level of partnership working has reaped excellent awards. The number of complaints about the service has almost halved and the number of justified missed collections, due to contractor error, has reduced by nearly twenty percent. Recycling rates have increased from 24% to almost 26%, and when combined with recycling collected at the new Household Waste Recycling Site at Metcalf Way, exceeds the 30% target. This new recycling site is state of the art, with much improved customer access, and has been achieved through close partnership working with WSCC. The set target for cost of waste collection has been reached, currently standing at £50.65 per head (un-audited). A review of the special collections service will also lead to reduced costs, as will reduced travelling times due to more materials being accepted at the new Metcalf Way recycling site.

We Will achieve increased satisfaction with street cleansing through an advertised programme of cleansing, prompt removal of abandoned vehicles, targeted litter campaigns and the use of our Community Wardens. (ENV 3)

The Council has achieved this We Will statement, with customer complaints about streetscene issues lowered by over twenty percent and the number of clean streets rising from 74% to 89% (un-audited). This has been achieved through :

• more effective working arrangements • additional staffing resources being put into street cleansing, which has allowed the street cleansing frequency to be doubled from three times to six times per year • our street cleansing team and Community Wardens liaising more closely to catch fly tippers and litter bugs -they regularly patrol problem 'hot spot' areas • high profile litter education and enforcement campaigns including Community Wardens in the town centre and parades, handing out cigarette and gum pouches, together with Fixed Penalty Notices to litter bugs • various interactive Junior Citizen Events that have educated hundreds of school children about litter and recycling.

These various approaches, together with increased volunteering, have recently received national recognition; a Commendation at the Municipal Journal achievement awards in March for 'Transforming Public Services'.

B7 We Will Lead by example by achieving and maintaining EMAS accreditation by June 2004. (EVN4)

When our environmental management system was verified to EMAS in August 2004, we were only the 12th UK local authority to achieve this European standard. EMAS manages and reduces our environmental impacts across the Council; it also ensures legal compliance, delivers cost savings, improves efficiency and gets all staff involved.

Significant improvements have been seen in reducing pollution, energy and water savings, waste management, resource use and transport. EMAS expects continuous improvement, so our environmental commitment continues each year.

We Will Ensure that we protect, maintain and improve the built environment so effective planning policies and a programme of maintenance including improving the local environment while alleviating the problems created by on-street parking and other localised environmental issues. (ENV5)

The Council is one of the leading authorities in the UK to progress a LDF Core Strategy to Examination providing a sound grounding for developing more detailed planning policy and guidance with the aim of balancing the needs of the local community and economy whilst protecting those key built and natural features of the town. Additionally, through the Council’s capital programme, several residential and neighbourhood centre environmental improvement schemes have been or are due to be carried out working closely with other community interests including the highway authority.

We Will work in partnership with Crawley Primary Care Trust and West Sussex County Council to improve healthcare facilities across the Borough to tackle health inequalities (PS/IN). (HCS1)

New Partnership Development Manager has been appointed and is developing new partnership arrangements for health and well-being, Outcome 22 (improving the quality of life in the most disadvantaged neighbourhoods of West Sussex) of the LAA has been progressed. Review of the Health & Social care Action Group complete, new partnership arrangements are helping the West Sussex PCT and West Sussex County Council to engage with local stakeholders and develop shared outcomes and commissioning arrangements.

CBC has been involved with the PCT’s Service and Estate Capacity Enhancement Programme (SECEP). A model for the development of primary and intermediate care services and facilities across the town was proposed. The council have sold land at below the maximum obtainable price for use as a doctor’s surgery in an area of need.

We will develop a new dual-use Leisure Centre on the Thomas Bennett campus which will serve as a centre of excellence for sport, with additional satellite facilities on sites at Ifield and Maidenbower (HSC2)

K2 Leisure Centre development opened on the 14th November 2005. In its first full year, the Centre has attracted over 1.2million visits, more than double the number who visited Crawley Leisure Centre in its last full year. Community sports facilities at Ifield Community College and Maidenbower opened in September 2005 and September 2004 respectively. Usage of these facilities is progressing steadily and both will seek external accreditation to the

B8 Quest quality management model during 2007. Thomas Bennett Community College was awarded Sport College status, promoting Crawley as a regional sporting centre. The Sports College status has benefited young people across Crawley with a jump in the percentage for children receiving at least 2 hours PE from 56% in 2005 to 72% in 2006.

The commitment to developing new sports facilities in Crawley helped the town to achieve the highest satisfaction rating in the country for its sports and recreation service. (National Participation Survey, Sport England. 2006)

We Will work in partnership with WSCC and the PCT to establish a review team for the future of the central Bewbush area (HSC3) A partnership involving WSCC, CBC and the Crawley PCT was established.

Feasibility and consultation stage has facilitated a realistic and affordable design solution for improving the ‘liveability’ of the neighbourhood centre and its surrounds. As part of the above new integrated health and community facilities will be provided. A new healthy living and youth and community centre will be at the heart of the scheme. Improvements in ‘liveability’, community safety and accessibility are important features of the proposals brought forward.

We Will work with our partners to publish a multi-agency Social Inclusion Strategy that will set out action areas for all partnership members, narrowing the gaps across the town for educational attainment, health and incomes. (HSC4)

The Multi agency Social Inclusion, Equalities and Diversity Strategy was produced and agreed by Crawley Together, the Local Strategic Partnership in June 2004. The Council’s Social Inclusion, Equalities and Diversity Strategy was produced and agreed in July 2005. An Officer Working Group was set up and Chaired by the CE to take forward the action plan and ensure mainstreaming.

We will target our community, arts and sports development programmes towards those most in need and ensure those services work in a more joined-up way, aiming to increase take up generally, reduce social exclusion and promote healthier lifestyles. (HSC5)

Review of sports development, which linked to K2, education and social inclusion as key to work undertaken. A partnership Health Improvement Project was organised in Langley Green. An Arts Strategy was published drawing together divisional policy/strategies and the Council’s priority aims and objectives and have run series of targeted programmes.

We will target children or young people deemed to be at risk of offending or anti- social behaviour through a programme of sports activities (HSC6)

The construction of Crawley’s new skate park is underway and the opening is expected to be early summer 2007. With funding from Sport England an Extreme Sports Development Officer was appointed in October 2006 and is working with the Crawley Freestyle Association.

Work has gone into developing a Friday Night Football League, which will see young people able to enter 5-a-side teams at the 3G pitch. The project is also supported by Community Development, the Police and Youth Service, and will encourage young

B9 people to access the event from key neighbourhoods across the town where young people have been congregating

We Will develop our Exercise Recommendation Scheme, to help people recommended to exercise by their GP take up and complete a supervised exercise programme (HSC7)

The Exercise Recommendation Scheme has continued to develop and includes a healthy walks programme, exercise to music, gym sessions and one to one sessions at K2 Leisure Centre. Partnership funding from the Choosing Health budget has been secured to develop work with young children who are obese or overweight

We Will work with and support all the Community Strategy Action Groups, to help achieve the targets set in the Action Plans for each theme (MA1)

Action plans were drawn up for each of the six themes of the Community Strategy. The Council ensured that officers have contributed to the work of each of the Action Groups in order to deliver the desired outcomes. The Corporate Policy Unit has provided overall secretariat support to all of the Action Groups as well as the LSP Board.

We Will invest in our infrastructure and new technology to deliver excellence to our customers, making services more accessible, convenient and cost effective and implementing our e-Government Strategy (MA2)

The Council has through the implementation of a sophisticated content and document management system has allowed us to create for CBC a Web Site, with 24/7 facilities for citizens; to make payments of council tax, business rates, house, garage and commercial property rents, mortgages and sales invoices; to book and pay for theatre events; to submit planning, building regulation and licensing applications; to apply for a job, or join the housing register or pay by direct debit; to consult committee reports and give feedback on the Local Development Framework and other key issues, to search for available council or housing association homes; to check for entitlement to benefits and if necessary report repairs needed and bins missed. The implementation of a customer relationship management system has facilitated staff in the support of telephone and personal callers to the council, and we have also integrated a Help Point for county council services.

We Will develop and continually reconsider a Service Review Programme (including Best Value Reviews and other smaller targeted improvement projects), developing a culture of continuous improvement. (MA3)

Though the development of the Service Review programme, the Council has begun to use Scrutiny Review to examine services in order to bring forward improvements and to set services more challenging targets. The Council has also piloted the use of ‘Systems Thinking.’ which reviews business processes in order to improve customer service and business efficiency.

We Will continue to develop and enhance our performance management processes, to enable us to identify underperforming services and offer support where required to bring performance back to excellent levels. (MA4)

The Council’s performance management system has recently been the subject of an Audit Commission review. While the review was largely complementary about the high level performance management arrangements that are in place, the action plan

B10 that followed focused very much on data quality and corporate support for performance management and improvement. Over the next few months further refinements to the performance management system will be developed with the help and support of service areas.

We will achieve the tasks and meet the targets in our CPA Improvement Plan to secure continuous improvement in all our services (MA5)

The Council has since the formulation of the Improvement Plan after the CPA inspection, has constantly updated and revised the Plan to ensure that it was kept focusing on the areas for improvement. Of the items that are on the current Improvement Plan the Council has completed 11 out of the 16 task with the remaining 5 being on going improvements.

We Will treat all our customers fairly and according to their needs, not discriminating improperly and meeting (and preferably exceeding) the requirements of all equalities legislation (MA6)

All front line staff are trained in equalities and discrimination awareness, and the Council provides translations of documents on request. We also have a contract with Language Line to provide translation services on request. All Committee documentations (agendas and minutes), on request, will be translated into Braille, larger print format audio tape or even on to a computer disk. Most of the Committee rooms have a T –loop system.

We Will provide accurate and timely information to our customers in appropriate formats, whether that be electronically, in paper form or through the media. (MA7)

We have continued to expand the accessibility of information to customers, in particular significantly expanding the information available on our web site. The Council also produces a free magazine called Crawley Live. This is distributed to every household in Crawley, and contains news, stories, facts, figures, and information for the residents. For example a break down and the detail of how their Council Tax is spend and, a list of council and councillors contact numbers.

We Will develop our complaints system so that when we do get complaints, we respond to them efficiently, courteously and promptly (MA8)

We have increased the percentage of complaints fully responded to within 10 days. We survey customers on how they feel their complaint was dealt with, approximately half being satisfied. We report to members quarterly, including details of the more serious complaints and those where the complainant requested a review.

We Will develop our integrated Contact Centre, so that by 2006 it will be able to resolve 80% of customer queries first time, whether they are received in person, by telephone or by letter. (MA9)

The Contact Centre has been developed so that it now covers all Town Hall based services. It does not deal with letters, but it does deal with e mails for many services. The percentage of queries that are resolved first time varies between services. Our best estimate is that it averages around 68%.

B11 We Will work with our partners to effectively engage with our communities through a variety of mechanisms, while developing ways to get closer to and better understand those communities (MA10)

Over recent years the Council has further developed Crawley Together, the Local Strategic Partnership, as the principle vehicle through which partner organisations can jointly engage with local communities. For the past two years the Partnership has held neighbourhood conferences giving residents the opportunity to drop in and talk to Councillors and representatives from partner organisations about issues in their local area. The intelligence gathered at these events has been used to ensure that partners are focusing on the correct priorities as well as responding to specific customer service issues. The partnership also organises two stakeholder conferences every year to better understand the various communities that make up the town. Over the last two years there have been conferences focusing on: the needs of the business community and the economic development of the town; social cohesion; community cohesion; and the needs of the Black and Minority Ethnic communities in the town. Each of these conferences attracted over 100 participants from community organisations, the private sector, and public sector practitioners working at a neighbourhood level.

We Will achieve a balanced budget by 2010 (updated from 2008), to eliminate our annual use of reserves and maintain our healthy financial position. (MA11)

The Council is currently on course to achieve a balanced budget by 2010.

We Will continuously reviews our procurement practices to ensure that we obtain value for money and secure efficient and affordable services. (MA12)

The Council has worked hard to ensure that effective procurement processes are implemented. In the last 18 months, the Council has; • developed a programme of savings reviews which have resulted in cashable savings; • revised its Procurement Strategy; • undertaken a review of e-procurement and developed a solution right for Crawley; • set up a Procurement Forum of representatives who are responsible for purchasing across the authority; • developed procurement training for relevant officers across the authority; • worked collaboratively with other Sussex authorities in order to achieve maximum efficiencies; • been the first Council in West Sussex to sign-up to the national SME Concordat; and • revised the procurement code to make it more easily understood and developed an interactive process map to guide officers through the processes.

We Will review our fees and charges on a regular basis, maximising our income whilst maintaining affordability and improving the collection rate of monies due to the Council (MA13) A major review of the level and range of fees and charges levied by the Council was carried out in 05/06. In light of increased costs, budget deficit and potential opportunities arising from new statutory flexibility, to maximise income for the Council where possible and appropriate. Where no charges are currently levied by the Council, options for the future will be considered.

B12 We have regularly collected over 99.1% of Business Rates 2006/7, and continually improved our in year and prior year collection rates for Council Tax. Since 2002/03 the amount of Council Tax collected in the year has increased by 2.6%, equivalent to around £1,020,000 in real terms.

We Will achieve a break even budget for our Council housing (MA14)

The Council has achieved this goal of a broken even Council house budget.

We Will support our staff in their development and careers through regular appraisals, the provision of a comprehensive core training programme and personal development training. (MA15)

The appraisal scheme was reviewed in 2006 and streamlined; with a completion rate of 88%. A programme of development activities was provided annually based on identified needs and amended as new needs were identified. Partnership working with neighbouring authorities, through the Sussex Training Consortium (STC) enabled some Council staff to receive further development opportunities.

We Will keep staff informed through a variety of mechanisms and regularly consult them on key issues which affect them and their work. (MA16)

We have use our staff newsletter, team briefing and the intranet as our key tools for keeping staff informed about the Council. But we also use other mechanisms both to give out and receive information. All senior managers have a responsibility to talk to their staff about future developments and to take on board their comments. Communications is one of the core competencies for our senior managers.

The result has been a 20 per cent improvement from 2004 to 2006 in staff views of how well we keep them informed.

We Will provide an attractive working environment and appropriate facilities so that staff are able to function at the highest possible standard.(MA17)

The Council aims to be an employer of choice and operate reward and recognition schemes, recruitment incentives and a number of flexible working options to attract and retain staff with a variety of working needs and achieve an effective work life balance. There is a range of learning and development opportunities available linked to their induction and performance appraisals to the help staff achieve their maximum potential and instilling in our employees a desire for excellence.

We Will achieve and retain Investors in People accreditation across the whole Council, as part of our continuing commitment to education and life long learning within our own organisation (MA18)

An external audit against the new IiP Standard was conducted in March 2007. An action plan was produced identifying key actions for the organisation prior to its assessment in October 2007. Activities to coincide with the annual ‘Learning at Work’ day were competed in May 2005 and 2006 to further promote learning across the organisation

B13 We Will review our existing strategies and plans. If they are necessary we will amend them to bring them into line with this Corporate Plan and the Community Strategy and where they are not, we will scrap them. (MA19)

A review of the council’s plans and strategies was completed in June 2005 and amendments were made to a number of strategies accordingly.

B14