HAVANT BOROUGH COUNCIL PUBLIC SERVICE PLAZA CIVIC CENTRE ROAD P09 2AX

Telephone: 023 9247 4174 Fax: 023 9248 0263 Website: www.havant.gov.uk

FIVE COUNCILS CORPORATE SERVICES JOINT COMMITTEE AGENDA

Membership: Cllr T Briggs – Havant Borough Council

Cllr L Bowerman – Havant Borough Council

Cllr S Cooper – South District Council Cllr K Crookes – Council Cllr D Hallett – District Council Cllr J Radley – Hart District Council Cllr J Roberts – Vale of White Horse District Council Cllr D Turner – District Council Cllr R Wyke – Mendip District Council To be confirmed – Mendip District Council

Meeting: Five Councils Corporate Services Joint Committee Date: Monday 28 October 2019 Time: 4.00 pm Venue: Hurstwood Room, Public Service Plaza, Civic Centre Road, Havant, Hampshire PO9 2AX

The business to be transacted is set out below:

David Brown Monitoring Officer

18 October 2019

Contact Officer: James Harris, Deputy Democratic Services Team Leader 01730 234098 Email: [email protected]

i Page PART 1 (Items open for public attendance)

1 Election of Chairman for 2019/20

To appoint a councillor to represent the host authority as its Chairman for the 2019/20 municipal year.

2 Election of Vice-Chairman for 2019/20

To appoint a councillor to represent the 2020/21 host authority as its Vice Chairman for the 2019/20 municipal year.

3 Apologies for Absence and Notification of Substitutes

4 Chairman's Announcements

5 Declarations of Interest

6 Minutes of the Previous Meeting 1 - 4

Minutes of the 5th February 2018 meeting, attached.

7 Agreement of the Host Authority for 2019/20

8 Budget 2020/2021 5 - 6

9 Capita Performance September 2019 7 - 18

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GENERAL INFORMATION IF YOU WOULD LIKE A VERSION OF THIS AGENDA, OR ANY OF ITS REPORTS, IN LARGE PRINT, BRAILLE, AUDIO OR IN ANOTHER LANGUAGE PLEASE CONTACT DEMOCRATIC SERVICES ON 023 9244 6231 Internet This agenda and its accompanying reports can also be found on the Havant Borough Council website: www.havant.gov.uk Public Attendance and Participation Members of the public are welcome to attend the Public Service Plaza and observe the meetings. Many of the Council’s meetings allow the public to make deputations on matters included in the agenda. Rules govern this procedure and for further information please get in touch with the contact officer for this agenda.

Disabled Access The Public Service Plaza has full access and facilities for the disabled. Emergency Procedure Please ensure that you are familiar with the location of all emergency exits which are clearly marked. In the unlikely event of an emergency an alarm will sound. PLEASE EVACUATE THE BUILDING IMMEDIATELY. DO NOT RE-ENTER THE BUILDING UNTIL AUTHORISED TO DO SO No Smoking Policy The Public Service Plaza operates a strict No Smoking policy in all of its offices, corridors, meeting rooms and toilets. Parking Pay and display car parking is available in the Leisure Centre car park opposite the Plaza.

iii Public Service Plaza

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FIVE COUNCILS PARTNERSHIP CORPORATE SERVICES

Minutes

Meeting: Joint Committee

Date and Time: Monday, 5 February 2018 at 11am

Place: Council Chamber, Hart District Council Offices, Fleet GU51 4AE

Present:

COUNCILLORS Robert Sharp Vale of White Horse District Council Alan Oliver Hart District Council Narinder Bains Havant Borough Council Michael Cheshire Havant Borough Council Tom Killen Mendip District Council

Officers: Stuart Brown Chief Executive, Mendip District Council Sandy Hopkins Chief Executive, East Hants & Havant Borough Councils Dawn Adey Transition and Transformation Manager - Client Team Andrew Vallance Head of Corporate Services, Hart District Council Adam Savery Finance & Exchequer Client Manager Gill Chapman Committee Services, Hart District Council

1 APOLOGIES FOR ABSENCE AND NOTIFICATION OF SUBSTITUTES

Apologies had been received from Councillors Richard Millard, District, Harvey Siggs, Mendip District Council (substituted by Councillor Killen), David Nimmo-Smith, South Oxfordshire District Council and Patricia Hughes, Hart District Council,

2 MINUTES OF THE PREVIOUS MEETING - 14 AUGUST 2017

The minutes were agreed.

3 CHAIRMAN’S ANNOUNCEMENTS

The Chairman announced that, in line with the contract, the Chief Executives would be meeting with Capita after this meeting and would report back to this group.

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4 CONTRACT PERFORMANCE

The Client Relationship Director reported:

4.1 Transition and Transformation Milestones

• Workstreams are largely on track, excepting HR and Payroll, Finance and IT. There has been a knock on effect of the IT issues, with a new appointment imminent, on all areas. Capita are looking to resolve. • The Finance workstream rectification plan would be considered at the Transition and Transformation Board on the next Wednesday. Most of the issues with Finance were resource related and Capita have put in a lot more people. • The rectification plan for HR and Payroll has been rejected. Plans have been resubmitted and are to be considered. Issues are resource related and the HR and Payroll Client Manager is going over to Belfast for full discussions with Capita. • Procurement is progressing as planned. • Customer Services transformation is progressing well and South, Vale and Havant have now gone live. • Revs and Bens are on track for Transformation, but are being held up by the issues with IT, as are Land Charges. • The Client Relationship Director would circulate the current workstream weekly report to members.

Members asked for clarification on costs incurred, and it was confirmed that some costs are under discussion.

Members discussed the rectification plans, and the opportunity in discussions with Capita to bring up the concerns about lack of resources and failure to meet targets. There was a small amount of reassurance in the performance report, but parts were showing a skewed picture.

It was reported that the Chief Executives are communicating with the LGA . The value in the 5 Councils group - procurement by non co-terminus Councils, power in volume, working together - should encourage the LGA to recognise and understand the issues for the group and help to push the industry to improve performance.

After discussion it was agreed that the Joint Committee would write to the LGA.

4.2 Contract KPI/PI performance

• KPIs/PIs did not show the full picture. There were very few for Havant and Hart because they are not near the business as usual model, giving a skewed picture overall in not recording all of the contract. • At the moment the monthly report goes to the Joint Tactical Board and is released to Councils.

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• Since the Joint Scrutiny Committee has paused its meetings performance information is instead presented to the individual Overview and Scrutiny Committees showing the true picture.

5 EXCLUSION OF THE PUBLIC

The following items contain exempt information. In order to discuss any exempt information members considered whether the public interest in maintaining an exemption outweighed the public interest in disclosing the information.

RESOLVED

That in accordance with Section 100A of the Local Government Act 1972, the public be excluded during the discussion of the matters referred to in the item below, on the grounds that it involved the likely disclosure of exempt information, as defined in the respective paragraph of Part 1 of Schedule 12A of the Act, and the public interest in maintaining the exemption outweighed the public interest in disclosing the information.

6 BUDGET 2018/19 - CONTRACT PAYMENTS

Members considered the information.

7 COMMERCIAL UPDATE - (VERBAL UPDATE FROM CEO GROUP)

The Chief Executives updated Members.

8 DATE OF NEXT MEETING

The meetings for 2017/18 to be held in the Council Chamber at Hart District Council offices at 11am are scheduled as follows:

Monday. 21 May 2018

Meeting closed at 1230

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Joint Committee Date Item No. 28 October 2019 Title Authority Budget 2020/2021 All Decision Classification Notice Period N/A N/A Chief Officer Client Relationship Director All

Recommendation:

To agree that the following draft budget be presented to the Authorities 1 Introduction

The terms of reference of the Joint Committee (Financial) (b) are as follows:

“Agree a draft budget by 30 November for the following financial year to include the contribution required from each Partner Authority”

The budget proposed for 2020/21 constitutes of two parts

I. Contract Budget – for contracted services II. Client Budget – for the shared client team arrangements

2 Budget proposals

I. The contract budget for 2020/2021 is determined as follows:

2020/2021

£4,114,953 South £3,843,317 Vale £4,765,982 Mendip £2,375,134 Hart Havant/EHDC £7,349,894 Total £22,449,279 II. The Client Team Budget is proposed as follows:

Budget Staff Costs (Business Case) £715,748 Travel £12,000 Training £6,500 DSE and Eye tests £650 Professional Fee’s £1,000 Total £735,248

Per Authority Allocation for Client Team:

Budget South Oxfordshire District Council £134,770 Vale of White Horse District Council £125,874 Mendip District Council £156,093 Hart District Council £77,789 Havant Borough Council £240,720

Total £735,246 3 Conclusion

It is therefore recommended that the Joint Committee Agree the draft budgets for 2020/2021 to be proposed to the Authorities where they will be considered and processed through the individual Authority’s Governance routes. Joint Committee Date Item No. 28 October 2019 Title Authority Capita Performance September 2019 All Decision Classification Notice Period N/A N/A Chief Officer Client Relationship Director All

Recommendation:

To note the Contract performance for the Month of September 2019 1 Executive Summary

Performance of the Capita contract is monitored monthly. The contract contains a range of Key Performance Indicators and Performance Indicators. The purpose of this report is to provide the Joint Committee with the current performance status. 2 Summary

Executive Summary for September 2019 period as presented by Capita.

This month we are reporting on Monthly and Quarterly indicators. As usual the commentary below relates only to the exceptions and further details can be found in each individual performance tile. Customer Services and Land Charges met all their indicators in month.

IT, CS, Procurement and Land Charges achieved all measures.

Accountancy had a PI Failure of PI003 where Mendip Cashfile was uploaded on 25th September, but it was not loaded into the General Account Payments until the following day caused by technical issues. Exchequer had a PI Service Threshold failure due to G4S missing collections in SO and Vale, alternate suppliers have been identified.

HR recruitment has a PI service threshold of PI002 where 2 EH, 4 SO, 2 Hart, 4 Havant and 2 Mendip employment contracts were sent later than the SLA; and a PI Service threshold failure of PI008 where 1 vale and 1 EH advert posting was late; Service Threshold failure of PI009 with 1 EH and 1 South shortlisting outcomes issued late; PI011 was also a Service Threshold failure with 2 Hart & 1 Mendip references being requested late. HR Pay had a minor failure of KPI001 with 10 errors in the net payroll (3 South, 3 vale, 4 EHants), these figures include the 4 Pension Scheme ‘opt out’ errors for this month. The historical impact on service figures will also be calculated and presented to the authority during October. PI012 failure was due to 1 adhoc request in Havant that was not provided within the timelines due to reporting functionality issues. PI005 minor failure is due to 2 errors (1Havant & 1 EH) relating to inaccuracies on the annual pensions return. 3 Performance Indicators September 2019

Accountancy PI00 PI00 PI0 PI01 KPI0 PI014 PI015 KPI00 PI001 PI004 PI006 PI007 2 3 PI008 PI009 10 PI011 2 PI013 02 (Q) (Q) 1 (A) (A) (A) (A) (A) 100. 10 100. 100. Overall 0 99.2 100.0 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 50.0 South 100. 10 100. 100. Oxfordshire NR 0 NR 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 NR Vale of 100. 10 100. White Horse NR 0 NR 100.0 0.0 100.0 0 100.0 NR 100.0 100.0 100.0 0.0 100.0 100.0 NR 100. 10 100. 100. Mendip 0 95.2 100.0 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 100.0 East 100. 100. 10 100. 100. Hampshire 0 0 100.0 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 NR 100. 100. 10 100. 100. Havant 0 0 100.0 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 NR 100. 100. 10 100. 100. Hart 0 0 100.0 100.0 0.0 100.0 0 100.0 0 100.0 100.0 100.0 0.0 100.0 100.0 100.0 Customer Services Revenues & Benefits KPI KPI PI0 PI00 KPI00 PI007 PI005 PI001 PI002 002 003 PI001 PI002 03 PI004 5 4 (Q) (A) (A) (A) (A) 100. 100. 88. 100. Overall 0 0 99.8 84.0 6 81.0 0 98.0 Overall 100.0 99.0 96.0 80.8 South 100. 92. 100. South Oxfordshire 0 NR NR 91.0 0 87.0 0 98.0 Oxfordshire 100.0 99.02 93.48 80.0 Vale of 100. 85. 100. Vale of White White Horse 0 NR NR NR 3 86.0 0 98.0 Horse 100.0 99.01 96.08 80.0 100. 99.9 89. 100. Mendip 0 6 NR 83.0 0 83.0 0 98.0 Mendip 100.0 99.13 99.65 NR 100. 100. 100. Havant 0 0 NR 83.0 NR 68.0 0 95.0 Havant 100.0 99.2 93.84 NR 100. 100. Hart 0 NR NR NR NR 77.0 0 100 Hart 100.0 98.49 96.4 NR

HR & Payroll KPI KPI PI0 PI00 PI00 PI005 PI006 PI016 PI013 PI014 001 002 PI001 PI002 03 PI004 7 PI008 9 PI010 PI011 PI012 (Q) (Q) (6M) (A) (A) 100. 10 100. Overall 99.4 0 100.0 48.2 0.0 95.0 0 87.5 71.4 100.0 66.7 97.3 99.8 100.0 90.0 100.0 50.0 South 100. 10 100. Oxfordshire 99.1 0 100.0 55.5 0.0 90.0 0 100.0 50.0 100.0 100.0 100.0 100.0 100.0 NR 100.0 100.0 Vale of 100. 10 100. 100. White Horse 98.4 0 100.0 100.0 0.0 90.0 0 66.6 0 100.0 100.0 100.0 100.0 100.0 NR 100.0 NR 100. 100. 10 100. 100. Mendip 0 0 100.0 33.3 0.0 NR 0 100.0 0 100.0 66.6 100.0 100.0 100.0 NR 100.0 100.0 East 100. 10 100. Hampshire 99.0 0 100.0 50.0 0.0 NR 0 66.6 66.6 100.0 100.0 100.0 100.0 100.0 NR 100.0 NR 100. 100. 10 100. 100. Havant 0 0 100.0 42.9 0.0 NR 0 100.0 0 100.0 100.0 87.5 99.2 100.0 NR 100.0 NR 100. 100. 10 100. 100. Hart 0 0 100.0 50.0 0.0 NR 0 100.0 0 100.0 NR 100.0 100.0 100.0 NR 100.0 100.0

Land Charges IT PI00 PI00 KPI00 PI001 KPI0 2 3 1 (Q) (Q) KPI01 2 KPI03 KPI04 PI001 PI002 PI003 PI004 PI005 PI006 100. 100. Overall 0 0.0 56.6 100.0 Overall 100.0 0 100.0 100.0 100.0 100.0 94 97 100 98 South 100. South 100. Oxfordshire 0 0.0 55.8 100.0 Oxfordshire 100.0 0 100.0 100.0 NR NR 90 96 100 97 Vale of 100. Vale of White 100. White Horse 0 0.0 55.9 100.0 Horse 100.0 0 100.0 100.0 NR NR 90 96 100 97 100. Mendip 0 0.0 58.6 100.0 Mendip NR NR NR 100.0 NR NR NR NR NR NR 100. East 100. Hart 0 0.0 57.4 100.0 Hampshire 100.0 0 100.0 NR NR NR 96 98 100 98 100. 100. Havant 0 0.0 55.4 100.0 Havant 100.0 0 100.0 100.0 NR NR 96.45 98 100 98 Hart NR NR NR 100.0 NR NR NR NR NR NR Exchequer Procurement KPI KPI PI0 KPI00 001 002 PI001 PI002 03 PI004 2 100. 100. 10 Overall 0 0 100.0 100.0 0.0 95.0 Overall 100.0 South 100. 100. 10 South Oxfordshire 0 0 100.0 100.0 0.0 90.5 Oxfordshire 100.0 Vale of 100. 100. 10 Vale of White White Horse 0 0 100.0 100.0 0.0 90.5 Horse 100.0 100. 100. 10 Mendip 0 0 100.0 100.0 0.0 95.2 Mendip 100.0 East 100. 100. 10 East Hampshire 0 0 100.0 100.0 0.0 100.0 Hampshire 100.0 100. 100. 10 Havant 0 0 100.0 100.0 0.0 100.0 Havant 100.0 100. 100. 10 Hart 0 0 100.0 100.0 0.0 100.0 Hart 100.0 4 Performance definition

Accountancy Maintain budget monitoring information to be available in line with agreed timetable each month, after review and sign off by PI002 relevant budget holder with formal quarterly reporting as agreed between the parties about 100% through September 2025 Maintain cashbook and banking’s made by Authority establishments are posed into the relevant financial system within the PI003 agreed timescale of 1 working day above 100% through September 2025 Maintain preparation and availability of budget monitoring reports (salaries and cost/profit centre reports) to budget holders PI008 within two (2) working days following the period end above 100% through September 2025 Maintain monthly reporting of all corporate expenditure in accordance with the statutory requirements provided for publication on authority website each month by the required deadline (initially target to provide all expenditure over £250 in line with PI009 guidance) above 100% through September 2025 Maintain written conclusion of the financial evaluation for procurement process / supplier selection within 5 working days or PI010 deadline agreed between the parties above 100% through September 2025 Maintain cashbook and banking reconciliation to be carried out within ten working ways of the period end (including making PI011 the necessary corrections) above 100% through September 2025 Maintain cashbook and banking stops to cheques to be applied by 12 noon on the day in question if instruction received before 11.30am on same day, or applied by 12 noon following business day if instruction received by supplier after 11:30am PI012 above 100% through September 2025 PI013 Maintain tracking of bank accounts not to exceed agreed limits above 100% through September 2025 Maintain budgets setting - budgets are reflected on the accounting system by dates specified by the authority above 100% KPI002 through September 2025 PI014 Maintain all of VAT claims & other tax returns within the statutory deadlines above 100%, through September 2025 Maintain all grant claims & returns managed by Accounting team accurately completed (as set out in the grant conditions & PI015 receive an unqualified opinion) above 100%, through September 2025 KPI001 Maintain unqualified audit opinion on financial statements for all authorities above 100% through September 2025 PI001 Maintain draft statement of accounts produced on timely basis above 100% through December 2025 Maintain external audit completed & drafts ISA 260 produced each ear in accordance with the legislative deadline above PI004 100% through December 2025 Maintain preparation and provision of budget timetable for client sign off no later than 5 working days before 15th July each PI006 year, above 100% through December 2025 Maintain completion and submission of budget templates in accordance with guidance provided by the authority & within PI007 deadlines above 100% through December 2025

Customer Services KPI002 Maintain first time resolution - Revenues and Benefits Customer Contact above 80% through September 2025 KPI003 Maintain first time resolution - Contact Centre / Switchboard – above 95% through September 2025 PI001 Maintain emails responded to by the close of the next working day above 95% through September 2025 PI002 Maintain % of calls answered in 20 seconds across the Contact Centre above 80% through September 2025 PI003 Maintain % of out of hours calls answered in 50 seconds above 80% through September 2025 PI004 Maintain % of council tax and benefits related calls answered in 60 seconds above 80% through September 2025 Maintain % of visitors with appointments for in-scope services to be seen within 2 minutes at Customer Access points / PI005 Remote Offices above 80% through September 2025 KPI004 Maintain Customer satisfaction above 95% through September 2025

HR & Payroll KPI001 Maintain net pay calculation accuracy above 99.7% through September 2025 KPI002 Maintain payroll timeliness of employee payments above 100% through September 2025 PI001 Maintain timeless submission of RTI, FPS and EPS files above 100% through September 2025 PI002 Maintain contracts of employment for new starters and staff changes above 100% through September 2025 Maintain new starters and changes updates on payroll system prior to payroll cut off deadline above 100% through September PI003 2025 Maintain proportion of responses to generalist HR and employment law advice requests for managers or employees above PI004 99% through September 2025 PI007 Maintain timely remittance payments above 100% through September 2025 PI008 Maintain updates of job vacancy within applicable systems within 2 working days above 100% through September 2025 PI009 Maintain shortlisting decisions and communications to applicants within 2 working days above 100% through September 2025 Maintain communication of interview outcomes to applicants within 2 working days of a decision above 100% through PI010 September 2025 Maintain request of standard employment references for new starters within 3 working days of acceptance notification being PI011 received above 100% through September 2025 Maintain timely delivery of agreed standard report backs in line with agreed processing schedule deadlines above 100% PI012 through September 2025 PI005 Maintain accuracy of interface files above 100% through September 2025 PI006 Maintain timeliness of interface files above 100% through December 2025 PI016 Maintain delivery of effective and high-quality training above 90% through September 2025 PI013 Maintain preparation and submission of year end P60 returns above 100% through December 2025 PI014 Maintain preparation and submission of P11D year-end returns above 100% through December 2025

Land Charges PI002 Maintain local land charges registrations completed within 24 hours of receipt above 99% through September 2025 PI003 Maintain complaints upheld relating to search below 0 complaints through September 2025 Maintain % of all official and accepted requests for local authority searches returned within 5 working days of receipt above KPI001 50% through September 2025 Maintain % of all official and accepted requests for local authority searches returned within 8 working days of receipt above PI001 99.5% through December 2025

Exchequer KPI001 Maintain payment of approved invoices within 5 working days or agreed payment terms above 100% through September 2025 Maintain issue of invoices and recovery documents in accordance with recovery policy timetable above 99.89% through KPI002 September 2025 Maintain invoices received are matched to purchase orders within 2 working days of receipt or are treated as exceptions (non- PI001 compliant invoices not on exceptions list will be returned to issuer) above 100% through September 2025 PI002 Maintain issue aged debt report within days of period end above 100% through September 2025 PI003 Maintain issue of legal reports within 25 working days of period end above 100% through September 2025 Maintain payments received banked on day of receipt or next business day if received after 12 noon above 100% through PI004 September 2025

Procurement Maintain proportion of sourcing exercises that are completed within the agreed time frames above 100% through September KPI002 2025

IT KPI01 Maintain availability of internal facing business critical services above 99.9% through September 2025 KPI02 Maintain availability of external facing business critical services for core hours above 99.9% through September 2025 KPI03 Maintain availability of external facing business critical services for non-core hours above 99% through September 2025 KPI04 Maintain incident management - P1 (severity 1 service incident) above 90% through September 2025 PI001 Maintain patch management above 90% through September 2025 PI002 Maintain change management above 90% through September 2025 PI003 Maintain incident management of severity 2 - severity 4 service incidents above 905 through September 2025 PI004 Maintain service requests above 90% through September 2025 PI005 Maintain change requests above 90% through September 2025 PI006 Maintain first time fixes above 60% through September 2025

Revenues & Benefits PI001 Maintain financial accuracy of benefits assessments above 96% through December 2025 PI002 Maintain balanced scorecard on or above 80% through September 2025 PI005 Maintain business rates in the year collection above 99% through December 2025 PI007 Maintain housing subsidy claims accurately completed and submitted on a timely basis above 100% through December 2025