annual performance plan 2010-11 v2fs-fileshare-eu.s3.amazonaws.com/corby/imported... · regulation...

Performance Plan2010/11

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ContentsIntroduction page 3Organisational structure page 4Planning for the future page 5Comprehensive Area Assessment 2009 page 7Performance management approach page 9Data quality page 12National performance indicator outturns 2009/10 page 13

• Culture and Leisure• Customer First• Environmental Quality• Financial Services• Neighbourhood Pride• Regeneration and Growth

Equality impact assessment schedule page 26Recruitment selection data 2010 page 28Workforce profile 2010 page 29Leavers - Reasons for leaving Council employment 2010 page 30Casework & Grievances and Disciplinary Action 2010 page 31Further information page 32

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IntroductionThe Annual Performance Plan outlines our achievements and challenges throughout the past year across all of our services.

The coming year promises to be a very demanding time for the residents and staff of the Borough, with pressure from the Con/Dem coalition government to providequality services whilst finding considerable efficiency savings. The history of Corby shows what can be achieved in the face of adversity and the Council continuesto set a high standard for improvement and progress, and we remain confident and determined in our ability to deliver.

The regeneration and growth of the Borough is accompanied by visible and measurable improvements in service delivery set out in this Plan, which allows us tolook retrospectively at improvements made to our services and make recommendations based on the previous year's performance to ensure outcomes andprojects are realised and areas of underperformance are addressed.

Our 'One Corby' approach is designed to make it happen, ensuring we tackle new challenges as they arise, whilst maintaining a focus on our priorities. Not everyissue is covered in this Plan, but overall we will work to deliver the priorities set out in our Corporate and Community Plans to which this document links.

Feedback

Please read through this document, and let us know your comments or opinions by e-mailing [email protected]

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Management Structure

Corby Borough Council employs approximately450 staff and has a Core Management Team,which includes the Chief Executive, a CorporateDirector and an Assistant Chief Executive. Inaddition, the Authority has a number of Heads ofService who are responsible for delivering on thestrategic direction of the Council and themanagement and coordination of day to dayactivities.

Forums and Working Groups

A number of forums and working groups exist toensure that information and learning is sharedacross the Council, maximising available capacityand promoting joined up working. Examples areas follows:

• Leader / Chief Executive Workshopsenable staff to discuss key corporate issueswith the leadership of the Authority.

• Middle Managers Forummeet on a monthly basis to discuss currentcorporate and service led projects.

• Strategic Management Team Meetingsheld weekly with the Core Management Teamto discuss and progress corporate issues.

• The Purchasing Gateway Groupprovides procurement and contract advice toofficers with spending approval.

• The Asset Management Groupin place to ensure capital assets are used totheir full potential and maximum use.

Political Composition

Corby Borough Council has 29 Elected Membersrepresenting the community, all of whom sit onFull Council. They represent fifteen Wardsgeographically distributed throughout theBorough; and are made up of:

• 16 Labour Councillors

• 8 Conservative Councillors

• 5 Liberal Democrat Councillors

Councillor's roles and responsibilities are set outin the constitution and an Elected Member /Officer protocol also exists to reinforce these.

Lead Members

To promote and enhance service delivery, theauthority also has "Lead" Members who areresponsible for each of the six themes of theCorporate Plan; each Lead Member hascorporate objectives along with their ownindividual priorities, which they deliver on.

Decision Making Structure

The Council operates a streamlined Committeesystem based on one principal committee, the

One Corby Policy Committee supported by anOverview and Scrutiny Panel and an Audit andGovernance Committee.

The purpose of the Overview and Scrutiny Panelis to assist with policy development, ensureopenness and transparency, monitorperformance, ensure there is effectiveconsultation and enhance the Council's servicedelivery. The Panel has the ability to hold the OneCorby Policy Committee to account. There arealso four other permanent committees; theDevelopment Control Committee, Licensing andRegulation Committee, Standards Committee andthe Local Plan Committee.

Organisational structure

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The golden thread indicates how all CorbyBorough Council's plans are linked to ensure theCouncil focuses on delivering the aims andaspirations set by local residents andstakeholders.

1. Employee Development Scheme (EDS)

Employee appraisals are undertaken each year toensure staff are aware of how their role linkswithin the objectives of the Service Plans and toidentify competency levels for the followingthemes:

• Communication

• Customer Service

• Problem Solving

• Delivery of Work

• Teamwork

• Corporate Awareness

• Budget

• Performance Management

Personal development plans are then producedfrom the appraisal to ensure that any learningneeds are identified and addressed to allow foremployee development.

Planning for the future

Per

form

ance

Pla

n

‘One Corby’The Corporate Plan

Service Plans

EmployeeDevelopment Scheme

Community Plan

Service Delivery -meeting the needs and

expectations of thecommunity

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Section 3 summarises thetasks and resourcesrequired to achieve thetargets set and allocatestimescales for achievingthese.

Section 4 identifies andprioritises the risks thatmay affect the service areain achieving the objectivesset down in the serviceplan.

Section 5 looks at therobustness of the Council’sdata quality arrangements.

Section 6 allows eachservice area to analyseperformance and forwardplan to ensure continuousimprovement is achieved.

3. One Corby - CorporatePlan (2008/13)

One Corby is our strategyto regenerate Corby,provide top class facilitiesand infrastructure andservices that rank with thevery best in the country.

The Corporate Plan setsout how the Council aims

to achieve this and whatthe main high levelpriorities are for theCouncil to deliver on inorder to help deliver theobjectives of theCommunity Strategy.

To ensure serviceimprovement is beingachieved and to monitorthe progress of the key"One Corby" prioritiescontained in the CorporatePlan, a performance reportis produced on a quarterlybasis which is monitoredby Elected Members.

This report highlightsperformance trends of allkey national performanceindicators and progressagainst the key corporatepriorities as detailed withinthe Corporate Plan. This isreported to the StrategicManagement Team,Overview and ScrutinyPanel and the One CorbyPolicy Committee.

The Corporate Plan issupported by a MediumTerm Financial Strategy to

ensure financial resourcesare available to deliver thepriorities specified.

4. Community Strategy -More in Corby(2008/13)

Corby Local StrategicPartnership (LSP) wasformed in 2002 andproduced its currentCommunity Strategy, “Morein Corby”, in 2008. "More inCorby" was written as afive-year strategy(2008/13) outlining whatthe community wants inrespect of the Borough. Itwas developed throughconsultation with localpeople and sets out howwe will work with partners(including police, localgovernment and publichealth bodies plus thevoluntary, business andcommunity sectors) as partof a Local StrategicPartnership to achieve thecommunity's main aimsand expectations.A Countywide three-yearLocal Area Agreement(LAA) for

Northamptonshire wasagreed and signed off byGovernment in April 2006.The local and nationaltargets and fundingstreams for the Local AreaAgreement are divided intoseven themes as outlinedbelow:

• Stronger, Empoweredand CohesiveCommunities

• Building SaferCommunities

• Improved Life Chancesfor Children

• Improved Adult Healthand Well Being

• A Stronger LocalEconomy

• ImprovedEnvironmentalSustainability

• Tackling Exclusion andPromoting Equalities

2. Service Plans

Service Plans areproduced by each servicearea within the Council andare used to detail howobjectives will be achievedand assist in the delivery ofCouncil wide andcommunity objectives.

Corby Borough Council'sCorporate Plan 2008/13,highlights what we intendto achieve. Each servicearea will outline how theyintend to meet theseobjectives through thesubmission of a three-yearservice plan.

The service plans aredivided in to six keysections as follows:

Section 1 details five keytargets for the service areato achieve within theforthcoming three years.

Section 2 highlights howthe objectives link in to theOne Corby agenda and theCommunity Strategy.

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Summary

Corby Borough Council performs well overall. It isclear about what it needs to do to make itself fit toserve its people, and the part it will play in helpingthe Borough regenerate itself.

It was decided that that the overall score shouldbe that Corby Borough Council performs wellbecause of the leadership provided by the Counciland the visible difference the Council is making tothe lives of residents by giving them pride in theplace they live. The changes also indicate that theCouncil can manage large projects, which is agood indicator for the success of initiatives it willtake in the future.

The use of resources score reflects an overallpositive performance. The Council'sarrangements across all areas are solid.However, there remains some uncertainty abouthow the Council may respond to the extra costs itmay face following the court case.

A recent survey shows that 76.9 per cent of localpeople are satisfied with Corby as a place to live.This is a 20 per cent increase from just two yearsago. In the past 12 months, several projects haveled to real improvements for the area. The cost ofrefurbishing Council houses has been reduced,and the average time taken for refurbishment hasfallen dramatically from nearly 200 to 30 days.

The town continues to face significant challenges,but the Council and its partners are respondingwell.

The number of people claiming Jobseekers'Allowance has more than doubled in twelvemonths. But people are being supported, theCouncil has run a back-to-work event to helppeople find jobs and new jobs are being created.

Crime is higher than most similar areas, but isdropping. Total crime has reduced by almost 17per cent in the first 13 weeks of 2009 compared tothe 2008 year. People feel safer - but one third oflocal people think that people being drunk androwdy is a problem. The Council, NHS and Policehave worked well together - providing activities foryoung people, patrolling difficult areas andmaking sure that pubs use plastic glasses andbottles.

People die younger and have poorer health thanmost areas, however Initiatives are in place suchas SWAP Your Lifestyle, but these will take time toshow significant change. Supporting activities foryounger people, such as free swimming andsupport for Adrenaline Alley is already helpingimprove the health of young people.

Strong leadership and a positive culture exist inthe Council. The Council provides clear,consistent and suitable leadership for theBorough. The Leader of the Council is visible in

the community, locally and regionally. The ChiefExecutive is actively involved in day to day workand delivers a sense of vision and action.

The Council has good systems in place to helpimprove value for money, has assessed costsagainst outcomes and has shown it can achievein this area. Where costs are higher it can showthat this is to deliver a priority.

Regeneration and Growth

• The regeneration of the town is visible andsuccessful. The Council and its partners haveattracted significant investment which isleading to dramatic improvements across theBorough.

• The partners have responded effectively to thechallenges posed by the changing economicclimate, and the Council is providing clear andeffective leadership for the whole borough.

• The Council and its partners have successfullyresponded to the downturn in the economy.

Comprehensive Area Assessment 2009

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Climate Change and Environment

• Corby Borough Council is providing goodleadership in dealing with climate change andcaring for the environment. Recyclingcontinues to improve.

• The Council has clear targets on reducing thecarbon dioxide it emits, and has nowcalculated how much its own buildings emit.

• The local environment is kept clean and localpeople are broadly satisfied with how cleantheir neighbourhoods are.

Economic Development, Jobs and Skills

• The proportion of people claiming Jobseekers'Allowance has increased over the past yearand is currently the highest inNorthamptonshire.

• There are still more jobs available in Corbythan elsewhere, partly because new factoriesand offices are still opening, but this is lessthan there were 12 months ago.

• The Council's ability to support localbusinesses is inconsistent.

Safer Stronger Communities

• The Council and its partners have achievedsignificant improvements in safer and strongercommunities. But there remains room forfurther improvement.

• The total amount of crime across the Boroughhas dropped. In the first 17 weeks of 2009/10,total crime had reduced by almost 30 per cent.However, compared with similar areas, there ismore crime in Corby than most others.

• Alcohol fuelled crime is a problem in parts ofthe Borough. The Council and the police, knowwhat these problems are and use data andinformation effectively but binge drinking stillcauses antisocial behaviour in some areas.

Health and Well-Being

• Health, in general, is poorer in Corby than inmost other areas. Almost one third of peopledo not think their health is good.

• More people smoke in Corby than the nationalaverage. These issues have been recognisedby the Council and its partners.

• The health of young people aged undersixteen in Corby is improving now; the Councilactively supports initiatives, encouragingyoung people to be physically active.

• The Council has reduced the cost ofrefurbishing Council houses and reduced theaverage time to around 30 days.

Customer First

• The Council is improving services it delivers tolocal people, and it has ambitious practicalplans for further improvement.

• The Council has worked well, making itsambition a reality, satisfaction with the area asa place to live and the Council have increased.

• Arrangements to manage performance areeffective and involve staff and councillors,although effectiveness varies between serviceareas.

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Performance management approachAlong with reporting and monitoring performance on a regular basis there is also a need to have in place an effective performance management culture to ensurethat we constantly strive for continuous improvement.

Roles and responsibilities of each Officer and Elected Member within the Council in relation to Performance Management are shown in the table below:

PLANNING MONITORING MANAGING PERFORMANCE

ELECTED MEMBERS Set policy, priorities and improvementtargets Monitor corporate performance Provide scrutiny and challenge

CORE MANAGEMENT TEAM / HEADSOF SERVICE / STRATEGIC

MANAGEMENT TEAM MEETINGS

Strategy and project development

Set targets

Monitor corporate and serviceperformance

Remove barriers to achievement

Re-allocate resources if required

HEADS OF SERVICE ANDMANAGERS

Set team and individual targets andobjectives / actions

Report and monitor service performanceindicators and achievement of

objectives, in line with corporatedeadlines and standards

Identify and address issues, manageperformance, achieve

ALL STAFF Understand targets and own role Receive feedback Respond to feedback, perform

ASSISTANT CHIEF EXECUTIVE’SDEPARTMENT

Ensure consistency of approach

Provide support

Ensure compliance with framework

Quality Control

Provide support and training

Coordinate Hotspot Teams

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Our Performance Management Framework is set out below and shows how we monitor and take action on areas of poor performance.

One CorbyPlanning

FrameworkPerformanceMatters PI’s

Service PlanAll PI’s

Service PlanAction Plan

ONE CORBY VISION

EDS Action Plans& Targets

External Drivers

Community Strategy

Corporate LevelStatutory

Plans / StrategiesImprovement Plans

Service Level

Individuals

Monitoring and Management

Officers Members

CMT / HoS OCPC CommitteeExceptions Performance

Monthly Update

CMT / HoS Monthly CouncilHot Spot Teams Each Meeting

Management Meetings / Performance Clinics

Monthly

Scrutiny Panels(Basket of PIs)

One to Ones

Planning and Target Setting

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Our reporting format enables both ElectedMembers and the Core Management Team tomonitor and review national performanceindicators, local performance indicators andprogress against key corporate priorities. This is akey exercise to help measure the rate of progressin achieving our corporate priorities and targets.

The Overview and Scrutiny Panel plays an activerole in monitoring performance to ensurecontinuous improvement is being achieved. Thereport is a standing item on the agenda andHeads of Service attend on a cyclical basis to givea presentation on performance of their serviceareas. This provides Elected Members with theopportunity to drill down, in more detail, on keyissues of interest to them.

All service areas hold monthly PerformanceClinics, attended by staff responsible forperformance. The clinics allow service areas tomonitor direction of travel and discuss corrective

action to be taken in cases of adverseperformance.

Why do we have performance indicators?

Each year the Council is required to collect anumber of national performance indicators tomeasure how services are being delivered to thelocal community. Therefore, to be able to monitorservice provision and respond appropriately toactual performance, each service area reports ona set of performance indicators.

Performance indicators provide key informationon:

• The levels of service being provided;

• How well the Council is performing against itsaims and priorities;

• Whether expectations and set standards arebeing achieved;

• The effect on service delivery of any changeswe make;

• The cost of services, to enable us to improvevalue for money and maximise oureffectiveness and efficiency

Performance indicators provide a form ofaccountability to the local community to show howwell services are performing and are always oneof the main factors by which the performance ofthe Council is judged.

In addition to national performance indicators, theCouncil also collects a number of indicators on alocal basis, which are developed internally andare used to monitor performance in areas whichare key to local priorities.

Corby Borough Council scores 3 out of 4 for managingperformance. A recent survey shows that 76.9 per cent oflocal people are satisfied with Corby as a place to live. Thisis a 20 per cent increase from just two years ago.

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Data qualityThe purpose of Data Quality is to encourage the improvement of data used for decision making. The Council should have information that is fit for purpose withwhich to manage services and account for performance. As increasing reliance is placed on performance information in performance management andassessment regimes, the need to demonstrate that the underlying data is reliable has become more critical.

There are six key characteristics of good quality data:

• Accuracy Data should be sufficiently accurate for their intended purposes, representing clearly and in enough detail the interaction provided at the pointof activity.

• Validity Data should be recorded and used in compliance with relevant requirements, including the correct application of any rules or definitions.

• Reliability Data should reflect stable and consistent data collection processes across collection points and over time, whether using manual or computerbased systems, or a combination.

• Timeliness Data should be captured as quickly as possible after the event or activity and must be available for the intended use within a reasonable timeperiod.

• Relevance Data captured should be relevant to the purposes for which they are used.

• Completeness Data requirements should be clearly specified based on the information needs of the body and data collection processes matched to theserequirements.

To ensure data quality is maintained throughout the outturn process, the year-end outturn paperwork has been created electronically, highlighting areas whichneed completion, defaulting data to the correct number of decimal places and removing the requirement to calculate the variances manually, although currentguidance states all automatic calculations should be double checked for accuracy.

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National performance indicator outturns 2009/10

CULTURE AND LEISURE

What are we measuring? Historical Performance Comparative Data* Current Outturn

Performance Indicator Description

NI 8 Adult participation in sportand active recreation Annual Higher is

better 19.7% 20.8% % % % 22.3% 19.1%

NI 11 Engagement in the arts Annual Higher isbetter N/A 44.8% % % % N/A 35.5%

CollectionInterval Polarity Outturn

2007/08Outturn2008/09

BottomQuartile2009/10

Average2009/10

TopQuartile2009/10

Target2009/10

Outturn200910

14

CUSTOMER FIRST



NI 14 Reducing avoidablecontact Annual Lower is

better N/A 22.9% % % % 20% 16.7%

NI 140 Fair treatment by localservices Biennial Higher is

better N/A 69.8% % % % PS** 64.5%

NI 189 Flood and coastal erosionrisk management Annual Higher is

better N/A 100% % % % 100% 100%


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

15

ENVIRONMENTAL QUALITY



NI 182Satisfaction of business

with local authorityregulatory services

Monthly Higher isbetter N/A 80% % % % 77% 84%

NI 184

Food establishments inthe area which are broadly

compliant with foodhygiene law

Monthly Higher isbetter N/A 94 94 96

NI 185 CO2 reduction from localauthority operations Annual Lower is

better N/A N/A 3.3% 28.8%

NI 186per capita reduction in

CO2 emissions in the LAarea

Monthly Higher isbetter N/A N/A % % % 7.2% TBC

NI 187 aTackling fuel poverty -low energy efficiency

ratingMonthly Lower is

better N/A 5% % % % 5% 6%

NI 187 bTackling fuel poverty -high energy efficiency

ratingMonthly Higher is

better N/A 35% % % % 35% 42%


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn200910

16




NI 188 Planning to Adapt toClimate Change Annual Higher is

better N/A 1 2 2

NI 191 Residual household wasteper household Monthly Lower is

better N/A 567 Kg Kg Kg Kg 528 Kg 530 Kg

NI 192% of household waste

sent for reuse, recyclingand composting

Monthly Higher isbetter N/A 39.64% % % % 45.00% 42.06%

NI 194 a Air quality: Annual %primary PM reduction Annual Lower is


NI 194 b Air quality: Annual % NOxreduction Annual Lower is


NI 194 c Air quality: Total primaryPM tonnes Annual Lower is

better N/A 291.0 286.2 279.0


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

17




NI 194 d Air quality: Total NOxtonnes Annual Lower is

better N/A 9,581.0 9,102.0 8,158.0

NI 195 aImproved street and

environmental cleanliness(litter)

Triannual Lower isbetter 3% 1% % % % 1% 3%

NI 95 bImproved street and

environmental cleanliness(detritus)


NI 195 cImproved street and

environmental cleanliness(graffiti)


NI 195 dImproved street and

environmental cleanliness(fly-posting)


NI 196Improved street and

environmental cleanliness- fly tipping

Annual Lower isbetter

NotEffective

VeryEffective

VeryEffective

VeryEffective


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

18

FINANCIAL SERVICES



NI 179 Value for money Biannual Higher isbetter N/A £1,462 £ £ £ £1,873 £1,873

NI 180

The total number ofcircumstances which

affect customers’ HB /CTB benefit entitlement

within the year

Monthly Higher isbetter N/A 1,320.0 1,100.0 2,096.0

NI 181Time taken to process HB/ CTB benefit new claims

and change eventsMonthly Lower is

better N/A 11.8 days 14.0 days 6.0 days


2007/08Outturn2008/09


Average2008/09

TopQuartile2009/10

Target2009/10

Outturn2009/10

19

NEIGHBOURHOOD PRIDE



NI 1

% of people who believepeople from different

backgrounds get on welltogether in their local area

Biennial Higher isbetter N/A 68.6% % % % PS** 70.1%

NI 2% of people who feel they

belong to theirneighbourhood


NI 3 Civic participation in thelocal area Biennial Higher is

better N/A 11.9% % % % PS** N/A

NI 4% of people who feel theycan influence decisions in

their localityBiennial Higher is

better N/A 32.9% % % % PS** 31.5%

NI 5 Overall / generalsatisfaction with local area Biennial Higher is

better N/A 76.9% % % % PS** 77.4%

NI 6 Participation in regularvolunteering Biennial Higher is

better N/A 19.5% % % % PS** 18.4%


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

20

NEIGHBOURHOOD PRIDE



NI 17 Perceptions of anti-socialbehaviour Biennial Higher is

better N/A 24.9% % % % PS** N/A

NI 21

Dealing with localconcerns about anti-social

behaviour and crimeissues by the local Council

and Police


NI 22

Perceptions of parentstaking responsibility forthe behaviour of theirchildren in the area

Biennial Higher isbetter N/A 21.1% % % % PS** N/A

NI 23

Perceptions that people inthe area treat one another

with respect andconsideration.


NI 27

Understanding of localconcerns about anti-social

behaviour and crimeissues by the local Council

and Police



2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

21

NEIGHBOURHOOD PRIDE



NI 37Awareness of civil

protection arrangementsin the local area


NI 41Perceptions of drunk orrowdy behaviour as a

problemBiennial Lower is

better N/A 32.7% % % % PS** 33.4%

NI 42 Perceptions of drug use ordrug dealing as a problem Biennial Lower is

better N/A 29.4% % % % PS** 28.9%

NI 138Satisfaction of people over

65 with both home andneighbourhood

Biennial Higher isbetter N/A 86.2% % % % PS** N/A

NI 139

The extent to which olderpeople receive the support

they need to liveindependently at home



2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

NI 35 Building resilience toviolent extremism Annual Higher is

better N/A 1 1 1

22

NEIGHBOURHOOD PRIDE



NI 158 Percentage of non-decentCouncil homes Monthly Lower is

better 13.3% 7.5% % % % 4.2% 2.0%

NI 156Number of households

living in temporaryaccommodation

Quarterly Lower isbetter 10 5 10 9

NI 160Local authority tenants’

satisfaction with landlordservices

Annual Higher isbetter N/A 77.20% % % % N/A N/A


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

23

REGENERATION AND GROWTH



NI 154 Net additional homesprovided Monthly Higher is

better 14 476 312 358

NI 155 Number of affordablehomes delivered (gross) Annual Higher is

better N/A 114 72 63

NI 157 aProcessing of planning

applications: majorapplications

Monthly Higher isbetter 76.08% 68.91% % % % 68.00% 69.23%

NI 157 bProcessing of planning

applications: minorapplications


NI 157 cProcessing of planning

applications: otherapplications


NI 159 Supply of ready todevelop housing sites Annual Higher is

better N/A 101.3% % % % 100.0% TBC


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

24




NI 197 Improved localbiodiversity Annual Higher is

better N/A 17% % % % 3% TBC


2007/08Outturn2008/09


Average2009/10

TopQuartile2009/10

Target2009/10

Outturn2009/10

*Comparative data will be entered once the quartile results have been published.

**Target 2009/10 data marked PS relates to indicators collected through the biennial Place Survey, targets are only required for this data every other year.

26

Equality Impact Assessment ScheduleThe table below shows when Council impact assessments will be refreshed and the level of impact the function has on the community. Some high impactfunctions have been assessed, with an intention to re-assess in year three. Due to changes in all areas, year one has started again from April 2010.

High - Direct frontline contactMedium - Some frontline contact or contact with particular groups or service usersLow - Very little frontline contact

Impact assessments carried out so far

CB PROPERTY

Council Property Management Low Steven Redfern

FUNCTION IMPACT LEVEL YEAR 1PRIORITYYEAR 2 YEAR 3 FUNCTION MANAGER

CULTURE AND LEISURE

Community Facilities High Nick HaytonCommunity Service High Peter FloodyCommunity Regeneration Medium Julie Cardwell


CUSTOMER FIRST

ICT Services Low Jenny HallOne Stop Shop High Robert Hinde



Health Protection High Damian WilkinsCorporate Maintenance Medium Michael HunterEnvironmental Protection High Peter Neale


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Further informationIf you have any questions, or would like copies of the Council's Equality Impact Assessments, please contact Clare Pavitt (Diversity andEngagement Officer) on:

Tel: 01536 46 4681E-mail: [email protected]: www.corby.gov.uk

FINANCIAL SERVICES

EnCor Financial Services Low Alan HughesRevenues and Benefits High Tracey Manton


LEGAL AND DEMOCRATIC SERVICES

Legal Services Low Nigel ChannerCommittee and Democratic Services Medium Paul Goult


NEIGHBOURHOOD PRIDE

Housing Options High Sam DicksonLandlord Services High Cath MagloneCommunity Safety High Fred Scholey



Development Control Medium Rob TemperleyBuilding Control Medium Steve HammondPlanning Administration Medium Angela Ross


28

Recruitment Selection Data 2010

Data based on 24 positions advertised.Data provided from final quarter 2010 (January to March)

ALL COUNCIL FIGURES

ETHNIC ORIGIN MALETOTALAPPLICANTS FEMALE GENDER

N/K DISABLED SHORTLISTED NOTSHORTLISTED APPOINTED

IndianPakistani

Any Other Asian 1 1Black

Black Caribbean 1 1 1Black African 2 1 2

Any Other Black 2 1 1 2Chinese

White British 60 90 4 53 97 18White Irish

Any Other White 1 3 2 2White and Black Caribbean

White and Black AfricanWhite and Asian 2 2 2 2Any Other Mixed

Any OtherNot Known

TOTAL 66218

1

123

150

4

4

53218

1100

5252 6

3392

218

20126

1331

29

Workforce Profile 2010

Data provided from final quarter 2010 (January to March)

ALL COUNCIL FIGURES

ETHNIC ORIGIN DISABILITYEMPLOYEES MALEFULL TIME

MALEPART TIME

FEMALEFULL TIME

FEMALEPART TIME

Indian 2 3Pakistani

Any Other Asian 1 1Black

Black Caribbean 1Black African 1

Any Other BlackChinese

White British 12 182 22 178 109White Irish 2 1 1

Any Other White 1 1 1 3White and Black Caribbean

White and Black African 1White and Asian 1Any Other Mixed 1

Any Other 1Not Known

TOTAL 12

5

2

11

49146

1111

514 193 25 182 114218218

514

30

Leavers - Reasons for leaving Council employment 2010


ALL COUNCIL FIGURES

ETHNIC ORIGIN RETIREMENTSNOTE B

DISMISSALSNOTE A

RESIGNATIONSNOTE C

OTHERSNOTE D TOTALS

IndianPakistani

Any Other AsianBlack

Black CaribbeanBlack African


White British 5 10 1 18White Irish

Any Other White 1White and Black Caribbean

White and Black AfricanWhite and AsianAny Other Mixed

Any OtherNot Known

TOTAL

NOTE A Dismissals include capability, discipline, other dismissals and redundancy.Retirements include early age and ill health retirements.Resignations include voluntary resignation for whatever reason (leaving area or profession), etc.Others includes temporary contracts, death in service, etc.

NOTE BNOTE CNOTE D

5

2

1

3 10 1 19

31

Casework & Grievances and Disciplinary Action 2010


ALL COUNCIL FIGURES

ETHNIC ORIGIN DISCIPLINE GRIEVANCE CAPABILITY HARASSMENT MALE FEMALE TOTAL

Indian 1 1 1Pakistani

Any Other AsianBlack

Black CaribbeanBlack African


White British 14 10 4 14White Irish

Any Other WhiteWhite and Black Caribbean

White and Black AfricanWhite and AsianAny Other Mixed

Any OtherNot Known

TOTAL 15 0 0 0 11 4 15

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Further informationIf you have any questions, or would like any further information about Corby Borough Council's performance, please contact:

Chris Everett (Performance and Partnership Officer)Corby Borough CouncilFirst Floor, Deene HouseNew Post Office SquareCorbyNorthamptonshire NN17 1GD

Tel: 01536 46 4685E-mail: [email protected]: www.corby.gov.uk

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