Annual Report 2005

ODPM Annual Report 2005

© Crown Copyright 2005
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 Office of the
Deputy Prime Minister

Annual Report 2005

Presented to Parliament by
The Deputy Prime Minister and First Secretary of State,
and the Chief Secretary to the Treasury
by Command of Her Majesty
June 2005

Cm 6526 £00.00
© Crown Copyright 2005

The text in this document (excluding the Royal Arms and departmental logos) may be reproduced
free of charge in any format or medium providing that it is reproduced accurately and not used in a misleading
context. The material must be acknowledged as Crown copyright and the title of the document specified.
Any enquiries relating to the copyright in this document should be addressed to
The Licensing Division, HMSO, St Clements House, 2-16 Colegate, Norwich, NR3 1BQ.
Fax: 01603 723000 or e-mail: [email protected]
Contents

Foreword: Deputy Prime Minister 5

Permanent Secretary’s Introduction 7

Chapter 1: Who we are 9

Chapter 2: The strategic context 12

Chapter 3: Delivering our objectives 18

Chapter 4: Managing our resources 39

Chapter 5: Executive Agencies and public bodies 54

Annex A: Work streams by Strategic Priority 59

Annex B: Core tables 116

Annex C: Other tables 133

Annex D: ODPM’s approach to asset management 135

Annex E: Office (Departmental) Investment Strategy 136

Annex F: SR 2004 and its outcome 141

Annex G: SR 2004 Public Service Agreement targets 143

Annex H: Public Accounts Committee recommendations 145

Annex I: Useful addresses 148

Annex J: How to obtain publications 152

Annex K: List of abbreviations 154

Foreword

Deputy Prime Minister: Draft Foreword

ODPM Annual Report 2005

Just over two years ago, I set out the Government’s

ambition to create sustainable communities across the
country. After the previous decades of underinvestment,
our £38 billion Sustainable Communities Plan
demonstrated our commitment, right across
Government, to create better places to live – renewing
existing towns and cities and creating new places to live
which will stand the test of time.

Our aim is to give people more opportunity and choice, so that everyone can have
the chance to share in the prosperity of this country. We want people to feel
confident and proud of living in a neighbourhood which offers them a decent home,
a better quality of life, and excellent local services such as schools and hospitals.

This third Annual Report from ODPM reflects on the progress we have made in
delivering the Sustainable Communities Plan over the last 12 months. There have
been a number of landmarks during the year:

● We have reduced by 1 million the total number of social rented homes which failed
to meet a decent standard in 1997. These may not be new houses – but for the
people who live in them, they are a new home.

● We are providing more new housing in areas of high demand. House building in
London and the South East increased by 25% in the year to September 2004.

● We assisted 10,000 key workers to buy or part-buy their homes under the Starter
Home Initiative and announced important new schemes to offer equity shares and
low-cost homeownership to up to 400,000 households.

● The highly successful Delivering Sustainable Communities Summit in Manchester

showed that our approach to sustainable communities is not only making real
progress in this country but is also attracting international support and attention.

5
ODPM Annual Report 2005

● Local authorities are continuing to improve. 67% of single-tier and county councils
are now classified as good or excellent under the Comprehensive Performance
Assessment programme, compared with 51% in 2002.

● The planning system has been sped up considerably, despite the highest number
of planning applications since 1988.

Creating sustainable communities is a long-term commitment and there is still a huge

amount to do. Our five-year plans – Sustainable Communities: Homes for All and
Sustainable Communities: People, Places and Prosperity – set out our ideas and
investment for the future.

But this Annual Report describes what we have achieved already, thanks to the
remarkable energy, expertise and enthusiasm of staff in ODPM, its agencies and of
our countless partners in the public, private and voluntary sector.

John Prescott
Deputy Prime Minister

6
Permanent Secretary’s
Introduction

Welcome to the third annual report for the Office of

the Deputy Prime Minister. It sets out what we have
achieved in 2004/05 and the progress towards our
longer-term objectives.

ODPM has achieved a great deal that we can be proud

of over the past 12 months in delivering and meeting
the challenges of the Sustainable Communities Plan.
The Plan set out a comprehensive programme to deliver
more housing where it was needed in the South, to
revive housing markets in parts of the North and
Midlands, to support the most disadvantaged communities and to improve people’s
homes, neighbourhoods and quality of life.

We have made significant progress on all these fronts, and laid the foundations of
sustainable communities. In the high-demand areas of London and the South East,
we have made a good start in delivering the additional dwellings necessary to provide
affordable accommodation for the people who work there. In the deprived areas in
the North and Midlands, nine pathfinder partnerships are tackling the most acute
problems of low demand and abandonment. The Northern Way Growth Strategy, a
comprehensive plan for economic growth across the North, has been up and running
since September 2004, assisted by a £100 million contribution from ODPM.

Not only have we been building new homes and tackling low-demand areas, we
have also made huge strides in improving existing housing. Over a million fewer
council and housing association-owned dwellings are now classed as non-decent,
compared with 1997. We have also made a good start in reducing the number of
vulnerable people living in sub-standard private housing. Good progress is being
made across a range of priority areas for tackling disadvantage and social exclusion.

The work of ODPM and others in delivering sustainable communities is being greatly
assisted by the improvements we have delivered in the planning system, with
significantly improved turnaround times in dealing with applications.

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ODPM Annual Report 2005

We have helped local authorities in improving their services, this being recognised
by the fact that over two-thirds of single-tier and county councils are now rated as
‘good’ or ‘excellent’ by the Audit Commission.

We have made a good start in transforming ODPM into a leaner, fitter, more
delivery-focused organisation, equipped with the necessary project and programme
management and other skills necessary to deliver the major projects in which we
are engaged.

All in all, everybody at ODPM can be proud of what we have achieved, by working
together in partnership with our stakeholders, over the past 12 months.

Dame Mavis McDonald DCB

8
 Who we are
Ministerial team and responsibilities
1
The Rt Hon. John Prescott MP
Deputy Prime Minister and
First Secretary of State

The Rt Hon. David Miliband MP

Minister of Communities and
Local Government

Yvette Cooper MP Phil Woolas MP

Minister for Housing and Planning Minister for Local Government

Baroness Andrews OBE Jim Fitzpatrick MP

Parliamentary Under Secretary Parliamentary Under Secretary
of State of State 9
ODPM Annual Report 2005

Senior management structure

ODPM is managed by the Board, which is chaired by the Permanent Secretary.
The Board comprises eight executive members and two non-executive members.

Mavis McDonald
Permanent Secretary

Richard McCarthy Neil Kinghan

Director General – Director General –
Sustainable Communities Local Government and
Group Fire Group

Joe Montgomery Rob Smith

Director General – Director General –
Tackling Disadvantage Regional Development
Group Group

Peter Unwin
Claire Tyler
Director General –
Director –
Corporate Strategy and
Social Exclusion Unit
Resources Group

Derek Plews
Director of Communication

Non-executive members

Bob Kerslake Vanessa Lawrence

Non-Executive Board Non-Executive Board
Member Member
Chief Executive of Director General,
Sheffield City Council Ordnance Survey

10
 Chapter 1: Who we are

The structure of the Office of the Deputy Prime Minister

ODPM comprises five major groups:

● The Sustainable Communities Group: responsible for delivering a better balance

between housing supply and demand, ensuring that people have decent places
to live and improving planning performance by local authorities.

● The Tackling Disadvantage Group: responsible for neighbourhood renewal and

social inclusion.

● The Local Government and Fire Group: responsible for delivering better public
services and for improving local government performance.

● The Regional Development Group: responsible for regional economic performance,

regional referendums and regional assemblies. It also co-ordinates the work of the
Government Offices.

● The Corporate Strategy and Resources Group: provides strategic support and
ensures that ODPM has the resources, skills and facilities it needs to deliver its
objectives.

ODPM also comprises a number of smaller units that provide support functions for
these groups. These include the following:

● The Directorate of Communication: provides ODPM’s media interface and

manages ODPM’s information responsibilities.

● The Ministerial Group: provides Ministers with their private offices and handles all
ODPM’s business with Parliament.

● The Legal Directorate: advises Ministers and officials on legal issues and is closely
involved in the development and implementation of policy.

Executive Agencies and Non-Departmental Public Bodies

During the year ODPM was responsible for four Executive Agencies: the Planning
Inspectorate, the Fire Service College, the Rent Service and the Queen Elizabeth II
Conference Centre. ODPM was also responsible for a number of Non-Departmental
Public Bodies.

11
 The strategic
context 2
ODPM’s responsibilities for local and regional government, housing, planning,
fire, regeneration, social exclusion and neighbourhood renewal put ODPM at the
heart of the Government’s ambition to create sustainable communities for all.

Our vision
A flourishing, fair society based on opportunity and choice for everyone depends
on creating sustainable communities – places that offer everyone a decent home
that they can afford in a community in which they want to live and work, now and in
the future.

Not all communities are the same – different places have different strengths and
needs. But sustainable communities have many different things in common: decent
homes at prices people can afford; clean, safe, green environments; access to jobs
and excellent services – schools, health services, shops and banks; and people
having a say in the way their community is run.

Sustainable communities should be:

● active, inclusive and safe – fair, tolerant and cohesive with a strong local culture
and other shared community activities;

● well run – with effective and inclusive participation, representation and leadership;

● environmentally sensitive – providing places for people to live that are

considerate of the environment;

● well designed and built – featuring a quality built and natural environment;

● well connected – with good transport services and communication linking people
to jobs, schools, health and other services;

● thriving – with a flourishing and diverse local economy;

● well served – with public, private, community and voluntary services that are
appropriate to people’s needs and accessible to all; and

● fair for everyone – including other communities, now and in the future.

12
 Chapter 2: The strategic context

We believe that sustainable communities are the building blocks of a decent,

tolerant, inclusive society. That is why we are working across Government and with
other partners to open up opportunity and choice in housing across the country; to
give everyone the chance of a share in the nation’s prosperity; to create pleasant,
safe, clean and green places to live, with excellent local services. We want a fairer
society where everyone has the chance of a decent home, at a price they can afford
in a prosperous and sustainable community of which they can feel proud.

Moving forward – our five-year plans

The Sustainable Communities Plan (2003) sets out a long-term commitment to
change the way our housing and communities are planned, designed and built,
including major investment in housing, transport and regeneration and promoting
excellence in design and construction. The Government has committed over
£38 billion to creating sustainable communities.

In January, we set out the next phase of this ambitious programme in two five-year
plans: Sustainable Communities: Homes for All and Sustainable Communities:
People, Places and Prosperity.

A decent, affordable home is a key requirement of a sustainable community.

Sustainable Communities: Homes for All details our plans to offer more choice and
fairness in housing, providing the opportunity of a decent home at a price people
can afford by:

● making sure that there are enough high-quality homes across the whole spectrum
of housing – owner-occupied, social rented and private rented;

● helping more people to own their homes;

● making sure that all social

tenants, and at least seven
out of ten vulnerable
people in the private
sector, have a decent
home;

Sustainable Communities Summit:

Deputy Prime Minister’s
opening address

13
ODPM Annual Report 2005

● creating sustainable, mixed communities in both rural and urban areas, with the
jobs, services and infrastructure they need to thrive;

● providing for those who need more support to meet their housing needs and
aspirations, including halving numbers in temporary accommodation;

● cracking down on unauthorised development, and providing for those who choose
alternative types of accommodation, such as gypsies and travellers; and

● protecting and enhancing the environment, our historic towns and cities and the
countryside.

Improvements to housing, infrastructure and the environment are key to creating

sustainable communities. But on their own they are not enough. Sustainable
Communities: People, Places and Prosperity sets out our plans to work at every level
to improve the communities that people live in: putting people in control and giving
them the tools to shape their future, providing good governance and strong
leadership, including:

● giving people more of a say in the way places (both urban and rural) are run,
helping improve local services and making areas cleaner, safer and greener;

● working through the town, city or county hall so that local government delivers
excellent services and leads effective partnerships, and enabling community
empowerment;

● tackling disadvantage, so that people are not condemned to lives of poverty,

poor services and disempowerment by accidents of birth or geography; and

● working through the regions to increase prosperity, and bringing together services,
funding and plans which can best be co-ordinated at regional level.

Taken together, our five-year plans represent an ambitious agenda for transforming
the places where people live, providing more choice, fairness and quality in meeting
people’s housing needs, and putting more power in the hands of local people and
communities, ensuring excellent services, democracy and prosperity for all.

The delivery of this agenda, working across all central government departments and
with local government and communities themselves, will promote prosperity for all
and help local people create communities they can feel proud to be a part of.

Our Strategic Priorities and Public Service Agreement targets

Our aim is to give people more opportunity and choice, so that everyone can have
the chance to share in the economic and cultural wealth of this country.

14
 Chapter 2: The strategic context

This aim is underpinned by our Strategic Priorities and our Spending Review (SR)
2002 Public Service Agreement (PSAs) targets, set out below:

Priority 1 Delivering a better balance between housing supply and

demand by supporting sustainable growth, reviving
markets and tackling abandonment.

PSA 5 Achieve a better balance between housing availability and the

demand for housing in all English regions while protecting
valuable countryside around our towns, cities and the green
belt – and the sustainability of existing towns and cities –
through specific measures to be set out in the Service Delivery
Agreement.

PSA 6 All local planning authorities to complete local development

frameworks by 2006 and to perform at or above best value
targets for development control by 2006 with interim
milestones to be agreed in the Service Delivery Agreement.
ODPM to deal with called-in cases and recovered appeals in
accordance with statutory targets.

Priority 2 Ensuring people have decent places to live by improving

the quality and sustainability of local environments and
neighbourhoods, reviving brownfield land, and improving
the quality of housing.

PSA 7 By 2010 bring all social housing into decent condition with
most of this improvement taking place in deprived areas, and
increase the proportion of private housing in decent condition
occupied by vulnerable groups.
Also supported by PSAs 5 and 6.

Priority 3 Tackling disadvantage by reviving the most deprived

neighbourhoods, reducing social exclusion and supporting
society’s most vulnerable groups.

PSA 1 To promote better policy integration nationally, regionally and

locally; in particular to work with departments to help them
meet their PSA floor targets for neighbourhood renewal and
social inclusion.
Also supported by PSA 7.

15
ODPM Annual Report 2005

Priority 4 Delivering better services, by devolving decision-making to

the most effective level – regional, local or neighbourhood.
Promoting high-quality, customer-focused local services
and ensuring adequate, stable resources are available to
local government.
Clarifying the roles and functions of local government, its
relationship with central and regional government and the
arrangements for neighbourhood engagement, in the
context of a shared strategy for local government.
PSAs 1 and 4

PSA 4 Improve delivery and value for money of local services by:
● introducing comprehensive performance assessments and
action plans, and securing a progressive improvement in
authorities’ scores;
● overall annual improvements in cost effectiveness of 2% or
more; and
● assisting local government to achieve 100% capability in
electronic delivery of priority services by 2005, in ways that
customers will use.
Also supported by PSA 1.

Priority 5 Promoting the development of the English regions by

improving their economic performance so that all are able
to reach their full potential, and developing an effective
framework for regional governance taking account of the
public’s view of what is best for their area.
PSA 2

PSA 2 Make sustainable improvements in the economic performance

of all English regions and over the long term reduce the
persistent gap in growth rates between the regions, defining
measures to improve performance and reporting progress
against these measures by 2006.

PSA 3 Provide the opportunity by the end of this Parliament for a

referendum on regional government in regions where there is a
demand for it.

16
 Chapter 2: The strategic context

Chapter 3, in broad terms, sets out the progress we have made against these
priorities and the PSA targets which were set in 2002 SR. Annex A sets out in more
detail the specific progress we have made against the SR 2002 PSA targets, as well
as progress against the other targets.

SR 2004 updated and added to our PSA targets for 2005/06, to reflect the additional
and evolving challenges and priorities for ODPM – in particular to adopt new
challenging targets for fire modernisation and liveability. These are given in full in
Annex F.

Sustainable Communities
Award Winners:
Grange Park Community Project,
Blackpool

17
 Delivering our
objectives 3
Real progress
In February 2003 we published the £38 billion Sustainable Communities Plan –
the most comprehensive programme of investment in decades to improve people’s
homes, neighbourhoods and quality of life.

The Plan set out a vision of sustainable communities for the next 15 to 20 years and
a programme for immediate action, bringing together work across Government to
deliver real change.

To take this agenda forward we have set ourselves five Strategic Priorities around
which our work is based, reorganised ODPM to better reflect these priorities, and
published our two five-year plans setting out the programme for delivery of our ideas.

ODPM is playing a leading role

in creating sustainable
communities: investing in decent
homes and quality public
spaces, promoting excellent
local services, help for
vulnerable people and
supporting a thriving economy in
all regions. But to deliver lasting
change, Government as a whole
needs to work together.

ODPM’s focus is on the way

different Government
programmes come together

Sustainable Communities
Youth Summit

18
 Chapter 3: Delivering our objectives

for people in different places – across regions, in cities, towns, villages and
neighbourhoods.

This underpins ODPM’s work in bringing together efforts across Government to

create sustainable communities. ODPM’s contribution is threefold: working to fashion
Government policies and programmes around the needs of particular places or
groups of people; promoting good local government and good local services; and
delivering some of the key things upon which sustainable communities depend, such
as housing.

We have a number of key functions that help us to deliver sustainable communities:

● responsibility for good governance at all levels – the regions, local government and
neighbourhoods;

● leading the development of a cross-Government strategy for local government;

● reforming the planning system to promote sustainable development reflecting the

social, economic and environmental needs of different places and people; and

● working across Government to improve standards of public services to benefit the

most disadvantaged communities.

The importance of the cross-departmental aspect of our working is underlined by

the shared Public Service Agreements (PSAs) to which we contribute, in addition to
those agreed specifically to meet our aim of creating sustainable communities.

This work is coming together in different places across the country to make a real
difference to the quality of people’s lives and communities.

Strategic Priority 1
A better balance between housing supply
and demand
Over one million more people own their own homes now than in 1997; 70% of
households now own their own home; and nine out of ten households would prefer
to own their own home if they could. The Barker Review of Housing Supply (March
2004) confirmed the need for a step change in housing supply, with almost 190,000
new households expected to be formed each year to 2021. Our Sustainable
Communities Plan sets out our programme to build more homes supported by jobs,
infrastructure and public services, whilst protecting the countryside and our historic
towns and cities. Increasing the supply of market and affordable homes in high-

19
ODPM Annual Report 2005

demand areas will reduce the upward trend in homelessness, whilst we are also
addressing the causes of low demand in areas of the North and Midlands.

PSA 5 – SR 2002 PSA target

Achieve a better balance between housing availability and the demand for
housing in all English regions while protecting valuable countryside around
our towns, cities and green belt – and the sustainability of existing towns
and cities – through specific measures to be set out in the Service Delivery
Agreement.

This is a complex objective involving a diverse range of work streams across the
regions and tailored to reflect their specific circumstances. Whilst it is too early to
make an assessment across all elements of the target, good progress is being made.

The delivery structure for the Thames Gateway Programme has been rationalised
through the creation of a Thames Gateway Delivery Office, two Urban Development
Corporations at London and Thurrock, an Urban Renaissance Corporation and six
local regeneration partnerships to oversee delivery on the ground across the
Gateway. Creating Sustainable Communities: Delivering the Thames Gateway was
published in March 2005 – a gateway setting out the Government’s strategy for
growth and regeneration in the Thames Gateway, showing how it is being delivered
and giving direction for the future.

On homelessness, we have achieved and sustained our March 2004 target of ending
the long-term use of bed and breakfast hotels for homeless families with children
and we have sustained reductions in rough sleeping. There are also emerging
indications of success
from new local
authority
homelessness
strategies and
prevention initiatives,
with a slight fall in the
flow of homelessness
acceptances during
the first half of 2004 –
this is ahead of
expectations.

Regeneration sites
in Medway

20
 Chapter 3: Delivering our objectives

In March 2004 we launched Key Worker Living (KWL), a new £690 million
programme of support for key workers. KWL is targeted at public services in
London, the South East and the East of England, where the high cost of housing
is contributing to serious recruitment and retention problems. 2,532 key workers
exchanged or completed purchases by the end of January 2005.

We set the Housing Corporation a target for 2004/05 of 27,000 homes for rent or
low-cost home ownership, including those for key workers. To the end of January,
18,886 completions had been reported by the Corporation.

Within low-demand areas the housing market renewal pathfinders are progressing
well into the delivery stage of their programmes. The pathfinders are all at different
stages of their development but they are working hard to develop strategies that will
enable them to overcome low demand and abandonment. Once all of the
pathfinders have had their schemes agreed, we should begin to see visible signs
of progress on the ground in these areas.

Housing – South East

We said that we would work to tackle the housing shortage in London and the
South East, delivering new growth in a sustainable way. We have delivered:

● a 25% increase in the number of new houses built in London and the South East,
from 43,700 in the year to June 2001 to 55,500 in the year to June 2004, an
increase of 25%;

● over 60,000 new homes now built annually in the wider South East, while
protecting the environment; and

● the allocation of £850 million to the Thames Gateway from 2003 to 2008, and the
approval of 160 projects totalling £510 million.

Housing – low-demand areas

We said that we would bring life back to parts of the North and Midlands that were
suffering from decay and decline. We have delivered:

● nine pathfinder partnerships in the North and Midlands to tackle the most acute
problems of low demand and abandonment;

● a new sense of dynamism in the regions, with the three Northern Regional
Development Agencies leading work on the Northern Way Growth Strategy,
a comprehensive plan for economic growth across the North; and

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ODPM Annual Report 2005

● an extra £65 million to 2008, as announced in Homes for All, to tackle low-
demand problems outside the existing pathfinders. Their funds will be distributed
through the Regional Housing Boards to the three northern regions.

Housing – affordable homes

Providing affordable homes and helping more people into sustainable home
ownership is central to our policies. We have delivered:

● the Starter Home Initiative, assisting over 10,000 key workers to buy or part-buy
their homes;

● the establishment of a wide range of low-cost homeownership schemes, as

outlined in Homes for All, which will help 80,000 households into low-cost home
ownership – the schemes include the First Time Buyers Initiative, Home Buy and
KWL;

● the setting up, since the publication of the Barker Review (March 2004), of the
Community Infrastructure Fund, which has made £200 million available for
transport infrastructure in the Growth Areas in 2006/07 and 2007/08. We are also
undertaking two major research projects that will support decisions on an
affordability goal, which will be set by the end of 2005.

Protecting the countryside

We said that we would protect the countryside and address the needs of rural
communities. We have delivered:

● 67% of new homes in England being built on brownfield land in 2002 and 2003.
This exceeds our target of 60%, and represents a substantial progress since 1997
when the proportion was 56%;

● an increase in the density of new development from 25 dwellings per hectare (dph)
in 1997 to 33 dph in 2003;

● 19,000 hectares added to the green belt; and

● with the densities and levels of brownfield land use now being achieved in the
wider South East, the 1.1 million proposed new homes will be built on about 3,300
hectares less of greenfield land – an area the size of Oxford – than the 900,000
homes previously planned with the 1997 densities and levels of brownfield land use.

Key work streams set out in Tackling Homelessness also contribute to the delivery
of PSA target 5.

22
 Chapter 3: Delivering our objectives

PSA 6 – SR 2002 PSA target

All local planning authorities to complete local development frameworks by

2006 and to perform at or above best value targets for development control
by 2006 with interim milestones to be agreed in the Service Delivery
Agreement. ODPM to deal with called-in cases and recovered appeals in
accordance with statutory targets.

Reforming the planning system is an important part of delivering on this Strategic

Priority. We have introduced the Planning and Compulsory Purchase Act, which
provides the basis for a better and faster planning system. It enables the production
of Regional Spatial Strategies and Local Development Frameworks, on which
separate regulations, guidance and training have been produced. Through
incentivisation and funding, we have enabled local planning authorities to handle
40% more applications now than they did a decade ago, and to process them faster.
And we have committed to a new PSA 6 target for the planning system which will
deliver sustainable development outcomes at national, regional and local levels.

An effective planning system is essential to delivering our objectives for sustainable

communities; for urban and rural regeneration; for improving the country’s
infrastructure; and for achieving truly sustainable development. It needs to deliver the
step changes we need to tackle the challenges of ensuring that everyone has the
opportunities of a decent home, and the quality of life that goes with that.

The planning system should:

● deliver in a sustainable way key Government objectives such as housing,

economic development, transport infrastructure and rural regeneration while
protecting the environment;

● create and sustain mixed and inclusive communities;

● be transparent so that the right decisions are taken more quickly, with a set of
rules that everyone can understand;

● deliver a development control system that is efficient and effective;

● enable local communities to be involved much more positively than before; and

● deliver a higher quality and better respected public service.

The vision for a planning system meeting those objectives would be a system which is:

● central to policy making and governance at all levels – national, regional and local;

23
ODPM Annual Report 2005

● accepted with confidence by stakeholders, ensuring that developers know that

their plans will be dealt with consistently, transparently and efficiently, and that
communities know that their views will be properly considered and will influence
outcomes;

● regarded as a high status profession, offering attractive careers and stimulating

and worthwhile jobs.

Planning – improving performance

We said that we would reform the planning system, devolve power to the regions
and provide more freedom for local government and raise standards. We have
delivered:

● improvements in local government – two-thirds of single-tier and county councils

are now rated good or excellent by the independent Audit Commission;

● Local Area Agreements to deliver better services based on shared priorities; and

● a faster planning system: over half of major applications are now determined within
13 weeks; and two-thirds of minor applications are now determined in eight
weeks.

Strategic Priority 2
Ensuring people have decent places to live
People want a decent, affordable home in an attractive place to live that is clean and
safe, with good parks, play areas and green spaces.

Falling investment in housing during the 1980s meant fewer social houses were built,
and the quality of existing stock fell. By 1997, there was a £19 billion backlog of
repairs in local authority housing, and some two million social homes failed to meet
decency standards.

Since 1997, we have reduced the number of non-decent homes by around one
million. By 2010, we aim to have delivered decent homes for all social tenants and
to have ensured that at least 70% of vulnerable households in the private sector
have decent homes.

Alongside measures to improve the physical condition of social housing are

measures to protect and support vulnerable people and action to make public
spaces cleaner, safer and greener.

24
 Chapter 3: Delivering our objectives

PSA 7 – SR 2002 PSA target

By 2010 bring all social housing into decent condition with most of this
improvement taking place in deprived areas, and increase the proportion
of private housing in decent condition occupied by vulnerable groups.

We said that we would work towards our goal of a decent home for everyone and
help for vulnerable people. We have delivered:

● a reduction by one million since 1997 in the number of non-decent social sector
homes;

● 130,000 vulnerable households in the private sector helped to make their homes
decent; and

● an end to the long-term use of bed and breakfast accommodation for homeless
families.

We have, through the Housing Act 2004, introduced measures to protect and support
vulnerable tenants. Around 1.5 million buyers and sellers a year will benefit from
Home Information Packs which will streamline the home buying and selling process.
We are strengthening the private rented sector
through the licensing of landlords and the
protection of tenancy deposits. We are
focusing enforcement activity on dwellings that
pose potential risks to the health and safety of
vulnerable occupants. The Act also introduces
new powers for social landlords to tackle anti-
social behaviour and strengthens the rights of
those who live in park homes. We will also be
safeguarding against abuses of the Right to
Buy system and tackling illegal Gypsy and
Traveller sites through the provision of official
sites and the refurbishment of existing ones.

Our agenda to improve housing management

includes the commitment to introduce choice
and mobility across all rented sectors and to
support the efficiency improvements in the

Newly refurbished home at Grove Village,

Manchester, made possible by the
Housing Private Finance Initiative

25
ODPM Annual Report 2005

way in which social landlords maintain and manage their housing stock. ‘moveUK’
was launched in March 2005. This is a web-based system that brings together
nationwide information on jobs and social housing to assist social tenants seeking to
move to another area.

We have led action across Government to improve public spaces following the
publication of Living Places in 2002. Since then we have invested £200 million in
parks and open spaces, driving up satisfaction and performance, and we have
worked with other departments on new powers, rights and responsibilities to tackle
anti-social behaviour and local environmental issues which affect the day-to-day
experience of our neighbourhoods.

Through our new PSA target on liveability we will lead delivery of cleaner, safer,
greener communities by support for local authorities to raise standards in the
services they provide and in their community leadership role. This includes a
commitment to give more power to neighbourhoods to tackle doorstep issues, extra
powers through the Clean Neighbourhoods and Environment Bill, and a ‘How To’
programme to develop and disseminate good practice with leaders and practitioners.

This is an ambitious and long-term agenda, which builds on the significant progress
made in recent years in improving housing for millions.

Strategic Priority 3
Tackling disadvantage
Deprived neighbourhoods have a lot in common: poor housing, poor health, poor
education, fewer job opportunities and high crime rates.

Our priority is to continue our efforts to renew the most deprived neighbourhoods,
bring our expertise to bear on the tougher areas so preventing social inclusion, and
to maintain the significant reductions in homelessness that have been achieved in
recent years.

As stated in our five-year plan, we will continuously improve our targeted support to
neighbourhoods, and tackle the five key drivers of deprivation for both people and
place, namely worklessness, homelessness, low educational attainment, health
inequalities and crime. We will also focus on the most disadvantaged and champion
them as services are transformed across Government.

Our focus has been centred on the delivery of the neighbourhood renewal PSA,
which commits us to work to deliver improvements in key areas, set out in floor

26
 Chapter 3: Delivering our objectives

targets across Government, as well as our work on tackling homelessness, and

progress on our Strategic Priorities on housing supply and demand and on decent
homes. Progress against specific work streams is set out in Annex A.

Neighbourhood renewal

PSA 1 – SR 2002 PSA target

To promote better policy integration nationally, regionally and locally; in

particular to work with departments to help them meet their PSA floor
targets for neighbourhood renewal and social inclusion.

We committed ourselves in this PSA to improvements in education, worklessness,

homelessness, health inequalities and crime. ODPM and other government
departments have made good progress:

Education
● The gap between the average pass rate for five ‘good’ GCSEs (A*–C) in the most
deprived (the 88 Neighbourhood Renewal Fund (NRF)) districts and the rest of
England has narrowed.

● In Neighbourhood Renewal Areas, 46.1% of pupils attending maintained schools

achieved five or more A*–C grades at GCSE and equivalent in 2004, compared to
55.9% of pupils in non-Neighbourhood Renewal Areas. The corresponding figures
for 2000 were 39.2% and 51.9% respectively.

● In 2003/04, four local education authorities (LEAs) (all Neighbourhood Renewal

Areas – Kingston upon Hull, Bristol, Blackpool and Nottingham) achieved less than
the target of 38% of pupils obtaining five or more GCSEs at A*–C (or equivalent) by
2004. In 2000, the corresponding figure was 32 LEAs (31 NRF and 1 non-NRF).

● The four fastest improving LEAs in the country are in London, in NRF areas with
high levels of deprivation and historically low results (Islington 7.4 percentage
points increase, Lewisham 6.8 percentage points, Lambeth 6.0 percentage points,
Hackney 5.9 percentage points).

● The gap in achievement for numeracy and literacy for 11-year-olds has also shrunk.

● Key Stage 2 Level 4 data show that the gap has narrowed between NRF areas
and the rest between 1999/00 and 2003/04, moving from 5 percentage points to
4 percentage points for maths and from 6 percentage points to 5 percentage
points for English (based on 2003/04 revised data). Achievement in both subjects
in NRF areas has improved in absolute terms over the same time period.

27
ODPM Annual Report 2005

Worklessness
● Autumn 2004 data show that between spring 2003 (base line) and autumn 2004,
the employment rate in the 30 Local Authority Districts (LADs) with the highest
levels of worklessness increased by 1.1 percentage point, and over the same
period the gap between target areas and national average narrowed by
0.9 percentage point. This indicates that the Department for Work and Pensions
(DWP) are ahead of schedule in meeting their target in the 30 LADs. The autumn
2004 data also confirm the trend in the gap being reduced for black and minority
ethnic (BME) and low qualifications groups.

● An extra half a million more people from deprived areas are in jobs. Employment
rates in the 88 NRF districts have increased by 1.7 percentage points since
1997/98. Regional Development Agencies have also contributed to 89,694 new
and safeguarded jobs, 6,064 new businesses and 194,380 more learning
opportunities.

Homelessness and housing

● The two-thirds reduction in the level of rough sleeping has been sustained and is
currently at the lowest ever recorded level (around 500 people on a night).

● The long-term use of bed and breakfast accommodation for homeless families
with children has been virtually eliminated, with 95% fewer families with children
living in bed and breakfast accommodation for over six weeks at the end of
September 2004 compared with March 2002 when the target was announced.

● The number of non-decent homes has been reduced by one million, with
£18 billion invested in social housing.

● Findings indicate that housing conditions across the 88 NRF areas have steadily
improved, with the number of non-decent social sector homes falling by 38%
(from 1.4 to 0.8 million) since 1996. This accounts for 66% of the overall reduction
in social sector non-decent homes since 2001.

● Increased investment in social housing – up by almost £360 for each property

since 1997 and many in NRF areas.

Health
● England is experiencing rapidly reducing death rates from cancer and
cardiovascular disease.

● Teenage pregnancy rates are falling faster in our most deprived areas – dropping
more quickly in the 88 NRF districts than the England average. This has reduced
the gap between the two from 12.6 percentage points to 11.6.

28
 Chapter 3: Delivering our objectives

Crime
● The gap between average burglary rates for the 88 NRF districts and the rest of
England fell by just under a fifth.

● Robbery rates for England and the 88 most deprived districts have decreased
over the last two years.

● Vehicle crime rates in the 88 NRF districts have fallen at a faster rate than the
England average – dropping from 27 to 23 for every 1,000 people.

Tackling Social Exclusion

The Social Exclusion Unit’s role is to look at specific problems and produce action
plans, supported by a strong evidence base to tackle these problems. During the
last year the SEU has published reports on Mental Health and Social Exclusion, Jobs
and Enterprise in Deprived Areas and has agreed a series of action plans with other
government departments relating to each of these reports. The responsibility for
implementation of the specific agreed action lies with the nominated department.
However, the SEU continues to play a significant part in the process by championing
and supporting the implementation of the action plans. It works closely with
government departments and key service delivery agencies to ensure that the
agreed actions are taken forward in a timely and effective manner and are
disseminated to stakeholders.

Breaking the cycle of social exclusion

SEU also undertook a major stocktake exercise in 2004, which culminated in the
publication of Breaking the Cycle – taking stock of progress and priorities for the
future in September 2004. This report outlines the progress made to date in tackling
the causes and consequences of social exclusion; the challenges that remain and
that might arise in the future; the lessons learned about delivering services to
disadvantaged people; and the priorities for future action. Its findings formed the
basis of the current SEU work programme, which was announced alongside this
report and is aimed at improving the service delivery to disadvantaged groups in
order to improve their life chances, compared with the rest of the population.

Supporting People contribution

Our principal work this year has been to implement the recommendations of the
Supporting People Independent Review published in January 2004. We have
focused on promoting value for money, capacity building for authorities and
providers, and removing some of the uncertainties around the programme. We have
funded the Audit Commission inspections of administering authorities, including 19
apparently high-cost authorities. Last October we undertook, in our response to the

29
ODPM Annual Report 2005

Select Committee report into Supporting People, to give a comprehensive update on

the progress we have made in the effective delivery of the programme.

Following the SR 2004 announcement, in August we revealed an unprecedented £5

billion three-year funding settlement for Supporting People, giving authorities greater
assurance to plan ahead. £1.72 billion will be allocated in 2005/06 and around
£1.7 billion each year in 2006/07 and 2007/08. In December, authorities were
informed of their individual allocations, which were partially informed by the newly
developed distribution formula which takes into account relative need.

From the start of the programme to date, we have commissioned the Audit
Commission to undertake Supporting People inspections of 61 administering
authorities (AAs), including the 19 apparently high-cost authorities. Where
inspections indicate that authorities have not performed well, we offer support to the
authority to help implement the recommendations. The Audit Commission re-inspect
the 0 star authorities within six months.

We have instituted the monitoring and support programme for authorities to help
them improve their administration of the programme. This includes:

● development of a Supporting People Capacity Building programme, and providing

support for authorities and providers to effectively manage the programme and
deliver improved services;

● launch of the Value Improvement Projects, which will identify, evaluate and pursue
opportunities to secure substantial improvements in value for money;

● work on benchmarking so that providers can compare performance and focus on

best practice to improve service delivery; and

● launch of a substantially improved Supporting People website; and we are working

to introduce a Directory of Services next year.

Administering authorities are making progress on their service reviews and we are
monitoring this closely. To help ensure that the deadline of April 2006 for completing
reviews is met, we have made an additional £2 million available to authorities.
Authorities are currently working on their five-year strategies which will set out their
longer-term vision of Supporting People in their areas. These are due at the end of
March 2005.

30
 Chapter 3: Delivering our objectives

During the first six months of 2004/05, we estimate some 84,000 new clients received
Supporting People services. Last year we undertook a Benefits Realisation study to
establish the potential benefits of the Supporting People programme for the client
groups, who account for 80% of Supporting People funding. The findings suggest that
the quantifiable benefits are roughly equal to the costs of the programme for the
groups examined. Additionally, there are substantial benefits that cannot be priced,
such as greater choice, independence, and social inclusion for individual users.

It is essential that in the delivery of Supporting People services, AAs and providers
ensure that they are getting good value for money. This includes assessment of the
outcomes delivered by each service for vulnerable people: a cheap service is not
good value for money if it is not achieving positive outcomes for people.

We are now collecting data from all AAs on performance against the three Key
Performance Indicators (KPIs). We will use 2005/06 to establish baseline
performance against these indicators and will then look to authorities to improve that
performance and ensure that they are delivering the best possible outcomes for all
groups of vulnerable people.

The three KPIs are:

● service users who are supported to establish and maintain independent living (for
long-term services);

● service users who have moved on in a planned way from temporary living
arrangements (for short-term services); and

● fair access to people who are eligible for Supporting People services. This relates
primarily to BME groups but we will look to examine this against other client groups.

We will continue to improve the administration of the programme, further develop

the support available for providers, and to complete work on the needs based
distribution formula in the coming year.

We will work with Supporting People authorities to help them improve their delivery of
the programme and to promote better use of their resources. We will encourage better
cross-authority planning and delivery of services to vulnerable groups. In particular we
will seek to help district councils to improve the links between their homelessness
services and the Supporting People services delivered through counties.

31
ODPM Annual Report 2005

Strategic Priority 4
Delivering better local public services
There is real evidence that local authority services and performance are improving.
By the end of 2004, two-thirds of upper-tier local authorities were rated as good or
excellent under the Comprehensive Performance Assessment (CPA) by the
independent Audit Commission, with only one being rated as poor.

A key priority in our efforts to deliver better local public services is to develop a new
strategic direction for local government, to provide a coherent framework for a
stronger, more confident local government, and a more coherent settlement
between central and local government, leading to clearer democratic accountability.

We published The future of local government: Developing a 10-year vision in July,

setting out the Government’s intentions to develop a longer-term strategic approach
to local government, to be developed in conjunction with partners across Whitehall,
local government and beyond.

Since then, ODPM has been working to develop the strategy through engagement
activity and a series of discussion documents on key themes. The first of these was
a prospectus for local area agreements, published alongside The Future of Local
Government. This was followed in January with
papers entitled Vibrant Local Leadership and
Citizen Engagement and Public Services: Why
Neighbourhoods Matter. In March we published
a fourth discussion document Securing better
outcomes: developing a new performance
framework, which also posed some broad
questions about the future of local services.

We shall be taking forward discussions on these

and others questions with a view to developing
a longer-term vision for local government, which
will include the Government’s Response to the
Lyons Inquiry.

We have set out in detail in Annex A the progress

we have made, but our main focus has been
around delivering our targets on Local
Government Performance and the Fire Service.

West Yorkshire
Fire and Rescue Service in action

32
 Chapter 3: Delivering our objectives

PSA 4 – SR 2002 PSA target

Improve delivery and value for money of local services by:

● introducing comprehensive performance assessments and action plans,

and securing a progressive improvement in authorities’ scores.

Our PSA target for local government performance focuses on CPA scores, cost-
effectiveness and delivery of electronic services. Our progress against CPA scores
is set out below, and the other elements of the PSA target in Annex X.

Comprehensive Performance Assessments

● The third year of CPA results for single-tier and county councils published in
December 2004 show that:

– 52 councils moved to a higher CPA category in December 2004;

– two-thirds of single-tier and county councils were categorised as either

‘excellent’ or ‘good’ compared to just over half when CPA was first introduced
in 2002; and

– only 16 councils were categorised as either ‘weak’ or ‘poor’ in 2004 compared

to 35 in 2002.

● The average combined score for service delivery and corporate capacity in unitary
and county authorities was 69.87 in December 2002, 72.11 in December 2003
and 76.03 in December 2004.

● Results for 237 out of 238 district council CPAs published by December 2004
show that nearly half of all district councils (48%) have been assessed as either
‘excellent’ or ‘good’.

● Of the 15 councils entering engagement with ODPM in 2002, only one remains
‘poor’.

● Since December 2004, there have been an additional seven corporate

assessments that have further improved the position. By the end of the year, the
number of single-tier and county councils in each category, as measured by CPA,
were: 46 excellent, 56 good, 33 fair, 14 weak and one poor.

Local government finance

ODPM is committed to maintain and develop a framework for local government
finance which supports local engagement and flexibility and the delivery of shared
Government priorities.

33
ODPM Annual Report 2005

We have delivered the following:

● From April 2004, introduced a new local government capital finance system,
the Prudential System. This delivers a major new freedom for local government
by removing the previous requirements under which authorities could only borrow
with specific Government permission. Authorities now take their own borrowing
decisions, subject only to the borrowing being affordable.

● Reduced pressures on council tax by £1 billion in 2005/06 through providing

more resources and by increasing flexibility, reducing ring-fencing and lessening
obligations on local government.

● Since 1997, there has been a real terms increase in total Government grant to
local government of 33%, compared with a real terms cut of 7% between 1993
and 1997.

Local Area Agreements

Negotiations for the initial phase of 21 LAA pilots is now complete, and the first
LAAs are now in operation across all regions.

They have enabled these areas to pool or align £500 million of funding which is
focused on high-level outcomes agreed between the Government and local partners.
They represent a radical new approach in the relationship between central and local
government, including a new approach to devolved decision making and large
reductions in bureaucracy

LAAs have already led to more shared agendas among central departments,
including a willingness to pool funding streams and focus on key outcomes.
In negotiations, pilots have built upon this with their own priorities. This means
that national outcomes will be met in ways better suited to local areas.

LAAs will lead to improved delivery and value for money of local services by joining
up services, providing greater flexibility for local priorities, pooling funding streams,
and encouraging close partnership working.

In light of the very encouraging progress made so far, we shall announce a further
phase of agreements to be in place by April 2006. These agreements will bring Local
Public Service Agreements together with LAAs, providing a reward element of LAAs.

34
 Chapter 3: Delivering our objectives

Fire modernisation

SR 2002 SDA target – revised

Community fire safety and health inequalities:

To reduce the number of accidental fire-related deaths in the home by 20%
averaged over the 11-year period to March 2010 compared with the average
recorded in the five-year period to March 1999 – with a floor element that no
local authority fire brigade will have a fatality rate more than 1.25 times the
national average by March 2010.

Arson reduction
To reduce by 10% the number of deliberate fires by 31 March 2010 from the
2001/02 baseline figure.

We said that we would reduce the number of fire-related deaths and deliberate fires:

● The current average (1999/00 to 2003/04) for accidental deaths in the home per
year is 311, a reduction of 18% on the average in the five years to March 1999.
The latest figure available – for the financial year ending March 2004 – is 304 such
deaths. This represents good progress towards meeting the fire deaths target.
Nonetheless, further progress is required to actually meet the target, especially
when account is taken of the upward pressure from population changes.

● The Government’s initiatives, such as funding arson reduction and quicker vehicle
removal, are reducing the number of deliberate fires. The most recent statistics, for
the year ending March 2004, also show an encouraging reduction in deliberate
fires of 8% to 99,500. But it is too early to conclude that this marks the reversal of
the long-term upward trend.

Civil Resilience
The Civil Resilience Directorate (CRD) was established in June 2003 to co-ordinate
ODPM resilience programmes. Resilience means ensuring that the country is well
prepared to detect, prevent and respond to major emergencies, including terrorist
attacks.

Since its establishment CRD has ensured that ODPM is fully involved in the
Government’s resilience agenda. We have led on providing the Fire and Rescue
Service with the capability to respond to major catastrophic incidents. The
introduction of the Fire and Rescue Service Act 2004 provided the Fire Service with
the statutory cover to respond to such incidents.

35
ODPM Annual Report 2005

Strategic Priority 5
Promoting the development of English regions
The Government’s aim is to achieve rising prosperity and a better quality of life, with
economic and employment opportunities for all. Central to this aim is improving the
economic performance of all the English regions, and reducing the persistent gap in
growth rates between the regions. This will enhance equality and release the economic
potential of every region and locality to improve the growth rate of the UK overall.

Regions have played a powerful part in driving the UK’s economic success in recent
years. Projections suggest that, by 2010, the trend in growth in every region will be
higher than in the period 1989–2002, and improved regional economic performance
will mean that people in all regions of England will be better off compared to 2004.

However, economic growth continues to be led by some regions more than others,
meaning that the economy as a whole is not achieving its full potential. The key
challenge is to promote strong economies in all regions, narrowing the economic
divide and boosting the economy as a whole. ODPM has a central role in developing
the Government’s regional agenda, together with the Department of Trade and
Industry (DTI) and HM Treasury.

ODPM is also responsible for co-ordinating the work of the nine Government Offices,
which deliver many of ODPM’s and the Government’s policies in the regions.

Prime Mover vehicles, with high volume

pumping equipment, in use during the
floods in Carlisle (January 2005)

36
 Chapter 3: Delivering our objectives

PSA 2 – SR 2002 PSA target

Make sustainable improvements in the economic performance of all English

regions and over the long term reduce the persistent gap in growth rates
between the regions, defining measures to improve performance and
reporting progress against these measures by 2006.

Joint target with HM Treasury and DTI

Successful delivery of the Regional Economic Performance (REP) PSA depends on the
actions of a wide range of government departments, the Regional Development Agencies
(RDAs) and other delivery agents which have the potential to contribute to improvements
in the performance of each region in each of the key drivers of economic growth.
Significant progress has been made with delivery of the REP PSA over the past year:

● the identification of key measures to improve regional economic performance,

based around the key drivers of economic growth – employment, skills, innovation,
enterprise, investment and competition. These measures were published in the
Technical Note for the PSA in July 2004 which can be viewed on the ODPM, DTI
and HM Treasury websites;

● the publication, at the Sustainable Communities Summit on 1 February 2005, of

Realising the Potential of All Our Regions: the way forward, which sets out how
the Government and RDAs are working together to deliver the REP PSA. Realising
the Potential of All Our Regions: the story so far, which describes the measures
already in place in more detail, is available on the ODPM website; and

● the establishment of three demonstration projects to deliver some of the key PSA
policy propositions on: addressing inactivity in the North East, especially among
the sick and disabled; encouraging enterprise in the North West; and improving
skills in Yorkshire and
Humberside.

The City of Manchester Stadium –

contributing to helping local
communities

37
ODPM Annual Report 2005

It is early days in the delivery of the PSA, but already we have:

● announced that we will match fund the RDAs’ contribution to create a £100 million
Northern Way Investment Fund to help close a £29 billion productivity gap with the
rest of the country;

● given the RDAs substantial funding flexibility to allow them to respond to regional
priorities and we are increasing their funding from £1.6 billion in 2002/03 to
£2.3 billion in 2007/08; and

● investing £11 billion per year by 2007/08 on post-16 education and skills
(excluding higher education) across the English regions and enabling the RDA
Chief Executive and Regional Local Skills Council Director in each region to adopt
joint budgeting and planning of the adult skills budget, where they want it. In the
three Northern regions, this is worth £634 million in 2004/05.

38
Managing our
resources 4
This section of the report sets out how we have managed our resources and what
we have done to improve our capacity to deliver. It sets out the ways in which we
are working to reduce the burden of our policy proposals and details how we have
responded to central initiatives. It also reports the progress we have made on key
milestones in our business plan.

Financial and business management

ODPM’s provisional forecast outturn on its programmes (excluding local government)
in 2004/05 is £8,745 million. This is split between resource consumption, resource
investment (capital grants to the private sector) and capital as set out in the following
chart:

Provisional outturn 2004/05 (£m)

2,965 3,230

Resource consumption

Resource investment

Capital

2,553

39
ODPM Annual Report 2005

The following charts sets out expenditure on ODPM’s seven PSA targets and Fire
and Civil Resilience and against the five Strategic Priorities to which ODPM are
working:

ODPM expenditure against PSA targets 2004/05 (£m)

772
3 PSA 1
2,541
PSA 2

PSA 3

PSA 5

3,813 202 PSA 6

PSA 7
1,238
179 Fire and Civil Resilience

ODPM expenditure against Strategic Priorities 2004/05 (£m)

1,734
3,152 1. Housing supply and demand

2. Decent places to live

208
3. Tackling disadvantage

4. Better services

5. Development of English regions

2,446
1,207

ODPM spent £8,745 million on the seven targets it was set in SR 2002 plus
£202 million on Fire and Civil Resilience objectives. These exclude expenditure
falling to the local government Departmental Expenditure Limit (DEL), i.e. the
Neighbourhood Renewal Fund. Although there are significant differences in the level
of resource allocated to each target and strategic objective, the targets and
objectives are not isolated from one another – they are complementary and all lead
to meeting ODPM’s objectives. A number of ODPM’s targets consist of cross-cutting
issues involving a number of other departments.

40
 Chapter 4: Managing our resources

Local government grant

Aggregate External Finance (AEF) is the total level of support that central government
provides to local authorities. This support is normally made up of Revenue Support
Grant, police grant, specific formula and ring-fenced grants, and the amount
distributed from business rates.

The main areas of funding that central government supports are Education, Personal
Social Services, Police, Fire, Highways Maintenance, Environmental, Protective and
Cultural Services and Capital Financing.

For 2004/05, £54.9 billion was provided in AEF.

Resource consumption budget

ODPM spent £3,227 million in 2004/05 on resource consumption. The main
spending was on supporting people (the aim of which is to provide services which
help vulnerable people live independently in their accommodation) and on support
for the RDAs’ work in the regions.

The main elements of resource consumption spending are set out in the following
table and chart:
Resource consumption 2004/05

Programme £m
RDAs 528
Supporting People 1,866
528
New Deal for Communities 168 19
New Ventures Fund 103 41 1,866
English Partnerships 30 37
Thames Gateway & other growth areas 15
64
76
Homelessness 46
47
Planning 146 46
Other housing 46
146
Housing Corporation 47
European Regions Development Fund
46
(ERDF) 76 15 103
30
Fire 64 168
Other sustainable communities 37
Resilience 41
Other programmes 19
Total 3,232

41
ODPM Annual Report 2005

Resource investment budget

ODPM spent £2,553 million in 2004/05 on resource investment. The vast majority of
this was spent by the Housing Corporation on projects aimed at providing affordable,
good quality homes. The other main area of expenditure was on support for the
RDAs’ work in the regions.

The main elements of resource investment spending are set out in the following table
and chart:
Resource investment 2004/05
6 2 65 74
28
Programme £m 72 25
Housing Corporation 1,651 6
628 1
RDAs 628
English Partnerships 72
Starter homes 6
Homelessness 2
Other housing 65
ERDF 74
Housing Market Renewal Fund
Thames Gateway & other growth areas 28
Other sustainable communities 25
New Deal for Communities 6
Fire 1 1,651
Total 2,558

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 Chapter 4: Managing our resources

Capital budget
ODPM spent £2,965 million in 2004/05 on capital. The main areas of expenditure
were Arm’s Length Management Organisations (ALMOs), English Partnerships and
on support for the RDAs’ work in the regions.

The main elements of capital spending are set out in the following table and chart:
Capital 2004/05
870 36
Programme £m
Other housing 870 300
Planning 36
RDAs and London Development Agency 300 446
English Partnerships 446
Homelessness 14
ALMOs 590 170
ERDF 124
New Deal for Communities 92 45 14
New Ventures Fund 1
185
Resilience 25
67 590
Fire 67 25 92 124
Thames Gateway & other growth areas 185 1
Other sustainable communities 45
Housing Market Renewal Fund 170
Total 2,942

Administration budget
ODPM’s estimated outturn for net administration costs for 2004/05 is £326 million.
Of this, £141 million is related to expenditure by Government Offices.

Further information can be found in Table B5 in Annex B.

Departmental Investment Strategy

ODPM published its Departmental Investment Strategy (DIS) for 2005/08 in January
2005 (available at www.odpm.gov.uk/departmentalinvestmentstrategy).

The DIS sets out ODPM’s capital investment plans resulting from the 2004 Spending
Review (SR). It also outlines how ODPM’s existing assets are being utilised and
managed, and the systems ODPM employs to safeguard its investment and to
ensure that its investment plans deliver the intended outcomes.

A summary of the DIS is set out in Annex E.

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ODPM Annual Report 2005

Improving our ability to deliver

Role of the Board
The Permanent Secretary chairs the ODPM Management Board, which has nine
other members, including two non-executive board members. The Board gives
collective strategic leadership at official level, and supports Ministers in steering
the work of ODPM. The role of the Board is to:

● manage the performance of ODPM, through its challenge function on performance

management issues (including PSAs, mission-critical projects and corporate risks)
and building capacity to meet these issues;

● champion ODPM’s change programme ‘Excellence in Delivery’;

● ensure that ODPM has the staff and resources to deliver its objectives;

● give strategic direction, through the development of ODPM strategy, and by

ensuring that wider, cross-cutting and longer-term issues are properly considered
through regular reviews of progress of its Strategic Priorities; and

● listen to and communicate with staff and the outside world and promote good
management.

The Management Board meets monthly. There are also a number of standing sub-
committees (including the Audit and Risk Committee, the Analytical Strategy Board
and the Programmes and Major Projects Board) and ad-hoc committees to support
the Management Board.

Efficiency and Relocation Programme

The ODPM has three distinct Efficiency work streams, each with their own targets
set as part of the SR 2004 settlement: ODPM(C), Local Government and Social
Housing. Each of the work streams has an agreed plan of work and published
Efficiency Technical Note setting out how they plan to measure their efficiency gains.
All three work streams have there own programme boards to drive through and
monitor delivery against the Efficiency Technical Note and to challenge individual
project areas.

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 Chapter 4: Managing our resources

Target We are required to deliver at least 2.5% per annum efficiency

gains for OPDM(C), equating to £620 million by 2007/08.

Progress We have already made progress noticeably in the reform of back

office services. For example, the merger of ODPM and Cabinet
Office internal audit services is complete, delivering £50,000 in
savings per annum. A new Integrated Facilities Management
contract is in place delivering £100,000 in efficiencies per year.

Target The local government efficiency target is to achieve, relative to

the 2004/05 baseline, total annual efficiency gains of at least
£6.45 billion by 2007/08.

Progress Nine Regional Centres of Excellence have been set up and are
developing projects to support achievement of gains. Guidance
has been issued on identifying, measuring and reporting gains.
Two ‘Champions’ have been appointed to challenge, support
and promote the efficiency agenda within the local government
context. Cross-department groups have been set up, including
PSX (O), Cross-Departmental Review Group, Communications
Taskforce and Measurement Taskforce. The April Annual
Efficiency Statements setting out how local authorities intend
to meet their annual efficiency targets are showing a positive
response and if predictions are accurate local government will
meet year one targets.

Target ODPM is committed to delivering significant efficiency gains

worth at least £835 million a year by 2007/08, covering the
whole of social housing, including new supply, capital works,
and management and maintenance.

Progress £33 million Efficiency Loan Fund has been set up for
procurement consortia to support £60 million in registered
social landlord efficiency gains and a further £280 million
efficiency gains for local authorities by 2007/08. A national
purchasing agent for the social landlord sector, Procurement
for Housing, is already in place and expected to produce
efficiency gains of £55 million by 2007/08.

Target ODPM as a whole (including agencies and NDPBs) is required

to achieve a reduction of 400 posts in its overall staffing by
March 2008. At least 250 of these will be HQ and Government
Office civil service posts.

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ODPM Annual Report 2005

Progress ODPM has used the business planning process to produce

detailed plans matching resources to departmental priorities.
Now in its final stages, units are preparing final financial
breakdowns for activities, staff profiles by unit and grade, and
unit business plans for the next three years.
As part of this process, units have been asked to prepare
manpower plans to ensure the effective management of staff,
particularly where there are reductions in posts, to ensure that
any surplus staff are redeployed within the department. The
staff profiles will be used to monitor headcount reductions and
to support office-wide manpower planning.

Target Relocate 240 posts out of London HQ – at least 216 outside

of London and the South East by March 2008.

Progress Currently, ODPM(C) has relocated 103 of the agreed 240 posts
(43%).
Departmental NDPBs have produced plans to relocate posts
out of their London HQs, such that we are now well above our
SR 2004 targets.

Risk management
Risk management procedures are being applied to key areas of the work of ODPM,
improving the quality of operation through initiatives and projects within the
Excellence in Delivery change management programme and heightened awareness
of the benefits of risk management through workshops and the application of
proportionate project and programme management techniques.

As a result, the level of risk across ODPM has been assessed as being reduced by
about half.

Sponsorship
During 2004/05 ODPM received £207,500 in sponsorship for the Sustainable
Communities Summit from a range of stakeholders, including RDAs, the House
Builders’ Federation, Marketing Manchester, Deloitte’s and the Thames Gateway.
PricewaterhouseCoopers are undertaking pre- and post-Summit evaluation delegate
surveys at no cost to ODPM.

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 Chapter 4: Managing our resources

Communications
The Directorate of Communication has continued to provide an efficient, professional
and seamless communications service to Ministers and policy officials in support of
our overarching business plan.

Media handling
The 2004 overarching communications strategy for ODPM highlighted the need for
a strong focus on regional and specialist media to ensure that ODPM’s vision and
delivery of programmes was clearly communicated to regional, local and stakeholder
audiences. We have implemented reinforced media activities to target these
audiences and, in order to bring our stories to life, we have produced human interest
case studies which have been used extensively by both national and regional print
and broadcast media.

During the year, we successfully launched a range of key policies and programmes,
including the Housing Act, the Planning and Compulsory Purchase Act 2004, Fire
and Rescue Services Act, and the wide-ranging Local:Vision debate. In addition,
the Government’s response to the Northern Way and ODPM’s five-year plan –
Sustainable Communities: Homes for All and Sustainable Communities: People,
Places and Prosperity – set out clear messages on delivery against the 2003
Sustainable Communities Plan, and ODPM’s longer term vision for both policy and
programmes. All of these major announcements were supported by extensive media
strategies targeting national, regional and specialist media outlets, culminating in the
widely and positively reported 2005 Sustainable Communities Summit.

Public information
During 2004/05 we ran a successful multi-media public information campaign on
fire safety, continued to provide communications activity to promote the fire
modernisation agenda, and ran a public information campaign on the referendums
for the Elected Regional Assemblies in the North West, North East and Yorkshire
and the Humber.

Working across government and with stakeholders, we have launched the Cleaner
Safer Greener Communities initiative to improve the quality of the environments in
which people live and work. We provided information on ODPM sustainable
communities’ policy with the production of policy documents and supporting material.

The introduction of a publications protocol has improved both the quality and the
relevance of ODPM publications. We continued to develop our relationships with
commercial partnerships, booksellers and publishers to improve the market
penetration of ODPM priced publications and to deliver cost-efficient production
of quality items.

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ODPM Annual Report 2005

Corporate communications
We have continued to develop our stakeholder communications strategy by
identifying and mapping our key stakeholders and planning a robust programme of
engagement activities. Following the launch of the revised ODPM corporate identity,
we have worked hard to imbed the brand and brand values into the culture of the
organisation. At the Staff Conference in June we launched the ODPM corporate
stand, which has proved to be highly effective as the corporate presence at
conferences and events throughout the year, culminating in the successful
Sustainable Communities Summit in 2005.

Electronic communication
E-communications have become more integrated in both external and internal
communications initiatives, such as the five-year plan and Summit 2005, and in
improved guidance, discussion forums and e-learning initiatives. Info4local
continues to be a market leader in central to local government communications,
with subscribers increasing to 41,000 during the year.

Internal communication
Internal communication over the year has been dominated by supporting and
communicating ODPM’s Excellence in Delivery programme, including introduction
of a monthly newsletter to staff and providing all ODPM managers with a resource
pack and communications toolkit, with the emphasis on increasing face-to-face
communications.

Legal services
The Legal Directorate provides advice and drafting services that contribute to
Strategic Priorities and major projects across ODPM. The Directorate’s key activities
were work on the Regional Assemblies Bill and the Housing Act 2004; drafting
secondary legislation; providing advice on major projects and on litigation as
required; providing advice and training on the Freedom of Information Act; and
rolling out a programme of legal awareness training across ODPM.

Building the evidence base for policy making

Having a robust evidence base for policy making in ODPM is key to the delivery of
our objectives. The Analytical Services Directorate (ASD) in ODPM provides a
professional and influential analytical service to ODPM. It provides economic advice,
the collection, analysis and dissemination of housing and land use statistics, and
social research and analytical support for sustainable communities and other aspects
of housing, homelessness, urban and planning policy. ASD is also responsible for
ODPM’s geographic information strategy. We have:

● provided evidence and analysis to support the delivery of PSA targets, including
Barker recommendations;

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 Chapter 4: Managing our resources

● launched the State of the Cities progress report at the Sustainable Communities
Summit held on 1 February 2005;

● produced 2002 Town Centre Boundaries and Statistics in January 2005;

● published an evaluation of Local Authority Homelessness Strategies in November

2004, together with a policy briefing on the recommendations of the report; and

● delivered ODPM’s initial ‘Maps-on-Tap’ services to intra-government and public

audiences by October 2004.

Equality and Diversity Unit

The Equality and Diversity Unit works with ODPM policy areas to ensure that
consideration of equality is at the heart of policy development, and that ODPM
meets its statutory obligations as a public body. The Unit also has policy
responsibility for Human Rights, Public Appointments and ‘Learning to Listen’, the
cross-Government strategy for improving the engagement of children and young
people in policies that affect their lives.

In October 2004, the ODPM Board agreed an Equality and Inclusion strategy and a
Disability Action Plan. Progress on these is reviewed regularly. The ODPM Race
Equality Scheme is available on the ODPM website and will be published in May 2005.

Equality and diversity and public appointments

ODPM currently makes around 417 appointments to 11 Executive NDPBs,
six Advisory NDPBs and five Tribunal NDPBs.

Targets for public appointments are reviewed regularly to reflect changing

circumstances and necessitated a revision to those published in last year’s report.

Current records based on 417 appointments (at 15 February) show our appointments
to be 30% women (target 32%), 10% ethnic minorities (target 11%) and 3% disabled
people (target 3%) respectively. Public appointments are published on our website.

We continue to undertake specific activities to encourage diversity in public

appointments. In March 2004, we held a Disability Seminar aimed at increasing
NDPB sponsors’ awareness of the Disability Discrimination Act and good recruitment
practice towards disabled people. Additionally, ODPM is one of the departments who
volunteered to support the Cabinet Office in piloting a shadowing and mentoring
scheme for disabled people who might be interested in serving on public bodies.

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ODPM Annual Report 2005

Departmental reporting on better regulation

Because much of the data on better regulation is only available for the calendar year
2004, rather than the financial year 2004/05, the calendar year has generally been
used throughout this Better Regulation report.

Regulatory Impact Assessment

ODPM maintained 100% compliance, as measured by Cabinet Office, with the
Regulatory Impact Assessment (RIA) process.

Guidance on the RIA process has been significantly improved during the course of
the year, and this, together with an increased level of training and advice, has led to
a noticeable improvement in the quality of RIAs. This will be further enhanced by the
Better Policy Making website which has recently been set up on ODPM’s IT network.

Effective use of the RIA process in EU negotiations has been illustrated by the initial
RIA produced after the Communication from the European Commission to the
European Council, the European Parliament, the European Economic and Social
Committee and the Committee of the Regions – Towards a thematic strategy on the
urban environment. This RIA informed our UK position letter to the Commission and
our negotiating position for meetings was based on that letter.

An example of light-touch regulation was given in the High Hedges Bill, where a
code, information and guidance were tried prior to the legislative option being
adopted. This option is also light-touch as it encourages resolution through
negotiation, with local authority powers being used only as a last resort.

We do not have full information on the number of commitments made to review in

final RIAs, but policy officials are encouraged to do so and good examples include
final RIAs for the Planning and Compulsory Purchase Bill and Small Business Rate
Relief scheme. A more detailed report will be available for the 2005/06 annual report.

Consultation
During 2004 ODPM issued 53 public consultations. Of these, 40 lasted for 12 weeks
or more. The 13 consultations which were issued for less than 12 weeks were all
authorised by the appropriate minister. Of these, only one was for a period of less
than eight weeks. Reasons for these deviations were:

● to meet Parliamentary/Local Government timetables (8);

● prior consultation (3);

● technical in nature (1); and

● stakeholder pressure for quick action (1).

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 Chapter 4: Managing our resources

There were 16 non-public consultations, the majority of which were consultations

with local authorities.

In almost all cases the consultation process influenced the final policy proposals.
In particular the consultations on the Northampton Urban Development Corporation
(UDC) and the Milton Keynes Urban Development Area led to amendments to the
proposed areas covered; the consultation on Park Homes – Implied Terms and
Consents led to certain proposals being dropped or amended, while the Providing
Indemnities to Relevant Authority Officers and Members consultation resulted in
several significant changes to the proposals, including developing separate
regulations to clarify the position of elected mayors.

Regulatory reform
At the start of 2004, the Regulatory Reform Action Plan contained 19 active
regulatory reform measures owned by ODPM, five of which were Regulatory Reform
Orders (RROs):

● four measures have been completed, one of which was an RRO;

● two measures have been dropped, one of which was an RRO; and

● one new measure has been identified, which was an RRO.

Hence this brings the total number of RROs begun by ODPM since the introduction
of the Regulatory Reform Act to 10, of which five have been completed and one has
been dropped.

Going into 2005 there are 14 measures, four of which are RROs.

Non-RRO measures
A major piece of planning reform was introduced through the Planning and
Compulsory Purchase Act 2004, which included a range of measures to simplify
and streamline the planning system. Such reforms include the move to spatial
planning rather than land use planning. The structure plan and local plan or unitary
development plan system has been replaced with a more simplified and flexible
system of regional spatial strategy and local development documents.

In Sustainable Communities: Homes for all, we announced a Householder

Development Consents Review to improve the regulatory regimes that householders
face when making minor improvements to their homes. While retaining essential
environmental safeguards, the review aims to cut red tape and streamline the
application processes.

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ODPM Annual Report 2005

We have dropped Building Regulations – Approved Documents in its current form

from the Regulatory Reform Action Plan. The intention now is to use interactive XML
computer technology to achieve the same aim, but by a different means; that is, by
making it easier to search and use the approved documents.

RROs
The Business Tenancies RRO, which came into force on 1 June 2004, was among
the longest and most complex of RROs to date. The most significant change is that
landlords and tenants no longer need to get court approval for agreement to exclude
security of tenure. The reforms introduced by the RRO should lead to fewer cases
going to court and less litigation.

We are also in the final stages of the Regulatory Reform (Fire Safety) Order, which
will simplify, rationalise and consolidate existing legislation, removing multiple and
overlapping provision with a single risk-based fire safety regime. The proposed in-
force date is April 2006, in line with the Common Commencement Dates initiative.
The new RRO will repeal or amend just over 50 Acts of Parliament and numerous
Statutory Instruments.

Of the RROs listed in the Regulatory Reform Action Plan, it is no longer intended to
progress the Tree Preservation Order RRO. As not all of the proposals will be
removing/reducing burdens, an RRO could not be used to deliver the full package of
reforms, and the remaining burdens to be removed were too minor to justify
proceeding at this stage. The proposals are on hold at present.

However a new RRO measure, Building Control – Local Authority Charges, has been
introduced and should be in force by 1 April 2006. It will enable local authorities to
more accurately relate their charges to the actual costs of carrying out individual
building control functions for individual projects, thereby securing ‘best value’, and
concurrently improve local authorities competitive position with private sector approved
inspectors.

Transparency of implementation plans for European legislation

ODPM uses the following methods to inform the public of new EU legislation:

● standalone RIAs;

● public consultations, accompanied by an RIA where necessary; and

● press releases, providing an overview of the changes along with links to

consultation documents and RIAs where available.

ODPM has also embraced the new ‘Regulation Updates’ initiative, led by the DTI
Small Business Service, and we currently have seven updates being produced at

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 Chapter 4: Managing our resources

present. It is our intention to utilise this resource, where suitable, for new EU
regulations over the coming year.

Working with the Voluntary and Community Sector

ODPM chaired a further Cross Cutting Review of the Voluntary and Community
Sector (VCS) in the SR 2004, building on the VCS Review in the SR 2002. The 2004
VCS Review focused on making a difference in specific areas of service delivery.
ODPM’s priority was homeless hostel provision. Further outcomes of the Review
include a good practice guide, Effective Local Partnerships.

The Spending Review White Paper established the Local Community Sector
Taskforce, chaired by ODPM, whose role is:

● to ensure that all VCS groups have the capacity to access the full range of
government investment available to them; and

● to recommend how Compact activity should progress at the regional level.

The process of engaging the VCS in the development of the 10-year local
government strategy began with a national conference in March.

ODPM continued to take forward its commitments from the earlier Cross-Cutting
Review. All ODPM units and regional Government Offices have given information
about their current engagement with the VCS. This has provided the baseline for
developing an action plan to improve partnership working with the VCS and to
increase awareness of the Compact.

53
 Executive
Agencies and
public bodies
5
Executive Agencies
Fire Service College
The Fire Service College, at Moreton-in-Marsh, is the central training establishment
for the UK Fire and Rescue Service. It provides a wide range of operational incident
and New Dimension training and a comprehensive suite of courses designed to
support all aspects of vocational development, including community fire safety,
fire legislation and risk management.

The Planning Inspectorate

The Planning Inspectorate’s main work is the processing of planning and
enforcement appeals and holding inquiries into local development plans.

It also deals with a range of other planning related casework including:

● listed building consent appeals;

● advertisement appeals;

● reporting on called-in planning applications;

● reporting on inquires into compulsory purchase orders made under a variety

of planning and housing legislation;

● Rights of Way cases; and

● cases arising from the Environment Protection and Water Acts and the Transport
and Works Act.

Further information can be found in Chapter 3 of this report.

Queen Elizabeth II Conference Centre

The Queen Elizabeth II Conference Centre (QEIICC) is a purpose-built venue,
specialising in events for 40 to 1,000 delegates, based in the heart of Westminster.
It is an Executive Agency with Trading Fund status and its Chief Executive is Ernest
Vincent. The QEIICC has a set of key performance targets progress against which
will be reported in its own Annual Report (see www.qeiicc.co.uk).

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 Chapter 5: Executive Agencies and public bodies

Ordnance Survey
Ordnance Survey is Great Britain’s national mapping agency. It is responsible for
creating and updating the master map of the entire country, from which it produces
and markets a wide range of digital map data and paper maps for business, leisure,
educational and administrative use. Ordnance Survey is a Government Department
and Executive Agency with Trading Fund status in its own right. ODPM has a
shareholder interest in Ordnance Survey and, as such, it should pay ODPM a
dividend each year to offset capital employed in the business.

Non-Departmental Public Bodies

Audit Commission
The Audit Commission is an independent executive Non-Departmental Public Body
(NDPB) which appoints auditors to local authorities and some NHS bodies, carries
out inspections of local authorities and registered social landlords, and reports on
the performance of local authorities in Comprehensive Performance Assessments
(CPAs). The Commission is required to produce an Annual Report, copies of which
may be obtained from its website (www.audit-commission.gov.uk).

English Partnerships
English Partnerships is the national regeneration agency helping the Government to
support high-quality sustainable growth across the country. English Partnerships is a
major contributor to the ODPM vision of creating ‘thriving, inclusive and sustainable
communities’ as outlined in Sustainable Communities: Building for the future
published in February 2003. Its overall aim is to achieve high-quality, well-designed,
sustainable places for people to live, work and enjoy.

Housing Action Trusts

Tower Hamlets Housing Action Trust (HAT) completed its regeneration work in Bow
and was dissolved in June 2004. The three remaining HATs – at Castle Vale
(Birmingham), Liverpool and Stonebridge (Brent) – are working to complete their
10–12-year programmes of housing renewal, economic and social development, and
environmental improvements by June 2005, December 2005 and 2007 respectively.
HAT tenants can choose the local authority or a Registered Social Landlord (RSL)
as their future landlord, and continue to benefit from services provided by these
landlords and HATs’ successor organisations.

Housing Corporation
The Housing Corporation registers, regulates and facilitates the proper performance
of more than 2,000 not-for-profit RSLs in England. It invests public money in RSLs to
provide new or improved homes that meet local needs and contribute to the creation
and maintenance of sustainable communities. It carries out its work in ways and to

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ODPM Annual Report 2005

targets that promote and deliver the Government’s wider objectives and policies,
notably sustainable communities.

London Thames Gateway Development Corporation

The London Thames Gateway Development Corporation was established in June
2004 to drive forward the regeneration of key opportunity areas in East London, as
part of the Government’s vision for delivering new sustainable communities in the
Thames Gateway. The Corporation’s area covers the Lower Lea Valley and London
Riverside.

The Corporation has made good progress in setting up its infrastructure and
operating systems. Peter Andrews was appointed Chief Executive and took up his
post in June 2005.

London Thames Gateway Development Corporation is holding workshops with a

range of stakeholders in May and June to discuss their regeneration framework.

Standards Board for England

The Standards Board for England (SBE) is an independent-funded executive NDPB
responsible for promoting high ethical standards among members of local authorities
and for investigating allegations that members’ behaviour may have fallen short of
the required standards.

Thurrock UDC
The Thurrock Thames Gateway Urban Development Corporation was established in
2003 to deliver jobs and housing in Thurrock as part of the Government’s plans for
growth in the Thames Gateway. Chaired by Will McKee, it is developing a wide-
reaching strategy for the comprehensive regeneration of the area. Over the last
12 months, the Development Corporation has completed a baseline study of the
borough, and is about to complete its Regeneration Framework. The Framework,
together with a borough-wide Spatial Plan, will constitute the Development
Corporation’s main policy framework, which will be fully in place later in 2005.

Valuation Tribunal Service

The aim of the Valuation Tribunal Service is to provide staff, accommodation and
other support, including general advice about procedure in relation to proceedings
before tribunals, to the 56 Valuation Tribunals in England.

Valuation Tribunals hear and determine appeals against non-domestic rating, council
tax valuations and council tax liability.

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 Chapter 5: Executive Agencies and public bodies

West Northamptonshire Development Corporation

An Urban Development Corporation (UDC) for West Northamptonshire was
established on 15 December 2004. The UDC will work with local partners to
deliver sustainable regeneration and growth.

Advisory Panel on Standards for the Planning Inspectorate

The Advisory Panel on Standards (APOS) for the Planning Inspectorate was
established as an independent body in January 1993. Its purpose is to advise the
Secretary of State and the First Minister for the Welsh Assembly Government on
the maintenance and enhancement of professional standards in the Planning
Inspectorate Executive Agency.

Advisory Panel on Beacon Councils

The Advisory Panel on Beacon Councils provides independent advice to Ministers
on the operation of the Beacon Council Scheme. The Panel’s responsibilities include
advising Ministers on the cross-cutting service areas to be chosen each year as
Beacon themes, advising Ministers on the selection criteria for Beacons and
recommending to Ministers a list of potential Beacon authorities.

Beacon authorities share their best practice with others, helping to raise standards
of public services across the country.

Boundary Commission for England and Wales

The Boundary Commissions are advisory NDPBs set up by statue to keep under
review the Boundaries of Parliamentary constituencies. Following the completion
of its 5th General Review, the Welsh Commission presented its report to the Deputy
Prime Minister on 31 January 2005. The English Commission is on target to present
its report before 12 April 2007 as required by statue.

Building Regulations Advisory Committee

The Building Regulations Advisory Committee (BRAC) was set up to advise the
Secretary of State on the making of Building Regulations, and on other connected
subjects in England and Wales.

The core of its business is determined by the Buildings Division Work Programme
which in turn reflects Ministers’ priorities. Members are appointed on an independent
basis and are unpaid.

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ODPM Annual Report 2005

National Community Forum

To provide a community perspective on Tackling Disadvantage Group (TDG) policy
and practice and to ensure that community priorities and needs are addressed
across all TDG programmes. The National Community Forum acts as a sounding
board and a source of ideas for Ministers and officials. Members draw on their ‘grass
roots’ knowledge and experience to provide a fresh and challenging input into work
relating to deprived areas.

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Annex:
Work streams by
Strategic Priority
A
PSA 5 – SR 2002 PSA target
Achieve a better balance between housing availability and the demand for
housing in all English regions while protecting valuable countryside around our
towns, cities and green belt – and the sustainability of existing towns and cities
– through specific measures to be set out in the Service Delivery Agreement.

Milestones
Low demand: Pathfinder schemes to tackle the areas most acutely affected by
low demand to be agreed by end 2004.
High demand: Annual levels of new housing in London and the East of England
and South East regions to reach planning (RPG9) levels by 2006/07 and
shortfalls from previous years to be recouped by 2011/12.
To reduce the upward trend in homelessness by 2007 and reduce the number
of families with children in temporary accommodation by 9,000 to 20,000 in
comparison with current levels by 2016.

Performance indicators
Low-demand indicators
● Percentage by which the regional long-term vacant dwellings rate exceeds
the national long-term vacant dwellings rate.
● Number of local authorities where a basket of house price comparison
measures is substantially lower than equivalent national house price figures.
High-demand indicators
● Numbers of statutory homeless households with children in temporary
accommodation.
● The ratio of lower quartile house prices to lower quartile earnings in the
regions characterised by high demand.
● Annual net additions to the dwelling stock in the South East, London and
East Government Office regions.

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ODPM Annual Report 2005

Protection of the countryside indicators

● Net change in the area of designated green belt in each region.
● Percentage of housing development on previously developed land created
through the conversion of existing buildings. See performance information on
the SR 2000 PSA target on sustainable pattern of use.
● Average density of new housing development in each region.

Progress
This is a complex objective involving a diverse range of work streams across the
regions tailored to reflect their specific circumstances. Whilst it is too early to
make an assessment across all elements of the target, good progress is being
made.
In the 12 months to the end of December 2004, housing completions totalled
152,600, 6% up on the previous 12 months.
We have now committed over £685 million of programme expenditure across
the four growth areas. We have also made good progress in embedding our
growth proposals within regional planning guidance.
The Thames Gateway Delivery Office is now open and local delivery vehicles
have been established for each of the major development zones across the
Gateway, including the Thurrock and London Thames Gateway Urban
Development Corporation (UDCs). Thurrock UDC is currently developing a
comprehensive regeneration framework for the area and a delivery-focused
business plan. The Chair and Board of the London UDC have been appointed.
The SR 2004 has established the £200 million Community Infrastructure Fund
to support transport infrastructure in the growth areas.
On homelessness, we have achieved and sustained our March 2004 target of
ending the long-term use of bed and breakfast hotels for homeless families with
children and we have sustained reductions in rough sleeping. There are also
emerging indications of success from new local authority homelessness
strategies and prevention initiatives, with a slight fall in the flow of homelessness
acceptances during the first half of 2004 – ahead of expectations.

Indicator 1 – Long-term vacancies

Work on this indicator clearly identifies the North East, North West and
Yorkshire and the Humber regions as the most affected by long-term vacancies.
Areas most acutely affected by low demand are being tackled through
implementing tailored solutions – the market renewal pathfinders – to the
particular problems affecting the area. For the next few years, these pathfinders
are mainly being funded through ODPM’s £500 million Market Renewal Fund.

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 A n n e x A : Wo r k s t r e a m s b y S t r a t e g i c P r i o r i t y

Percentage by which the regional long-term vacant dwellings rate exceeds

the national rate

60
% variation from national rate

50
40
30
20
10
0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

North West Yorkshire and the Humber

North East

Actual performance in each region matches the trajectories we have set

ourselves. In practice this means that the North West is the only one of the three
regions where relative vacancy rates are currently increasing, although at a
reduced rate. We aim to reverse that upward trend by 2006 and to ensure that
the region is less than 40% above the national average by 2008.
Vacancy rates in the North East and Yorkshire and the Humber have been
reduced recently, and we aim to ensure that the situation in these regions does
not deteriorate. Our target for both regions is that long-term vacancies should
be less than 20% above the average by 2008.
These targets reflect our expectation that, taken with expected changes due to
underlying economic cycles, activity in these pathfinder projects should have
some impact on long-term vacancies in these regions.

Indicator 2 – Numbers of local authorities where house prices are

substantially less than average
Again, this indicator is focused on low-demand areas and has increased over
the last few years. Our ability to keep on this trajectory will, in part, be
influenced by overall economic and housing market conditions and the extent to
which general geographic disparities in the housing market narrow over time.
Our target is to reverse the upward trend by 2005 and then achieve a gradual
reduction to around 50 local authorities by 2008. As the trajectory shows, we
are currently ahead of trajectory with the upward trend having been reversed.

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ODPM Annual Report 2005

Number of local authorities falling within indicator 2

70
Annual data
Quarterly data
60
Numbers of LAs

50

40

30
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Indicator 3 – Statutory homeless families with children in temporary

accommodation
The use of temporary accommodation for statutory homeless households is
heavily concentrated in the higher demand regions. In particular, while London
accounts for a quarter of all homelessness acceptances in England, it has 60%
of all households in temporary accommodation.
Our policies concentrate on tackling the causes of homelessness to prevent it
more effectively, and increasing the availability of social housing and other
settled housing options to homeless households.

Homeless households with dependent children in temporary accommodation

Actual values Current trends Basic levers scenario
140,000

120,000
Actual Forecast

100,000

80,000

60,000

40,000

20,000

0
97

98

99

00

01

02

03

04

05

06

07

08

09

10

11

12

13

14

15

16
19

19

19

20

20

20

20

20

20

20

20

20

20

20

20

20

20

20

20

20

as end of each quarter

However, as the trajectory shows, the use of temporary accommodation is

continuing to increase. The current data suggest increases above the trajectory
and, with existing social housing constraints in high-demand areas reducing the
settled housing options available to move on to, we expect the number of
families in temporary accommodation will continue to grow in the short term.

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We are working hard to turn this trend round through our policies on prevention
and increased social housing investment through the SR 2004.
Although it is too early to confirm a sustainable trend, during the first half of
2004, homelessness acceptances have started to fall, reflecting the impact of
new homelessness strategies and prevention work. These reductions, if
sustained, are ahead of expectations and will reduce the flow of households
going into temporary accommodation.
In the longer term we expect our policies to lead to the numbers of homeless
households with children in temporary accommodation starting to fall before
2007/08.

Indicator 4 – Lower quartile house prices versus lower quartile earnings in

high-demand areas
Our main lever for reducing and stabilising the price/income ratio at the lower
quartile in high-demand areas will be the provision of increased numbers of new
homes. We will achieve this through the achievement of existing Regional
Planning Guidance targets and through additional housing provision in the four
growth areas.

Ratio of lower quartile house prices to earnings in high-demand regions

4
London S Ea st S West Ea s t

3
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

As the trajectory shows, we had expected a modest decrease to the ratio up to

2006. The upward trend in the ratio has, however, continued although it is
starting to level off. This is due to short-term fluctuations in house prices and
the economy which have not matched the assumptions we used to create this
trajectory. We intend to introduce a revised trajectory in the light of the Barker
recommendations that reflects longer-term trends rather than short-term
fluctuations.

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ODPM Annual Report 2005

We expect a sharp downturn in the ratio from 2006/08 as the additional homes
provided under the Communities Plan start to enter the market. Our ability to
meet this trajectory will, however, be heavily influenced by overall economic and
housing market conditions. Achieving departure from this trend is unlikely to
result from ODPM’s activities alone.

Indicator 5 – Net additions to the dwelling stock in the South East, London
and the East
Our global target is to provide about 1.1 million new homes within the wider
South East. Our trajectory assumes that we will reach RPG9 delivery levels by
2007/08 and have recouped previous shortfalls by 2011/12. At this stage we
will be starting to see extra growth in the four growth areas, the bulk of which
will be delivered in the following four years up to 2015/16.

Housing delivery in the RPG9 area: trajectory and achieved rate

100
Trajectory from 2001/02 of annual additional dwellings in RPG9 area
90
Trajectory
80

70
Delivered – year to latest quarter
60
(000s)

2011/12: 73k
hit RPG9 + growth
50 annual rate; recouped
RPG9 shortfall
40
New build – year to 2006/07: 58k
latest quarter hit RPG9 target annual rate
30

20

10
data to latest quarter
0
1998/99 2000/01 2002/03 2004/05 2006/07 2008/09 2010/11 2012/13 2014/15

Although recent figures show an upturn in new housing supply, this indicator is
highly vulnerable to market forces and there is volatility in the market. We also
need to make good previous shortfalls in order to reach our overall target.

Indicator 6 – Net change in the area of designated green belt in each region
The Communities Plan commits the Government to maintaining or increasing
the area of designated green belt in each region. Monitoring has been based on
digitised mapping of green-belt land in local plans.
Since 1997, over 30,000 hectares of green belt have been earmarked in draft
and adopted versions of local plans. Our specific target is to achieve a positive
average annual change in green belt in each region over the period 2002–07,
and on a five-year rolling basis thereafter. The baseline for the assessment will
be 2002 so that the target cannot be met by reversing the increases in green
belt shown between 1997 and 2002.

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Green belt by region

400
350
300
Hectares (000s)

250
200
150
100
50
0
1997 2002 2007 2012

North East North West Yorks & the Humber

East Midlands West Midlands Eastern
London South East South West

We are on target to ensure a zero annual net change in the green belt. Progress
against the target will be monitored annually. However, there are likely to be
small fluctuations in the amount of green belt as local plans come up for review,
particularly over the period 2004–07 as new Local Development Frameworks
are introduced. Local changes may, therefore, result in a decline in the amount
of green-belt land over several years before being reversed by the addition of
more land elsewhere. So we intend to first measure success against the target
in 2007, with subsequent assessments in 2012 and 2016.

Indicator 7 – Percentage of new housing on previously developed land or

through the conversion of existing buildings
Planning Policy Guidance (PP6) note 3 gives priority to reusing previously
developed land within urban areas, bringing empty homes back into use and
converting existing buildings. It sets a target of 60% of all new housing
development being previously developed land (PDL), or provided through the
conversion of existing buildings by 2008.

Percentage of housing falling within indicator 7

70
65
60
%

55
50
45
40
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

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ODPM Annual Report 2005

We are currently beating the 60% target set in PPG3. However, the target will
come under increasing pressure as house building increases. In the medium
term (up to 2008 or thereabouts), performance is likely to be slightly reduced,
although strong market conditions in London and the South East, where a
disproportionate amount of development will take place, should secure the
release of many previously developed sites which are currently in use but where
better value can be gained.
Beyond 2008, higher housebuilding rates in the rest of the South East and the
growth areas may reduce performance levels significantly, as previously
developed land is relatively scarce in those locations. However, we are at
present continuing to beat the target. We will carry out more detailed modelling
to underpin an extension of the trajectory beyond 2008.

Indicator 8 – Average density of new housing development in each region

The Government’s policy since 2000 has been that development at less than
30 dwellings per hectare should be avoided.

80
North East
North West
70
Yorkshire and the Humber
East Midlands
West Midlands
East of England
60 London
South East
Density (dph)

South West
50

40

30

20

1999 2000 2001 2002 2003 2004 2005 2006

Our target is that the average density of new housing development in each
English region (other than London) should reach 30 dwellings per hectare by
2006. Latest statistics on residential density were published in May 2003 and
relate to 2002. They show that this policy is beginning to take effect. We will
review performance and other relevant factors before 2006 with a view to
setting targets beyond this period.

Quality of data systems

Data for the above indicators are drawn from a wide range of sources. All are
subject to quality assessments carried out by ODPM’s team of statisticians and
researchers who also collate the data to reflect the indicators. When necessary,
historic data series are revised to reflect any revisions made following these

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quality assessments. Where possible, data are also validated against that
provided by other sources.

The key data sources are listed below against each indicator:
● Indicator 1 – statistical returns accompanying local authorities’ housing
investment strategies plus annual regulatory statistical returns provided by
housing associations.
● Indicator 2 – Land Registry for average (mean) sale prices.
● Indicator 3 – quarterly local authority returns. Data on homeless households
with children has been collected only since January 2002. Changes to the
homelessness legislation in 2002, which widened the protection available to
groups who tend to be single households, suggest that there might have
been a higher proportion of families with children among households in
temporary accommodation in earlier periods.
● Indicator 4 – Land Registry for sale prices. New Earnings Survey for earnings
data.
● Indicator 5 – quarterly returns from local authorities adjusted to take account
of conversions and demolitions in line with local authorities’ annual net
addition returns to the Regional Planning Bodies and the ODPM (Housing
Flows Return).
● Indicator 6 – annual national surveys based on digitised maps to monitor the
overall designation through the planning system.
● Indicator 7 – Land Use Change Statistics (percentage of housing on
previously developed land) and Housing Statistics (conversions).
● Indicator 8 – Land Use Change Statistics.

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ODPM Annual Report 2005

PSA 6 – SR 2002 PSA target

All local planning authorities to complete local development frameworks by
2006 and to perform at or above best value targets for development control
by 2006 with interim milestones to be agreed in the Service Delivery
Agreement. ODPM to deal with called-in cases and recovered appeals in
accordance with statutory targets.

Milestones
All local planning authorities will have put in place a Local Development
Framework (LDF) scheme within the period prescribed in the Regulations by end
March 2005.
The targets for handling planning applications are that:
● 100% of authorities to process a minimum of 60% of major applications
within 13 weeks by 31 March 2007, and 85% of authorities to achieve this by
31 March 2006;
● 100% of authorities to process a minimum of 65% of minor applications
within eight weeks by 31 March 2007, and 95% of authorities to achieve this
by 31 March 2006; and
● 100% of authorities to process a minimum of 80% of other applications within
eight weeks by 31 March 2007, and 85% of authorities to achieve this by
31 March 2006.
A further element is an assessment of the impact on average handling times for
the three categories of application. This is:
● English local authorities taken together will process an average of 65% of
major applications in 13 weeks, 72% of minor applications in eight weeks,
and 87% of other applications in eight weeks by 31 March 2007.
From 31 March 2004, 80% of called-in cases and recovered appeals will have
been decided by ODPM within 16 weeks from close of inquiry. This performance
will be sustained for the remainder of the Spending Review period, following the
move (depending on the passage of legislation) to statutory timetables from
April 2005.

Performance indicator
Progress towards the milestone targets.

Progress
We are on track to meet the target. Work is continuing with Local Planning
Authorities to ensure they deliver Local Development Schemes (LDSs) by the
end of March 2005.

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Planning system speeded up: major applications determined within 13 weeks up

from 43% in 2001 to 55% in 2003; minor applications determined in eight
weeks up from 53% to 65%, and all others from 70% to 81%. Trajectory shows
continuing increasing performance in the face of the highest number of planning
applications since 1988.
Called-in cases and recovered appeals target met, which is half the time taken
to decide cases before Planning Central Casework Division (PCCD) was
established, and continues to be met.

Quality of data systems

Statistics of planning applications received and decided by district planning
authorities have been collected on a quarterly basis since April 1979, on
General Development Control statistical returns. Prior to April 1986, these
returns covered applications and decisions under section 29 of the Town and
Country Planning Act 1971 (since replaced by section 70 of the consolidated
Town and Country Planning Act 1990).
Since then, data collection has been extended to cover other types of
application requiring permission from local authorities, including listed building
consents, conservation area consents and consent to display advertisements.
This reflects the wider range of planning casework handled by district planning
authorities. From April 1997, data have also been collected on receipt of
Environmental Statements with planning applications, on the use of delegated
powers, and on applications, which the authority decided to advertise as
departures from the Development Plan.
District planning authorities are sent the quarterly information bulletin together
with more detailed figures for individual authorities in their respective
Government Office region. These provide a set of yardsticks against which
authorities can judge their own figures.

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PSA 7 – SR 2002 PSA target

By 2010 bring all social housing into decent condition with most of this
improvement taking place in deprived areas, and increase the proportion of
private housing in decent condition occupied by vulnerable groups.

Milestone
In the social sector, since 2001:
● by 2004 a reduction of one-third;
● by 2006 a reduction of between 45–50%; and
● by 2008 a reduction of between 65–70%.
In the private sector – by 2006/07 to ensure the proportion of vulnerable private
sector households in decent homes is more than 65%, and is more than 70%
by 2010.

Performance indicator
The reduction in the number of non-decent social sector dwellings.
Progress towards and attainment of this target will be assessed nationally each
year using two combined and overlapping surveys from the English House
Condition Survey (EHCS). Monitoring locally will be assessed through progress
reported both by social landlords (including through local authority (LA) best value
performance indicators and Registered Social landlord (RSL) regulatory returns).
The proportion of vulnerable groups living in decent private sector homes.
Progress will be assessed nationally each year from 2004 using surveys from
the annual EHCS.

Progress
Social sector
On course. The baseline for the target is 1.6 million non-decent homes that
existed in the social sector in 2001. Of these, 1.17 million were owned by LAs
and 470,000 by RSLs. The milestone requires a one-third reduction over the
2001 baseline by April 2004. The EHCS data show that at April 2003 the
number of non-decent homes had reduced by 210,000.
Using LA and RSL data shows that at April 2004 we had missed the milestone
with an estimated achieved reduction of 22%. We now expect to hit the
milestone in spring 2005. This slippage is due to a) a higher 2001 baseline from
the revised EHCS data, requiring a greater percentage reduction to meet a one-
third reduction, and b) LAs doing less than anticipated in the early stage of the
programme. Although there is some early slippage, LAs are getting plans in
place that will still allow them to be ‘on course’ for meeting the 2010 target.

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Private sector
Ahead – with most progress being accounted for through a reduction in the
proportion of vulnerable households whose homes fail on the thermal comfort
criterion. The private sector element of the decent homes target was introduced
at the SR 2002. Progress will be monitored from the 2001 baseline position
established by the EHCS, which estimated that 57% (1.5 million) vulnerable
households lived in decent homes.
The EHCS reported that this percentage had risen to 63% by the end of April
2003. This is ahead of trajectory.

Quality of data systems

The concept of a decent home was introduced in 2001, with the final systems
definition agreed in March 2002. Both LAs and RSLs have had to refine their
information and database systems in order to accommodate the definition,
record numbers of dwellings falling below this standard and track progress in
the reduction of non-decent homes. We therefore only have data at LA level
from 2001 and Housing Association level from 2002. But national estimates for
2001 and earlier years can be constructed from the EHCS.
Data from LAs and RSLs are improving as they adjust their data collection and
processing mechanisms to report on decent homes. The data provided by LAs
each year now shows a) a revised baseline, b) gross reduction in non-decents,
c) decent numbers prevented from becoming non-decent, d) numbers becoming
non-decent, e) targets set for reduction, and f) the nature and cost of works
needed to deliver.
RSLs report on the number of non-decent dwellings annually. The Housing
Corporation, along with the National Housing Federation, have completed a
programme of work to examine the extent of the problem in the Housing
Association sector and provide advice and good practice guidance on
assessing, monitoring and ultimately achieving decent homes.
The data provided by the LAs and RSLs show broad consistency with the
estimates from the EHCS. The EHCS is now being conducted annually, and will
be an independent check on the change in the numbers of non-decent stock
each year using the combined data from the last two years.
Data on private sector renewal has been revised to ensure LAs can provide
detailed evidence of activity across a broad spectrum of support and in respect
of targeting vulnerable households. The development and implementation of local
authority strategies is being monitored and evaluated through ongoing research.
Guidance was issued to local authorities in October 2003 on ways of monitoring
their own progress in providing decent homes for vulnerable households.

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ODPM Annual Report 2005

PSA 1 – SR 2002 PSA target

To promote better policy integration nationally, regionally and locally; in
particular to work with departments to help them meet their PSA floor targets
for neighbourhood renewal and social inclusion.

Milestone
The measure of success for achieving this PSA is that all 13 SR 2002 floor
targets are achieved within their respective time frames as set out in their
delivery plans.

Performance indicator
‘Floor target’ is a generic term to describe a series of targets that sets a
minimum standard, in most cases for disadvantaged groups or areas, or a
narrowing of the gap between them and the rest of the country. The floor targets
cover a wide range of Government activities described below under ‘Progress’.
Each government department is responsible for the achievement of its own PSA
floor targets.
The trajectory for this PSA is the combination of the trajectories contained in
individual departments’ delivery plans. The Neighbourhood Renewal Unit (NRU)
monitors floor targets both individually and for their combined impact in
improving service delivery in deprived areas.

Progress
As described above, the architecture of the PSA 1 target is such that it relies
upon the delivery of floor targets across Government. In the key outcome areas
the progress achieved is detailed below.
Education1
● The gap between the average pass rate for five ‘good’ GCSEs (A*–C) in the
most deprived (the 88 Neighbourhood Renewal Fund (NRF)) districts and the
rest of England has narrowed.
● In Neighbourhood Renewal Areas, 46.1% of pupils attending maintained
schools achieved five or more A*–C grades at GCSE and equivalent in 2004,
compared to 55.9% of pupils in non-Neighbourhood Renewal Areas. The
corresponding figures for 2000 were 39.2% and 51.9% respectively.
● In 2003/04, four local education authorities (LEAs) (all Neighbourhood Renewal
Areas – Kingston upon Hull, Bristol, Blackpool and Nottingham) achieved less
than the target of 38% of pupils obtaining five or more GCSEs at A*–C (or
equivalent) by 2004. In 2000, the corresponding figure was 32 LEAs (31 NRF
and 1 non-NRF).

72 1 Figures quoted for 2003/04 are based on revised and not final Department for Education and
Skills (DfES) data.
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● The four fastest improving LEAs in the country are in London, in NRF areas
with high levels of deprivation and historically low results (Islington
7.4 percentage points increase, Lewisham 6.8 percentage points, Lambeth
6.0 percentage points, Hackney 5.9 percentage points).
● The gap in achievement for numeracy and literacy for 11-year-olds has also
shrunk.
● Key Stage 2 Level 4 data show that the gap has narrowed between NRF
areas and the rest between 1999/00 and 2003/04, moving from 5 percentage
points to 4 percentage points for maths and from 6 percentage points to
5 percentage points for English (based on 2003/04 revised data).
Achievement in both subjects in NRF areas has improved in absolute terms
over the same time period.
Worklessness
● Autumn 2004 data show that between spring 2003 (base line) and autumn
2004, the employment rate in the 30 Local Authority Districts (LADs) with the
highest levels of worklessness increased by 1.1 percentage point, and over
the same period the gap between target areas and national average narrowed
by 0.9 percentage point. This indicates that the Department for Work and
Pensions (DWP) are ahead of schedule in meeting their target in the 30 LADs.
The autumn 2004 data also confirm the trend in the gap being reduced for
black and minority ethnic (BME) and low qualifications groups.
● An extra half a million more people from deprived areas are now in jobs.
Employment rates in the 88 NRF districts have increased by 1.7 percentage
points since 1997/98. Regional Development Agencies (RDAs) have also
contributed to 89,694 new and safeguarded jobs, 6,064 new businesses and
194,380 more learning opportunities.
Health
● England is experiencing rapidly reducing death rates from cancer and
cardiovascular disease.
● Teenage pregnancy rates are falling faster in our most deprived areas –
dropping more quickly in the 88 NRF districts than the England average.
The gap between the two has reduced from 12.6 percentage points to 11.6.
Crime
● The gap between average burglary rates for the 88 NRF districts and the rest
of England fell by just under a fifth.
● Robbery rates for England and the 88 most deprived districts have decreased
over the last two years.
● Vehicle crime rates in the 88 NRF districts have fallen at a faster rate than the
England average, dropping from 27 to 23 for every 1,000 people.

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ODPM Annual Report 2005

Housing
● The number of non-decent homes has been reduced by one million and
£18 billion has been invested in social housing.
● Findings indicate that housing conditions across the 88 NRF areas have
steadily improved, with the number of non-decent social sector homes falling
by 38% (from 1.4 to 0.8 million) since 1996. This accounts for 66% of the
overall reduction in social sector non-decent homes since 2001.
● Increased investment in social housing – up by almost £360 for each property
since 1997 and many in NRF areas.
Progress for the Local Strategic Partnerships with the greatest challenge
There are now 17 Local Strategic Partnerships (LSPs) facing the greatest
challenge in terms of floor target delivery. For the 17 we are deploying
Assignment Managers to work with the LSPs to identify the key issues (thematic
and/or partnership issues) and to draw up a clear action plan to resolve these
issues.
The process is being managed by NRU, Government Offices and the
Assignment Managers.

Key work streams

Support/challenge departments on the delivery of floor targets

Milestones
● Hold quarterly meetings with other government departments to challenge
progress and hold Ministerial trilateral meetings.
● Ensure that the neighbourhood renewal agenda is reflected in the priorities
and target setting of other government departments.
● Contribute to Social Impact work through a joint project with HM Treasury
on deprivation for SR 2004.
● Develop a communications strategy to reach priority Whitehall and agency
audiences by summer 2004.
Milestones repeated in bold below.

Progress
Hold quarterly meetings with other government departments to challenge
progress and hold Ministerial trilateral meetings.
Ensure that the neighbourhood renewal agenda is reflected in the priorities
and target setting of other government departments.

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Progress against these two:

In addition to the improvements in outcomes for deprived areas detailed earlier,
the NRU has made further progress through its support and challenge role
across Whitehall, raising the profile of neighbourhood renewal. The following
achievements capture this:
● In addition to board level meetings and quarterly progress meetings, NRU is
engaging more effectively on the delivery of Home Office (HO), DWP,
Department of Health (DH) and DfES floor targets through participation on
their delivery boards and better information sharing.
● DfES and NRU have agreed to do further work exploring how to join up better
to improve outcomes in deprived areas.
● NRU has assisted DH with the emphasis it is making on tackling health
inequalities within its public health white paper delivery plan.
● NRU set up a mini-summit of Ministers involving HO, DWP and DfES,
addressing the barriers to service delivery identified by the Places project
which focuses on Manchester, Nottingham and Southwark.
● Target framework agreed for RDAs to deliver employment and enterprise in
deprived areas and assessed by NRU as contributing positively to PSA 1.
● Joint strategy agreed with DTI on enhancing business engagement within
deprived areas.
● Tour completed of the NRF areas most at risk of failing to deliver the decent
homes target. This is contributing to the development of a more focused NRU
approach towards enabling and supporting those priority authorities in both
the option appraisal phase and, ultimately, timely delivery of this target.
● Smarter delivery, better neighbourhoods pamphlet explaining the new PSA 1
and floor targets.
● The ODPM and Strategy Unit produced the Improving the prospects
of people living in deprived areas in England report in January 2005.
This study addressed the impact of the Government’s strategies and
highlighted strategies to create a cycle of improvement in our most
deprived areas.
● Production of Making it Happen, the revised national strategy for
neighbourhood renewal, which was released in January 2005.
● Six workshops held by ODPM’s Tackling Disadvantage Group at the
Sustainable Communities Summit, influencing a wide range of key
stakeholders.

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Contribute to Social Impact work through a joint project with HM Treasury on

deprivation for SR 2004.
● The SEU/NRU/HM Treasury joint project on deprivation led to the spending
review outcomes that were secured for neighbourhood renewal.
As we move into the delivery of the new SR 2004 PSA 1 target, with its
accompanying refined list of SR 2004 floor targets, the focus will be on closing
the gap in the six key outcome areas, namely health, education, housing,
worklessness, crime and liveability.

Key work streams

Support development of effective and inclusive Local Strategic Partnerships
(LSPs)

Milestones
Ensure LSPs have performance management frameworks in place and annual
performance reviews are held between Government Offices and LSPs.

Progress
The 88 LSPs identified in the National Strategy for Neighbourhood Renewal are
required to develop Local Neighbourhood Renewal Strategies (LNRS), though
the targets in these strategies are delivered by individual service deliverers such
as the LA or the police. As the co-ordinating body, the LSP supports that
delivery through more effective and integrated strategic planning and by helping
joint working to tackle cross-cutting issues.
LSPs in the 88 most deprived areas have been spending NRF to tackle
deprivation and to kick-start mainstreaming. Now NRF LSPs are established
they are focusing on delivering improvements within their most deprived
neighbourhoods.
To help NRF LSPs focus on delivery, they developed and implemented a
Performance Management Framework (PMF) for the first time in April 2004.
LSPs were able to use any framework they liked as long as it met the three core
requirements:
● review of delivery;
● review of partnership working; and
● improvement planning.
LSPs self-assessed their performance against delivering national floor targets
and local targets and the effectiveness of their partnership. From these reviews
they set out priorities for the coming year in their Improvement Plan.

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60 LSPs (the 26 in receipt of extra NRF and others that receive over £10 million
NRF 2001–06) then had their performance management framework validated by
the Audit Commission to assess whether the LSPs had carried out robust
reviews and to ensure their PMF met the core requirements.
All NRF LSPs had an annual review with their Government Office to celebrate
success and identify areas for further improvement.
Transparent support packages have been agreed with those LSPs that are
underperforming, including:
● Neighbourhood Renewal Advisors;
● delivery skills training;
● delivery seminars with Ministerial and senior official input; and
● on-line tools such as renewal.net and the LSP Delivery Toolkit.
We have taken lessons from the first round of performance management to
develop the process for 2005/06 by making the core requirements more
focused on neighbourhoods and outcomes. We are also making links between
the NRF LSP PMF and other initiatives including LAAs and Safer and Stronger
Communities Fund.
The NRU also delivered a national LSP conference in March 2005 with a focus
on sharing learning and best practice to improve performance.

Key work streams

Influence government departments and local service delivery agents to make
mainstream services work better in deprived neighbourhoods

Milestones
● Ensure that Government Offices, Regional Development Agencies and
Regional Assemblies encourage the improvement of mainstream services
at neighbourhood level.
● Use the Permanent Secretaries Group (PSG) and Neighbourhood Renewal
Interdepartmental Group work plans to focus on mainstreaming.
● Promote neighbourhood renewal through local services’ improvement and
planning mechanisms.
● Work on the race equality strategy including holding regular meetings of the
Race Equality Action Group and finalise monitoring by early summer. Final
phase of race awareness training ongoing.
● Develop links between ERDF and other funding streams at neighbourhood
level.

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ODPM Annual Report 2005

Progress
Ensure that Government Offices, Regional Development Agencies and
Regional Assemblies encourage the improvement of mainstream services at
neighbourhood level.
● Closer working across the Government Offices is resulting in floor target
action groups in some Government Offices which maintain the specific focus
of the deprivation related targets across all teams in ODPM. A new
performance management reporting system for PSA 1 maintains focus on
working across ODPM and influencing mainstreaming at a regional as well as
local level, in addition to encouraging Government Offices to share examples
of barriers with NRU Policy teams.
● Target framework agreed for RDAs to deliver employment and enterprise in
deprived areas and assessed by NRU as contributing positively to PSA 1.
Use the Permanent Secretaries Group (PSG) and Neighbourhood Renewal
Interdepartmental Group work plans to focus on mainstreaming
Promote neighbourhood renewal through local services’ improvement and
planning mechanisms
Progress on the above two:
During 2004/05, PSG has focused on what key departments are doing to
contribute to neighbourhood renewal with a particular focus on mainstreaming.
For 2005/06, it has been agreed that there should be a focus on particular
places which are failing on a number of floor targets.
Mainstreaming in the context of neighbourhood renewal means ‘influencing
mainstream departments to make them work better in deprived
neighbourhoods, by shaping and resourcing them for the task, and making
them focus explicitly on the places and people most in need of their support’.
Key achievements are as follows:
● The announcement of the Safer and Stronger Communities Fund (SSCF) and
the local authority pilot areas for Local Area Agreements. These will provide an
important and different approach that will reduce bureaucracy and therefore
release resources to deliver neighbourhood renewal at a local level.
● Local authorities producing community strategies embracing neighbourhood
renewal issues, addressing increased opportunity, reduced poverty and
establishing a long-term vision.
● CPA 2005 key lines of enquiry, guidance for inspectors and pre-site analysis
to include greater focus on deprivation as part of the overall assessment
process.

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● Research published on mainstream spending flows tracking the flow of

mainstream funds to local areas and on measuring outcomes achieved by this
funding.
Work on the race equality strategy including holding regular meetings of the
Race Equality Action Group and finalise monitoring by early summer. Final
phase of race awareness training ongoing
● Four Race Equality Action Group (REAG) meetings were held during the year,
where REAG members offered helpful advice on specific Government policy
related to neighbourhood renewal and race and also NRU delivery.
● Ethnicity monitoring guidance, for monitoring BME outcomes and
involvement, was published in October 2004 and tested with five LSPs.
● Race awareness training on the implications of the Race Relations
Amendment Act was completed in the Government Offices for the Regions.

Key work streams

Government Offices to drive change to secure delivery of floor targets on the
ground

Milestones
Introduce a new Government Office performance management framework for
PSA 1 including the development of a strategic framework agreement that will
set out the Government Office contribution to the targets and milestones that
appear in the NRU delivery plan

Progress
The nine Government Offices in the English regions are the key regional link
between Whitehall departments, including ODPM, LSPs, local service deliverers
and neighbourhood-level activity.
Neighbourhood renewal teams in regional Government Offices (GOs) oversee
local renewal strategies, administer funding, facilitate partnership working, and
join up government policy. The teams offer expert knowledge on projects,
provide intelligence and inform Whitehall of what works in their region.
Key achievements include:
Revision of the strategic framework agreement for GOs setting out clear
priorities for activity that will support PSA 1 delivery.
Ongoing work with LSPs in the most deprived areas to both challenge and
support their performance informally and also through formal annual
performance reviews.

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Leading the negotiation and agreeing outcomes for the Safer and Stronger
Communities Fund and the pilot local area agreements, including the NRF and
local public service agreement elements of those.

Key work streams

Ensure delivery is built upon a firm evidence base:
● skills and knowledge;
● neighbourhood renewal programmes; and
● research and evaluation;

Milestones
● Deliver a programme of activity at national and regional level to ensure that
those who deliver neighbourhood renewal do so effectively, including
development of renewal.net, a comprehensive training programme and the
deployment of around 170 Neighbourhood Renewal Advisers.
● Achieve sustainability and mainstreaming of a majority of Round 2
Neighbourhood Warden Schemes.
● Ensure that the New Deal for Communities scheme achieves their full spend
in 2004/05.
● Develop and disseminate neighbourhood statistics and other deprivation data,
maintain and develop the Indices of Deprivation, and carry out a
comprehensive research and evaluation programme.

Progress
Skills and knowledge
Deliver a programme of activity at national and regional level to ensure that
those who deliver neighbourhood renewal do so effectively, including
development of renewal.net, a comprehensive training programme and the
deployment of around 170 Neighbourhood Renewal Advisers
Neighbourhood Renewal Advisers are helping the LSPs facing the greatest
challenge to develop strategic plans to achieve floor target convergence.
Access has been provided to a range of published toolkits that can help with
planning and delivery in deprived neighbourhoods together with knowledge on
how others have tackled similar problems.
The NRU has provided a repository of information and knowledge, available
through a dedicated all-in-one website: www.renewal.net. Over 1,200 people
each day now use renewal.net. Over 75% of them say they use documents from
the site to help them base their own programmes on what has worked
elsewhere.

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The Delivery Skills Training Programme has offered intensive learning for
practitioners on a range of key issues for neighbourhood renewal delivery.
Research and evaluation
This element of our work includes formative evaluation of LSPs and the long-
term evaluation of NDCs, Business Brokers, the Deprived Urban Post Office
Fund and the overall national strategy. Additionally it involves performance
analysis of progress on the delivery of floor targets; the development of
neighbourhood level statistics and the strengthening of evidence-based
approaches to neighbourhood renewal activity.
Develop and disseminate neighbourhood statistics and other deprivation data,
maintain and develop the Indices of Deprivation, and carry out a
comprehensive research and evaluation programme
Small area statistics have been freely available on the Internet for three years.
Using administrative data collected by various government departments,
Neighbourhood Statistics provides the local evidence regeneration users need.
● Neighbourhood Statistics continues to grow with over 50 datasets available
alongside the 2001 Census and the Indices of Deprivation, with more added
all the time.
● Tools and support are provided to the government departments who supply
their data to the service.
● A new statistics geography has been developed. Super Output Areas (SOAs)
provide a consistent measure of population in an area over time. Lower-layer
SOAs contain an average of 1,500 people. This allows users to build their
own ‘neighbourhoods’ by adding SOAs together.
● The website averages 30,000 unique visitors per month.
Other key achievements are as follows:
● Floor Targets Interactive, a web-based system for monitoring progress
towards national PSA targets, is well established and very popular amongst
users at a local, regional and national level.
● It now receives over 100 visits a day, demonstrating its value and popularity.
● An evaluation of the National Strategy for Neighbourhood Renewal has been
commissioned.
● Annual evaluation reports have been produced for NDCs, Neighbourhood
Management, the Community Facilitation programme and Resident
Consultancies.
● Four Strengthening Evidence for Local Delivery (SELD) pilots have been
commissioned for the North East, North West, West Midlands and South

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West regions – to improve support to local practitioners on gathering and

using evidence to deliver PSA 1.
● Evidence roadshows have been completed across the regions promoting and
disseminating the NRU evidence base, with a wide range of regeneration
practitioners invited to participate.
● Understanding change: analyses of neighbourhood change using data from
Indices of Deprivation (autumn 2004).
● Mainstream spending flows: a research team has been established to take
forward work on tracking the flow of mainstream funds to local areas and on
measuring outcomes achieved by this funding.
● Identify the main areas of programme expenditure in the key government
departments and understand how that money is reaching deprived areas, as
part of the mapping of the mainstreaming work.
● The 2004 Indices of Deprivation were released. The Indices draw from a wide
range of data presented in lower layer SOAs. They are used to help focus
resources in areas of greatest need.
Neighbourhood renewal pathfinder programmes
Achieve sustainability and mainstreaming of a majority of Round 2
Neighbourhood Warden Schemes
Ensure that the New Deal for Communities scheme achieves their full spend in
2004/05
Progress:
● Of the Round 1 Neighbourhood Warden Schemes, 83% have achieved
sustainability and are to be mainstreamed.
● The NDC scheme has achieved its full spend for 2004/05.
The following update offers further detail as to the progress we have made on
the full range of programmes. The three neighbourhood renewal pathfinder
programmes make an important contribution to developing the evidence base
for the delivery of PSA 1. These programmes (Neighbourhood Management
Pathfinders; New Deal for Communities; and Neighbourhood Wardens) are
testing out the new approaches outlined in the National Strategy for
Neighbourhood Renewal. They enable us to learn practical lessons about how
to deliver neighbourhood renewal effectively, which can be spread to other
deprived neighbourhoods through LSPs and their local neighbourhood renewal
strategies.
We have seen significant progress towards our poorest neighbourhoods
becoming places where people want to live, places that promote opportunity
and places that provide a better quality of life for all.

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Progress to date includes:

● A considerable (28%) drop in the overall rate of crime where Neighbourhood
Warden Schemes operate.
● Quality of life in warden scheme areas has improved. 25% of residents have
reported an increase in satisfaction with their neighbourhoods.
● Wardens are also successfully addressing the problem of fear of crime in
deprived communities, particularly among older residents. Residents who
note the presence of wardens are less worried about being robbed or
mugged, and targeted action by wardens has reduced the fear of distraction
burglary.
● Residents in warden areas have an improved perception of their local
environment owing to targeted work on graffiti, fly-tipping, litter and dog
fouling. The greatest impacts are seen in schemes where wardens have a
good relationship with agencies responsible for the environment.
● Youth anti-social behaviour (ASB) remains one of the most serious issues
in warden areas and continues to be the main reason for resident
dissatisfaction. However, there are positive signs that perceptions of ASB are
changing. The link between wardens and reduced ASB is clear. People who
say that wardens make them feel safer are more likely to say the problem of
teenagers has got better.
● Wardens have been particularly successful in their role as ‘linker’ between
residents and service providers. Although few warden schemes have
community development as an explicit objective, the most successful have
adopted a community-based approach.
● Positive progress in worklessness, education, crime, housing and environment
and health in New Deal for the Community areas compared to national
figures.
● Progress in mainstreaming: the 2004 National Evaluation report shows that
the 20 Round 1 Pathfinders are making good progress towards the
mainstreaming of interventions and changing local services to meet the needs
of the community; Round 2 Pathfinders have completed the first stage of
implementation.
● Changing lives: the National Evaluation shows that the Neighbourhood
Management Pathfinder (NMP) approach is making real progress in changing
community attitudes on a range of issues and offering sustainable
improvements for residents in deprived communities.
● Community engagement: all boards have resident members and many have a
resident chair. Seven Pathfinders have a resident majority board. By the end
of the second year, five NMPs had held elections for residents to be elected

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to the Board. In elections, 25% of eligible residents voted and this exceeded
levels for local elections.
● New ways of funding: the new Safer and Stronger Communities Fund (SSCF)
brings together a number of ODPM and HO funding streams to enable local
partners to work more closely together with the local community to tackle
crime, ASB and the poor quality of public spaces, and in disadvantaged
neighbourhoods to make services more responsive to local needs. The NMPs
will be included in these arrangements.
● Residents in New Deal Community (NDC) areas are showing improved
satisfaction with their local areas, and greater support for NDC partnerships.
NDC areas now enjoy:
– 2,702 more police officers/wardens;
– 183 new and/or improved health facilities;
– 150,109 pupils benefiting from projects to boost educational attainment;
– 43,819 people receiving job training;
– 9,929 homes improved and/or built; and
– 384 new and improved community facilities.
Business programmes
The business programmes have made good progress. The report of the Private
Sector Advisory Panel on neighbourhood renewal, and the Government
response, was published in December 2004. The final evaluation of the
Business Brokers pilot programme found that they had been instrumental in
securing a threefold increase in business engagement in neighbourhood renewal
in the first two years. The pilots ended in March 2005 and the lessons learned
will be rolled out to LSPs and RDAs along with the offer of ongoing support
from Neighbourhood Renewal Advisers and Business in the Community for new
Brokers setting up.
Preliminary findings from the Underserved Markets project, which promotes
commercial investment in deprived areas, were published in February 2005, and
the first pilots will be announced shortly. The preliminary evaluation of the Deprived
Urban Post Office Fund found the scheme was being successful in sustaining post
offices in the most deprived areas with benefits to local communities.
Community Facilitation Programme (conflict resolution and community
cohesion)
The Community Facilitation Programme was established in July 2001 as a quick
response to the serious disturbances in Northern cities that summer. It was
focused on providing conflict resolution expertise and training in the selected
areas. Regional co-ordinators for public order and community cohesion were

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appointed in all Government Office regions. They are tasked with deploying
community facilitators and promoting training and support for this role.
The Tavistock Institute’s evaluation of this programme has shown that conflict
resolution offers real solutions to fractured communities and that a capacity for
conflict resolution is necessary in developing community cohesion. The
evaluation has drawn out good practice case studies and lessons learnt that will
be disseminated on the ODPM/NRU website renewal.net and shared with other
government departments and agencies.
The NRU has also established a dedicated pool of Neighbourhood Renewal
Advisors with expertise in conflict resolution who can be deployed to areas and
programmes as and when conflicts arise. A conflict analysis training course has
been developed and delivered to members of various programmes and
partnerships in Neighbourhood Renewal areas.
Community Participation
(Single Community Programme)
The Community Empowerment Fund, Community Chests and Community
Learning Chests were established in 2001 in the 88 most deprived areas.
Community Empowerment Networks bring together, and give a voice to, local
community and voluntary sector organisations on the LSP.
To ensure that the local community can participate in this way, Community
Chests and Community Learning Chests help develop active communities by
providing small grants and resource involvement in neighbourhood-level
partnerships to drive change on the ground.
From 2004, the three programmes merged into the Single Community
Programme. The merger has simplified access to funding and re-focused the
programme in a more strategic and neighbourhood-focused way. £43 million
each year has been allocated to the Single Community Programme to 2005/06
since 2001. It has so far supported around 25,000 separate community projects
in the country’s most deprived neighbourhoods. 88% of these projects
contribute directly to neighbourhood renewal targets and communities, and
individual public sector service providers are increasingly working together with
community groups. Local solutions to local problems are being successfully
developed by bringing together sub-groups of networks with service providers.
The National Audit Office Value for Money study of the Single Community
Programme confirmed that community participation was vital to ensure value for
money in public services. Initial outcomes from the national evaluation show:
● the Programme builds capacity, confidence and social capital through
supporting local community groups;

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● it makes a significant contribution to neighbourhood renewal through small-

scale activities and learning; and
● it improves cohesion and co-ordination.

Tackling social exclusion

Key work streams
To promote social inclusion by finding solutions to cross-cutting social
problems

Milestones
● Completion of the work set out in the discussion document, published in
March 2004, on Impacts and Trends in Social Exclusion. A final report to be
published in summer 2004, informing the future focus of SEU work for
2004/05 and 2005/06.
● Publication in summer 2004 of the Mental Health and Barriers to Employment
and Enterprise report.
● Identification by July 2004, and completion by summer 2005, of a number of
projects, short studies and other work streams to tackle key policy and
delivery challenges in areas where barriers remain to achieving social inclusion
(referred to below as the new SEU Work Programme). These to flow from the
analysis contained in the Impacts and Trends report.
● Agreement by July 2004 of the scope and timetable of work of a set of short
studies on social exclusion to assist policy development across Government.
The work to be delivered before April 2005.

Progress
● The Mental Health and Social Exclusion and Jobs and Enterprise in Deprived
Areas reports were published in June and September 2004 respectively.
● The Breaking the Cycle – taking stock of progress and priorities for the future
report (formerly referred to as Impacts and Trends) was published in
September 2004. It showed that, although good progress has been made for
many, the worst-off have benefited least from improvements in public
services. The findings from this report were used to inform the future focus
of SEU work for 2004/05 and 2005/06, and in particular the new SEU work
programme.
● The new SEU work programme was finalised by Ministers in July 2004 and
launched alongside the Breaking the Cycle report in September 2004.
It focuses on improving the delivery of services to the most vulnerable groups
in society, in order to narrow inequalities and improve life chances for the most

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disadvantaged people. The work programme concentrates on the following

groups with multiple disadvantages (each of which is an interlinked project):
– Young Adults with Troubled Lives (due to be published in October 2005);
– Better Service Delivery for People who Move Frequently (due to be
published in November 2005);–
– Excluded Older People (due to be published in December 2005);
– Better Service Delivery for Disadvantaged Adults (focusing on the following
groups: people with poor basic skills; those with chronic health problems
and disability; and disadvantaged ethnic groups) (due to be published in
winter 2006);
and two short studies cutting across all of the above:
– Inclusion through Innovation: Social Exclusion and Technology (due to be
published in July 2005); and
– Asset Inequality and Life Chances (currently an internal government paper).
● Consultation documents or information-gathering exercises were launched in
October and November 2004 for each new project from the new SEU work
programme.

Key work streams

To develop and support implementation of joined-up policy to enable
departments to deliver effectively to those in the greatest need and promote
social inclusion

Milestones
● Continuation of support for the implementation of past reports across
Government and dissemination to stakeholders.

Progress
● We have continued to champion and support the implementation of past
reports (particularly Reducing Re-offending by ex-prisoners, Transport and
Social Inclusion, A Better Education for Children in Care, Mental Health and
Social Exclusion, and Jobs and Enterprise in Deprived Areas) by working
closely with government departments and key service delivery agencies to
ensure action points are taken forward in a timely and effective manager, and
are disseminated to stakeholders (ongoing).
In addition, we have drawn on existing expertise from past projects to assist
policy development and public service reform across Government, by
championing the ‘bottom 10%’ and ensuring that other government
departments prioritise action on deprivation (ongoing).

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Tackling homelessness
Key work streams
To sustain the targets in the reduction in rough sleeping and the use of bed
and breakfast accommodation for homeless families with children

Milestones
● Work with DWP on Housing Benefit subsidy proposals for temporary
accommodation to ensure they complement B&B reduction policy by
September 2004.
● Hold good practice seminars in all regions by December 2004.
● Publish revised B&B Reduction Handbook with focus on sustainability by
December 2004.
● Publish 2004 national estimate of rough sleeping by September 2004.
● Develop, in consultation with stakeholders, a strategy for reconfiguring
voluntary sector hostel provision to ensure more effective outcomes for
formally homeless residents by end of 2004.
● Develop a detailed delivery plan, in line with PSA 5, Child Poverty Review and
SR 2004 settlement, to achieve reductions in the number of homeless families
with children in temporary accommodation by the end of 2004.

Progress
The two-thirds reduction in the level of rough sleeping has been sustained and
is currently at the lowest ever recorded level (around 500 people on a night).
The long-term use of B&B accommodation for homeless families with children
has been virtually eliminated, with 95% fewer families with children living in B&B
accommodation for over six weeks at end September 2004 compared with
March 2002 when the target was announced.
● DWP Ministers agreed levels of thresholds/caps for Housing Benefit Subsidy
in line with recommendations to sustain reductions in the use of B&Bs.
● Regional Roadshows held in all regions.
● Publication postponed until spring 2005 so that the Homes for All objectives
can be reflected.
● Published September 2004.
● £90 million Hostels Improvement Programme announced in December 2004.
● Ministerial Committee on Homelessness reconvened to oversee development of
strategy. Main elements set out in Homes for All, published Jan 2005.

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Key work streams

To deliver the Supporting People (SP) programme to secure effective, quality
and consistent support services across the country to vulnerable groups

Milestones
● Contribute evidence to SR 2004 on the size of the SP budget based on
research and Audit Commission inspections (announcement on funding levels
by October 2004).
● Develop a greater understanding of the costs of services provided, value for
money and possible cost-shunting through a programme of research and
analysis by July 2004.
● Consult and develop a new distribution formula for SP grants to enable fair
and transparent allocations in 2005/06 and beyond by October 2004.
● Initiate work to consider the longer-term approach to housing for older people
by March 2005.

Progress
● The Audit Commission was commissioned to inspect 19 high cost SP
Administering Authorities including an assessment of value for money issues.
Additionally, Matrix Research and Consultancy Limited (MRCL) were
commissioned to undertake work on the efficiency of the SP programme
(the ‘Service Package’ work). The results of this work helped inform SR 2004
discussions. Overall funding levels were announced on 31 August 2004.
● Extensive work was undertaken to develop the SP distribution formula.
The formula was used to inform allocations (announced on 2 December 2004)
for 2005/06. Further work and full consultation is planned for 2005/06.
● ODPM are supporting the work of DH in its Green Paper on Adult Social Care
and DWP in its Green Paper on Growing Older...21st Century. We are also
contributing to the consideration of the Ministerial Committee on Older
People.

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PSA 4 – SR 2002 PSA target

Improve delivery and value for money of local services by:

PSA 4 Part 1
Introducing comprehensive performance assessments and actions plan, and
securing a progressive improvement in authorities’ scores.

Milestones
● Publish second CPA refresh results in December 2004.
● Complete district council assessments by December 2004.
● Consultation on revised CPA for 2005 completed and approach agreed, and
published by February 2005.
● First CPA results using revised approach to be published in December 2005.

Performance indicator
Average combined CPA score for unitary authorities and county councils.
CPA brings together individual service assessments and an assessment of
corporate capacity for each authority to give an overall view of how well it is
performing and how well placed it is to deliver improvement.
Success will be measured by the change in the average combined scores for
service delivery and corporate capacity over the period to 2006 in unitary
authorities and county councils. To assess the effect of these changes we will
check to see, by the end of the 2005/06 period, that a smaller number of
authorities are classified as either poor or weak, and a higher number of
authorities as good or excellent. Details of CPA measurement can be found in
the Technical Note for PSA 4 on the ODPM website2 and on the Audit
Commission website.3

Progress
● Third year of CPA results for single-tier and county councils published in
December 2004:
– 52 councils moved to a higher CPA category in December 2004.
– Two-thirds of single-tier and county councils were categorised as either
‘excellent’ or ‘good’ compared to just over half when CPA was first
introduced in 2002.
– Only 16 councils were categorised as either ‘weak’ or ‘poor’ in 2004
compared to 35 in 2002.

2 Technical Note for PSA 4:

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3 CPA measurement on the Audit Commission website: www.audit-commission.gov.uk/cpa
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– Of the 15 councils entering engagement with ODPM in 2002, only one

remains ‘poor’.
● The average combined score for service delivery and corporate capacity in
unitary and county authorities was 69.87 in December 2002, 72.11 in
December 2003 and 76.03 in December 2004.
● Results for 237 out of 238 District Council CPAs published by December
2004 show that nearly half of all district councils (48%) were assessed as
either ‘excellent’ or ‘good’.
● Consultation on the revised CPA methodology has now been completed.
A decision was taken to co-ordinate the rollout of CPA 2005 with that of Joint
Area Reviews of services for children and young people, and this has
influenced the timetable for delivery of the methodology.
● The joint ODPM/LGA capacity-building programme has now committed
£32 million in support of local government improvement, which has included
the launch of a new Local Government Leadership Centre.
● The role of regional directors of practice (RDPs) is now increasingly well-
established in relation to poorly-performing authorities and in developing the
overall approach to capacity-building across all local authorities. Work on
‘voluntary engagement’ has shown that a close relationship can be effective
where authorities are not in the bottom performance category. Further
development of the role of RDPs and of more strategic relationship management
is being taken forward in the context of the local government strategy.
● Since December 2004, there have been an additional seven corporate
assessments that have further improved the position. By the end of the year,
the number of single-tier and county councils in each category as measured
by the CPA were: 46 excellent, 56 good, 33 fair, 14 weak and one poor.
● The Audit Commission is currently developing a new CPA methodology, in
conjunction with central Government, to be implemented in 2005. Final details
of the methodology will be announced later in the year.

Quality of data systems

The Audit Commission has an extensive database of CPA scores and analysis
for each authority accessible through its website.4 Best Value Performance
Indicators (BVPIs) have been set annually for all local authorities since 2000/01.

External auditors appointed by the Audit Commission audit the data. It is also
Quality Assured by the Audit Commission. ODPM has analysed and published
audited outturn data from 2000/01, 2001/02 and 2002/03 on the BVPI website5.

4 CPA scores and analysis: www.audit-commission.gov.uk/cpa 91

5 BVPI website: www.bvpi.gov.uk
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PSA 4 Part 2
Overall annual improvements in cost effectiveness of 2% or more.

Milestones
● Second measurement against 2001/02 baseline for 2003/04 in December 2004.
● Prepare and deliver implementation plan for the outcome of the Efficiency
Review by September 2004.

Performance indicator
Success is measured by the extent to which local authorities collectively achieve
improvements in cost effectiveness over the spending period equivalent to 2%
per annum in real terms relative to the GDP deflator for the years in the period.
Cost effectiveness is measured as an aggregate across all local government.
It is a simple ratio of performance against cost. Performance data are based on
a basket of Key Performance Indicators (largely BVPI) and expenditure data are
drawn from Local Authority Revenue Outturn and Housing Revenue Account
databases. The baseline figure for 2000/01 to 2001/02 was 1.004.

Progress
There has been an increase in performance of 12.4% between 2000/01 (the
baseline year) and 2003/04 as measured by the Performance Indicators, with
improvement occurring across all service areas. Waste and culture management
was particularly strong. There has been a positive trend in overall performance
across all local authority types and all CPA categories, with authorities rated as
‘poor’ or ‘weak’ in the 2004 CPA assessment showing the most rapid
improvement. However, this has been offset by increases in local government
expenditure, and the cumulative change in cost-effectiveness since the baseline
year is -0.31%.

Quality of data systems

BVPIs provide robust externally audited and Quality Assured data – see above.

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PSA 4 Part 3
Assisting local government to achieve 100% capability in electronic delivery of
priority services by 2005, in ways that customers will use.

Milestones
● Local authorities’ Implementing Electronic Government Statements (IEG 4)
due in November 2004.
● Secure local authority commitment to delivering priority service outcomes by
December 2004.
● All national projects to be completed with successful rollout and marketing by
end 2004.
● Priority services to be e-enabled in ways people will use by end March 2006.

Performance indicator
Authorities’ progress in collectively achieving 100% e-enablement of priority
services.
Success was measured collectively, as recorded in local authorities’ returns for
BVPI 157 (covering interactions with the public capable of electronic service
delivery). It was also measured individually, as they report progress in delivering
priority services electronically and achieving increased take up in their
Implementing Electronic Government (IEG) statements assessed against
baselines set out in 2002 IEG statements.

Progress
IEG Round 4 returns, providing evidence of progress in priority delivery, were
received in November 2004. They confirm that local government is on track to
meet the PSA 4 target. Councils are on average 79% e-enabled and at
December 2005 expect to be 98% e-enabled on average. 81% of councils
should be 100% e-enabled and less than 5% should be under 80% e-enabled
(and these councils are receiving additional support).
21 of the 22 national projects were completed and successfully rolled out by the
end of 2004. These covered the key priority services and infrastructure building
blocks, such as:
● Planning and Regulatory Services;
● Environmental Services;
● Customer Relations Management Systems; and
● websites, providing ready-made products for all local authorities to adopt.

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The IEG programme is still on course for completion in March 2006. It will have
assisted local government in transforming services, renewing local democracy,
promoting economic vitality and delivering e-Government. As a direct result of the
programme, local authorities are on target to have e-enabled services to the
public and modernised internal processes by December 2005.

Quality of data systems

BVPIs provide robust externally audited and Quality Assured data. IEGs are
produced by all local authorities and externally audited, and are then assessed
by ODPM officials.

CSR PSA target

An improvement in fire service efficiency of 2% a year through:
● increased co-operation and collaboration between fire brigades, including
sharing resources between them and other emergency services; and
● the introduction of modern standards of fire cover (subject to the outcome
of trials).

Milestones
● Establish Regional Management Boards (RMBs) in all English regions outside
London.
● Consult on National Procurement Strategy.
● FiReControl project – issue and receive responses to both the
accommodation Invitation to Tender (ITT) and infrastructure services Invitation
to Submit Outline Proposals (ISOP). Prepare accommodation shortlists for
each region; and begin evaluation of ISOP responses.
● All Fire and Rescue Authorities (FRAs) in England to publish Year 2 Integrated
Risk Management Planning (IRMP) action plans.
● Develop and publish Fire Comprehensive Performance Assessment
framework.

Performance indicator
Fire and Rescue Service Best Value Performance Indicator (BVPI) data for
2003/04 will be published in May 2005.

Progress
RMBs continued to prove a light-touch mechanism for FRAs to fulfil their
responsibilities for securing public safety and improving economy, efficiency and
effectiveness, through collaboration in the six areas listed in the 2004/05 Fire

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and Rescue National Framework (regional control centres, resilience,

procurement, specialist services, training and human resources).
Production of the National Procurement Strategy for the Fire and Rescue
Service and establishment of the entity FiReBuy to deliver key elements of that
Strategy is intended to rationalise procurement activity within the Service and
allow the development of binding national specifications for key items of
operational equipment. A draft National Procurement Strategy was published
on 8 September 2004, with the consultation document following on
30 September 2004. Consultation closed on 31 December 2004.
The FiReControl Project has progressed in consultation with Fire and Rescue
Service personnel. Location criteria have been developed to ensure security,
resilience and good working conditions. Site submissions were invited from both
public and private sector and shortlists prepared in each region.
A detailed specification for the control centre technology and infrastructure was
drawn up and an ISOP issued to potential prime contractors. Responses to this
are under evaluation. It is intended to select a prime contract by autumn 2005.
Progress has been made on the financial and governance arrangements for the
control centres. A finance and governance working group, comprising
representatives from ODPM, LGA and each type of Fire and Rescue Authority,
met throughout summer 2004 and issued a consultation document in November
2004. The ODPM responses to the comments received will be issued as
circumstances permit, and the working group is to be reconstituted to discuss
some of the issues in more detail.
From April 2003, local IRMPs replaced the national standards of fire cover. IRMPs
set out an authority’s assessment of local risk to life and how it will deploy its
resources to tackle that risk and improve the safety of all sections of society. In
2004/05, all FRAs in England published their Year 2 action plans setting out how
they will make efficient and effective use of their resources in 2005/06, including
using more efficient working practices where appropriate.
The Fire CPA framework was published in January 2005. Fire CPA is currently
being implemented across 46 FRAs, the outcome of which will be published in
August 2005.

Quality of data systems

2% financial efficiency is already built into the annual revenue grant given to FRAs, as
this is deducted in advance.
However, new systems of validating efficiency are being put in place. For example,
Fire CPA will help to broaden the concepts of – and evidence base for – efficiency.
It will also include other measures, for example, quality of service delivered.
The Key Lines of Enquiry used in CPA will consider FRAs’ capacity in terms of

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resources and value for money, including how successful their financial
management arrangements are, as well as their delivery of value for money and
partnership working.

Key work streams

Maintain and develop a framework for local government finance, which
supports local engagement and flexibility and the delivery of shared
government priorities

Milestones
● Enable local government to operate flexibly and to plan effectively by
minimising central controls, simplifying systems and reducing bureaucracy.
● Provide a stable long-term funding basis for local services.
● Provide a firm financial framework for economic development through
Non-Domestic Rates, Business Improvement Districts and Local Authority
Business Growth Incentives.
● Maintain and modernise the grant distribution system and deliver the annual
grant settlement.
● Provide robust and timely statistics.
● Protect taxpayers’ money through stewardship of the Local Government
Pension Scheme.

Performance Indicator
Provide robust and timely statistics
● Ensure that required deadlines and standards for statistical and administrative
data collections, and their dissemination, are met.
● Project-manage development of a new IT system for Revenue Support Grant
calculation.
● Establish robust analytical support function to support Sir Michael Lyons’
inquiry into local government financing.
● Lead local government contribution to Whole of Government Accounts work
programme.

Progress
Prudential borrowing
From April 2004 the Government introduced a new local government capital
finance system, the Prudential System. This delivers a major new freedom for
local government by removing the previous requirements under which authorities

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could only borrow with specific Government permission. Authorities now take
their own borrowing decisions, subject only to the borrowing being affordable.
This allows authorities to plan their capital programmes more efficiently and to
undertake additional investment, including invest to save projects. Authorities
have also been given new freedoms to enter into leasing arrangements and in
the financial investments that they can undertake.
Council tax
The Government has reduced pressures on council tax by £1 billion in 2005/06
through providing more resources and by increasing flexibility, reducing ring-
fencing and lessening obligations on local government. The total of ring-fenced
grants has been brought down from 11.1% in 2004/05 to 8.9% in 2005/6.
Ministers made clear that they expected the average council tax increase in
England to be less than 5% in 2005/06 and that they were prepared to use their
capping powers again if necessary. In the event, the average increase was 4.1%.
Balance of Funding Review and the Lyons Inquiry
For the longer term, the Balance of Funding Review, chaired by Nick Raynsford,
reported on 20 July 2004. The Review concluded that council tax has important
advantages as a local tax and should be retained, but that it needs reform to
address its impact on those on low incomes and the impact of revaluation.
The only way identified by the Review to achieve a major shift in the balance of
funding is supplementing a reformed council tax with either re-localised
business rates or a local income tax or a combination of both. None of these
options would be easy and further work would be required.
The Government agreed that council tax should be retained but reformed, and that
further work was required. It commissioned an independent inquiry, being
undertaken by Sir Michael Lyons, to consider the detailed case for changes to the
present system of local government funding in England and to make
recommendations on any changes that are necessary and how to implement them.
He is due to report to the Deputy Prime Minister and the Chancellor of the
Exchequer by the end of 2005.
Council tax revaluation 2007
We have continued to work closely with the Valuation Office Agency, in
particular on preparations for council tax revaluation in 2005, which will take
effect in 2007. The structure of the council tax, for the purposes of revaluation,
will be informed by the findings of the Lyons Inquiry. An ODPM official is the
Senior Responsible Officer (SRO) for this important project.

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Business rates
Arrangements have been put in place to provide for new valuations of all
business properties in England to take effect from 1 April 2005. A transitional
relief scheme has been made to cushion the impact on bills for those whose
rateable values have increased as a result of revaluation, and a special website
has been set up jointly by ODPM and the Valuation Office Agency to provide
information to business ratepayers. A new small business rate relief scheme,
which will provide relief of up to 50% for qualifying businesses, has been
developed and will also take effect from 1 April 2005.
The Government has introduced Business Improvement Districts, which allow
businesses in an area to vote to raise supplementary rates to pay for specific
improvements to their local areas. The enabling legislation was completed in
September and, by the end of March 2005, nine schemes had balloted
successfully. Following a consultation exercise and a dry run, arrangements
were finalised for the new Local Authority Business Growth Incentives scheme
which will encourage authorities to work with business by allowing them to keep
part of the growth in local business rate revenue from 2005/06 onwards.
Provide robust and timely statistics
All survey outputs were produced to time, for use in the Local Government
Finance settlement and by the Office for National Statistics (ONS) and HM
Treasury. Revenue outturn data supply was accelerated by two months.
We delivered, tested and signed-off a new RSG calculation system in March 2005.
The support team for the Lyons Inquiry was recruited and trained up, and
analytical models were ready to use by December 2004.
First dry run forms were issued to local authorities by March 2005.
Local Government Pension Scheme (LGPS)
The stocktake of the LGPS has, since 2001, developed a series of policy and
regulatory changes for the Scheme to ensure its affordability and sustainability.
A radical modernisation of the existing arrangements to bring forward a new-
look LGPS for 2008 has already begun with the issue of a national consultation
paper in October 2004.

Key work streams

Local government research

Milestones
Ensure effective use is made of research and analytical activity by ODPM and
external stakeholders, and ensure a robust and reliable evidence base is
produced to inform the development, delivery and evaluation of all major local
government (LG) policies and initiatives.

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Progress
● The 2004/05 local and regional government research programme consisted of
69 projects. Within this, 28 new projects were to be set up and 27 projects
were to be completed.
The type of uses made of research on local government during 2004/05 include:
● in-house analytical work: measurement of PSA 4 cost-effectiveness target
and BVPI trends analysis; publication and analysis of user satisfaction BVPI
data and results; developing the methodology for the measurement of LG
efficiency gains;
● research to support LG Strategy: underpinning evidence to neighbourhood
and leadership daughter documents and key research support on the future
of local services project and visioning;
● dissemination of research findings: through joint dissemination strategy with
LGA, Audit Commission, IDeA, SOLACE and EO; via standard research
reports and seminars/presentations by contractors; via senior staff
presentations; and speeches by Ministers and members of the research unit;
● programme of process and impact evaluations on all aspects of the LG
modernisation agenda: contributing evidence to support policy thinking and
delivery on new council constitutions/political leadership, LAAs, LSPs,
Intervention and Recovery Support;
● specific, ad-hoc pieces of research: on modelling transitional arrangements
and small business rate relief; central–local e-communications; LG equality
and diversity; and
● research-based advice and briefing: on topics as wide-ranging as barriers to
recruitment of councillors, public attitudes towards LG and analysis of local
authority markets.

Quality of data systems

An external review of ODPM analytical activity undertaken during 2004/05 found
that both internal and external stakeholders considered that effective use was
being made of research on LG and that it was providing a reliable evidence
base.

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SR 2000 SDA target

To ensure continuous improvements in customer satisfaction with the overall
service provided by their authority.

Milestones
Baseline established for 2000/01 in terms of Best Value Performance Indicator
(BVPI) user satisfaction surveys carried out by all local authorities in England.
These surveys – the general (covering corporate, environmental, waste,
transport and cultural services), tenants’, planning, benefits’ and libraries’
surveys – have been repeated in 2003/04.

Performance indicator
Statutory indicators of user satisfaction with local government and its services
are contained within the 2003/04 BVPI suite. These repeat the same user
satisfaction indicators included in the 2000/01 set of BVPIs. These are:
(All local authorities in England need to monitor their performance against these
indicators)
Indicator Survey for collection
BV 3, BV 4, BV 89, BV 90,
BV 103, BV 104, BV 119 General survey
BV 80 Benefits’ survey
BV 111 Planning survey
BV 118 Libraries’ survey
BV 74, BV 75 Tenants’ survey

Progress
The second triennial survey of LA customer satisfaction was completed in
2003/04. National and regional aggregate results published on 30 June 2004
show that the level of satisfaction with LAs overall has declined on average by
10 percentage points over the past three years.
Results for different services are more mixed: with satisfaction declining in 7 of
the 14 BVPIs collected by the survey, and increasing in the remaining 7
indicators. Preliminary analysis shows that there is a relationship between feeling
well informed about an authority and being satisfied. Those who feel ‘very’ or
‘fairly well informed’ are more likely to think that the authority has got better
over the last three years.
We have developed a work programme for improving customer satisfaction.
This includes disseminating the results of the survey to LGs and holding
bi-laterals with Whitehall Departments; conducting further analysis of the

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2003/04 results at a national level and developing a toolkit to help local

authorities analyse their own results; and developing ideas for improving
satisfaction. We have established a cross-Whitehall project group to co-ordinate
and oversee this work programme.
Development work has also started on an annual tracker survey to begin in
spring 2005, which provide data between the three-yearly BVPI surveys and will
include an in-depth qualitative study giving us a better understanding of what
drives people’s views of satisfaction.
Tenant satisfaction continues to be monitored through the two national Best
Value Indicators. BV 74 collects information on tenant satisfaction with overall
landlord service and BV 75 collects information on tenant satisfaction with
opportunities for participation.
As stated in the SDA description, the data are required at least every three
years (starting with 2000/01) and information was last collected in 2003/04.
The Audit Commission collect and validate the data. However ODPM will be
assessing the latest findings in due course and in particular looking for emerging
trends.
The target setting for these indicators is local.

Quality of data systems

External auditors appointed by the Audit Commission audit the data. It is also
quality assured by the Audit Commission.

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Maintaining Fire and Rescue Services

Report on Progress Against the Fire and Rescue National Framework

Under section 25 of the Fire and Rescue Services Act 2004, the Secretary of
State is required to report on progress against the Fire and Rescue National
Framework.6

All Fire and Rescue Authorities (FRAs) published an Integrated Risk

Management Plan (IRMP) for their areas, following local consultation. Most FRAs
are making use of the research embodied in the Fire Service Emergency Cover
Toolkit to support and inform their IRMP process.

From the information provided by some FRAs in connection with the Home Fire
Risk Check Initiative, 27 FRAs purchased and installed smoke alarms supported
by home fire risk checks and funded by the capital funding from ODPM in the
latter part of the year. Since October 2004, at least 90,000 smoke alarms have
been installed through the Initiative. As reported in Evaluation of interventions
with arsonists and young firesetters (ODPM, 2005), 32 FRAs ran young firesetter
programmes. In addition, 31 FRAs ran arson reduction initiatives funded by the
Arson Control Forum Implementation Fund.

Since the publication of the 2004/05 Fire and Rescue National Framework,
Regional Management Boards have identified and begun taking forward the
work required of them. Progress has been made in all areas, but has varied
from region to region; Regional Management Boards have appointed regional
project directors and regional project managers for the FiReControl project to
establish Regional Control Centres. They have also responded to ODPM’s
consultation on Finance and Governance and have indicated their preferred
governance vehicle. Most actions are for later reporting periods. ODPM’s
Business Change Managers have established links with key stakeholders in a
number of areas, such as Crime and Disorder Partnerships and Local Strategic
Partnerships.

A number of co-responder schemes have been established by FRAs. Response

to major incidents, such as the flooding in Boscastle and in Carlisle, has shown
the Fire and Rescue Service working co-operatively with other emergency
services, the Environment Agency and regional Government Offices. The Civil
Contingencies Act received Royal Assent on 18 November 2004. It delivers a

6 Section 25 reads:
(1) The Secretary of State must report to Parliament on:
(a) the extent to which fire and rescue authorities are acting in accordance with the Framework
prepared under section 21;
(b) any steps taken by him for the purpose of securing that fire and rescue authorities act in
accordance with the Framework.
(2) The first report under subsection (1) must be made before the end of the period of two years
starting on the date when the Framework as first prepared is brought into effect.
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(3) Every subsequent such report must be made before the end of the period of two years starting
on the date on which the last such report was made.
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single framework for civil protection in the UK to meet the challenges of the
twenty-first century. FRAs – as Category 1 Responders – have a duty to work in
co-operation with each other to assess, plan, share information and inform. Part
1 Regulations and Guidance are planned to come into effect in November 2005
– there is no available evidence to indicate how FRAs are progressing until after
the Regulations and Guidance are published in summer 2005. All FRAs
participate in Regional Resilience Forums.
The Audit Commission’s Fire Comprehensive Performance Assessment (CPA)
framework contains specific diagnostics for equality and diversity and the
Integrated Personal Development System. Fire CPA reports will be published in
August 2005.

FRAs used formula, transitional and specific funding from central government,
and the council tax that they raised to meet the cost of the pay award and to
invest in modernisation, such as increased fire prevention measures to increase
their efficiency and effectiveness. Combined FRAs also started to build reserves.

Many FRAs have provided details of research undertaken as part of the

stakeholder consultation exercise for the Fire Research Academy. FRAs continue
to provide comprehensive information on fires and associated casualties and
detailed operational data. In addition, FRA representatives have been active in
helping to progress the e-data collection project.

The Deputy Prime Minister has taken no formal steps to secure that FRAs act in
accordance with the 2004/05 National Framework.

SR 2000 SDA target

To reduce sickness absence, and sustain improvement thereafter, in the Fire
Service by 2005 to a level consistent with or better than those presently
achieved by the best quartile of employers, e.g. an average of 6.5 shifts for
firefighters and 5.4 shifts for control room staff.

Performance indicator
Shifts lost through sickness absence.

Progress
For 2003/04, levels of absence due to sickness were 10.4 shifts per person for
full-time firefighters and 13.5 shifts for control room staff. There has been a
slight increase in sickness levels for full-time firefighters and control room staff.

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Quality of data systems

All FRAs now record and monitor sick absence data. Ownership may vary.
Some systems are managed within the brigade, some by the county council
and others are contracted-out services.

SR 2000 SDA target

Reduce the number of building fires in England and Wales by 10% by March
2004 from the 1998/99 baseline by, for example, development of fire safety
communication materials and national campaigns alongside supporting
brigades in local initiatives and technical research.

Milestones
Building fires
1999/00 93,627
2000/01 91,716
2001/02 89,806
2002/03 87,895
2003/04 85,984

Progress
A total of 90,553 building fires were recorded in 2003/04, which is a 5%
decrease compared with 1998/99. Within the total, the number of dwelling fires
has fallen by 10% since 1998/99.

Quality of data systems

Incident information collected from FRAs and validated by Fire and Rescue
Service statistics’ team. As these are national statistics, they have to comply
with the National Statistics Code of Practice.

SR 2000 SDA target

Fire Service to set a target of achieving 9% women amongst uniformed staff
by 31 March 2004.
Minority ethnic target of 3.6% (uniformed and non-uniformed combined).

Performance indicator
This information is derived directly from the statistical returns submitted by
individual FRAs to the statistical branch of the Fire Research and Statistics
Division within ODPM. Statistical information is also collected on recruitment
retention and progression. Targets for career progression and retention have

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been set on the basis that the percentage of women and ethnic minority staff
promoted or leaving the Service should be equal to the percentage of white
men.

Progress
On 31 March 2004, women formed 2.4% of the operational workforce
(firefighters). The target was therefore not met. However, since the employment
targets were set in 2000, there has been a steady improvement in the
representation of women. A Home Office Legacy Target, set in 1999, aims to
increase the percentage of women amongst operational staff to 15% by 2009.
On 31 March 2004, minority ethnic staff formed 2.4% of all staff (uniformed and
non-uniformed combined). The target was therefore not met. There has been a
steady improvement in the representation of minority ethnic staff, however.
A Home Office Legacy Target, set in 1999, aims to increase the percentage of
minority ethnic staff within the Fire Service to 7% by 2009.

Quality of data systems

Data collected from FRAs and validated by the Fire and Rescue Service
statistics team.

SR 2000 SDA target

To operate effective occupational health policies and sound management
practices so that within the terms of the pension scheme criteria, levels of ill-
health retirement are reduced by 2005 and are consistent with, or better than,
the best quartile of 6.9 retirements per 1,000 employees for the Fire Service.

Milestones
10.9 retirements per 1,000 employees by end-2004; 6.9 by end-2005.

Performance indicator
Number of ill-health retirements per 1,000 employees.

Progress
Ill-health retirements
In 2003/04, there were 15.3 ill-health retirements for full-time fire fighters per
1,000 employees. This is an improvement on the previous year.
Not all the statistics for 2004/05 are available. However, early indications show
a marked improvement over 2003/04; for example a reduction in ill-health
retirements as a percentage of retirements from 70% to 44% in one FRA.
This improvement reflects the changes in the pension scheme from

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13 September 2004, which allow the redeployment of firefighters to non-

operational roles.

Quality of data systems

Returns were validated by:
● checking that no data was missing;
● correlating different returns from the same brigade; and
● looking at the previous year’s return for any major differences.

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Civil resilience
The Civil Resilience Directorate (CRD) was established in June 2003 to co-
ordinate ODPM resilience programmes. Resilience means ensuring that the
country is well prepared to detect, prevent and respond to major emergencies,
including terrorist attacks.

Key work streams

Resilience Policy

Milestones
● To ensure that ODPM is prepared to respond effectively to any contingency.
● To have robust contingency plans for disposal of rubble and other debris from
a catastrophic incident by autumn 2004.
● To achieve better contingency planning arrangements by:
– completing a secure communications room by May 2004;
– preparing a Civil Contingencies Manual by June 2004; and
– establishing a suitably equipped Emergency Operations Centre by June 2004.

Performance indicator
Performance is measured against the delivery of programme milestones.
In particular:
● completion of consultation and scoping on the disposal of rubble;
● completion of secure communications room;
● provision of first draft of Civil Contingencies Manual for internal review; and
● completion of procurement and operation procedures for Emergency
Operations Centre.

Progress
Since its establishment CRD has ensured that ODPM is fully involved in the
Government’s resilience agenda. We have lead on providing the FRS with the
capabilities to respond to major catastrophic incidents. The introduction of the
Fire and Rescue Services Act 2004 provided the Fire and Rescue Service with
the statutory cover to respond to such incidents. We have been working closely
with the Fire and Rescue Services and other stakeholders to determine the detail
as to the nature of the emergencies to which they should respond.
Within the department, we have updated our own response capabilities.

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A secure communication room was completed on time in May 2004.

All procurement, planning and operating procedures for the Emergency
Operations Centre are also complete and training is underway for staff.
The Civil Contingencies manual was prepared for July 2004 and is now being
refined and revised.
Guidance on the disposal of rubble is being revised and refined. The revisions
focus on satisfying stakeholders over the most effective risk assessment process
for delivering an effective response. The revised guidance will be rolled out in
spring 2005.

Quality of data
Data are drawn from programme management activity and ongoing monitoring
against programme milestones. As yet no formal quantitative measures are in
place.

Key work streams

New Dimension – Phase II

Milestones
● To enhance the resilience capability of the UK Fire and Rescue Service by
delivering urban search and rescue equipment and training.
● To develop the interim National Co-ordinating Centre (NCC) which will be
responsible for managing a national crisis involving the deployment of New
Dimension equipment.
● To begin the rollout of Detection, Identification and Monitoring (DIM)
equipment from April 2004.
● To provide high volume pumping equipment with an initial capability from
July 2004.
● To provide interim urban search and rescue vehicles to the Fire and Rescue
Service in London, South West and North East regions by summer 2004.
● To contract for the provision of a comprehensive water safety programme for
the Fire and Rescue Service by September 2004.
● To begin the rollout of permanent urban search and rescue vehicles from
November 2004.

Performance indicator
Performance is measured against the delivery of programme milestones:
● Delivery of interim urban search and rescue capability into service.
● Acquisition and rollout of high volume pumping equipment into service.

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● DIM training and equipment into each region.

● Delivery in service of Prime Movers.
● Interim NCC operational.

Progress
● Targets on urban search and rescue equipment were met and exceeded with
urban search and rescue capability delivered to all regions.

● 10 initial high volume pumps are now in service and initial DIM basic detection
capability has been rolled out in the regions.

● The interim NCC became operational in April 2004 for incident response unit
tracking. This enables the central management of incident response.

● The module contract was awarded in February 2004.

Quality of data
Data are drawn from programme management information. Equipment numbers
are taken from procurement data.

Key work streams

Firelink

Milestones
● To deliver a wide-area radio system which delivers interoperability within the
Fire and Rescue Service and between Fire and Rescue Service and the other
emergency services.

● Begin construction of the network in the first region by November 2004:

– complete construction of network in five further areas by the end of 2005.

Performance indicator
● Invitations to be issued to the bidders in March 2005 for them to submit their
best and final offers, with a view to evaluating the submissions and awarding
to contract by June 2005.

● Programmes to be completed to ensure the continuing effectiveness of

existing radio systems until the replacement system is introduced.

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Progress
Good progress is being made in most areas.
The programme involves the procurement of a national wide area radio system
for England, Wales and Scotland with planned completion by the end of 2008.
The project also includes operational continuity of existing systems until
completion of the Firelink roll-out.
Firelink will replace the wide area radio systems currently operated by the Fire
and Rescue Service in England, Scotland and Wales with a new digital one,
providing capabilities for national roaming and inter-operability both between
brigades and with the other blue light emergency services. The competition to
select a supplier is progressing behind the originally announced schedule, but is
planned to have the new system in place and operational by the end of 2008.
The National Channel Plan has been achieved and existing systems remain
operation as new systems come online. There has been some slight delay around
the completion of negotiations with potential suppliers, although two strong
potential suppliers have been identified and are competing for the Firelink contract.
Contract Award is now targeted for May 2005.

Quality of data
Data are drawn from programme management information. No formal
quantitative data are gathered for the programme at present.

Key work streams

Regional resilience

Milestones
● Develop methodology to be used in assessing risk at both national and
regional level.
● To deliver plans for enhancing regional resilience in each region.
● To ensure the risk assessment methodology is complete by late summer
2004.
● To analyse regional risk by the autumn of 2004.
● To develop regional delivery plans to enhance resilience by late autumn 2004.
● To complete implementation of regional delivery plans, which is already
ongoing.

Performance indicator
Indicators are drawn against the delivery of the milestones.

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Progress
● Methodology for risk assessments was agreed and rolled out across the
regions in autumn 2004.
● Regional risk assessment completed in January 2005.
● Development of regional delivery plans delayed pending further work by lead
government departments. Now due to be agreed in spring 2005.

Quality of data
Data are reported against programme milestones from programme management
information. No formal quantitative measures are in place at present.

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Strategic Priority 5
Promoting the development of English regions
PSA 2 – SR 2002 PSA target
Make sustainable improvements in the economic performance of all English
regions and over the long-term reduce the persistent gap in growth rates
between the regions, defining measures to improve performance and
reporting progress against these measures by 2006.
Joint target with HM Treasury and DTI.

Milestone
Identification of six to ten key measures to improve economic performance,
to be published by July 2004.

Performance indicator
The headline measure for this PSA target is the trend rate of growth in Gross
Value Added (GVA) per head. Trend growth for the baseline 1989–2002 period,
for individual regions and for the top three and bottom six regions, is available on
the ODPM, DTI and HM Treasury websites. The gap in the growth rates will be
measured by comparing the average growth rate of regions that currently have
above average GVA per head (top three regions) with the regions that currently
have below average GVA per head (bottom six regions). This measurement
involves comparing average growth for London, South East and East with
average growth for North East, North West, Yorkshire and the Humber, West
Midlands, East Midlands and South West, weighted by population. Measurement
of trend rates of growth per head will use a similar methodology to that used by
HM Treasury to estimate national trend GDP growth, i.e. by calculating average
growth rates between points when the national economy can be identified as
being ‘on trend’. For the baseline period, this involves looking at average growth
between 1990/91 and 2001. As the baseline data show that trend growth in the
three leading regions (in cash terms) was 5.2%, and 4.7% in the six lagging
regions, the gap in growth rates is 0.5 percentage points.
As well as comparing the growth rates between these aggregations of regions,
growth rates for individual regions will also be monitored to ensure that the part
of the target that requires the performance of all regions to improve is being met.
Supporting indicators, including business surveys, employment statistics,
unemployment rates, earnings growth, VAT registrations, and other indicators of
the performance of the five drivers of productivity, are available to monitor
performance, and will inform updates of performance, at six-monthly intervals.
Improvements in the majority of these indicators (taking into account cyclical

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influences) will be considered as evidence that progress is on track. An overall

assessment of progress will also be made in 2006 with the latest data for GVA
and other indicators then available. Where the indicators are not National
Statistics, the indicators will be checked internally and agreed between the
three departments. A suite of indicators to track progress on the PSA are
available at www.rcu.gov.uk/reppsa

Progress
Significant progress has been made with the delivery of the Regional Economic
Performance PSA over the past year:
● The identification of key measures to improve regional economic performance,
based around the key drivers of economic growth – employment, skills,
innovation, enterprise, investment and competition. These measures were
published in the Technical Note for the PSA in July 2004 which can be viewed
on the ODPM, DTI and HM Treasury websites.
● The publication of a summary of the background research by Frontier
Economics that underpinned the work to develop these measures, which can
be viewed on the regional overview section of the ODPM website.
● The publication, at the Sustainable Communities Summit on 1 February 2005,
of Realising the Potential of All Our Regions: the way forward which sets out
how the Government and RDAs are working together to deliver the REP PSA.
Realising the Potential of All Our Regions: the story so far, which describes
the measures already in place in more detail, is available on the ODPM
website.
● The establishment of three demonstration projects to deliver some of the key
PSA policy propositions on: addressing inactivity in the North East, especially
amongst the sick and disabled; encouraging enterprise in the North West;
and improving skills in Yorkshire and Humberside.
● The Secretaries of State for Education and Skills, for Transport, and for Work
and Pensions have set out their commitment to seek to: reduce regional skills
disparities; narrow regional disparities in employment rates; and to ensure
that our transport system fully supports improved regional economic
performance.
It is early days in the delivery of the PSA, but already we have:
● announced that we will match fund the RDAs’ contribution to create a
£100 million Northern Way Investment Fund to help close a £29 billion
productivity gap with the rest of the country. This was alongside the
publication of Moving Forward: The Northern Way, on 20 September 2004.
Smart Growth: The Midlands Way and The Way Ahead: Delivering sustainable

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ODPM Annual Report 2005

communities in the South West were both published by the RDAs for those
regions in January 2005;
● devolved responsibility to the RDAs for the delivery of Business Link services,
R&D grants, business university links and promoting enterprise in
disadvantaged areas from April 2005;
● given the RDAs substantial funding flexibility to allow them to respond to
regional priorities and increase their funding from £1.6 billion in 2002/03 to
£2.3 billion in 2007/08;
● will be investing £11 billion per year by 2007/08 on post-16 education and
skills (excluding HE) across the English regions and enabling the RDA Chief
Executive and Regional Local Skills Council Director in each region to adopt
joint budgeting and planning of the adult skills budget, where they want it.
(In the three Northern regions, this is worth £634 million in 2004/05);
● announced that the Government will examine new ways to integrate
transport, economic and spatial development strategies in each region,
within a framework of indicative funding allocations for each region; and
● announced an expansion to the ‘Pathways to Work’ pilots – an initiative to
help people on Incapacity Benefit into work.
The target period started 1 January 2003. In general, it is too early and there
is too little data on the GVA or key drivers of economic growth to draw
conclusions on movements or trends. However, early indications are that:
● unemployment is decreasing and employment rates are up in the North;
● the North, Midlands and South West all saw increases in business start-up
rates, and general entrepreneurial activity has risen;
● Northern service sector firms have increased their operating rate; and
● the number of pupils with five or more GCSEs has increased in all regions.

Quality of data
To measure performance against the regional economic performance target, the
trend rate of growth in Gross Value Added (GVA) per head in each region will be
estimated for the period 2003–2008. The gap in growth rates will be measured
by comparing the average growth rate of regions that currently have above
average GVA per head with the average growth rate of regions that currently
have below average GVA per head. Annual GVA per head data for each region
are only available after a 12-month lag so performance against this target will be
reported in 2010.
The publication in March 2004 of Productivity in the UK 5: Benchmarking UK
productivity performance proposed the publication of a suite of national and
regional productivity indicators to help keep track of delivery of the PSA. The

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 A n n e x A : Wo r k s t r e a m s b y S t r a t e g i c P r i o r i t y

Government response was published in October 2004 and a suite of indicators

are now available at www.rcu.gov.uk/reppsa
Christopher Allsopp was commissioned to carry out an independent review of
the regional information and statistical framework needed to support the
Government’s objective of promoting economic growth in all the regions and
reducing the persistent gap in growth rates between the regions. The Allsopp
Review1 issued its final report in March 2004 and made a number of
recommendations accepted by the Government. In response, the Office for
National Statistics will, beginning with new surveys in 2006, deliver reliable
baseline GVA estimates by region, a framework that better reflects economic
diversity and change, and put statisticians in every region by March 2007 to
strengthen links with devolved administrations and regional bodies.

PSA 3 – SR 2002 PSA target

Provide the opportunity by the end of this Parliament for a referendum on
regional government in regions where there is a demand for it.

Milestones
Completion of local government reviews:
● Preparation for the first assembly referendums and the local government
referendums including all the necessary secondary legislation.
● Preparation of draft Regional Assemblies Bill.
● Development and implementation of a communications strategy to raise
awareness and encourage voter turnout.
● Holding of referendum in North East.

Performance indicator
Whether referendums are held before the end of this Parliament.

Progress
The referendum in the North East was held on 4 November 2004. The people of
the North East voted against the establishment of an elected regional assembly.
Turnout was nearly 48%. After reflecting on this result, and taking into
consideration the impact of a long period of uncertainty on local government in
Yorkshire and the Humber and the North West, the Government has decided
not to bring forward orders for referendums to be held in either of these regions.

115
 Annex:
Core tables B
B1 – Total Public Spending for ODPM
Table 1: Total public spending for the Office of the Deputy Prime Minister £000s
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
outturn outturn outturn outturn outturn estimated plans plans plans
outturn

Consumption of resources
Housing Supply and Demand 1,326,945 1,271,016 1,106,911 1,431,846 2,103,616 2,007,075 2,375,941 2,611,785 3,043,465
Decent Places to Live 574,450 560,126 471,093 387,884 351,194 203,253 336,397 292,178 244,325
Tackling Disadvantage 30,802 79,031 167,771 316,550 2,204,560 2,220,271 2,098,466 2,141,624 2,189,121
Better Services 8,101 3,739 10,848 88,797 70,046 107,320 111,682 95,121 181,451
Development of English
Regions 571,349 652,033 452,368 1,068,789 1,015,234 1,169,956 1,198,334 1,259,653 1,288,207
Admin 137,241 179,145 174,891 118,989 182,302 217,535 206,925 200,965 198,845
Government Office
Administration 66,049 70,756 104,156 110,690 133,858 141,392 103,160 103,102 103,102
European Structural Funds - Net 61,243 93,141 45,720 91,977 141,022 185,937 69,666 106,570 106,570
European Structural Funds -
ODPM 63,503 1,238 2,452 7,745 2,814 533 5,003 5,002 5,002
Ordnance Survey – – – – – – -20 -20 -20
Queen Elizabeth II
Conference Centre
Executive Agency -740 -747 -819 -183 -1,724 1 -1,406 -1,409 -1,409
Local and Regional
Government 34,121,393 35,330,845 37,420,099 37,565,314 41,219,741 43,815,725 46,863,132 49,020,709 51,531,427
Total resource budget 36,960,336 38,240,323 39,955,490 41,188,398 47,422,663 50,138,998 53,367,280 55,835,280 58,890,086
of which
Resource DEL (1) 36,288,175 37,730,147 39,102,847 40,777,407 46,915,379 49,591,307 52,534,147 55,315,931 58,371,125
Capital spending
Housing Supply and
Demand 330,195 401,963 468,044 500,227 387,551 800,360 471,340 436,118 428,819
Decent Places to Live 1,258,950 2,150,700 742,380 1,414,138 1,259,928 1,926,973 2,300,116 2,257,408 2,224,682
Tackling Disadvantage 66,723 84,451 114,064 163,558 221,026 223,419 208,088 226,432 215,686
Better Services 26,419 33,520 56,775 47,839 108,716 106,974 137,134 165,296 128,296
Development of English
Regions 133,056 153,962 657,135 255,433 523,787 299,710 300,000 308,570 341,727
Admin 5,979 9,252 8,189 6,723 11,103 10,256 61,716 20,800 20,920
Government Office
Administration 1,041 2,863 947 1,143 2,118 5,439 2,860 2,860 2,860
European Structural Funds - Net 46,809 144,310 117,258 102,664 128,894 123,747 110,406 142,713 142,713
European Structural Funds -
ODPM 58,612 5,768 29,680 31,234 – – 1 – –
Ordnance Survey – – – – – – – – –
Queen Elizabeth II
Conference Centre
Executive Agency -82 -82 -82 -113 -82 – -82 -82 -82
Local and Regional
Government 272,298 55,544 133,797 257,692 339,303 296,644 348,751 248,751 248,751
Total capital budget 2,200,000 3,042,251 2,328,187 2,780,538 2,982,344 3,793,522 3,940,330 3,808,866 3,754,372
of which
Capital DEL 2,179,003 2,787,060 2,278,187 2,176,722 2,766,055 3,164,963 3,324,330 3,192,866 3,138,372
Total public
spending (1) 39,153,338 41,272,333 42,269,774 43,959,891 50,390,860 53,906,796 57,294,844 59,613,476 62,607,961
(1) Total public spending calculated as the total of the resource budget plus the capital budget, less depreciation
Spending by local authorities on functions relevant to the department
Current spending 5,048,694 5,563,168 5,958,359 6,233,869 7,775,222 8,915,623
of which
financed by grants
from budgets above 34,021,214 35,266,631 37,388,880 37,667,828 43,204,273 45,887,976
Capital spending 664,329 920,303 1,378,945 1,039,709 897,530 2,412,165
116 of which
financed by grants
from budgets above 2,146,729 2,981,827 1,859,340 2,674,044 2,513,077 3,246,756
 Annex B: Core tables

B2 – Resource Budget for ODPM, incl. contingency planning work

Table 2: Resource budget for the Office of the Deputy Prime Minister £000s
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
outturn outturn outturn outturn outturn estimated plans plans plans
outturn

Housing Supply
and Demand 1,326,945 1,271,016 1,106,911 1,431,846 2,103,616 2,077,075 2,375,941 2,611,785 3,043,465
of which
Housing Supply and
Demand 1,326,945 1,271,016 1,106,911 1,431,846 2,103,616 2,077,075 2,375,941 2,611,785 3,043,465
Decent Places to Live 574,450 560,126 471,093 387,884 351,194 203,253 336,397 292,178 244,325
Tackling disadvantage 30,802 79,031 167,771 316,550 2,204,560 2,220,271 2,098,466 2,141,624 2,189,121
Better services 8,101 3,739 10,848 88,797 70,046 107,320 111,682 95,121 181,451
Development of English
Regions 571,349 652,033 452,368 1,068,789 1,015,234 1,169,956 1,198,334 1,259,653 1,288,207
Admin 137,241 179,145 174,891 118,989 182,302 217,535 206,925 200,965 198,845
of which
Central Admin 137,241 179,145 174,891 118,989 182,302 217,535 206,925 200,965 198,845
Government Office
Administration 66,049 70,756 104,156 110,690 133,858 141,392 103,160 103,102 103,102
European Structural Funds
– Net 61,243 93,141 45,720 91,977 141,022 185,937 69,666 106,570 106,570
European Structural Funds
– ODPM 63,503 1,238 2,425 7,745 2,814 533 5,003 5,002 5,002
Ordnance Survey – – – – – – -20 -20 -20
Queen Elizabeth II
Conference Centre
Executive Agency -740 -747 -819 -183 -1,724 1 -1,406 -1,409 -1,409
Local and Region
Government 34,121,393 35,330,845 37,420,099 37,565,314 41,219,741 43,815,725 46,863,132 49,020,709 51,531,427
Total resource budget 36,960.336 38,240,323 39,955,490 41,188,398 47,422,663 50.138,998 53,367,280 55,835,280 58,890,086

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ODPM Annual Report 2005

B3 – Capital Budget for ODPM

Table 3: Capital budget for the Office of the Deputy Prime Minister £000s
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
outturn outturn outturn outturn outturn estimated plans plans plans
outturn

Housing Supply
and Demand 330,195 401,963 468,044 500,227 387,551 800,360 471,340 436,118 428,819
of which
Housing Supply and
Demand 330,195 401,963 468,044 500,227 387,551 800,360 471,340 436,118 428,819
Decent Places to Live 1,258.950 2,150,700 742,380 1,414,138 1,259,928 1,926,973 2,300,116 2,257,408 2,224,682
Tackling disadvantage 66,723 84,451 114,064 163,558 221,026 223,419 208,088 226,432 215,686
Better services 26,419 33,520 56,775 47,839 108,716 106,974 137,134 165,296 128,296
Development of English
Regions 133,056 153,962 657,135 255,433 523,787 299,710 300,000 308,570 341,727
Admin 5,979 9,252 8,189 6,723 11,103 10,256 61,716 20,800 20,920
of which
Central Admin 5,979 9,252 8,189 6,723 11,103 10,256 61,716 20,800 20,920
Government Office
Administration 1,041 2,863 947 1,143 2,118 5,439 2,860 2,860 2,860
European Structural Funds
– Net 46,809 114,310 117,258 102,664 128,894 123,747 110,406 142,713 142,713
European Structural Funds
– ODPM 58,612 5,768 29,680 31,234 – – 1 – –
Queen Elizabeth II
Conference Centre
Executive Agency -82 -82 -82 -113 -82 – -82 -82 -82
Local and Region
Government 272,298 55,544 133,797 257,692 339,303 296,644 348,751 248,751 248,751
Total capital budget 2,200,000 3,042,251 2,328,187 2,780,538 2,982,344 3,793,522 3,940,330 3,808,866 3,754,372

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 Annex B: Core tables

B4 – Capital employed
Table 4: Office of the Deputy Prime Minister capital employed £000s
2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Outturn Outturn Outturn Outturn Forecast Projected Projected Projected

Assets on balance sheet at end of year:

Fixed assets
Intangible Fixed Assets 49 57 361 370 379 390 400
Tangible Fixed Assets
Land and Buildings 26,696 29,088 26,748 30,588 34,429 35,826 36,902
Plant, equipment and other 27,013 29,080 93,758 143,391 223,878 282,650 261,418
Vehicles 0 10,757 23,736 32,240 40,743 39,960 39,182
Investments 24,729 24,627 46,591 46,451 46,310 45,501 44,872
Current Assets 2,378,391 1,284,082 974,089 1,130,724 615,950 615,780 615,570
Creditors (< 1 year) -3,302,313 -1,398,375 -1,186,186 -1,523,646 -1,427,685 -1,418,428 -1,417,165
Creditors (> 1 year) 0 -2 -8,868 -9,086 -9,315 -9,571 -9,835
Provisions -331,452 -41,479 -56,668 -46,961 -41,600 -40,309 -39,996
Capital employed within
main department -1,176,886 -62,165 -86,439 -195,930 -516,912 -448,202 -468,652
NDPB net assets 706,162 725,658 641,024 752,758 899,770 1,182,000 1,457,000 1,639,494
Total capital employed in
departmental group -451,228 578,859 666,319 703,840 665,088 1,008,798 1,170,842

Notes:
1. Prior to the creation of ODPM the first audited figures were produced as comparatives (2001-02 Outturn) during the preparation of
ODPM’s first set of audited accounts (2002-03 Outturn). 2000-01 audited figures are available only for the NDPBs already in existence
before ODPM’s formation.
2. Years 2001-02 to 2003-04 exclude figures for the Rent Service which was transferred to the Department for Work and Pensions on
1 April 2004.

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ODPM Annual Report 2005

B5 – Administration costs for the ODPM

Table 5: Administration costs for the ODPM £000s
Year end for 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
financial year outturn outturn outturn outturn outturn estimated plans plans plans
outturn

Administration expenditure
Paybill 126 126 110 149 174 200 171 168 165
Other 46 105 156 92 140 155 127 128 129
Total Administration Expenditure 172 231 266 241 314 355 298 296 294
Administration Income -4 -4 -8 -15 -25 -29 -11 -11 -11
Total Administration Budget 168 227 258 226 289 326 287 285 283
Analysis by activity
Central administration 89 145 142 113 152 182 181 179 177
Government Offices (1)
66 71 104 111 134 141 103 103 103
PSA services: central 11 9 10 0 1 0 0 0 0
Rent Assessment panels 2 2 2 2 2 3 3 3 3
Total Administration Budget 168 227 258 226 289 326 287 285 283

(1) The plans for the Government Offices do not include PES transfers from sponsor Departments which have been agreed in principle but
not yet undertaken. These transfers would increase the GO baseline to approximately £140 million.

(2) Total administration costs reflect significant changes to the cost of capital.

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 Annex B: Core tables

B6 – ODPM staffing table

Table 6: Office of the Deputy Prime Minister staffing table (1)
2004/05 2005/06 2006/07
Actual(Estimated)(Estimated)

ODPM ©
CS FTEs 2,366.56 2,428.52 2,273.77
Overtime (FTE staff) N/A N/A N/A
Casuals 41 27 18
Total 2,407.56 2,455.52 2,291.77
ODPM staff in the Government Offices
CS FTEs 965 894 839
Overtime (FTE staff) N/A N/A N/A
Casuals 22 22 22
Total 987 916 861
Planning Inspectorate
CS FTEs 695.7 695.7 715.7
Overtime (FTE staff) 175 175 175
Casuals 52.55 52.55 52.55
Total 923.25 923.25 943.25
QEII Conference Centre
CS FTEs 49.5 54.3 54.3
Overtime (FTE staff) 32 32 32
Casuals 2 0 0
Total 83.5 86.3 86.3
The Fire Service College
CS FTEs 297.7 284.3 284.3
Overtime (FTE staff) N/A N/A N/A
Casuals 7 5 5
Total 304.7 289.3 289.3
Total ODPM 4,706.01 4,670.37 4,471.62

1 CS FTEs include permanent staff; staff on inward loan and secondments. Figures may differ from those in previous years due to
adoption of new definition.

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ODPM Annual Report 2005

B7 – Expenditure on services
Table 7: Identifiable expenditure on services, by country and region £ million
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Outturn Outturn Outturn Outturn Outturn Plans Plans Plans Plans

North East 177.7 181.4 244.6 265.0 324.3 320.4 350.5 372.5 414.7
North West 460.3 429.2 430.7 527.2 587.6 697.7 782.4 832.3 901.6
Yorkshire and
Humberside 253.1 241.1 316.5 363.8 431.9 411.9 458.4 498.5 548.5
East Midlands 144.2 130.7 138.0 209.6 270.1 282.1 287.9 302.2 317.8
West Midlands 245.1 238.7 293.7 373.9 444.3 416.6 474.1 505.2 532.4
South West 154.1 154.8 176.3 217.5 313.1 289.3 301.4 323.5 351.7
Eastern 111.0 113.2 138.6 166.2 278.7 290.9 273.9 294.3 332.1
London 1009.4 1008.9 832.4 887.9 1126.7 1029.0 1026.6 1111.3 1246.9
South East 218.2 218.8 208.2 339.8 513.9 594.1 477.1 483.9 527.1
Total England 2773.0 2716.7 2778.8 3350.9 4290.8 4332.0 4432.3 4723.9 5172.7
Scotland 0.3 0.1 0.4 -11.0 0.2 0.0 0.0 0.0 0.0
Wales 1.5 0.9 1.2 7.4 10.1 5.9 5.6 9.0 12.8
Northern Ireland 0.0 0.0 0.0 -4.9 0.1 0.0 0.0 0.0 0.0
Total UK identifiable
expenditure 2774.8 2717.8 2780.5 3342.4 4301.2 4338.0 4437.9 4732.9 5185.6
Outside UK 0.1 0.0 0.2 0.1 0.0 5.0 5.0 5.0 5.0
Total identifiable
expenditure 2774.9 2717.8 2780.6 3342.5 4301.2 4343.0 4442.9 4737.9 5190.6
Non-identifiable
expenditure 330.0 335.0 340.0 336.0 404.0 613.9 567.0 443.2 459.8
Total expenditure
on services 3104.9 3052.8 3120.6 3678.5 4705.2 4956.9 5009.9 5181.1 5650.4

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 Annex B: Core tables

B8 – Expenditure on services per head

Table 7: Identifiable expenditure on services, by country and region, per head £s per head
1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Outturn Outturn Outturn Outturn Outturn Plans Plans Plans Plans

North East 69.4 71.1 96.2 104.3 127.8 126.2 138.2 147.1 164.0
North West 67.8 63.4 63.6 77.8 86.6 102.5 114.9 122.0 132.0
Yorkshire and
Humberside 51.1 48.6 63.8 73.1 86.5 82.2 91.3 99.0 108.6
East Midlands 34.9 31.5 33.1 50.0 64.0 66.3 67.3 70.3 73.6
West Midlands 46.5 45.3 55.7 70.8 83.8 78.3 88.9 94.6 99.4
South West 31.8 31.7 35.9 44.0 63.0 57.9 59.9 63.9 69.0
Eastern 20.9 21.2 25.8 30.8 51.4 53.2 49.8 53.2 59.6
London 142.9 141.0 115.0 121.3 152.9 139.3 138.2 148.7 165.8
South East 27.7 27.5 26.1 42.4 63.9 73.5 58.7 59.3 64.2
Total England 56.8 55.4 56.4 67.8 86.4 86.9 88.5 94.0 102.5
Scotland 0.1 0.0 0.1 -2.2 0.0 0.0 0.0 0.0 0.0
Wales 0.5 0.3 0.4 2.5 3.5 2.0 1.9 3.0 4.3
Northern Ireland 0.0 0.0 0.0 -2.9 0.1 0.0 0.0 0.0 0.0
Total UK identifiable
expenditure 47.5 46.3 47.2 56.5 72.5 72.8 74.2 78.9 86.1

123
124
B9 – Identifiable expenditure on services, by function and region, for 2003/04
Table 9
ODPM Annual Report 2005

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
England
Scotland
Wales
Northern
Ireland
UK Identifiable
expenditure
OUTSIDE UK
Total
Identifiable
expenditure
Not Identifiable
£’s Millions
Totals

General public services

Public and common services 16.0 25.2 18.4 15.4 18.9 19.9 18.7 27.3 22.9 182.7 0.0 0.3 0.0 183.0 0.0 183.0 396.0 579.0
Total General public services 16.0 25.2 18.4 15.4 18.9 19.9 18.7 27.3 22.9 182.7 0.0 0.3 0.0 183.0 0.0 183.0 396.0 579.0
Defence
Civil defence 1.0 1.0 0.0 1.0 1.0 1.0 1.0 2.0 1.5 9.5 0.0 0.0 0.0 9.5 0.0 9.5 6.0 15.5
Total Defence 1.0 1.0 0.0 1.0 1.0 1.0 1.0 2.0 1.5 9.5 0.0 0.0 0.0 9.5 0.0 9.5 6.0 15.5
Public order and safety
Fire 2.7 3.9 1.7 2.0 2.8 2.8 2.4 5.4 4.4 28.1 0.2 1.7 0.1 30.1 0.0 30.1 2.0 32.1
Total Public order and safety 2.7 3.9 1.7 2.0 2.8 2.8 2.4 5.4 4.4 28.1 0.2 1.7 0.1 30.1 0.0 30.1 2.0 32.1
Enterprise and economic development
Regional policy 228.2 379.6 306.9 164.0 282.1 132.8 99.0 87.7 63.2 1,743.5 0.0 0.0 0.0 1,743.5 0.0 1,743.5 0.0 1,743.5
Total Enterprise and economic
development 228.2 379.6 306.9 164.0 282.1 132.8 99.0 87.7 63.2 1,743.5 0.0 0.0 0.0 1,743.5 0.0 1,743.5 0.0 1,743.5
Housing and Community amenities
Local authority housing 14.3 29.0 18.8 12.0 18.6 7.2 7.9 84.3 10.9 203.0 0.0 0.0 0.0 203.0 0.0 203.0 0.0 203.0
Other housing and community services 10.8 26.7 16.6 13.7 17.9 31.1 26.9 143.5 88.0 375.2 0.0 1.5 0.0 376.7 0.0 376.7 0.0 376.7
Other social housing 42.7 112.1 68.0 54.9 92.0 107.2 116.0 744.7 311.3 1,648.9 0.0 0.0 0.0 1,648.9 0.0 1,648.9 0.0 1,648.9
Total Housing and Community amenities 67.9 167.8 103.4 80.6 128.5 145.5 150.8 972.5 410.2 2,227.2 0.0 1.5 0.0 2,228.7 0.0 2,228.7 0.0 2,228.7
Health
Medical services 7.6 7.6 0.0 5.7 9.5 9.5 5.7 9.5 9.5 64.6 0.0 6.7 0.0 71.3 0.0 71.3 0.0 71.3
Total Health 7.6 7.6 0.0 5.7 9.5 9.5 5.7 9.5 9.5 64.6 0.0 6.7 0.0 71.3 0.0 71.3 0.0 71.3
Social protection
Personal social services 0.8 2.5 1.5 1.3 1.5 1.6 1.0 22.3 1.9 34.4 0.0 0.0 0.0 34.4 0.0 34.4 0.0 34.4
Public sector occupational pensions 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.3 0.3 0.0 0.0 0.0 0.3 0.0 0.3 0.0 0.3
Total Social protection 0.8 2.5 1.5 1.3 1.5 1.7 1.1 22.3 2.2 34.9 0.0 0.0 0.0 34.9 0.0 34.9 0.0 34.9
Total for: Office of the
Deputy Prime Minister 324.3 587.6 431.9 270.1 444.3 313.1 278.7 1,126.7 513.9 4,290.6 0.2 10.1 0.1 4,301.0 0.0 4,301.0 404.0 4,705.0
 Footnote to Table 9
Total Budgets 2003/04 Remove: Add:

Res DEL
Cap DEL
Res AME
Cap AME
Finance to LAs
Finance to PCs
Financial
transactions
Non-cash
items in DEL
Non-cash
items in AME
Profit/loss of
PC’s
Other items not
in TME
Interest and
dividends
PC capex
Trust Debt
Remuneration
Public sector
debt interest
EU
transactions
Total CG/PC
spending on
services

DR Dept Group
Crown Prosecution Service 513 7 -2 518
DCA 2,986 127 58 -315 112 -69 2,899
DCMS 1,279 147 1,592 841 -910 0 -150 1 70 122 2,992
DEFRA 2,716 350 2,168 1 -120 -1 0 -125 -23 0 5 4,971
DFES (incl. OFSTED) 23,049 3,297 6,842 4 -8,977 -25 -5,921 0 18,269
DfT 7,850 4,539 3,088 -5,152 -19 -8 -514 -3,088 22 5 25 6,748
DH 62,549 2,536 5,395 -1,948 -3 -2,403 -7,478 705 0 5 -831 58,527
DTI 4,231 576 1,062 50 -100 -378 -23 -136 44 96 670 -3 6,089
DWP 8,237 226100,932 90 -11,220 -7 -90 -76 -121 5 97,976
HM Customs & Excise 1,144 54 -44 2 1,156
Home Office 11,683 927 40 -4,582 0 -357 45 9 7,765
Inland Revenue 2,887 175 19,896 -99 -421 11 -2 22,447
ODPM 45,627 2,527 2,088 216 -45,717 -68 -16 -35 0 21 64 4,707
Office of Rail Regulator 0 0 0 15 15
Other depts 75,219 9,411 18,549 -378 -11,004 -68 499 -11,403 -9,484 28 87 244 624 -66 22,746 -2,293 92,711
DR dept group Total Outturn 2003-04
as at December 2004
Res DEL 45,627
Cap DEL 2,527
Res AME 2,088
Cap AME 216
50,458
Remove:
Finance to LAs -45,717
Finance to PCs -68
Financial transactions -16
Non-cash items in DEL -35
Interest and dividends 21
-45,815
Add:
PC capex 64
64
Total CG/PC spending on services 4,707

125
Annex B: Core tables
ODPM Annual Report 2005

Footnotes/Explanatory Text

● The spending data shown in these tables is consistent with the country and regional
analyses (CRA) published by HM Treasury in Public Expenditure Statistical Analyses (PESA).
PESA contains more tables analysed by country and region, and also explains how the
analysis was collected and the basis for allocating expenditure between countries and
regions.

● The tables include the spending of the department and its NDPBs on payments to private
sector and subsidies to public corporations. They do not include capital finance to public
corporations but do include public corporations capital expenditure. They do not include
payments to local authorities or local authorities own expenditure.

● The data are based on a subset of spending – identifiable expenditure on services – which
is capable of being analysed as being for the benefit of individual countries and regions.
Expenditure that is incurred for the benefit of the UK as a whole is excluded.

● The tables do not include depreciation, cost of capital charges or movements in provisions
that are in DEL/AME. They do include salaries, procurement expenditure, capital
expenditure and grants and subsidies paid to individuals and private sector enterprises.

● The figures were collected about three months before the figures in the other tables, and
therefore may not show the latest position.

● Across government, most expenditure is not planned or allocated on a regional basis.

Social security payments, for example, are paid to eligible individuals irrespective of where
they live. Expenditure on other programmes is allocated by looking at how all the projects
across the departments area of responsibility, usually England, compare. So the analysis
shows the regional outcome of spending decisions that have on the whole not been made
primarily on a regional basis.

● The functional categories used are the standard United Nations Classifications of the
Functions of Government (COFOG) categories. This is not the same as the strategic
priorities used elsewhere in the report.

126
 B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

Main Programmes (RfR1)

Housing Supply and Demand
061105 Planning and Publicity 0.3 0.8 0.6 0.5 0.6 0.6 0.6 0.8 0.9 0.0 0.0 0.0 0.0 5.6
061106 Planning Delivery Grant 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
061107 E-Planning 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070205 Housing Corporation 42.7 112.1 68.0 54.9 92.0 107.2 116.0 744.5 311.1 0.0 0.0 0.0 0.0 1,648.4
070205 Housing Corporation 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.3 0.0 0.0 0.0 0.0 0.3
070212 Housing Corporation Board remuneration and pensions 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0 0.0 0.0 0.0 0.2
070213 The National Approved Letting scheme 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.1
070407 HIAs - Home Improvement Agencies 0.1 0.1 0.0 0.1 0.0 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.4
070702 Residential Property Tribunal Service 0.3 0.3 0.1 0.3 0.3 0.2 0.4 4.3 0.4 0.0 0.0 0.0 0.0 6.4
070712 Gypsy site grant 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1
070715 Leasehold Enfranchisement Advisory Service 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.4 0.1 0.0 0.0 0.0 0.0 0.6
070716 Valuation Office Agency Right to buy charges 0.2 0.5 0.4 0.3 0.4 0.2 0.3 0.6 0.3 0.0 0.0 0.0 0.0 3.2
070721 Tenancy deposit scheme 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.1
070723 Home buying and Selling 0.1 0.2 0.1 0.1 0.1 0.1 0.2 0.2 0.2 0.0 0.0 0.0 0.0 1.3
070724 Local Authority funding of pilot letting systems. 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070725 Starter Homes Initiative 0.0 0.0 0.0 0.0 0.3 5.5 10.1 98.2 58.2 0.0 0.0 0.0 0.0 172.3
070728 Housing Market Renewal Fund 7.0 30.0 3.5 0.0 8.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 48.5
070735 Private Landlords in Low Demand Areas 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070737 RPTS: Administration 0.1 0.1 0 0.1 0.1 0.1 0.1 1.4 0.1 0.0 0.0 0.0 0.0 2
070738 New Growth Areas 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070739 HMRF (Areas Outside Pathfinders) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070740 Regional Housing Board Advice 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070742 Landlord Licensing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070744 Housing Energy Certificate 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080224 Research 0.6 1.6 1.1 1.1 1.2 1.1 1.3 1.7 1.9 0.0 0.0 0.0 0.0 11.6
080227 Thames Gateway (Direct Funding) 0.0 0.0 0.0 0.0 0.0 0.0 0.8 0.9 0.4 0.0 0.0 0.0 0.0 2.0
080228 Other Growth Areas (Direct Funding) 0.0 0.0 0.0 0.0 0.0 0.0 2.5 0.0 0.0 0.0 0.0 0.0 0.0 2.5

127
Annex B: Core tables
128
B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04
ODPM Annual Report 2005

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

080229 New Horizon 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0
080231 Thames Gateway (SEEDA) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080234 Other Growth Areas (SEEDA) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080236 Other Growth Areas :EP/URA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080238 thames Geteway: Thurrock UDC 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 0.0 0.0 0.0 0.0 0.2
080240 Thames Gateway (Housing Corp) 0.0 0.0 0.0 0.0 0.0 0.0 4.7 5.4 2.3 0.0 0.0 0.0 0.0 12.4
080242 Planning Land use Statistics (Research) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080619 Planning inspectorate executive agency 0.7 3.0 2.0 1.8 2.6 4.6 3.8 5.9 6.7 0.0 1.0 0.0 0.0 32.1
080663 PINS Admin: Outside Admin Costs Limit 0.0 0.4 0.2 0.3 0.4 0.7 0.6 0.9 1.2 0.0 0.2 0.0 0.0 5.0
080818 SCDU communications 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.0 0.0 0.0 0.0 0.6
080908 Commission for the New Towns 11.4 9.5 5.4 8.9 7.5 5.2 -14 8.4 -62.1 0 0 0 0 -19.8
080908 Commission for the New Towns 15.2 2.6 1.5 0.7 0.4 1.6 0.4 0.3 1.4 0.6 0.0 0.0 0.3 25.0
081103 EP : Urban Regeneration Agency 9.5 11.8 23.9 8.4 2.8 8.2 0 20.6 1.6 0 0 0 0 86.8
081103 EP : Urban Regeneration Agency -15.2 -2.6 -1.5 -0.7 -0.4 -1.6 -0.4 -0.3 -1.4 -0.6 0.0 0.0 -0.3 -25.0
081104 SRB : Inner City Task Forces 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081140 Urban Development Corporation post windup 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Housing Supply and Demand 73.0 170.5 105.4 76.9 116.4 133.8 127.7 894.6 324.0 0.0 1.2 0.0 0.0 1.0 2,023.9
Decent Places to Live
070103 HRAS - Housing Revenue Account Subsidy 14.3 29.0 18.8 12.0 18.6 7.2 7.9 84.3 10.9 0.0 0.0 0.0 0.0 202.9
070704 Housing management grants (incl. - Tenant Participation) 0.6 1.6 0.6 0.6 0.8 0.7 0.6 0.6 0.6 0.0 0.0 0.0 0.0 6.5
070705 Housing,urban & European research, publicity
and publications (inc. supporting people) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070710 Building Regulation 0.3 0.8 0.6 0.5 0.6 0.6 0.6 0.8 1.0 0.0 0.3 0.0 0.0 6.0
070726 Safer Commities Supported Housing Fund 0.7 2.8 0.9 1.9 0.9 8.6 1.6 4.1 4.9 0.0 0.0 0.0 0.0 26.5
070727 CABE (Commission for Architecture and the
Built Environment) 0.4 1.0 0.7 0.6 0.8 0.7 0.8 1.2 1.2 0.0 0.0 0.0 0.0 7.4
070732 Black and Minority Ethnic Registered Social Landlords 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070741 Procurement Efficiency and Social Housing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080218 Trees and Hedges 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
 B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

080222 Design Awards 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080225 Urban Design Skills 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 0.0 0.0 0.0 0.0 0.2
080226 Liveability Fund 0.8 0.8 0.7 0.7 0.8 0.8 0.8 0.8 0.8 0.0 0.0 0.0 0.0 7.0
080237 Living Spaces 0.4 0.7 0.6 0.4 0.7 0.7 0.6 0.6 0.6 0.0 0.0 0.0 0.0 5.5
080631 Groundwork 0.8 4.0 1.6 1.8 0.9 1.2 0.2 1.8 0.7 0.0 0.0 0.0 0.0 13.0
080815 Special grants programme 0.1 0.3 0.2 0.2 0.2 0.2 0.2 0.4 0.3 0.0 0.0 0.0 0.0 2.1
081107 HATs - Housing Action Trusts 0.0 24.6 0.0 0.0 18.8 0.0 0.0 28.1 0.0 0.0 0.0 0.0 0.0 71.5
Total Decent Places To Love 18.4 65.6 24.7 18.7 43.1 20.7 13.4 122.8 21.0 0.0 0.3 0.0 0.0 0.0 348.6
Tackling Disadvantage
070709 Homlessness and emergency housing grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070720 Homelessness 0.1 0.3 0.2 0.2 0.3 0.3 0.1 19.6 0.3 0.0 0.0 0.0 0.0 21.4
070722 Supporting people Administration 0.7 2.2 1.3 1.1 1.2 1.3 0.9 2.7 1.6 0.0 0.0 0.0 0.0 13.0
080649 NDC - New Deal for Communities 0.7 0.6 0.6 8.0 0.6 0.6 0.6 0.6 0.6 0.0 0.0 0.0 0.0 12.9
080650 Coalfields Regeneration Trust 2.8 1.4 6.0 4.8 1.9 0.0 0.0 0.0 0.3 0.0 0.0 0.0 0.0 17.2
080661 New Ventures Fund 10.4 16.9 9.1 4.9 10.2 4.1 4.2 17.1 3.1 0.0 0.0 0.0 0.0 79.9
080659 Social Exclusion 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Tackling Disadvantage 14.7 21.4 17.2 19.0 14.2 6.3 5.8 40.0 5.9 0.0 0.0 0.0 0.0 0.0 144.4
Better Services
070703 Housing mobility grants 0.1 0.2 0.2 0.1 0.2 0.1 0.1 0.3 0.2 0.0 0.0 0.0 0.0 1.4
070717 Efficiency improvements in local government 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2
070734 Best Intervention in Housing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
070736 Payments to the Audit Commission for RSL Inspections 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.2 0.2 0.0 0.0 0.0 0.0 1.0
080220 Fire Publicity 0.5 0.9 0.5 0.4 0.6 0.6 0.5 1.4 0.9 0.0 0.4 0.0 0.0 6.9
081301 Fire Service Statistics 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1
081302 Fire Services 0.6 1.1 0.6 0.5 0.8 0.7 0.6 1.7 1.1 0.0 0.4 0.0 0.0 8.3
081304 Fire Service College 0.3 0.6 0.3 0.3 0.4 0.3 0.3 0.9 0.6 0.0 0.0 0.0 0.0 4.1
081305 Fire Service Superannuation 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2
081306 Fire Pay Dispute 0.3 0.5 0.3 0.2 0.4 0.3 0.3 0.8 0.5 0.2 0.2 0.1 0.0 4.1

129
Annex B: Core tables
130
B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04
ODPM Annual Report 2005

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

081307 Firelink 0.9 0.7 0.0 0.6 0.6 0.9 0.6 0.5 1.2 0.0 0.7 0.0 0.0 6.6
081310 Emergency Fire Service 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 2.0
081314 Firelink (CMF AA = 101) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081308 New Dimension - Mass Decontamination 7.6 7.6 0.0 5.7 9.5 9.5 5.7 9.5 9.5 0.0 6.7 0.0 0.0 71.3
081309 New Dimension - Search & Rescue 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6.0 6.0
081311 Medical Appeals 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1
081313 New Dimension Search & Rescue (CMF AA = 101) 1.0 1.0 0.0 1.0 1.0 1.0 1.0 2.0 1.5 0.0 0.0 0.0 0.0 9.7
220322 PRIVATISATION OF PSA BUILDING MANAGEMENT 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
220135 Privatisation of Building Research Establishment
Executive Agency 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Better Services 11.4 12.7 2.0 8.9 13.6 13.5 9.2 17.3 15.7 0.2 8.4 0.1 0.0 8.0 122.0
Development of English Regions
080503 Regional Development Agencies - ODPM Support 170.7 272.5 210.1 110.8 194.9 109.5 93.0 0.0 112.1 0.0 0.0 0.0 0.0 1,273.8
080506 Regional chambers 0.8 1.2 0.8 0.8 0.8 0.9 0.9 0.0 0.9 0.0 0.0 0.0 0.0 7.1
080604 Mersey Basin 0.0 0.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.5
081139 Residual SRB 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Development of English Regions 171.5 274.2 210.9 111.6 195.7 110.4 93.9 0.0 113.0 0.0 0.0 0.0 0.0 0.0 1,281.4
Administration
071301 Payment for Mapping Data and Services 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 26.0 26.0
080601 Central administration 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 105.0 105.0
080601 Central administration 4.7 8.4 6.2 3.9 6.4 4.5 4 16.2 7.4 0 0.1 0 0 61.6
080640 PSA services: central 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080652 RENT OFFICER SERVICES AGENCY 2.2 6.5 3.8 2.7 3.5 4.1 3.2 8.2 5.1 0.0 0.0 0.0 0.0 39.3
080662 Central Admin: Outside Admin Costs Limit 1.0 1.8 1.3 0.8 1.4 1.0 0.9 3.5 1.6 0.0 0.0 0.0 0.0 13.3
Total Administration 7.9 16.7 11.3 7.4 11.3 9.6 8.1 27.9 14.1 0.0 0.1 0.0 0.0 131.0 245.2
Government Office Admin
080653 Government Offices Administration 12.7 18.6 13.6 11.5 13.8 14.9 13.7 17.6 15.4 0.0 0.0 0.0 0.0 131.8
080664 Government Offices Admin: Outside Admin Costs Limit 0.4 0.0 0.0 0.0 0.0 0.0 0.1 1.6 0.0 0.0 0.0 0.0 0.0 2.1
 B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

Total Government Office Admin 13.1 18.6 13.6 11.5 13.8 14.9 13.8 19.2 15.4 0.0 0.0 0.0 0.0 0.0 133.9
European Structural Funds - net
080214 ERDF Expense (ODPM) 13.2 4.9 44.4 14.5 33.8 1.5 4.4 1.6 1.2 0.0 0.0 0.0 0.0 119.4
Total European Structural Funds - net 13.2 4.9 44.4 14.5 33.8 1.5 4.4 1.6 1.2 0.0 0.0 0.0 0.0 0.0 119.4
ERDF - ODPM
080215 ERDF Losses and Write-offs etc. 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080216 INTERREG 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total ERDF - ODPM 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Queen Elizabeth II Conference Centre Executive Agency
080644 QE2 Conference Centre Agency 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
080647 QEII Conf Centre Executive Agency Trading
Fund Short Term Loans 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 2.0
Total Queen Elizabeth II Conference Centre
Executive Agency 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 2.0
Local and Regional Government (RfR2)
Valuation Services
080616 Valuation Office Agency 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 148.0 148.0
Total Valuation Office Agency 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 148.0 148.0
Best Value Inspection Subsidies to Public Corporations
& Best Value invtervention costs
081057 BEST VALUE INSPECTORATE 1.1 3.1 2.3 1.9 2.4 2.2 2.4 3.3 3.6 0.0 0.0 0.0 0.0 22.3
081061 Best Value intervention costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0
Total Best Value Inspection Subsidies to Public
Corporations & Best Value invtervention costs 1.1 3.1 2.3 1.9 2.4 2.2 2.4 3.3 3.6 0.0 0.0 0.0 0.0 1.0 23.3
Local Government Research and Publicity, Mapping costs
and Electoral Law
081205 Local Government Review Costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 3.0 3.0
081044 Local Government Publicity 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

131
Annex B: Core tables
132
B10 –
Table 10: Departmental expenditure on services by country and region, for 2003/04
ODPM Annual Report 2005

North East
North West
Yorkshire and
Humberside
East Midlands
West Midlands
South West
Eastern
London
South East
Scotland
Wales
Northern
Ireland
OUTSIDE UK
Not Identifiable
£’s Millions
Totals

081202 Local government research 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 3.0 3.0
081062 LGC mapping costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081204 Electoral Law PBC (Parliamentary Boundary
Commission) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0
081065 Local Government ON LINE 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Local Government Research and Publicity, Mapping
costs and Electoral Law 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 7.0 7.0
Local Governance
081046 GLA Preparation Costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0 0.0 0.0 0.0 0.0 0.2
081051 GLA Election Costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081070 Mayoral Referendums 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081060 GLA transitional costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
081063 GLA election returning officers expenses 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Local Governance 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 0.0 0.0 0.0 0.0 0.0 0.0 0.2
Other Grants and Payments (Resourc Grant)
081073 CAPACITY BUILDING 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 2.0
081065 Local Government ON LINE 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Other Grants and Payments (Resourc Grant) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2.0 2.0
Non Departmental Public Bodies
081056 Local Government Standards Board 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 9.0 9.0
080617 Valuation tribunals 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 11.0 11.0
Total Non Departmental Public Bodies 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 20.0 20.0
Non Voted
080614 National non-domestic rate payments - collection costs0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 84.0 84.0
080909 Audit Commission
Total Non Voted 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 84.0 84.0
Grand Total 324.3 587.7 431.8 270.4 444.3 312.9 278.7 1,126.9 513.9 0.2 10.0 0.1 0.0 404.0 4,705.3
 Annex:
Other tables C
C1 – ODPM recruitment statistics
Recruitment is carried out through fair and open competition in compliance with the
Civil Service Commissioners’ Recruitment Code.

Table C1: Recruitment statistics1 for ODPM

Grade Non-civil Fixed term Ethnic 3
servants appointments Permanent Casual 2 Females minority Disabled

Pay band EM1 – – 1 5 – – –

Pay band EM3 – – 2 – – – –
Pay band 1 – – 2 1 2 – –
Pay band 2 1 2 69 21 51 – –
Pay band 3 1 6 68 37 50 2 1
Pay band 4 3 18 74 14 64 4 1
Pay band 5 15 7 23 4 24 – –
Pay band 6 7 5 1 – 1 2 –
Pay band 7 23 12 52 4 36 – –
SCS – 7 16 – 10 – –
Totals 50 57 308 86 238 8 2
Notes
1. For all staff recruited from 1 January 2004 to 31 December 2004.
2. Casual staff are employed for short periods of up to 12 months to fill a vacancy temporarily or to undertake a particular piece of work.
3. This information was not disclosed by the majority of staff recruited.

C2 – Exceptions to the Recruitment Code

Table C2: Exceptions to the Recruitment Code for ODPM
Category Number

Casual appointments extended over 12 months 12

Recurrent short-term appointments –
Short-term appointments where highly specialised skills requested –
Conversion of short-term appointments to permanency (or extension beyond publicised period) 2
Inward secondments 109
Outward secondments 37
Extensions to secondments –
Re-appointments of former civil servants –
Transfers of staff with work –
Transfers of staff from other public services without work –
Surplus acceptable staff –
Disabled candidates –
Exceptions reserved for the Commissioners –

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ODPM Annual Report 2005

C3 – Distribution of senior civil service salaries in ODPM

Table B3: Distributions of senior civil service salaries in ODPM as at 31 March 2005
£000 Staff numbers

45–50 0
50–55 15
55–60 16
60–65 16
65–70 13
70–75 22
75–80 6
80–85 9
85–90 13
90–95 8
95–100 3
100+ 11

C4 – Administration costs for larger NDPBs

Table C4: Administration costs for larger NDPBs1 (£000)
NDPB 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07
outturn outturn outturn outturn outturn estimated plans plans
outturn

English Partnerships:
Commission for the New Towns 14.3 16.7 18.4 15.9 18.8 17.1 17.8 18.5
Urban Regeneration Agency 13.8 11.7 11 13.8 17.6 15 15.6 16.2

Housing Action Trusts (£000)

Castle Vale 3.9 3.8 3.9 3.4 3.4 4.9 0.2
Liverpool 3.8 3.9 3.8 3.9 3.4 3.7 3.4
North Hull 2 – – – – – – –
Stonebridge 3.1 3.6 3.8 4.4 4.2 4.3 2.5 2.5
Tower Hamlets 1.5 1.4 1.5 1.8 1.2 1.3 –
Waltham Forest 3 1.4 1.3 0.9 – – – –
HATs Total 13.7 14.0 13.9 13.5 12.2 14.2 6.1 2.5
Housing Corporation 29.9 30.6 34.1 37.9 39.4 40.0 36.8 36.8

Standards Board for England 4 – – 2.7 6.5 8.9 8.9 8.0 8.0

Notes
1. ‘Larger’ here means a body with at least 25 staff and which normally relies on grant-in-aid for at least 50% of its income or trades
mainly with government departments.
2. North Hull HAT ceased operating in March 1999.
3. Waltham Forest HAT ceased operating in April 2002.
4. Tower Hamlets HAT was formally dissolved at the end of June 2004.
5. Standards Board for England began operating in March 2001. The figures refer to the amount of grant-in-aid paid to the Standards
Board.

134
Annex:
ODPM’s
approach to
D
asset management
The main aim of ODPM’s asset management is to ensure that appropriate fixed
assets are held to meet ODPM’s objectives. All assets are treated in accordance with
the following consistent underlying principles:

● ensure assets are retained in the public sector only where it is effective and
efficient to do so;

● actively explore the scope for securing greater value from assets, including
through innovative techniques, information technology, sharing of assets,
outsourcing and public private partnerships;

● maintain ODPM’s asset base in the condition necessary to meet its objectives;

● maintain, either directly or through bodies sponsored by ODPM, firm management

of assets, including strategies for disposing of assets that are not needed for
delivering services; and

● continue to investigate incentives, such as hard charging, to achieve better

utilisation of assets.

135
 Annex:
Office
(Departmental)
E
Investment Strategy
What is the Departmental Investment Strategy?
ODPM published its Departmental Investment Strategy (DIS) for 2005–2008 in
January 2005 (available at www.odpm.gov.uk/departmentalinvestmentstrategy).

The DIS sets out ODPM’s capital investment plans resulting from the 2004 Spending
Review. It also outlines how ODPM’s existing assets are being utilised and managed,
and the systems ODPM employs to safeguard its investment and to ensure that its
investment plans deliver the intended outcomes.

The DIS covers the period from 2005/06 to 2007/08. It deals with all planned capital
investment funded from ODPM’s Departmental Expenditure Limits, including: direct
capital investment by ODPM and its sponsored bodies; capital grants to local
authorities, the private sector and other bodies; supported capital expenditure by
local authorities; and capital investment supported through the Private Finance
Initiative.

Summary of the Departmental Investment Strategy

Chapter 1 summarises the strategic context for ODPM’s investment plans. It sets
out what has been achieved through ODPM’s investment since the 2002 DIS was
published and summarises ODPM’s future investment plans and explains how they
will contribute to delivering ODPM’s Strategic Priorities.

Chapter 2 looks at the management of ODPM’s own assets and those of its
sponsored bodies. It describes how ODPM’s existing asset base contributes to its
Strategic Priorities and how its assets are managed (including the approach to asset
maintenance, replacement and disposal).

136
 Annex E: Office (Departmental) Investment Strategy

Chapter 3 provides more detail about ODPM’s future investment plans, setting out:

● specific outcomes to be delivered by ODPM’s investment plans;

● how they will contribute to ODPM’s Strategic Priorities, Public Service Agreement
(PSA) targets and efficiency targets;

● longer-term funding arrangements;

● evidence underpinning the investment plans;

● key performance measures, in addition to Strategic Priorities and PSA targets; and

● information on ODPM’s major forthcoming contracts.

Chapter 4 outlines ODPM’s systems and procedures used to ensure effective

delivery of ODPM’s investment programmes.

Future Investment Plans

ODPM plans to invest over £17 billion of capital expenditure between 2005/06 and
2007/08. Table E1 below sets out the level of investment which will be directed in
support of each of ODPM’s Strategic Priorities.

Table E1: Summary of ODPM Capital Investment1 – 2005/06 to 2007/08

Planned Investment by Strategic Priority – ODPM DEL 2

£ million
2005/06 2006/07 2007/08

Housing supply and demand 2,889 3,004 3,414

Decent places to live 1,453 1,403 1,366
Tackling disadvantage 213 231 221
Better services 149 174 137
Development of English regions 1,104 1,147 1,200
Investment in central assets 20 20 20
Total investment – ODPM DEL 5,828 5,977 6,356
Planned investment by Strategic Priority – Local Government DEL 3
£ million
2005/06 2006/07 2007/08

Better services 349 249 249

Total investment – LG DEL 349 249 249
1 Note: For accounting purposes, the Government defines its own capital expenditure and capital to local authorities as
‘capital’ expenditure, whereas capital grants to the private sector and related bodies are defined as ‘resource’ expenditure.
2 ODPM is responsible for two Departmental Expenditure Limits (DELs): ODPM DEL and Local Government DEL.
ODPM DEL covers the main programmes for which ODPM has lead responsibility.
3 Local Government DEL covers the Government’s Revenue Support Grant for local authorities, and a number of local
government-related programmes which cut across service boundaries.

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ODPM Annual Report 2005

In addition to direct capital investment, ODPM will support Private Finance Initiative
(PFI) schemes undertaken by local authorities to provide: housing; assets for the Fire
and Rescue Service; and joint service centres, providing multi-agency, multi-service
premises to offer more joined-up services.

Table E2
Planned investment through the Private Finance Initiative

£ million
2005/06 2006/07 2007/08

Housing supply and demand/decent places to live 360 610 610

Better services 115 130 140
Private Finance Initiative – Total 475 740 750

The main highlights of ODPM’s future investment plans are as follows:7

A better balance between housing supply and demand

● a £2 billion annual investment in new affordable housing, delivering an extra
10,000 homes annually by 2007/08 – a 50% increase;

● helping over 80,000 people into home ownership by 2010, including a new First
Time Buyers’ Initiative to help an extra 15,000 people;

● capital investment of more than £800 million in the Thames Gateway and other
Growth Areas over the SR 2004 period, contributing to the delivery of 200,000
extra homes in the South East by 2016;

● a new £200 million Community Infrastructure Fund to provide transport

infrastructure in areas of housing development, complementing mainstream
transport investment;

● more than £1 billion further investment in the Housing Market Renewal Fund
to support the nine Market Renewal Pathfinders and tackle other areas of low
demand;

● more than £850 million for English Partnerships to support its enhanced role in
increasing the supply of affordable housing, reducing low demand and increasing
private sector investment in housing and regeneration;

● £100 million capital investment in planning through the Planning Delivery Grant,
with additional investment in e-planning; and

● expanded PFI programme, providing at least 6,000 new homes by 2008.

Decent places to live

● more than £3.7 billion for PFI schemes, Arms-Length Management Organisations
and stock transfer schemes to bring all social housing into a decent condition by
2010;

138 7 Spending figures in this section are for the period 2005/06 to 2007/08, unless otherwise
specified.
 Annex E: Office (Departmental) Investment Strategy

● setting up a network of local procurement consortia to enable social landlords to

maximise efficiencies throughout the supply chain and reduce the cost of housing
capital works – £33 million between 2004/05 and 2007/08;

● some £250 million to invest in local environment services to produce cleaner,

greener and safer public spaces.

Tackling disadvantage
● approximately three-quarters of ODPM’s overall budget will continue to contribute
directly to tackling disadvantage;

● over £300 million capital investment in 39 deprived neighbourhoods in the

SR 2004 period, through the New Deal for Communities programme – part of
a £900 million capital investment programme over 10 years;

● investment to regenerate coalfield communities through the Coalfields Enterprise

Fund and Coalfields Regeneration Trust;

● £90 million to improve the quality of hostel accommodation; and

● around £350 million committed to the Disabled Facilities Grant to adapt housing
for disabled people.

Delivering better services through strong, effective local government

● greater financial freedom and discretion for local authorities through the new
prudential capital finance system;

● £233 million annual investment in the Local PSA Pump-Priming Grant to deliver
real improvements across a variety of services;

● PFI credits of £65 million a year to support private sector investment in the Joint
Service Centre programme – multi-agency and multi-service centres to improve
access to information and frontline services;

● investment in the Fire and Rescue Service with a focus on prevention through a
new single national digital radio system, much improved resilience and
communications interoperability with other services, rationalisation of the 46
control rooms to nine regional centres and £25 million investment in free smoke
alarms for around 1.25 million vulnerable households;

● over £39 million in 2005/06 for search and rescue resources and equipment ready
for use in civil emergencies; and

● additional investment in the Fire and Rescue Authorities through supported capital
expenditure and PFI credits of over £480 million.

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ODPM Annual Report 2005

Promoting the development of the English regions

● over £2.89 billion in capital projects through ODPM’s contribution to the Regional
Development Agencies, including on regional regeneration and regional inward
investment; and

● capital investment through the European Regional Development Fund on ODPM

priorities of over £525 million to stimulate economic development in the least
prosperous regions.

Systems and procedures

The systems and procedures ODPM uses to ensure its investment programmes are
delivered effectively include performance and financial management; programme and
project appraisal; formal resource allocation systems; implementation of a Corporate
Procurement Strategy; two-way communications between ODPM and industry; the
application of the Gateway Review process to all acquisition-based mission-critical
and high-risk programmes and projects; programme and project management; risk
management and evidence-based evaluations.

The ODPM Board has prioritised strengthening these areas. This has led to the
following improvements:

● greater Board involvement in monitoring key programmes and projects, and in risk
management;

● a drive to improve programme and project management capacity across ODPM;

● enhanced budgeting guidance for all staff;

● improved forecasting, with significantly reduced underspending;

● improved appraisal systems;

● action to derive better results from procurement, including greater use of the
Gateway Review process; and

● strengthened central sources of professional advice and more extensive training.

140
Annex:
SR 2004 and
its outcome
F
The outcome of SR 2004 was announced in July 2004. The Spending Review
settlement provides ODPM with an annual average increase in funding of 3.3% over
and above inflation between 2004/05 and 2007/08. This has placed ODPM in a
strong position for continued delivery of its sustainable communities agenda.

Specifically, the settlement included (all figures are from 2004/05 unless otherwise
stated):

● an extra £400 million per annum for new social rented housing by 2007/08,
enabling a 50% increase in the annual supply of new social rented homes and
turning round the rise in homelessness;

● a trebling of spending to tackle low housing demand to £450 million in 2007/08;

● extra funding for the Fire and Rescue Service, including extra funding for our major
civil resilience projects (Firelink and New Dimension);

● action to increase housing supply, and help improve affordability, in high-demand

regions – funding the Communities Plan to deliver 200,000 additional homes in the
Thames Gateway and the other growth areas, and responding to new proposals
for sustainable growth where there is demand locally. By 2007/08, we will have
invested some £850 million in the Thames Gateway and £425 million in the other
growth areas;

● a new £200 million Community Infrastructure Fund, responding to the Barker

Report recommendation, to provide transport infrastructure to support the
development of new sustainable communities;

● funding to reduce the number of non-decent social rented homes by 1.6 million
between 1997 and 2008, sustaining progress towards tackling all 2.1 million by
2010;

141
ODPM Annual Report 2005

● continued NRF funding of £525 million per annum providing sustained targeted
investment in the most deprived communities and a new suite of floor targets to
support the Government’s aim of narrowing the gap between those communities
and the rest of the country;

● increased funding for the RDAs in order to promote economic development in the
regions; and

● for the first time, a specific liveability target, backed by streamlined funding,
providing an increased focus on improving the quality of the local environment.

142
 Annex:
SR 2004 Public
Service Agreement
G
targets
Current SR 2002 target SR 2004 targets
PSA 1 – Neighbourhood renewal PSA 1 – Neighbourhood renewal
To promote better policy integration nationally, Tackle social exclusion and deliver neighbourhood
regionally and locally; in particular to work with renewal, working with departments to help them meet
departments to help them meet their PSA floor targets their PSA floor targets, in particular narrowing the gap
for neighbourhood renewal and social inclusion. in health, education, crime, worklessness, housing and
liveability outcomes between the most deprived areas
and the rest of England, with measurable improvement
by 2010.

PSA 2 – Regional economic performance PSA 2 – Regional economic performance

Make sustainable improvements in the economic Make sustainable improvements in the economic
performance of all English regions and over the long performance of all the English regions by 2008 and
term reduce the persistent gap in growth rates between over the long term reduce the persistent gap in growth
the regions, defining measures to improve performance rates between the regions, demonstrating progress by
and reporting progress against these measures by 2006 (shared with the Department of Trade and
2006. Industry and HM Treasury), including by establishing
elected regional assemblies in regions which vote in a
referendum to have one.

PSA 3 – Elected regional assemblies Elected regional assemblies

Provide the opportunity by the end of this Parliament See PSA 2.
for a referendum on regional government in regions
where there is a demand for it.

PSA 4 – Local government performance PSA 4 – Local government performance

Improve delivery and value for money of local services By 2008, improve the effectiveness and efficiency of
by: local government in leading and delivering services to
all communities.
● introducing comprehensive performance
assessments and action plans, and securing a
progressive improvement in authorities’ scores;
● overall annual improvements in cost effectiveness of
2% or more; and
● assisting local government to achieve 100%
capability in electronic delivery of priority services
by 2005, in ways that customers will use.
Also supported by PSA 1.

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ODPM Annual Report 2005

Current SR 2002 target SR 2004 targets

PSA 5 – Housing markets PSA 5 – Housing markets
Achieve a better balance between housing availability Achieve a better balance between housing availability
and the demand for housing in all English regions while and the demand for housing, including improving
protecting valuable countryside around our towns, affordability, in all English regions while protecting
cities and in the green belt – and the sustainability of valuable countryside around our towns, cities and in the
existing towns and cities – through specific measures green belt and the sustainability of towns and cities.
to be set out in the Service Delivery Agreement.

PSA 6 – Planning PSA 6 – Planning

All local planning authorities to complete local The planning system to deliver sustainable
development frameworks by 2006 and to perform at or development outcomes at national, regional and local
above best value targets for development control by levels through efficient and high-quality planning and
2006 with interim milestones to be agreed in the development management processes, including
Service Delivery Agreement. ODPM to deal with called- through achievement of best value standards for
in cases and recovered appeals in accordance with planning by 2008.
statutory targets.

PSA 7 – Decent homes PSA 7 – Decent Homes

By 2010 bring all social housing into decent condition By 2010 bring all social housing into a decent condition
with most of this improvement taking place in deprived with most of this improvement taking place in deprived
areas, and increase the proportion of private housing in areas, and for vulnerable households in the private
decent condition occupied by vulnerable groups. sector, including families with children, increase the
proportion who live in homes that are in decent
condition.

Fire SDA targets PSA 3 – Fire

To reduce the number of accidental fire-related deaths By 2010 reduce the number of accidental fire-related
in the home by 20% averaged over the 11-year period deaths in the home by 20% and the number of
to March 2010 compared with the average recorded in deliberate fires by 10%.
the five-year period to March 1999 – with a floor
element that no local authority fire brigade will have a
fatality rate more than 1.25 times the national average
by March 2010.
To reduce by 10% the number of deliberate fires by
31 March 2010 from the 2001/02 baseline figure.

Liveability PSA 8 – Liveability

N/A Lead the delivery of cleaner, safer, greener public
spaces, and improvement of the quality of the built
environment in deprived areas and across the country,
with measurable improvement by 2008.

144
Annex:
Public Accounts
Committee
H
recommendations
Public Accounts Committee recommendations
English Regions: An early progress report on the New Deal for Communities
programme
NAO Report, 11 February 2004 (HC309)
PAC Hearing, 24 March 2004
PAC 38th Report, 14 September 2004 (HC492 2003-04)
Treasury Minute, 10 November 2004 (Cm 6355)

Nine recommendations and conclusions emerged in the Committee’s report:

● Working with other government departments – ODPM should work with other
departments to streamline area-based initiatives aimed at deprived communities;
specifically looking at ways to better co-ordinate the different funding streams.

● Review of the wider impact on social cohesion of targeted and piloted approaches
to neighbourhood renewal – The Committee was concerned that initiatives which
favour particular neighbourhoods may cause resentment in neighbouring
communities which do not receive targeted funding and that problems in New Deal
Community (NDC) neighbourhoods are addressed and not displaced into adjacent
communities. Evaluations should take account of the programme’s impact on
neighbouring communities.

● Enabling successful community engagement in the programme by ensuring

community representatives on NDC boards have the authority to represent their
community – The Committee recommended that existing governance
arrangements for NDC boards should be reviewed and strengthened.

● ODPM need to clarify the role of local authorities in NDC partnerships – The
Committee recommended clearer guidance on the role of the local authority as the
accountable body which would help clarify matters and reduce possible tensions.

145
ODPM Annual Report 2005

● Increasing business activity in NDC areas – The Committee recommended that

NDCs should take more active steps to bring businesses into deprived areas.
For example, identify what skill shortages exist in local businesses and target
training to meet these needs. They could also identify what barriers there are to
businesses moving into their areas.

● Evaluation should focus on identifying the additional benefits from the specific
approach adopted – ODPM need to identity and evaluate the specific benefits
that arise as a direct result of the community partnership approach of the NDC
programme compared to other approaches to neighbourhood renewal.

● Need to track consistent data for all regeneration initiatives – To determine the
relative success of the different approaches to neighbourhood renewal.

● Government Offices should ensure that NDC funds should not be used to replace
existing resources provided by local statutory agencies – The Committee
recommended that Government Offices need to monitor spending on projects to
uphold ODPM’s requirement that this money should not be used to finance
projects that should be supported by existing public or private sector grants.

● NDC partnerships should plan how momentum is to be maintained after the

programme has ended – NDC partnerships need to work closely with service
delivery agencies to agree long-term strategies and funding to continue successful
projects and initiatives once programme funds have ended. Government Offices
should, if necessary, act as brokers between the partnerships and service
agencies to help secure realistic funding for the future.

ODPM response
ODPM responded positively to the various conclusions and recommendations,
highlighting many of the positive changes to the programme that had taken place
between the evidence meeting and the publication of the report. In particular ODPM
noted the following:

● There was a need to co-ordinate the approach to regeneration – and this had
been offered through the Safer, Stronger Communities Fund announced in the
SR 2004 plus the Local Area Agreement Pilots that were launched last year.

● The National Evaluation for NDCs was already designed to address the concerns
raised by the Committee.

● ODPM had already taken steps to alleviate the concerns raised by the Committee
about Board nominations through the publication of Governance Guidance.

● Two documents had been issued clarifying the role of the Accountable Body with a
view to hold Accountable Body training for those local authorities in most need.

146
 Annex H: Public Accounts Committee recommendations

● There was a need to develop further the business and job opportunities within
NDC neighbourhoods, and as a result ODPM proposed a worklessness event in
conjunction with DWP and Jobcentre Plus. In addition, it was recognised that
there were general initiatives to promote business engagement and employment
opportunities, including improved targeting of Regional Development Agencies on
enterprise creation and employment rates in deprived areas and that Business
Brokers contribute to promoting links with the private sector.

● The national evaluation of NDC is already designed to address the impact of

community involvement. First, a ‘community involvement’ index across all 39 areas
has been created, enabling the evaluation to identify the degree to which change
at the NDC level is associated with greater or lesser community involvement by
individual NDC partnerships. Second, all changes in NDC areas will be
benchmarked against changes in other similarly deprived neighbourhoods.

● The collection of consistent small area data of deprivation-related indicators is

being taken forward through the Neighbourhood Statistics Initiative.

● Regional Government Offices work closely with Local Strategic Partnership to

ensure planned delivery of local projects, including evaluating performance and
value for money and monitoring spend. Government Offices will continue to
scrutinise local plans to eliminate any misdirection of funds.

● Planning work is already in progress to ensure that successful initiatives from the
NDC programme continue past the end of the 10-year central funding. ODPM is
also currently working to develop events at which NDC partnerships and
mainstream agencies will be invited, in order to help all parties engage more
effectively and develop positive working relationships.

147
 Annex:
Useful addresses I
ODPM(C) Government Office for the East
Eland House Midlands (GOEM)
Bressenden Place The Belgrave Centre
London SW1E 5DU Stanley Place
Telephone: 0207 944 4400 Talbot Street
Fax: 0207 944 6589 Nottingham NG1 5GG
E-mail: [email protected] Telephone: 0115 971 9971
Fax: 0115 971 2404
Regional Co-ordination Unit E-mail: enquiries.goem@go-
2nd Floor regions.gsi.gov.uk
Riverwalk House
157–161 Millbank Government Office for London (GOL)
London SW1P 4RR Riverwalk House
Telephone: 0207 217 3595 157–161 Millbank
E-mail: RCUSecretariatEnquiries@ London SW1P 4RR
goregions.gsi.gov.uk Telephone: 0207 217 3328
Fax: 0207 217 3450
Government Office for the East of E-mail: [email protected]
England (GO-East)
Eastbrook Government Office for the North West
Shaftesbury Road (GONW)
Cambridge CB2 2DF Sunley Tower
Telephone: 01223 372 500 Piccadilly Plaza
Fax: 01223 372 501 Manchester M1 4BE
E-mail: enquiries.go-east@go- Telephone: 0161 952 4000
regions.gsi.gov.uk Fax: 0161 952 4099
E-mail: [email protected]

148
 Annex I: Useful addresses

Government Office for the North East Government Office for Yorkshire and
(GONE) the Humber (GOYH)
Wellbar House PO Box 213
Gallowgate City House
Newcastle upon Tyne NE1 4TD New Station Street
Telephone: 0191 201 3300 Leeds LS1 4US
Fax: 0191 202 3830 Telephone: 0113 280 0600
E-mail: general.enquiries.gone@ Fax: 0113 283 6394
goregions.gsi.gov.uk E-mail: enquiries.goyh@go-
regions.gsi.gov.uk
Government Office for the South West
(GOSW) Executive Agencies
Bristol Office Fire Service College
2 Rivergate Moreton-in-Marsh
Temple Quay Gloucestershire GL56 0RH
Bristol BS1 6ED Telephone: 01608 650 831
Telephone: 0117 900 1700 Fax: 01608 651 788
Fax: 0117 900 1900 E-mail: [email protected]
E-mail: contactus.gosw@go-
regions.gsi.gov.uk The Planning Inspectorate
Customer Support Unit
Government Office for the South East Room 3/15 Eagle Wing
(GOSE) Temple Quay House
Bridge House 2 The Square
1 Walnut Tree Close Temple Quay
Guildford GU1 4GA Bristol BS1 6PN
Telephone: 01483 882255 Telephone: 0117 372 6372
E-mail: [email protected] (Switchboard: 0117 372 8000)
Fax: 0117 372 8128
Government Office for the West E-mail: enquiries@planning-
Midlands (GOWM) inspectorate.gsi.gov.uk
77 Paradise Circus
Queensway Queen Elizabeth II Conference Centre
Birmingham B1 2DT Broad Sanctuary
Telephone: 0121 212 5050 Westminster
Fax: 0121 212 1010 London SW1P 3EE
Freephone: 0800 038 5000 Telephone: 0207 222 5000
E-mail: enquiries.gowm@go- Fax: 0207 798 4200
regions.gsi.gov.uk E-mail: [email protected]

149
ODPM Annual Report 2005

Non-Departmental Public Bodies Audit Commission

Advisory Panel on Standards for the 1 Vincent Square
Planning Inspectorate London SW1P 2PN
APOS Secretariat Telephone: 0207 828 1212
Zone 4/H1 Fax: 0207 976 6187
Eland House E-mail: [email protected]
Bressenden Place
London SW1E 5DU English Partnerships
Telephone: 0207 944 0062 110 Buckingham Palace Road
Fax: 0207 944 5004 London SW1W 9SA
E-mail: [email protected] Telephone: 0207 881 1600
Fax: 0207 730 9162
Building Regulations Advisory E-mail: (link available on website:
Committee www.englishpartnerships.co.uk)
BRAC Secretariat
18/B Portland House Housing Corporation
Stag Place Maple House
London SW1E 5LP 149 Tottenham Court Road
Telephone: 0207 944 5742 or 5747 London W1T 7BN
Fax: 0207 944 5739 Telephone: 0207 393 2000
E-mail: [email protected] Fax: 0207 393 2111
E-mail: [email protected]
Boundary Commission for England
The Secretary The Standards Board for England
PO Box 31060 1st Floor, Cottons Centre
1 Drummond Gate Cottons Lane
London SW1V 2FF London SE1 2QG
Telephone: 0207 533 5177 Telephone: 0845 078 8181
Fax: 0207 533 5176 Fax: 020 7378 5001
E-mail: [email protected] E-mail: [email protected]

Boundary Commission for Wales Castle Vale Housing Action Trust

The Joint Secretary Castle Vale School
Caradog House 220 Farnborough Road
1–6 St Andrews Place Birmingham B35 7NL
Cardiff CF10 3BE Telephone: 0121 776 6784
Telephone: 02920 395031 Fax: 0121 776 6786
Fax: 02920 395250 E-mail: [email protected]
E-mail: [email protected]

150
 Annex I: Useful addresses

Liverpool Housing Action Trust Community Forum

2nd Floor Community Forum Secretariat
Cunard Building Neighbourhood Renewal Unit
Water Street Zone 6/J2
Liverpool L3 1EG Eland House
Telephone: 0151 227 1099 Bressenden Place
E-mail: [email protected] London SW1E 5DU
Telephone: 0207 944 8306
Stonebridge Housing Action Trust E-mail:
Kassinga House [email protected]
37–41 Winchelsea Road
London NW10 8UN
Telephone: 0208 961 0278
Fax: 0208 961 0291
E-mail: [email protected]

Tower Hamlets Housing Action Trust

542–544 Roman Road
London E3 5ES
Telephone: 0208 983 5280
Fax: 0208 983 5281
E-mail: (links available on website:
www.thhat.co.uk)

Advisory Panel on Beacon Councils

Beacon Council Team
Zone 3/D2
Eland House
Bressenden Place
London SW1E 5DU
Telephone: 020 7944 4759
E-mail: [email protected]

151
 Annex:
How to obtain
publications
J
ODPM publications
Details of all publications issued by ODPM, including those referred to in this report,
can be found on our publications database: www.publications.odpm.gov.uk

You can also find details of publications by contacting ODPM(C) Enquiry Services or
by e-mail at: [email protected]

The Office of the Deputy Prime Minister

ODPM Publications
PO Box 236
Wetherby
West Yorkshire LS23 7NB
Telephone: 0870 122 6236
Fax: 0870 122 6237
Text: 0870 120 7405
E-mail: [email protected]

Contact details for the main publishers of Government documents are listed below:
The Stationery Office
PO Box 29
Norwich NR3 1GN
Telephone: 0870 600 5522
Textphone for those with impaired hearing: 0870 600 5522

Thomas Telford
Paddock Wood
Tunbridge Wells
Kent TN12 6UU
Telephone: 020 7665 2019
E-mail: [email protected]

152
 Annex J: How to obtain publications

Spon Press RIBA Enterprises Ltd

2 Park Square 15 Bonhill Street
Milton Park London EC2P 2EA
Abingdon Tel: 020 7256 7222
Oxon OX14 4RN Fax: 020 7374 2737
Telephone: 020 7017 6000 E-mail: [email protected]
Fax: 020 7017 6699
E-mail: [email protected] Dandy Booksellers
Unit 5
Edward Elgar Publishing Ltd 31–33 Priory Park Road
Glensanda House London NW6 7UP
Montpellier Parade Tel: 020 7624 2993
Cheltenham Fax: 020 7624 5049
Gloucester GL50 IUA E-mail:
Telephone: 01242 226 934 [email protected]
Fax: 01242 262 111
E-mail: [email protected]

153
 Annex:
List of
abbreviations
K
ABI Area Based Initiative
ADP Approved Development Programme
AEF Aggregate External Finance
ALMOs Arm’s Length Management Organisations
APOS Advisory Panel on Standards
ATWP Air Transport White Paper
B&Bs Bed and breakfasts
BD Building Division
BIDs Business Improvement Districts
BME Black and minority ethnic
BQS Better Quality Services
BRAC Building Regulations Advisory Committee
BSCF Business Safety Community Forum
BVPIs Best Value Performance Indicators
CABE Commission for Architecture and the Built Environment
CACFOA Chief and Assistant Chief Fire Officers’ Association
CAPAM Commonwealth Association for Public Administration and
Management
CDRPs Crime and Disorder Reduction Partnerships
CLGF Commonwealth Local Government Forum
CoE Centre of Excellence
CPAs Comprehensive Performance Assessments
CRD Civil Resilience Directorate
CSR Corporate Strategy and Resources unit
DA (SER) Domestic Affairs (Social Exclusion and Regeneration)
DATs Drug Action Teams
DCA Department for Constitutional Affairs
DCMS Department for Culture, Media and Sport
DDA Disabilities Discrimination Act
Defra Department for Environment Food and Rural Affairs

154
 Annex K: List of abbreviations

DEL Departmental Expenditure Limit

DfES Department for Education and Skills
DfT Department for Transport
DoC Directorate of Communication
DPM Deputy Prime Minister
DRIU Departmental Regulatory Impact Unit
DTI Department for Trade and Industry
DTLR Department for Transport, Local Government & Regions
DWP Department for Work and Pensions
EDRM Electronic Document and Records Management
EDU Equality and Diversity Unit
EHCS English House Condition Survey
EMS Environment Management System
ENCAMS Environmental Campaigns
EO Employers’ Organisation for Local Government
EP English Partnerships
ERDF European Regions Development Fund
ESD Electronic Service Delivery
ESRC Economic and Social Research Council
ETP Employer Training Pilots
EU European Union
FGR Formula Grant Review
FRESA Frameworks for Regional Employment and Skills Action
FSC Fire Service College
FWC Families with Children
GASPS Grants and Subsidies Payment System
GLA Greater London Authority
GOs Government Offices
GVA Gross Value Added
HA Highways Agency
HATs Housing Action Trusts
HMFSI Her Majesty’s Fire Service Inspectorate
HMO Houses with Multiple Occupation
HMT Her Majesty’s Treasury
H&S Health & Safety
ICRC Inner Cities Religious Council
ICT Information and Communication Technology
IDeA Improvement and Development Agency
IEG Implementing Electronic Government
IMS Investment Management Systems
IPDS Integrated Personnel Development System
IRMP Integrated Risk Management Plans
LAA Local Area Agreement

155
ODPM Annual Report 2005

LAs Local authorities

LDF Local Development Framework
LG Local government
LGA Local Government Association
LNRS Local Neighbourhood Renewal Strategies
LPA Local Planning Authority
LPSA Local Public Service Agreement
LSPs Local Strategic Partnerships
LSVT Large Scale Voluntary Transfer
MPGs Minerals Planning Guidance
NDC New Deal Communities
NDPBs Non-Departmental Public Bodies
NGC Northern Growth Corridor
NHS National Health Service
NRF Neighbourhood Renewal Fund
NRU Neighbourhood Renewal Unit
ODIS Office Departmental Investment Strategy
ODPM Office of the Deputy Prime Minister
OFT Office of Fair Trading
OGC Office of Government Commerce
ONS Office for National Statistics
PAC Public Accounts Committee
PCT Primary Care Trusts
PDG Planning Delivery Grant
PFI Private Finance Initiative
PI Performance Indicators
PINS Planning Inspectorate
PPG Planning Policy Guidance
PPS Planning Policy Statement
PSA Public Service Agreement
PSRE Public Sector Research Exploitation
QEIICC Queen Elizabeth II Conference Centre
RCU Regional Co-ordination Unit
RDA Regional Development Agency
RED Regional Emphasis Documents
RES Race Equality Scheme
RIA Regulatory Impact Assessment
RPG Regional Policy Group
RRAP Residential Rehabilitation Assistance Programmes
RRO Regulatory Reform Order
RSLs Registered Social Landlords
R&D Research and Development
SBE Standards Board for England

156
 Annex K: List of abbreviations

SBS Small Business Service

SCS Senior civil service
SDA Service Delivery Agreement
SEU Social Exclusion Unit
SFLG Small Firms Loan Guarantee
SHI Starter Home Initiative
SMES Small and medium size enterprises
SoLACE Society of Local Authority Chief Executives and
Senior Managers
SR 2000 Spending Review 2000
SR 2002 Spending Review 2002
SR 2004 Spending Review 2004
SRO Senior Responsible Officer
THP The Housing Partnership
TRS The Rent Service
UDC Urban Development Corporation
UGST Urban Green Spaces Taskforce
URA Urban Regeneration Agency
URC Urban Regeneration Companies
VCS Voluntary and Community Sector
VOA Valuation Office Agency
VTS Valuation Tribunal Service

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