Bolsover District Council Corporate Plan 2015-2019
Contents 3 Introduction 4 Instructions 5 About Us Aims: 6 Our Key Aim - Unlocking Our Growth Potential 8 Providing Our Customers with Excellent Service 10 Supporting Our Communities to be Healthier, Safer, Cleaner and Greener 12 Transforming Our Organisation We speak your language Polish Mówimy Twoim językiem Slovak Rozprávame Vaším jazykom Chinese 我们会说你的语言 If you require this publication in large print or another format please call us on 01246 242424
Introduction Welcome to our new Corporate Plan. Over the past few years the face of local government has changed dramatically. The austerity measures currently in place mean we can no longer rely on grants from government to fund our services, so we have to be more innovative and creative to find different ways to attract income and additional funding. Since 2010 we have been working on a plan to become self financing and not reliant on government grants and that is why we have put Unlocking our Growth Potential as our top aim. By focusing on this area we can help grow our local economy, increase the number of businesses across the District and increase the supply and quality of housing on offer. All of this will help us attract the income and funding we need to deliver our services without being reliant on anyone else. However, the most important aspect of this aim is that it will help our local towns and villages grow and thrive to become vibrant communities and places where people want to live, work and play. Although this is our main aim, it does not mean that our other three aims are any less important, far from it. We have and always will put you at the heart of what we do. So we will continue to look at ways to make our services more efficient through the use of technology, we will continue to improve our services and will continue to introduce new initiatives and schemes to make our local communities healthier, safer, cleaner and greener. Our Annual Report 2015 clearly shows that we deliver on our planned targets and if we don t deliver fully, we are open and honest about this. As before we will continue to monitor, report and publicise what we are doing on each target and every year we will provide a summary of what we have done and what we have not done in our Annual Report so you can hold us to account and make sure we deliver on our promises. Finally, we do hope you enjoy looking through this document and if you need any further information please do not hesitate to contact us. Wes Lumley Chief Executive Officer Ann Syrett Council Leader 3
Instructions The Corporate Plan is our main strategic planning document, providing a framework for the delivery of services. It has a clear statement of our vision, strategic aims and values and outlines our aims, priorities and targets that we aim to achieve over the next four years. Vision To enhance and improve the wealth profile, well-being and quality of life for the communities of Bolsover District. Unlocking our Growth Potential Providing Our Customers with Excellent Service Supporting Our Communities to be Healthier, Safer, Cleaner and Greener Transforming Our Organisation Values Will show respect, honesty and openness in everything we do Will challenge ourselves and change for the better Are proud and passionate about what we do Will work with partners to provide quality services. 4 Aims
About us Bolsover District is situated in the heart of the country straddling the M1 Motorway. It is predominantly rural but has a mix of towns and villages. There are nearly 75,000 residents living in the District There are more than 33,000 households It is home to significant tourist attractions such as Bolsover Castle, Hardwick Hall and Creswell Crags There is over 3,500 companies located in the District and some major businesses have also set up their main headquarters here An average of 2.4 million visitors come to the District every year Our constitution sets out how we operate, how decisions are made and the procedures which are followed to ensure that these are efficient, transparent and accountable to local communities. The majority of our policy decisions which affect our communities are made by councillors at committees and meetings in accordance with our constitution. We have 37 councillors in total representing 20 wards across the District. Our committee and decision making system is made up of an Executive and three Scrutiny Committees. The Cabinet, which consists of six members make most of the day-to-day policy decisions, whilst the remaining 31 councillors are split between the scrutiny committees which hold Executive to account and monitor progress of our aims and targets. Directorates We deliver a wide range of services to the residents of Bolsover District including customer service, planning, environmental health, waste and recycling, sport, leisure activities, council tax and benefits. To help deliver these services we have three Directorates which include a workforce of around 550 employees. The Directorates are: Growth Transformation Operations 5
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Our Key Aim: Unlocking our Growth Potential Unlocking our Growth Potential OUR PRIORITIES We are committed to: Supporting Enterprise: maintaining and growing the business base Unlocking Development Potential: unlocking the capacity of major employment sites Enabling Housing Growth: increasing the supply, quality and range of housing to meet the needs of the growing population and support economic growth Please see our Growth Strategy at: www.bolsover.gov.uk/images/g/ Growth_Strategy.pdf TO DELIVER THESE PRIORITIES WE WILL: Through the use of Key Account Submit Local Plan (Strategic Policies Management develop a relationship and Site Allocations) for examination with a minimum of 50 local businesses by the Planning Inspectorate by by March 2019. November 2017. Establish business support Process all major planning applications programme by engaging with D2N2 10% better than the minimum for (Local Enterprise Partnership for special measures per annum. Derby, Derbyshire, Nottingham and Deliver a minimum of 100 new Council Nottinghamshire) and SCR (Sheffield properties by March 2019. City Region) Growth Hub by March 2016. Enable the development of at least 1,000 new residential properties within Optimise business growth (as the District by March 2019. measured by gross NNDR) by 2.5m by March 2019. Through a programme of targeted refurbishment bring 15 empty private Support 200 young people to raise sector properties back into use per their aspirations and provide them annum. with relevant employability skills by December 2015. Achieve an increase of 850,000 in additional New Homes Bonus from the Through the Bolsover North East Derbyshire LEADER Approach government by March 2019. collectively support the creation of Work with partners to deliver an 65 sustainable jobs in the combined average of 20 units of affordable programme area by December 2020. homes each year. Undertake statutory public consultation Identify with partners key actions and on the Local Plan (Strategic Policies funding mechanisms to bring forward and Site Allocations) in line with the priority employment sites at Markham adopted Local Development Scheme Vale, Shirebrook and former Coalite timetable by July 2017. site by March 2016. Providing Our Customers with Excellent Service Supporting Our Communities to be Healthier, Safer, Cleaner and Greener Transforming Our Organisation
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Providing Our Customers with Excellent Service Providing Our Customers with Excellent Service OUR PRIORITIES We are committed to: Increasing customer confidence and satisfaction with our services Improving customer contact and access to information Promoting equality and diversity Supporting vulnerable and disadvantaged people Providing good quality council housing where people choose to live TO DELIVER THESE PRIORITIES WE WILL: Retain Customer Service excellence Process changes to Housing Benefit accreditation year on year. and Council Tax Support within an Achieve an overall biennial external average of 14 days. satisfaction rate of 85% or above for Carry out 300 disability adaptations to services provided by the Contact Council houses each year. Centre. Fully deliver the equality objectives Achieve an overall annual satisfaction identified in the Single Equality rate of 80% or above for leisure, Scheme by March 2019. recreation and cultural activities and Aim for 50% of clients expressing services. a positive outcome from Domestic Promote the Council website and Violence Services each year. increase (unique) visitor numbers by Reduce average relet times of Council 7% year on year. properties (not including sheltered Implement the new EU Regulations on accommodation) to 20 days by March Data Protection within the timescales 2019. stipulated by the Information Carry out 99% of emergency repairs Commissioners Office. within 6 working hours. Prevent homelessness for more Ensure a minimum of 50% of clients than 50% of people who are facing receiving parenting support each year homelessness each year. express a positive outcome. Install 150 new lifelines within the Agree a project with Derbyshire community each year. County Council and other stock Process all new Housing Benefit and retaining authorities to deliver alarm Council Tax Support claims within an monitoring to 12,000 people county average of 20 days. wide by April 2016. Supporting Our Communities to be Healthier, Safer, Cleaner and Greener Transforming Our Organisation Unlocking our Growth Potential
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Supporting Our Communities to be Healthier, Safer, Cleaner and Greener Supporting Our Communities to be Healthier, Safer, Cleaner and Greener OUR PRIORITIES We are committed to: Improving health and wellbeing by contributing to the delivery of Healthy Bolsover priorities Increasing participation in sport and leisure activities Working with partners to reduce crime and anti-social behaviour Increasing recycling Ensuring a high standard of environmental maintenance and cleanliness Developing attractive neighbourhoods TO DELIVER THESE PRIORITIES WE WILL: Deliver a minimum of 8000 hours of communities together in identified areas. positive activity through community Achieve a combined recycling and based culture and leisure engagement composting rate of 49% by March 2019. per year. Sustain standards of litter cleanliness to Increase participation/attendances in ensure 96% of streets each year meet an leisure, sport, recreation, health, physical acceptable level as assessed by Local and cultural activity by 3,000 per year. Environment Quality Surveys (LEQS). Deliver a health intervention programme Sustain standards of dog fouling which provides 900 adults per year with cleanliness to ensure 98% of streets a personal exercise plan via the exercise each year meet an acceptable level as referral scheme. assessed by Local Environment Quality Tackle childhood obesity through Surveys (LEQS). the delivery of a child focused health Annually undertake 10 local intervention programme to all Key environmental enforcement and Stage 2 year groups by the end of each educational initiatives in targeted areas academic year. to deal with dog fouling, littering or fly Support 417 inactive 16+ individuals per tipping. year increase their activity levels to more Develop an action plan for the than 30 minutes of moderate intensity improvement of each of the four town physical activity per week. centres by March 2019. Provide signposting and support for Submit a detailed scheme for the repair people who want to volunteer and and restoration of New Bolsover Model recruit 150 new volunteers by February Village to Heritage Lottery Fund by 2016. September 2015. Assist partners in reducing crime by Reduce energy use in sheltered housing delivering 12 Crime Cracking events in schemes by 10% by March 2019. the community each year. Replace each year 200 gas fired back With partners organise 3 community boilers in our Council houses with more cohesion events each year to bring efficient A rated combi boilers. Transforming Our Organisation Unlocking our Growth Potential Providing Our Customers with Excellent Service
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Transforming Our Organisation Transforming Our Organisation OUR PRIORITIES We are committed to: Supporting and engaging with our employees Making the best use of our assets Demonstrating good governance Ensuring financial sustainability and increasing revenue streams Transforming services through the use of technology Actively engaging with partners to benefit our communities Maximising opportunities with North East Derbyshire District Council through the Strategic Alliance TO DELIVER THESE PRIORITIES WE WILL: Retain accreditation against the Produce a Procurement Strategy by Investors in People (IiP) extended March 2016. framework by July 2015 and full Fully deliver the electoral changes to external assessment in 2018. District and Parish wards as a result Produce a Strategic Alliance People of the Local Government Boundary Strategy and action plan for 2016- Commission for England s electoral 2019 by December 2015 with Council review by 1 December 2018. specific objectives/ milestones as Reduce the percentage of rent arrears necessary. by 10% through early invention and Establish interest from the market effective monitoring by 2019. to work in partnership to develop a Reduce the level of Former Tenants delivery method for the development Arrears by 10% through early and or refurbishment of key councilowned assets and report findings back by 2019. intervention and effective monitoring to Members by October 2015. Through successful delivery of projects Assess the potential revenue impact within the Transformation programme and develop an action plan to address achieve total income/savings of issues arising from the implementation 600,000 by March 2019. of the Minimum Energy Standards on Develop a series of strategies and plans commercial properties by April 2018. to support the ambition of a sustainable Initiate a build programme for the new leisure service by March 2016. Clowne leisure facility by December Increase on-line self service transactions 2015 and complete by December dealt with by the Contact Centre by 2016. 20% each year. Introduce alternative uses to 20% of Achieve the Member Development garage sites owned by the Council by Charter by December 2018. March 2019. Unlocking our Growth Potential Providing Our Customers with Excellent Service Supporting Our Communities to be Healthier, Safer, Cleaner and Greener
For further information on this Corporate Plan please contact: Communications Marketing & Design Manager Bolsover District Council, The Arc, High Street, Clowne, S43 4JY Telephone: 01246 242323 Email: enquiries@bolsover.gov.uk Website: www.bolsover.gov.uk Designed by Bolsover District Council 0069