East Hampshire District Council Performance Report Q3 2021-22
East Hampshire District Council's Q3 2021-22 Performance Report highlights achievements in climate change, key statistics on people, finance updates, and corporate governance statistics. The report showcases initiatives such as the COP26 event, local cultural festivals, support for businesses, and financial budget outturn. It also includes insights on turnover rates, sick leave averages, and governance performance metrics. This comprehensive report reflects the council's dedication to sustainability, community engagement, and transparent governance.
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Appendix B East Hampshire District Council Performance Report Q3 2021-22 V1
Contents 1. Headline achievements for Q3 2. People key statistics for Q3 3. Finance 4. Corporate governance key statistics for Q3 5. Service dashboards (containing in-depth information about Corporate Action Plan objectives, KPIs, and budget variance) Strategy Unit Corporate Services Regeneration & Place
Headline achievements in Q3 Climate change and carbon neutrality was the focus at COP26 East Hampshire, a conference organised in association with Damian Hinds MP to coincide with the international COP26 event in November. The event featured keynote speakers, presentations and an exhibition of 40 local businesses and community groups, encouraging and informing residents about what they can do to reach the government s ambition of net-zero by 2050 The Creative Footsteps festival in October celebrated our district s amazing heritage and cultural attractions, offering 16 events over 10 days in partnership with Gilbert White s House & Gardens, Jane Austen s House, Chawton House, Petersfield Museum, The Allen Gallery and the Curtis Museum We supported local businesses by offering free parking in Petersfield and Alton in the run up to Christmas to encourage residents to shop local Local entrepreneurs were also given a boost with a free week-long course from Rebel Business School that was funded by several local councils
People key statistics for Q3 267 12 17 6.37% Number of new starters Total FTE at end of quarter Number of leavers Turnover rate 2.17 This figure has increased compared to Q1 and Q2 but remains below the public sector average driven by a small number of long term sickness absences which has skewed the average Average number of sick days per FTE Public sector average: 2.2 days Private sector average: 1.8 days
Finance revenue budget outturn in Q3 Full Year Budget '000 Q3 Year End Forecast '000 Q3 Variation to Budget '000 11.352 11.705 0.353 Net Cost of Services (11.352) (11.352) 0.000 Funding 0 0.353 0.353 Net (Surplus) / Deficit
Corporate governance key statistics for Q3 Number has now stayed roughly consistent for several quarters in a row 11 % of complaints resolved within 10 working days Target: 85% Number of complaints received 204 154 Number of internal audit management actions overdue by more than 60 days Waste 28% Number of information requests received Revenues and Benefits 7 86% Significant improvement since Q1 position (40) (Freedom of Information, Environmental Information Regulations and Subject Access Requests) Environmental Health including Pest Control and Licensing 13 69% Arrow indicates trends vs Q2 Planning 18 71% Parking and Traffic 5 100% Other 15 93%
Risks currently scoring above 16 on the corporate risk register Likelihood has increased in Q3 due to stalling of Microsoft 365 proposals Original Assessment Control Assessment Risk ID Identification of areas where there are significant risks Date Added Risk Owner Mitigation Success Factor Risk Title Type Category Planned Mitigation Actions P P L L I I Clear vision and links to Council aspiration of 'digital by default' Approval of Council's Digital Strategy Failure by the IT provider (Capita) to deliver on long term digital vision and aspirations of Council as per the contract in particular the strategy for 'digital by default' and contract requirements 1. Ensure Capita are held to contractual responsibilities regarding digital strategy 2. Progression of a Digital Strategy for the Council as part of SoF with linkages to IT Capita 3. Deliver changes to the IT infrastructure to enable SoF outcomes e.g. M365 segregation IT Sue Parker5 5 4 4 25 16 provision: long term EH7 10/4/18 SERVICE Technological 1) Establishment of Strategic Project Board for oversight of key corporate projects 2) Clear review of project milestones to ensure on track and delivering as per budget 3) Dedicated project budget monitoring - in particular Capital budget monitoring 4) All corporate projects have appropriate governance in place and regularly produce highlight reports 5) Review of Corporate projects to ensure focus and resource is on the right project areas covering Corporate Strategy, transformation and Covid-19 recovery Failure to maintain control of corporate project delivery leading to lack of clarity on priorities, use of resources resulting in reputational damage and potential costs and potential adverse impact on performance. Corporate projects will deliver on time or be replaced by others with greater importance Corporate Project Delivery Gill Kneller4 5 4 4 20 16 GOVERNANCE Reputation EH8 07/05/18 1) Ensure balanced portfolio of properties in place to counter any particular failing sectors of economy 2) Ensure tenants are in long term full repairing leases and purchases are made on sound financial advice with appropriate due diligence completed. 3) Property acquisitions made in line with Commercial Property Strategy and through Property Board 3) Complete Peer Review of team and restructure as appropriate to ensure high performing property team to monitor portfolio Commercial property portfolio does not perform as expected due to general downturn in economy and/or portfolio not completed in order to return financial benefits Income levels from property remain as per MTFS and budget Commercial property portfolio 09/01/18Simon Jenkins4 5 4 4 20 16 FINANCIAL Economic EH11 Contract delivers as per cost and performance. Previous years accounts and current budget agreed; monthly budget monitoring and forecasting satisfactory. Business Plan produced in line with Service Agreement requirements. Governance actions completed Internal audit actions completed Waste contract 1) Delegated to Havant Borough Council. 2) NSE Board regularly meets to review current performance 2) Key performance indicators in place and being monitored for waste operation 3) Provision of expert financial and operational support to review accounts and co- develop a detailed Business Plan for 2022 and beyond. 4) Strengthened JV Liaison Team and recruitment to cover vacancies. 5) Risk based approach to JV Liaison. 6) Exit strategy 7) Review of Governance Risk of our contractors failing to deliver all/part of the contract leading to non delivery of service(s) to our residents 01/09/16Trevor Contractual ArrangementsFINANCIAL Partnership 5 5 4 4 25 16 EH1 Pugh A residual score of 16 is the threshold which has been set to indicate the Council's risk appetite (as per the Risk Management Framework).
Strategy Unit dashboards Performance information for Q3 Organisational Development Programmes, Redesign & Quality
Organisational Development Head of Service: Caroline Tickner Incorporating: Human Resources, Communications & Marketing, Emergency Planning & Business Continuity, Health & Safety Budget variance in Q3 No variance Corporate Action Plan 2021-22 Q1 RAG status Q2 RAG status Q3 RAG status Project/ strategy Objective Q3 update Approach to co- ordinate next steps for new ways of working for reception and back office in Penns and Plaza Interim workstyle solutions Report submitted to EB and discussed re future working styles. Trial and post trial survey due to end Jan 2022. Overall report including policy will be developed to implement from Q1 22/23. Estimated outturn 757,000 Budget 757,000 Consideration of a business case as per budget challenge proposal Communications service review Business case and proposals taking account of the SoF programme are awaiting sign off by Executive Board. Budget challenge for 21/22 re salary savings has been met due to vacancy savings. Key Performance Indicators Indicator Target Q1 Q2 Q3 127,200 125,000 125,000 Number of website visits N/A
Programmes, Redesign & Quality Head of Service: Sue Parker Budget variance in Q3 No variance Incorporating: Business Solutions Unit, Digital Design, Information Governance, Governance Hub, Effective Working, Facilities Management, Street Care Key Performance Indicators Estimated outturn 2,855,000 Budget 2,855,000 Target Indicator Q1 Q2 Q3 Freedom of Information - number of requests received 140 137 130 N/A 97% 96% 95% Freedom of Information - requests completed within 20 day statutory deadline (%) above 95% Corporate Action Plan 2021-22 Environmental Information Regulations - number of requests received Q3 RAG status 23 22 21 Q1 RAG status Q2 RAG statusQ3 update N/A Project/ strategy Outcome 91.3% 100% 95.2% Environmental Information Regulations - requests completed within 20 day statutory deadline (%) above 95% Numerous projects to deliver the strategy including foundation initiatives such as Sharepoint and transformation related priorities as informed by Shaping our Future Multi Factor Authentication now to be delivered early Q4 (end of January). Tenancy split proposal costly, and therefore approach is under review. High Level Design for Target Operating Model is complete, with detailed design to be completed with support and advice of 3rd party during early part of Q4. Digital Strategy Subject Access Requests - number of requests received 3 3 3 N/A 100% 67% 100% Subject Access Requests - requests completed within statutory deadline of one month (%) above 95%
Corporate Services dashboards Performance information for Q3 Commercial Development Customer Services Finance Legal Strategic Commissioning
Commercial Development Head of Service: Chris Bradley Budget variance in Q3 No variance Corporate Action Plan 2021-22 Estimated outturn - 38,000 Budget - 38,000 Q1 RAG status Q2 RAG status Q3 RAG status Project/strategy Objective Q3 update Consideration of a business case as per budget challenge proposal Potential services for commercialisation will be identified by the Shaping our Future transformation programme. Advice provided on Service Design tool kit but revised approach not yet seen. Targets for Commercial Development to be confirmed as part of the SoF programme. Unsolicited request from LGA for research and case study on governance and performance of civic enterprises completed. Further commercialisation options East Hampshire Commercial Services: Q3 has seen a better performance by EEOs than forecast but fewer EEOs on the streets has resulted in 4k under forecast. The growth pipeline is good with detailed discussion ongoing with three new authorities. Recruitment and retention continues to be a significant challenge and is beginning to bite hard. Revenue is down but so are the corresponding staff costs. The recharge budget of 240k is at risk to the value of circa 10k. The focus is on recruitment to generate greater revenue.
Customer Services Head of Service: Brian Wood Key Performance Indicators Indicator Target Q1 Q2 Q3 Incorporating: Customer Services, Revenues & Benefits, Corporate Support, Elections, Land Charges, GIS, CRM, Insight 99.1% 95% 97% Customer satisfaction with CSC (%) above 97% 86.5% 86.3% 86.5% Calls answered and completed by CSC - one and done (%) above 65% above 98.9% (year end cumulative) Budget variance in Q3 29.98% 58.28% Council tax cash collection rate - cumulative (%) 86.85% Variance of 300,000 above 98.6% (year end cumulative) Collection rates continue to be impacted by Covid-19 29.74% 53.37% Non domestic rates cash collection rate - cumulative (%) 79.46% Average processing time - housing benefit and council tax benefit change events (days) 6.69 5.43 6.16 below 7 Average processing time - housing benefit and council tax benefit - new claims (days) 18.39 16.87 16.29 below 17 Corporate Action Plan 2021-22 Estimated outturn 1,976,000 Q1 RAG status Q2 RAG status Q3 RAG status Project/ strategy Objective Q3 update Budget 2,276,000 Discretionary Rate Relief Schemes Review of schemes (yearly requirement) EHDC scheme will need some tidying to remove old terminology - no impact at current time
Finance Head of Service: Matthew Tiller Budget variance in Q3 No variance Corporate Action Plan 2021-22 Q1 RAG status Q2 RAG status Q3 RAG status Project/ strategy Objective Q3 update Service improvement work following return inhouse Finance service improvement New processes and procedures being revised and finalised. Roll out timetable being revised whilst we test robustness of procedures. Estimated outturn 1,071,000 Budget 1,071,000
Legal Head of Service: Daniel Toohey Incorporating: Legal Services, Democratic Services Corporate Action Plan 2021-22 Budget variance in Q3 Project/ strategy Q1 RAG status Q2 RAG statusQ3 update Q3 RAG status Objective Variance of 50,000 Actions to address recommendations made in governance review by David Bowles in 2020 Governance improvement action plan All actions on the governance improvement action plan have now been completed, as per update to Standards Committee in December 2021, which will also go to Full Council in January 2022. Estimated outturn 923,000 Further Corporate Action items and Performance Indicators are still under development by Head of Service and their team. Budget 873,000
Strategic Commissioning Head of Service: Trevor Pugh (ES) Corporate Action Plan 2021-22 Incorporating: Environmental Services (Norse), Leisure Q3 RAG status Project/ strategy Q1 RAG status Q2 RAG status Objective Q3 update Environment Bill and HCC efficiency savings implications Environment Act passed November 2021. Government response to relevant waste management consultations expected early 2022 with more clarity on requirements and timescales/ funding. Detailed modelling of waste collection service changes planned for April 2022. Draft revised Hampshire County Council Memorandum of Understanding and Financial Agreement scheduled for Partnership Board February 2022. Future waste collection / HCC negotiations Budget variance in Q3 Variance of 40,000 Key Performance Indicators Indicator Target Q1 Q2 Q3 Less than 35 per 100,000 154 224 91 Number of missed bins Estimated outturn 3,761,000 Budget 3,721,000 Percentage of household waste recycled and composted 28% 27% 22% Above 30% Not reported by Norse 230 15% 14.6% 221 Contamination of recycling (%) Less than 10% 114 Number of fly tips reported Less than 120
Regeneration & Place dashboards Performance information for Q3 Housing & Communities Neighbourhood Support Planning Property Regeneration & Economy
Housing & Communities Head of Service: Tracey Wood Corporate Action Plan 2021-22 Budget variance in Q3 No variance Estimated outturn 1,607,000 Budget 1,607,000 Q3 RAG status Q1 RAG status Q2 RAG statusQ3 update Project/ strategy Objective Community Engagement Strategy Developing a community engagement strategy Draft needs to be revised as is currently a joint strategy - also awaiting feedback from Locality in January to feed into the strategy/ies. Homelessness and Rough Sleeping Strategy Implementation of Homelessness Strategy/Action Plan Affordable Housing units EH - 49 EH worked with 127 homeless households. Annual Rough Sleeper count in Nov found 5 in EHDC. Currently working on Rough Sleeper Initiative bid for both Councils to be submitted Feb 22. Key Performance Indicators Indicator Target Q1 17 Q2 58 Q3 49 S106 contributions Implementation of plan to ensure S106 contributions for community posts are allocated appropriately S106 post successfully recruited to Dec 21 above 225 (year end cumulative) Affordable homes delivered Review of play park provision Review the provision of play parks. Review ownership, maintenance and develop a forward refurbishment plan of play area provision Full report findings will be received end of January 22 - this will enable identification of those priority play areas to be refurbished, 3 each year. 5 play areas have had pieces of equipment upgraded/replaced. below 60 (year end cumulative) 0 0 0 Number of homelessness acceptances above 600 (year end cumulative) 133 146 127 Number of homelessness interventions Communities service review Consideration of a business case as per budget challenge proposal Temp arrangements remain in place until end of the year - Community Manager EH left the authority so there is a vacancy. Proposal was to have a shared team and manager. On hold. below 40 (year end cumulative) 5 7 7 Number of households in B&B Welfare and Wellbeing Strategy Implementation of Welfare and Wellbeing Strategy On track. Attended Cabinet Briefing October and presented an update - very well received. Tracking only 58 112 84 Number of weeks in B&B
Neighbourhood Support Head of Service: Natalie Meagher Key Performance Indicators Indicator Target Q1 Q2 Q3 Incorporating: Environmental Health, Neighbourhood Quality, Parking & Traffic Management Parking and traffic - income from pay and display machines - cumulative ( ) 296,614 656,400 1,034,689 above 1,746,000 at Q3 55,410 100,010 155,770 Parking and traffic - income from Penalty Charge Notices - cumulative ( ) above 150,600 at Q3 Tracking 72% 68% 70% Parking and traffic PCN collection rate (%) Budget variance in Q3 Animal welfare new and renewal licenses processed within time limit (%) Tracking 20% 50% 80% Variance of 895,000 Tracking Animal welfare dog seizure target (1 working day) achieved (%) 100% 100% 100% Tracking Animal welfare first response target achieved (%) 41% 38% 90% Tracking Animal welfare service requests resolved within 90 days (%) 69% 61% 45% Budget - 598,000 N/A Public health funerals number of burials 0 0 0 N/A Public health funerals total costs ( ) N/A N/A N/A Estimated outturn 297,000 Tracking Public health funerals recovery of costs (%) N/A N/A N/A Cemeteries number of interments (including new burials, re- opens, cremations, cremation re-opens) N/A 44 55 71 N/A Pest control number of pest treatments booked 87 65 88 9.46 days Pest control average number of working days between booking and initial visit Tracking 12.6 days 12.8 days Tracking Pest control cumulative income ( ) 8,519 11,393 20,073
Neighbourhood Support Key Performance Indicators Target Indicator Q1 Q2 Q3 Tracking Food and safety number of programmed food safety inspections carried out 94 131 108 Tracking Food and safety number of other food safety inspections carried out 21 38 29 Tracking Food and safety programmed food inspections carried out within 28 days of due date (%) 5% 12% 29% Tracking Food and safety new food business inspections carried out within 28 days of registration (%) 3% 12% 0% N/A Food and safety food establishments receiving rating of 2 or lower (%) 1% 1% 1% Tracking Food and safety service requests resolved within 90 days food (%) 97% 96% 93% Tracking Food and safety service requests resolved within 90 days H&S (%) 82% 76% 47% Tracking Pollution service requests resolved within 90 days (%) 84% 80% 74% Tracking Pollution number of new rodent cases 12 15 8 Tracking Pollution first response target achieved (%) 61% 80% 64% Tracking Pollution consultations responded to within target for Planning and Licensing (%) 33% 37% 38% N/A Private sector housing total number of DFG cases approved and completed 25 12 15 Tracking Private sector housing DFG cases (minor adaptations) completed within time limit of 90 days from valid referral (%) 88% 14% 33% Tracking Private sector housing DFG cases (complex adaptations) completed within time limit of 120 days from valid referral (%) 31% 60% 33% N/A Private sector housing total DFG spend ( ) 163,957 189,700 498,415.2 N/A Private sector housing number of HMO licences issued under Housing Act 2004 0 2 3 N/A Private sector housing service requests resolved within 90 days (%) 93% 82% 75% N/A Private sector housing number of properties improved through informal action 0 19 0 N/A Private sector housing number of properties improved through formal action 0 3 0
Neighbourhood Support Corporate Action Plan 2021-22 Q1 RAG status Q2 RAG status Q3 RAG status Project/strategy Objective Q3 update Outbreak Control Plan Development of plan for potential future Covid outbreaks Document under constant review in line with current government guidance / legislation regarding present Covid 19 situation. No further amendments to make at this time Licensing service review Resourcing review of service across both EHDC and HBC No further changes to report in this quarter. Workload remains high and continues to increase. Need to establish a steady state within the service before this can progress. PSPO (previously DPPO) for alcohol has expired. To extend this evidence, required to support a need for its existence. No data to support so not extended. Seasonal restriction in place in bathing area between 30/05 & 01/09 within the current dog PSPO beach ban. This was renewed on the 1st of May 2021 and will be in place until 30th April 2024. Both elements completed and closed. Designated Public Place Orders Review in light of new legislation
Planning Interim Heads of Service: Julia Mansi and Vicki Potts Incorporating: Development Management, Planning Policy, Building Heritage, Building Control, RegenCo Key Performance Indicators Indicator Target Q1 1 Q2 0 Q3 0 Number of non-compliances found under the LABC Quality Management Scheme registered under ISO 9001:2015 (internal review) 0 Budget variance in Q3 Number of non- compliances found in previous quarter N/A (none found) N/A (none found) Number of previous non-compliances under the LABC Quality Management Scheme reviewed and resolved 1 Variance of 100,000 Number of claims submitted against the Council for Building Control negligence / non-compliance that the Council was unsuccessful in defending 0 0 0 0 Number of Building Regulations projects commenced under the Council s control 242 176 176 N/A 339 Including Competent Persons Scheme registrations Not able to report due to back office system migration Number of Building Regulations projects completed under the Council s control 289 N/A Dangerous structures receiving an initial risk assessment within 24 hours of report being received (%) 100% 100% 100% 100% Estimated outturn 1,317,000 Not able to report due to back office system migration Not able to report due to back office system migration 100% 100% Full Plans applications decided within statutory time limit (%) Not able to report due to back office system migration Not able to report due to back office system migration Not able to report due to back office system migration Budget 1,417,000 above 90% Full Plans applications checked within 15 days (%)
Backlog being actively addressed, as an adjunct to Business as Usual Planning Key Performance Indicators Target Indicator Q1 Q2 Q3 6 3 3 Major planning applications - number decided N/A Corporate Action Plan 2021-22 Major planning applications - % decided within 13 weeks or agreed time extension 100% 67% 100% above 70% Q1 RAG status Q2 RAG statusQ3 update Q3 RAG status Project/ strategy 54 52 42 Minor planning applications - number decided N/A Objective Minor planning applications - % decided within 8 weeks or agreed extension 78% 77% 86% above 65% DSIP: Planning/Land Charges/ Environmental Health system replacement Procurement and implementation of replacement system (to replace Acolaid) Project still paused pending work on TOM 184 169 154 Other planning applications - number decided N/A Other planning applications - % decided within 8 weeks or agreed extension 95% 82% 81% above 80% 98% 99% 99% All applications - % decided within 26 weeks above 98% The planning policy team continue to collect the necessary evidence to support a Regulation 19 consultation. However, the previously envisaged timetable of April 2022 will not be achieved and a new timetable is currently under consideration Progress of production of Local Plan Local Plan 66% 37% 43% Discharge of condition applications - % decided within 8 weeks above 80% 0% 0% 0% Major planning applications - % of decisions allowed on appeal below 20% 0.9% 0.7% 0.7% Minor and other planning applications - % of decisions allowed on appeal below 30% 2 2 0 SDNP major planning applications - number decided N/A The running costs of RegenCo have to be reduced. The current model relies heavily on the professional services of consultants rather then being able to utilise in house resources upon which the original model was based. From April 2022 business development and related activity will be brought back in house removing our biggest single cost. The market with COVID-19 has become more challenging with a squeeze on the available margins. The return on the business development activity this year to date has been limited necessitating this decision. Review of options for future delivery model RegenCo future model SDNP major planning applications - % decided within 13 weeks or agreed time extension 0% 100% N/A above 60% 25 15 19 SDNP minor planning applications - number decided N/A SDNP minor planning applications - % decided within 8 weeks or agreed extension 84% 67% 89% above 65% 113 86 95 SDNP other planning applications - number decided N/A SDNP other planning applications - % decided within 8 weeks or agreed extension 91% 87% 82% above 80% above 44,000 (year end cumulative) 72,903 26,646 68,595 CIL and S106 agreements - monitoring fees collected during quarter ( )
Corporate Action Plan 2021-22 Property Head of Service: Clare Chester Q3 RAG status Q1 RAG status Q2 RAG statusQ3 update Project/ strategy Objective Procurement, Legal and technical specification ready to advertise to the market. Capita requested to quote for the cost and time to allow interaction and flow of information with finance and IT systems prior to procurement. Capita to be involved in advising on additional technical requirements. Additional capital funding likely required funding sources being secured but current shortfall does represent a risk to the project. Firm figures only known through procurement process. Procurement and implementation of new property management system Property management system Budget variance in Q3 Variance of 40,000 Estates and Facilities team options including accommodation Consideration of business case as per budget challenge proposal Limited progress due to other priorities. Will move forward as part of transformation. Budget - 3,683,000 Estimated outturn - 3,643,000 Review of Penns Place and strategy for accommodation needs We continue to progress all due diligence ahead of submitting a formal planning application later this year. The future working styles trial and general accommodation needs will prominently feature as part of a new transformation workstream, focussed on EHDC rather than a consolidated workforce. Future operational estate Following feedback from finance as to the overarching need to maintain access to PWLB funding, there is currently no latitude to continue to grow the investment portfolio through debt funded acquisitions. Focus is now on intensive asset management and opportunities to divest on under-performing assets and re-invest proceeds into PWLB compliant development / re- generation opportunities. Continued property investment as per Commercial Investment Strategy Property investment Key Performance Indicators Not directly comparable with previous quarters as different methodology now being used, but trend is correct Indicator Target Q1 Q2 Q3 659,797 5.81% of gross annual income 178,073 1.57% of gross annual income 785,154 7.8% of gross annual income 109,421 1.09% of gross annual income 265,228 2.69% of gross annual income 246,677 2.5% of gross annual income Below 10% of gross annual income Rent arrears for all tenanted commercial property average across quarter ( ) Below 5% of gross annual income Rent arrears over 90 days (aged debts) for all tenanted commercial property at end of quarter ( )
Regeneration & Economy Head of Service: Clare Chester Incorporating: Regeneration & Placemaking, Economic Development Corporate Action Plan 2021-22 Q1 RAG status Q2 RAG status Q3 RAG status Project/ strategy Objective Q3 update Budget variance in Q3 Consideration of a business case as per budget challenge proposal Review of shared Regeneration arrangements Joining of two teams now complete and working effectively. No variance Whitehill and Bordon town centre Redevelopment of town centre site The revised planning application for the next stage of the town centre has now been received. Progress continues on bringing forward the Health Hub. Enhance East Hants Regeneration strategy for the district of East Hampshire Progress continues to be made on all placemaking projects across the district inline with Enhance East Hants strategy. Estimated outturn 822,000 Budget 822,000
