| 27th July 2006
Andrew Hudson Chief Executive
John Wilkinson Director – District Valuer Services
Steve Hartnell Director - Human Resources
Ian Milliken Chief Information Officer
Paul Sanderson Director – Data & Special Projects
Mary Morrison-Paton Head of Communications & Customer Insight
Ann Grinstead Non Executive Director
Dawn Johnson Non Executive Director
David Subacchi Field Director
Mary Hardman Field Director
Craig Lester Director – DVS Client Development
Barny Todd Head of Financial Operations
Alan Sherriff Head of Planning
Mark Jorgensen GVO London City
Tony Brown Strategy & Change Management
Julie Styles Corporate Communications
Andrew Mouland Secretary
This item was a discussion on operational performance, the purpose of which was to address operational issues by reviewing the key performance indicators where the outlook was not at green.
In terms of RV lost the rating lists were proving robust and this overall target looked secure on experience to date.
Productivity plans would be in place in all Groups by the end of July. Whilst the month on month gains in the first quarter were encouraging this target would require active monitoring, making full use of the planning tool.
LT were waiting for the feed through of the customer satisfaction results. Forms were being issued and would then need to be analysed.
Valuation integrity was now just under 89%. Provided attention was paid to problem areas, this was not a cause for concern overall, and Internal Audit were issuing reports to assist improvement as an ongoing process.
There were some issues relating to the ability to clear 95% of 2005 compiled list appeals due in part to waiting for clearance of central schemes. This was under review but would be a challenging target.
This item was a discussion on operational performance, the purpose of which was to address operational issues by reviewing the key performance indicators where the outlook was not at green.
HMRC were pleased with the level of performance on improving value for money on inheritance tax work. The target was measured on a ratio basis with DVS bringing in £18.40 of tax for every £1 spent.
The valuation accuracy rating was being put in place by DVS.
The LS income forecast was £19.5m. The result as at the end of June was 87.5% of the profiled target.
Meetings had been held with DVs asking them to ring fence resource to maintain income rates. There would also be quarterly reviews to check progress against the original LS income forecast and to look at direct time rates.
DVS had targeted the NHS, local authorities, and other existing clients to tell them about other services, and had used the client database to identify previous clients where we had had no work for 2-3 years. There had already been some success.
There would be a meeting on 8 August to follow up work from the workshop on 14 June and a plan would be finalised as soon as possible after that.
Alan Sherriff updated the Management Board on various Finance issues within the VOA.
John Wilkinson was keeping a close eye on LS work in progress (WIP), hoping to drive WIP down earlier by managing it closely.
Internal Audit were carrying out a review on invoicing and although DVs were interim invoicing there would be fluctuations. John Wilkinson was chasing this over the year.
There had been an agreement on the HMRC service charge with Stephen Jones, the HMRC Finance Director.
POLAR income was falling, as was expenditure due to reduced property holding in the diplomatic field.
Paul Sanderson updated the Management Board on data issues within the VOA.
The Learning Packs were now in place and presentations had been made to LT and DVS. Active monitoring and measurement would take place to ensure that everyone would be able to achieve the target. The target involves 399 people – not all from 1 April. Some of them have been transferred from other roles and have already completed some areas of the training. HR were still waiting for advice from Internal Audit on completion of the target but there were unlikely to be any issues.
There was going to be regular monitoring of staff attitude.
Staff sickness had improved slightly and there were plans to work on this at the capability workshops in October. There were no staff outside the 6 month inefficiency target.
Ian Milliken was now on two major committees in HMRC and was building relationships with the HMRC IT staff.
The Defence Support Package (DSP) was stable and getting better. The usability was reasonable although performance was still an issue. Ian Milliken would speak to users to get an understanding of their requirements and to gauge any differences between expectation and design.
The purpose of the paper, presented by Mark Jorgensen was to provide the Management Board with high-level proposals for changes to how the Agency works in London, which would help improve customer service, efficiency and productivity, and make the best use of available resources.
The Management Board endorsed the short-term actions recommended in the paper, and agreed that the medium term actions required further work although the strategic direction was emerging. The issue would be considered again in September following further work.
The purpose of the paper, presented by Mary Morrison-Paton was to make a number of recommendations relating to the findings of the review of the SAS.
The Management Board broadly endorsed the recommendations set out in the paper and agreed that Corporate Communications would take forward the options on the proposed timetable.
The purpose of this paper submitted by Andrew Hudson was to provide the Management Board with a report of the People Committee meeting held on 29 June 2006.
The Management Board noted the report and had no further comments.
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