Business and Budget Planning 2020/21 - molevalley.gov.uk€¦ · business case, and to understand / accept the impact on the revenue budget. (In broad terms, capital spending of £1m

Business and Budget Planning 2020/21

MVDC BUSINESS AND BUDGET PLANNING 2020/21

CONTENTS

1) Introduction 3

2) Council Strategy 2019-24 5

3) Corporate Values 7

4) Annual Plan 8

5) Performance Indicators 9

6) Business Plans 13

7) Strategic Risk Register 67

8) Revenue Budget Summary 74

9) Capital Programme 75

10) Council Minutes for Budget Proposals 76

11) Council Tax Resolution 77

12) Fees and Charges Principles 81

13) Fees and Charges Schedule 82

2

INTRODUCTION

The 2020-21 Budget Book was prepared pre the Coronavirus outbreak, the impact of which has not been reflected in any of the content below.

The coming year, 2020-21 is not a year for significant changes to the underlying spending and income of the Council, with the single most dominant characteristic of the current political and financial environment is uncertainty, in particular, the implementation of the changes to the local government funding system, (Fair Funding and Business Rates Retention), was originally intended for April 2019. However, this has been deferred, by a further year, to April 2021. Consequently the magnitude of any fall in the Business Rates retained by MVDC will not be confirmed until late 2020.

Therefore the principles of caution, prudence and focus on value for money that have characterised the Council’s approach to its budget in recent years, have been maintained while setting the budget for 2020-21 and for the medium term financial plan.

The capital programme for the next 3 years is funded from capital reserves for major projects and revenue reserves for asset maintenance. Any further significant additions to the capital programme in future will either require funding from a capital receipt, (sale of a Council asset), or from borrowing. Therefore in considering such spending it is imperative to consider the business case, and to understand / accept the impact on the revenue budget. (In broad terms, capital spending of £1m will create capital financing cost of £50,000 pa, to be funded from the revenue budget).

Our approach is to ensure that our business and budget planning processes are fully integrated and that resources are allocated in line with corporate priorities.

Council Strategy 2019-24

The Council Strategy sets out MVDC’s vision and priorities for the next five years. The strategy also includes our core values and four guiding principles, which inform our approach to decision-making.

Annual Plan 2020-21

The Annual Plan sets out MVDC’s objectives which demonstrate how it will deliver the commitments for each of the Council Strategy priority outcomes. These objectives have been drawn from the suite of Business Plans that are in place across the organisation.

Business Plans

Each service area produces a Business Plan. These plans support the delivery of our priorities as set out in the Council Strategy. Each plan includes the cash limit for the business area.

Managing risk

Risk management arrangements underpin the Council Strategy priorities. Risk is the uncertainty that an event or an action will adversely affect an organisation’s ability to achieve its objectives and to successfully achieve its plans and strategies. How successful the Council is in dealing with the risks it faces can have a major impact on the achievement of its priorities and service delivery to the community. A risk can also be an opportunity that enhances and accelerates the achievement of service objectives.

3

At the time of publication there are nine strategic risks that relate to; loss rental income from key properties; Corporate Health and Safety; ICT (risk of hacking and operational resilience); the Document Management System; data protection &information governance; organisational capacity to deliver; safeguarding and climate change. Each Business Plan sets out challenges and opportunities for their area of work. This is underpinned by detailed service risk registers for each business area.

Monitoring progress

The Council Strategy provides the framework for reporting the Council’s performance to Members. Progress is reported through regular business and budget reports to Cabinet meetings, enabling Members to identify how the Council is progressing towards achieving its priorities.

4

Council Strategy 2019 - 2024 Vision

A place where a beautiful environment, enterprise and opportunity combine, creating a vibrant place to live, work, and enjoy.

Guiding Principles

Putting People First

Ensuring a people focussed culture

in our organisation to provide the best

possible experience and services for our

residents, businesses, and visitors.

Priorities

Openness and Accessibility

Listening to and engaging with people,

and giving clear, timely and transparent

information that enables residents, businesses,

and visitors to help themselves, while still providing support for

those who need it.

Acting Sustainably

Meeting the needs of the present without

compromising future generations requires responsible decision-

making and innovation.

Living within our means

Be mindful of current and future costs in our approach to delivering

and developing services.

Together with our local communities and partners we will:

Community Wellbeing

Active communities and support for those who need it

• Promote opportunities for residents of all ages to live safe, healthy and fulfilling lives

• Foster community spirit, encouraging individuals, families and communities to support each other especially in times of particular need

• Support individuals and families who find themselves unintentionally homeless, seeking to minimise disruption to education and employment

• Encourage participation in sports, leisure, cultural and educational activities, to promote responsible enjoyment of our parks, open spaces, heritage and countryside

• Tackle environmental and community anti-social behaviour by working with partners to deliver education and effective enforcement

• Represent the interests of Mole Valley residents by a) actively pursuing the effective provision of Health and Social Care services and b) encouraging the devolution of services from the County Council where it is in the best interests of residents, businesses and visitors

Environment

A highly attractive area with housing that meets local need

• Protect and enhance the natural and built environment, and ensure our areas of natural beauty and wildlife are well looked-after

• Promote sustainable development that takes into account social, economic and environmental factors, including protection of the Green Belt

• Encourage the creation of affordable housing to meet local needs and explore innovative methods of delivery

• Encourage and support residents and businesses to reduce the amount of waste that is produced and facilitate the recycling and reuse of materials

• Work with other agencies to lessen the impact of environmental pollution, paying particular attention to air quality and flooding

• Work towards making MVDC and our contractors carbon neutral

Prosperity

A vibrant local economy with thriving towns and villages

• Work towards making Mole Valley a prime business location with improved infrastructure to attract and retain creative, entrepreneurial and innovative talent

• Continue to drive the transformation of Leatherhead Town Centre and promote the character, culture and economy of Dorking

• Work with rural communities and businesses to enhance their strengths and address their challenges, helping them thrive and become more sustainable

• Promote Mole Valley as a place for people to spend their leisure time and support local businesses to maximise opportunities from recreation and tourism

We Listen Trust 5 Care Respect Lead October 2019

Council Strategy Glossary The references below show how the objectives in the Council Strategy link to the Annual Plan

and Performance Indicators

CWB1 Promote opportunities for residents of all ages to live safe, healthy and fulfilling lives

CWB2 Foster community spirit, encouraging individuals, families and communities to support each other especially in times of particular need

CWB3 Support individuals and families who find themselves unintentionally homeless, seeking to minimise disruption to education and employment

CWB4 Encourage participation in sports, leisure, cultural and educational activities, to promote responsible enjoyment of our parks, open spaces, heritage and countryside

CWB5 Tackle environmental and community anti-social behaviour by working with partners to deliver education and effective enforcement

CWB6 Represent the interests of Mole Valley residents by a) actively pursuing the effective provision of Health and Social Care services and b) encourage the devolution of services from County Council where this is in the best interests of residents, businesses and visitors

ENV1 Protect and enhance the natural and built environment, and ensure our areas of natural beauty and wildlife are well looked-after

ENV2 Promote sustainable development that takes into account social, economic and environmental factors, including protection of the Green Belt

ENV3 Encourage the creation of affordable housing to meet local needs and explore innovative methods of delivery

ENV4 Encourage and support residents and businesses to reduce the amount of waste that is produced and facilitate the recycling and reuse of materials

ENV5 Work with other agencies to lessen the impact of environmental pollution, paying particular attention to air quality and flooding

ENV6 Work towards making MVDC and our contractors carbon neutral

PRO1 Work towards making Mole Valley a prime business location with improved infrastructure to attract and retain creative, entrepreneurial and innovative talent

PRO2 Continue to drive the transformation of Leatherhead Town Centre and promote the character, culture and economy of Dorking

PRO3 Work with rural communities and businesses to enhance their strengths and address their challenges, helping them thrive and become more sustainable

PRO4 Promote Mole Valley as a place for people to spend their leisure time and support local businesses to maximise opportunities from recreation and tourism

GP1 Putting People First: Ensuring a people focussed culture in our organisation to provide the best possible experience and services for our residents, businesses, and visitors

GP2 Openness and Accessibility: Listening to and engaging with people, and giving clear, timely and transparent information that enables residents, businesses, and visitors to help themselves, while still providing support for those who need it

GP3 Acting Sustainably: Meeting the needs of the present without compromising future generations requires responsible decision-making and innovation

GP4 Living within our means: Be mindful of current and future costs in our approach to delivering and developing services

6

MVDC Values

We Listen We always put ourselves in our customers’ shoes.

We will always take the time to listen actively and to explain our reasoning for the decisions we make.

If we have to make difficult decisions we do so having considered all the issues

We Respect We are all different. We all matter.

Even if we do not agree with each other we respect our different opinions.

We value our relationships and treat each other as we would want to be treated.

We Care Many of the decisions we make affect peoples’ lives. We remember this in everything

we do.

We care about our customers and each other and we care about Mole Valley

We are passionate about ensuring the best for our residents and communities

We Trust We trust each other to do the right thing, acting with integrity and for the right reasons at

all times

We work hard to build the trust of our customers and partners

We trust ourselves to innovate and continually improve the way we work

We Lead We take pride in what we do

We take ownership for all that we do

We are ambitious for Mole Valley and ensuring the best for our residents and communities

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-

Annual Plan 2020/21 Proposed Annual Plan Objectives for 2020 21 Cabinet

Portfolio Executive Head of Service

Business Area Lead Council Strategy Reference

1) Enhance work around falls prevention and dementia support for sufferers and their carers, and develop activities that focus on reducing social isolation, and the development of a skill

Wellbeing Community Mole Valley Life CWB1

2) Continue to work with partners to develop a masterplan for a community hub in North Leatherhead Projects Resources Property CWB2

3) Publish and implement a new Homelessness Strategy, setting out how the Council will help those threatened with or experiencing homelessness in the District over the next 5 years

Wellbeing Community Housing CWB3

4) Deliver the objectives within the new Leisure & Tourism Strategy, to include a feasibility study for an athletics track at Meadowbank Leisure Community Wellbeing CWB4, PRO4

5) Work with partners including the voluntary sector to enable the provision of holiday and diversionary youth activities across Mole Valley’s recreation grounds

Community Community Wellbeing CWB4, CWB5

6) Work with Surrey County Council to promote a campaign to discourage littering from vehicles Environment Resources Climate Change & Environment

CWB5, ENV5

7) Complete the assessment of high risk trees, and undertake the mapping and assessment of medium risk trees on Mole Valley District Council land

Leisure Community Parks ENV1

8) Continue to deliver a high standard of maintenance of our open spaces, including a review of options for the delivery of the grounds maintenance contract from January 2022. This will be informed by feedback from residents and consider the possible inclusion of Surrey County Council highways verges

Leisure Community Parks ENV1, CWB6

9) Submit the Future Mole Valley Local Plan for examination Planning Planning & Regulation

Planning Policy ENV2

10) Implement the Affordable Housing Strategy, enabling the provision of affordable housing that meets local need Wellbeing Community Housing ENV3

11) Work with Surrey Environment Partnership to promote recycling and reuse of waste to increase the percentage of waste that is collected for recycling

Environment Resources Climate Change & Environment

ENV4

12) Monitor delivery of the waste and street cleaning contract and intervene when necessary to ensure the services are delivered efficiently and effectively within budget

Environment Resources Climate Change & Environment

ENV4

13) Work towards being carbon neutral by 2030 by implementing initial actions to reduce the Council’s carbon footprint Environment Resources Climate Change & Environment

ENV6

14) Promote Mole Valley as a place to do business, including delivery of a range of business events and support for businesses in Mole Valley Sustainable Economy

Prosperity Economic Development PRO1

15) Achieve the 2020/21 milestones for Transform Leatherhead Projects Prosperity Property & Regeneration PRO2

16) Achieve the 2020/21 milestones for Opportunity Dorking Sustainable Economy

Prosperity Economic Development PRO2

17) Continue to deliver the car park refurbishment programme commencing with Dorking Southside car park Sustainable Economy

People & Projects Property PRO1

18) Work with Surrey County Council, service providers, residents and businesses to improve digital connectivity in poorly served rural areas of Mole Valley

Sustainable Economy

People & Projects Economic Development PRO3

19) Ensure our organisation is fit for the future, by inviting an independent review team to identify ways the organisation can improve Leader Chief Executive SLT GP1, GP2, GP3, GP4

20) Develop and invest in a Digital Strategy to achieve better customer service, increase efficiency and reduce costs Finance & Organisation

People & Projects SLT GP1, GP2, GP3, GP4

21) Continue to support members with their review of the Council’s decision making structure and take whatever action is needed to implement agreed changes

Leader Chief Executive SLT (Democratic Services) GP2

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MVDC Performance indicators 2020/21 (monitored by the Cabinet)

Title and description of Performance Indicator Target 2020/21 Target 2019/20 Council Strategy Reference

1.

Telecare Service – customer satisfaction score following use of alarm service (this is the most recent month figure, calculated from surveys with customers)

98.50% 98.50% CWB1, GP2

2.

Percentage of Telecare calls answered within 60 seconds (this is the most recent month figure, generated from Telecare’s call handling system, which automatically records all answering times)

97.50% 97.50% CWB1, GP1

3. Number of households in bed and breakfast accommodation (actual number of all households in Bed & Breakfast) Context Indicator Context Indicator CWB3, GP1

4. Youth Voice: number of schools/organisations represented on the Mole Valley youth council 6 N/A* GP2

5. Number of young people taking part in holiday activities programme 300 N/A* CWB4, GP1

6. Percentage of eligible cases responded to in 2 working days by the Joint Enforcement Team (a case is considered to be eligible if it relates to anti-social behaviour that falls within the remit and legislative powers of the JET)

75% 75% CWB5, GP3

7. Percentage of identified high risk trees inspected within designated timeframes (this is an ‘as is now’ figure of the percentage of high risk trees on land owned by MVDC inspected within timeframes)

95% N/A* ENV1, GP3

8.

Percentage of planning enforcement investigations commenced within timeframe (cumulative year to date figure of the percentage of planning enforcement investigations commenced within a specified timeframe that accords with the Council’s adopted Enforcement Plan Priorities)

70.0% 70.0% ENV1, GP3

9. Speed of determining applications for major development (percentage of decisions on applications made within 13 weeks over the assessment period) 63.0% 63.0% ENV2, GP3

10. Speed of determining applications for non-major development (percentage of decisions on applications made within 8 weeks over the assessment period) 79.0% 79.0% ENV2, GP3

11. Quality of decisions made by the authority on applications for major development (percentage of the total number of decisions made by the authority on applications that are then subsequently overturned at appeal)

8.0% 8.0% ENV2, GP3

12. Quality of decisions made by the authority on applications for non-major development (percentage of the total number of decisions made by the authority on applications that are then subsequently overturned at appeal)

8.0% 8.0% ENV2, GP3

13. Housing Delivery Test (percentage measurement of the number of net homes delivered against the number of homes required)

100% 100% ENV2

14. Number of affordable homes completed (actual number of affordable homes completed in the year) 50 50 ENV3

15. Number of missed bins per 100,000 collections (monthly figure, calculated from the number of missed bins divided by the number of scheduled collections of refuse and recycling)

80 80 ENV4, GP1

16. Percentage of waste sent for recycling, reuse and composting (rolling 12-month figure, calculated by comparing the amount of waste sent for recycling, reuse and composting against the total waste collected)

60.0% 53.8% ENV4, GP3

17. Residual waste per household (rolling 12-month total of the number of kilograms of residual household waste collected per household)

Lower than previous year***

Lower than previous year**

ENV4, GP3

18. Number of additional businesses signed up to the water Refill scheme 30 30 ENV4, GP3

19. Reduction in the Council’s Carbon Footprint TBC on completion of carbon audit

N/A* ENV6, GP3

20. Number of business support events delivered 15 N/A* PRO1, GP3

21. Number of businesses participating in business support events 150 N/A* PRO1, GP3

22. The extent to which Transform Leatherhead is considered to be making progress towards the Masterplan vision (1 being not at all and 5 very well) (annual survey)

4 N/A* PRO2, GP3

23. The extent to which Dorking town centre is considered to meet the needs of residents, workers and visitors (1 being not at all and 5 very well) (annual survey)

3 N/A* PRO2, GP3

24. Number of digital connectivity events delivered 6 N/A* PRO3, GP2

25. Percentage of calls answered within 60 seconds by the Customer Services Unit (cumulative year to date figure of time taken to answer calls to 01306 885001)

80% N/A* GP1

26. Percentage of enquiries resolved at first point of contact by the Customer Services Unit (cumulative year to date figure of calls to 01306 885001 and personal visits to reception and the HelpShop resolved at first point of contact)

65% N/A* GP1

27. Percentage of council tax collected (calculated, as a cumulative year to date figure, from the total Council Tax payments received compared to the total amount payable each year)

99.20% 99.20% GP4

28. Percentage of business rates collected (calculated, as a cumulative year to date figure, from the total business rate payments received compared to the total amount payable in that year)

99.60% 98.80% GP4

Baseline information will be gathered during 2020/21 to inform a set of digital channel shift performance indicators for 2021/22

* Denotes a new performance indicator for 2020/21

** 2018/19 outturn figure subsequently confirmed as 409kg

*** 2020/21 target is lower than previous year. Provisional target will be less than 409kg until the 2019/20 outturn figures is confirmed in Autumn 2020.

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PERFORMANCE INDICATORS 2020/21

Title Description Reason for monitoring

1. Telecare Service customer satisfaction

Most recent month figure, calculated from surveys with customers

Feedback from customers enables us to improve the service

2.

Speed of answering Telecare alarm calls

Most recent month figure generated from the Telecare call handling system, which automatically records all answering times

Alarm calls are made by customers needing urgent attention and it is important that they are dealt with promptly

3.

Households in bed and breakfast accommodation

Actual number of all households in bed & breakfast

Use of bed and breakfast can cause hardship to families, particularly when they are located outside of Mole Valley. It is expensive and should only be used as a last resort

4.

Youth Voice Number of schools/organisations represented on the Mole Valley youth council

It is important to listen to the views of our young people on a range of important issues

5.

Holiday activities Number of young people taking part in holiday activities programme

Engaging young people will support positive use of our recreation grounds and promote wellbeing

6.

Anti-social behaviour Percentage of eligible cases responded to in 2 working days by Joint Enforcement Team (a case is considered to be eligible if it relates to anti-social behaviour that falls within the remit and legislative powers of the JET)

Responding to anti-social behaviour quickly is important to residents

7.

Tree inspections ‘As is now’ figure of the percentage of high risk trees on land owned by MVDC inspected within designated timeframes

Residents and visitors should be able to safely enjoy Mole Valley’s natural environment

8.

Planning enforcement investigations

Cumulative year to date figure of the percentage of planning enforcement investigations commenced within a specified timeframe that accords with the Council’s adopted Enforcement Plan Priorities

Reacting to complaints in a timely manner upholds MVDC’s reputation and maintains and enhances wider confidence in the planning system

9.

Speed of processing planning applications a) major b) non-major

Quality of processing planning applications c) major d) non-major

Percentage of decisions on applications made within timescales over the assessment period

Percentage of the total number of decisions made by the authority on applications that are then subsequently overturned at appeal

Like all planning authorities MVDC is expected to make good decisions on planning applications as quickly as possible

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10.

Housing a) net number of additional homes

b) number of affordable homes

Percentage measurement of the number of net homes delivered against the number of homes required

Number of affordable homes completed in the year

The district needs more housing to meet the Housing Delivery Test target introduced by government.

More affordable homes are needed.

11.

Missed waste bins Monthly figure, calculated from the number of missed bins divided by the number of scheduled collections of refuse and recycling

Waste collection is an important service and customers expect it to be reliable

12.

Recycled waste Rolling 12-month figure, calculated by comparing the amount of waste sent for recycling, reuse and composting against the total waste collected

Reducing waste and increasing recycling is good for the environment and saves money being spent on landfill

MVDC recognises the importance of reducing the amount of single use plastic in circulation

13.

Residual waste Rolling 12-month total of the number of kilograms of residual household waste collected per household

14.

Water Refill Scheme Number of additional businesses signed up to the water Refill Scheme

15.

Carbon Footprint Reduction in the Council’s Carbon Footprint

MVDC has made a commitment to become carbon neutral by 2030. Reducing our carbon footprint will have a positive impact on sustainability

16.

Support for businesses Number of business support events delivered

Number of businesses participating in business support events

Business support events enable businesses to learn from and do business with each other, which in turn helps protect local jobs and economic prosperity

17.

Transform Leatherhead The extent to which Transform Leatherhead is considered to be making progress towards the Masterplan vision

Transform Leatherhead is a corporate priority for MVDC and measuring public confidence in the delivery of the Masterplan is key

18.

Dorking town centre The extent to which Dorking town centre is considered to meet the needs of residents, workers and visitors

It is important to promote the culture and economy of Dorking and measure the progress of Opportunity Dorking.

19.

Digital connectivity Number of digital connectivity events delivered

Events to highlight digital funding opportunities and encourage community action help to address poor digital connectivity in some rural areas of the District.

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20.

Calls to the Customer Services Unit a) Percentage of calls answered within 60 seconds by the Customer Services Unit

b) Percentage of enquiries resolved at first point of contact by the Customer Services Unit

Cumulative year to date figure of time taken to answer calls to 01306 885001

Cumulative year to date figure of calls to 01306 885001 and personal visits to reception and the HelpShop resolved at first point of contact

It is important that residents receive a good standard of service when contacting us by telephone

21.

Council tax collection Calculated, as a cumulative year to date figure, from the total council tax payments received compared to the total amount payable each year

Collecting money owed to MVDC is essential to allow us to carry out the services we provide

22.

Business rates collection Calculated, as a cumulative year to date figure, from the total business rate payments received compared to the total amount payable in that year

Once business rates payments have been pooled centrally they are then redistributed and help pay for local services

Progress against these performance indicators, and the key objectives, which underpin the Council Strategy priorities, will be reported to the Cabinet on a regular basis.

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Benefits 2020/21 Business Overview

Our main purpose is to support all members of our local communities, including some of the most vulnerable, with financial assistance and advice, to allow them to remain living in their homes and therefore maintain family life. This is best done by efficiently administering the national Housing Benefit Scheme and Mole Valley’s own Local Council Tax Support Scheme.

We are responsible for:

The continued payment of Housing Benefit and Council Tax Support for existing customers New Claim awards for Pensioners and certain Working Age customers Ensuring payments are correct and that any overpayments are collected efficiently Investigating people who commit fraud against the schemes we administer Providing advice and support on a range of Welfare Benefits Delivery of any Welfare Reforms

Challenges and opportunities

Universal Credit commenced within Mole Valley in late 2018 for most working age people that would have otherwise claimed Housing Benefit. This continues to place demands upon the service with greater need for advice and support to be given to customers who now have to deal with more remote central agencies.

During this time of change, the service continues to face challenges in both retaining existing staff and being able to attract experienced professionals to implement the agenda of welfare reform.

Similarly, given the amount of changes in the area of welfare reform and the speed of change often required to implement those changes, keeping staff trained and up to date continues to be a challenge. Staff need to be able to adapt quickly to changes and new ways of working with the continued move towards data exchange and the development of new I.T. solutions.

Business Objectives

The business unit’s key areas of work for 2020/21 are summarised below:

Council

Strategy

Reference

Objective Included in

Annual

Plan 2020/21?

CWB1 Continue to deliver Welfare Reforms including the impacts the Benefit Cap,

Under Occupancy Charge and the continued roll out of Universal Credit. -

GP2 Work with our Housing team and other partners including the voluntary sector,

especially Citizens Advice (who will take the primary role in Universal Support)

and other public bodies to provide advice and support to claimants claiming

Universal Credit or impacted by other welfare reforms.

-

CWB3 Target limited discretionary support in the form of Discretionary Housing

Payments to those shown to be most vulnerable, to help them keep their

homes and avoid becoming homeless. -

GP1 Continue to manage and develop staffing resources in an ever challenging

market where such skills and experience are in short supply. -

13

’

GP1 Continue to explore and adopt new technologies and ways of working to

improve the customer experience of the service and ensure that resources are

used in the most effective, efficient way.

-

GP1 Start to explore and understand the need and design of any new Council Tax

Support Scheme that could potentially be in place for 2021/2022. -

GP4 Need to continue to manage any need to reduce staffing/resources due to the

impacts of Universal Credit. -

Cabinet Performance Indicators

None

Resources

Cash limit: £431,000 net expenditure

Staffing: 15.6 FTE

Business Manager: Rob Boxall, Benefits Manager

Executive Head: Rachel O Reilly, Executive Head (Community)

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Building Control 2020/21 Business Overview

Our main purpose is to ensure that building work in the District complies with the requirements of the Building Regulations 2010 and the Building Act 1984.


Checking deposited information, plans and calculations for compliance with the Building Regulations

Collecting the fees for chargeable building control services Inspecting building work to ensure it meets the Building Regulations, including energy

efficiency, accessibility and safety

Responding to Dangerous Structure reports Processing Demolition Notices Maintaining the Register of Initial Notices Maintaining the Register of Competent Persons Scheme Notifications Providing building control data to MVDC’s Building Control monitoring systems Monitoring the budget for the Partnership and reporting to partners through the

Partnership Board


The Southern Building Control Partnership (SBCP) is the brand name for the shared building control service which was created by bringing together the former building control teams of Mole Valley, Reigate & Banstead and Tandridge Councils. The Partnership has to compete for work against the private sector Approved Inspectors who also offer a building control service. Consequently the SBCP has to offer a service that is high quality, wide ranging, competitive, resilient and available both within and outside the administrative area of the three local authorities.

The need to ensure that income from the service covers its costs is a challenge but also an opportunity to innovate grow the services offered.

The SBCP will have been operating for three years in June 2020. It would be timely to review its progress and future during 2020/21, particularly in light of the Hackitt Report which might result in changes to the way the Building Regulations are implemented and whether the service is sufficiently mature and sustainable to consider making it a separate company.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP1 Continue to grow the Partnership’s client base and market share by providing

a resilient, wide ranging, effective, efficient and modern building control

service.

-

GP1 Look for new partners to bring in more work to generate additional income. -

GP1 Promote the Southern Building Control Partnership. -

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GP1 Work with Local Authority Building Control (LABC) in preparation for changes

to the Building Regulations arising from the Hackitt Report that might be

implemented

-

GP1 Move the IT to the next generation of the suppliers’ software to ensure it

remains fit for purpose. -

GP1 Work with staff to ensure the structure and location of the two office hubs in

Dorking and Oxted meets the aims and objectives of the Partnership. -

GP1 Introduce the automation of data transfer from SBCP to MVDC -

GP1 Review the methods of engagement with customers and consider the scope

for channel shift in the interests of improved efficiency -


None

Resources

Cash limit: (£79,000) net income

Staffing: 22 FTE

Business Manager: Angela Hughes (Southern Building Control

Partnership)

Executive Head: Piers Mason, Executive Head (Planning and

Regulation)

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Climate Change and

Environment 2020/21

Business Overview

We have three principal areas of responsibility; develop and implement a Climate Change Strategy; to provide a day to day link with Joint Waste Solutions (JWS) to ensure delivery of the joint household waste collection contract and street cleaning service in Mole Valley; operate and deliver services from the Dorking Depot.

Climate Change

We are responsible for the development and delivery of the Mole Valley Climate Change Strategy and action plan. Through this work, we provide an oversight of all elements of the Council’s work, and that of its contractors, to lead us to a position where we are carbon neutral by 2030.

Waste collection and street cleaning contract


The collection of refuse, recycling, food waste and garden waste from over 37,000 households

Managing the contract with Grundon who are responsible for sorting the recycled household waste collected in Mole Valley and supplying re-processors

Working with JWS and the waste collection contractor to ensure recycling of household waste is maximised to reduce costs and safeguard the environment.

Ensuring waste collection data is available from JWS to enable the monitoring of the contract against KPIs

Ensuring all adopted highways are kept clean, including emptying of litter and dog waste bins and clearing leaf fall in the autumn.

Dorking Depot

We are responsible for

Managing that part of the depot not leased to contractors, including the general stores, vehicle workshop, foodbank stores and community volunteer stores

Management of the MVDC vehicle fleet Administering the garden waste scheme Erecting and replacing street name plates Providing equipment for voluntary litter picks and community events Commissioning contractors to grit car parks in severe weather Maintaining a stock of sandbags


Agreeing a Carbon Reduction Strategy and implementing it – whilst there are likely to be some ‘quick wins’ – there will be some challenging changes required to achieve the carbon reduction targets. Some may require expenditure and others may require significant changes in the way services are delivered or procured. A Climate Change and Environment Manager has been appointed who will lead on this work.

Ensure the delivery of the household waste collection contract improves and is resilient. The lack of reliable and consistent data to enable accurate and timely performance monitoring of the waste collection contract is a challenge.

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Ensure the standards of street cleaning meet contract requirements.

Halt the declining rate of household waste recycling and bring about an improvement in performance.

The Waste Management Co-ordinator’s post comes to an end in July 2020 which will reduce capacity to deliver the MVDC environment priorities.

Play our part in contributing to the delivery of the Single Use Plastic Strategy for Surrey Consider the introduction of a competition to encourage the growth of wild flowers on public land

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

ENV4 Continue promotion of the Refill Scheme and develop other initiatives to reduce

single use plastic having regard to the Single Use Plastic Strategy for Surrey -

ENV4 Continue to drive out single use plastic across the organisation -

ENV4 Work with JWS to improve the delivery of the household waste collection and

street cleaning service to ensure it is efficient, effective and resilient. -

ENV4 Monitor delivery of the waste and street cleaning contract and intervene when

necessary to ensure the services are delivered efficiently and effectively within

budget.

Y

ENV4 Work with Surrey Environment Partnership to promote recycling and reuse of

waste to increase the percentage of waste that is collected for recycling Y

CWB5

ENV5

Work with Surrey County Council to promote a campaign to discourage littering

from vehicles Y

GP4 Maintenance of the MVDC vehicle fleet -

GP1 Ensuring delivery of the Winter Maintenance Plan -

ENV6 Work towards being carbon neutral by 2030 by implementing initial actions to

reduce MVDC’s carbon footprint Y

ENV1 Encourage SCC to change verge management to allow wildflowers to grow

and pollinators to flourish, while protecting sight lines at road junctions --


Council

Strategy

Reference

Indicator Target

ENV4, GP3 Number of additional businesses signed up to the water Refill

Scheme

30

ENV4, GP1 Number of missed bins per 100,000 collections 80

ENV4, GP3 Percentage of waste sent for recycling, reuse and composting 60.0%

18

ENV4, GP3 Residual waste per household Lower than

previous year1

ENV6, GP3 Reduction in MVDC Carbon Footprint TBC on

completion of

carbon audit

Resources

Cash limit: £2,780,000 net expenditure

Staffing: 4.6 FTE including 1 FTE staff on fixed term contract

Business Manager: Ismina Harvey, Climate Change and

Environment Manager

Executive Head: Paul Anderson, Executive Head (People &

Environment)

1 Provisional target will be less than 409kg until the 2019/20 outturn figures is confirmed in Autumn 2020.

19

Communications 2020/21 Business Overview

Our main purpose is to engage with residents and businesses via planned, audience targeted,

multi-channel media campaigns. We promote Mole Valley District Council’s services and priorities

throughout our work and seek to enhance and protect the organisation’s reputation.

We manage internal and external communications and engagement. We are responsible for

ensuring our residents and businesses are informed about the services and support MVDC and

our partners deliver.

We retain a strong emphasis on digital channels and look to expand our digital presence and

engagement. We work on behavioural change campaigns and look to respond to growing trends

by promoting increased use of our digital services by residents and businesses.


Over the past 2-3 years we have seen a positive increase in customer engagement via social

media. This has placed increased demands on the Communications team as they respond, often

in real time to routine enquiries via social media channels.

There is a need to urgently review how this channel shift is dealt with by COMMS and CSU.

Review to identify levels of demand, and work out appropriate protocols as to how the organisation

deals with this developing area of customer contact.

The Comms team needs to focus on developing channel shift strategies and campaigns. CSU

needs resource to deal with customer enquiries.

MVDC needs to ensure that appropriate resource is given to both functions - crucial both

reputationally and operationally.

Have need of a digital strategy and resource plan to respond to this change in customer

behaviour. This will allow each team to focus on their key professional skill sets. It may also be

necessary to encourage and develop the roles of other senior staff within the organisation to

respond to queries and issues raised on line and support and enhance MVDCs capacity to keep

pace with the range of contact channels now available.

This is especially important given the need for COMMS staff to support a range of new policy

initiatives of the new administration. Full consideration will need to be made for additional COMMS

support that is required across services for key projects in 2020/21.

Management of the new MVDC website is a new task for the Communications team. It will require

additional time from managers and team members which will remove outgoing campaign focus

and design capacity from the current team. Budgets will need to be moved accordingly for

ongoing web costs. It is anticipated that previous outgoing campaigns run by the Comms

Manager will be reduced and design capacity will be purchased externally where required in future

to cover these changes.

Training will be required for managers and team on the new website and clear agreement made

on the website with SLT on SLA’s with external parties running the site and agreed channels for

alerts/fixes if the site is down or hacked.

Special arrangements will be required for emergency planning purposes, as in the case of an

incident in the district, the Communications Team will not be able to work on Emergency 20

communications current plans and simultaneously be responsible for overseeing the MVDC

website being brought back to life, if it is affected.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP2 Communications Campaigns – Continue to work across the organisation to

promote services and initiatives in line with the Council Strategy. Support joint

campaigns developed by partners.

-

CWB4 Dorking Halls – A significant part of the team’s annual ongoing work (0.8 fte),

marketing and promoting the full range of events.

-


None

Resources


Staffing: 7.80 FTE

2 x Communications Manager (0.50 FTE posts)

2 x Senior Communications Officers

1 x Senior Communications Officer for Transform Leatherhead (0.8 FTE)

1 x Events Officer

1 x Senior Digital Content Communications Officer

1 x Web Analyst and Design Manager

Business Manager: Liz Rice / Magdalena Banasiak,

Communications Manager

Executive Head (or Chief Exec/Deputy): Karen Brimacombe, Chief Executive

21

Community Safety &

Enforcement 2020/21

Business Overview

Our main purpose is to provide a response to community safety issues, including tackling anti-social behaviour, and to ensure that the operational parking service is effective in delivering both on and off street enforcement.


Effective operational management of both on and off street parking in Mole Valley, ensuring that the Council’s off street car parks are properly enforced and maintained and that on street parking restrictions are properly enforced on behalf of Surrey County Council

The Joint Enforcement Team providing an operational response to anti-social behaviour including enforcement activity

Working with partners to develop and deliver the Council’s strategic response to community safety activity, including the Council’s duty under Prevent, tackling domestic abuse and supporting the police to tackle issues such as child sexual exploitation and serious and organised crime (including modern day slavery)

Supporting and developing the statutory East Surrey Community Safety Partnership (ESCSP) and maintaining links to the County-wide Community Safety Board

Maintaining and developing the CCTV network for addressing and deterring crime and anti-social behaviour and providing reassurance

Leading the Safety Advisory Group and closing roads for public events Managing the Community Grants process


Increased demand for JET response to community and environmental anti-social behaviour in light of reductions in community policing and youth services Pressure on funding for CCTV due to Surrey Police indicating that they will discontinue live monitoring at Reigate Police station within the next few years.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

PRO1 Implementation of relevant actions from Parking Review -

GP4 Embedding new in house cash collection service -

GP4 Carry out procurement exercise to enter new contract for phone parking

services

-

GP1 Development of online payments for Parking -

CWB5 Further development of the JET’s capability including Introduction of bodyworn

cameras for both CEO’s and JET

-

CWB5 Introduction of a case management system for the JET -

CWB5 CCTV project to look at options for monitoring once the police discontinue live

monitoring at Reigate Police Station

-

22

Patrick McCord, Business Manager (Community Safety, Parks & Wellbeing

’


Council

Strategy

Reference

Indicator Target

CWB5, GP3 Percentage of eligible cases responded to in 2 working days by

the Joint Enforcement Team

75%

Resources

Cash limit:

Community Safety & Wellbeing (£115,000) net income

Parking (£1,840,000) net income

Total (£1,955,00) net income

Staffing: 16.8 FTE

Business Manager: Patrick McCord, Business Manager (Community

Safety, Parks & Wellbeing


23

Corporate Governance

& Strategy 2020/21

Business Overview

Our main purpose is to oversee MVDC’s corporate governance arrangements, ensuring that the Council operates a governance framework which complies with legislative requirements and reflects sound governance principles and management processes. Key responsibilities include strategic planning, and risk and performance activities. The team is responsible for managing the internal audit contract, providing a corporate fraud and investigation service and for providing the insurance function on behalf of the organisation.


Corporate Governance Health and Safety Policy and Arrangements

Performance Management Management of the Internal Audit function

Risk Management Corporate Fraud and Investigation Service

Strategic and Business Planning Insurance services Project Management Arrangements Equalities and Diversity


Two key challenges are (1) assisting the organisation to prioritise competing demands, and (2) ensuring agreed business objectives across all services are realistic and deliverable. This presents an opportunity for us to update our approaches to project management, risk management and performance reporting. We need to ensure that the organisation continues to adhere to high standards of corporate governance at a time when public services continue to face rising demand and declining resources. In particular, our governance arrangements need to keep up with the changing nature of how the Council is organised and financed. Proposed changes to the Committee Structure will require revising established reporting arrangements. The Corporate Fraud and Investigation Service provides the organisation with the opportunity to ensure public resources are protected and reach those most in need.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21

GP3 Lead, develop and implement the Business and Budget planning

arrangements for 2021/22, ensuring appropriate project and performance

management is in place, and including consideration of consultation (joint lead

with the Financial Services Manager)

-

GP2 Lead on production of regular project and performance monitoring to keep

Members and management informed of the latest position -

GP3 Lead on risk management, Internal Audit, fraud and insurance, advising Audit

Committee -

24

GP1 Develop equalities and diversity programme, including training for officers and

Members -

GP4 Lead the continued improvement of Health and Safety activity, including

reapplication to ROSPA. -


None

Resources


Staffing: 4.0 FTE

[Corporate Fraud & Investigation resource included in Benefits/Housing Business

Plan]

0.2 FTE Insurance Officer under SLA with Surrey County Council

Internal Audit Service provided via Joint Working Agreement with Hampshire County

Council]

Business Manager: Jane Nottage, Strategic Lead, Corporate

Governance and Strategy

Executive Head (or Chief Exec/Deputy): Nick Gray, Deputy Chief Executive

25

Customer Services 2020/21 Business Overview

The Customer Services Unit (CSU)’s main purpose is to act as the first point of contact for MVDC

at Pippbrook reception, the HelpShop in Leatherhead, and when telephoning 01306 885001. The

team is responsible for delivering high levels of customer care and resolving the majority of enquiries

at the first point of contact. This in turn enables services to focus on addressing more complex

and/or technical matters that more directly affect the delivery of our priorities.

The CSU also has responsibility for managing the authority’s formal complaint handling process,

processing Subject Access Requests and for handling all Freedom of Information (FOI) requests

within the statutory timeframe of 20 working days.

The Customer Care Manager also leads on the delivery of the Customer Services Strategy 2019-24.


The delivery of the new Customer Services Strategy for Mole Valley presents an opportunity for us

to review and improve our processes.

For 2020/21 the implementation of the new corporate Customer Relationship Management (CRM)

system is an opportunity to review and improve service delivery. Providing the opportunity for our

customers to be able to self-serve gives more choice to our residents on how and when they wish

to engage with us, which improves the customer experience. Customer expectations are ever-

changing and this presents an ongoing to challenge to CSU to meet customer demand. Part of our

commitment is to ensure that while a Digital First approach is important, we will still provide access

to more traditional channels of phone and face to face for those who require assistance. This

approach will help enable the customer to get the information and/or service that they require at

the right time for them and as efficiently as possible.

Implementing the new CRM is presenting some challenges as CSU staff need to operate two

CRM systems simultaneously and therefore training and support are key factors.

For CSU, further challenges are presented through factors that cannot always be predicted. These

include bad weather, staff turnover and the volume and complexity of FOI requests.

Developing a culture of customer care across the authority is challenging, though it brings with it a

number of opportunities including learning from our customers’ experience and gaining feedback

that can assist in identifying ways in which the customer experience can be improved. Customer

Care training for staff is a key factor in achieving this.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP1 Support the implementation of the new CRM system. This will involve working with all service areas in terms of implementation and service delivery.

-

26

GP1 Implement actions from the Customer Services Strategy 2019-24 and continue to work with services to promote and develop a culture of customer care across the organisation.

-

GP4 Identify opportunities to widen the remit of the Customer Services Unit to improve the customer experience and support the delivery of cost-effective services

-


Council

Strategy

Reference

Indicator Target

GP1 Percentage of calls answered within 60 seconds by the Customer Services Unit

80%

GP1 Percentage of enquiries resolved at first point of contact by the Customer Services Unit

65%

Baseline information will be gathered during 2020/21 to inform a set of digital channel shift performance indicators for 2021/22

Resources


Staffing: 15.31 FTE including 1 Apprentice

Business Manager: Louise Bircher, Customer Services

Manager

Executive Head: Paul Anderson, Executive Head (People &

Environment)

27

Democratic and Electoral Services 2020/21

Business Overview

Our main purpose is to manage all aspects of the democratic process and this includes:

Ensuring Council decision-making complies with legal requirements - producing agendas and minutes for meetings and giving procedural advice

Supporting the Council’s overview and scrutiny function which provides a check and balance on the activities and decisions of the Cabinet, reviews performance and achievements and contributes to policy review and development Supporting Cabinet Working Groups and Scrutiny Panels Supporting elected Members Managing elections; and Maintaining the electoral register

Democratic & Electoral Services are also responsible for a number of corporate wide functions:

Ensuring business continuity across the organisation Ensuring Mole Valley District Council is fully prepared for its role in the event of an emergency or

major incident, including compliance with statutory requirements and working as a Category 1 responder with multi agency partners including Surrey County Council, other District and Boroughs, the Police and the Environment Agency; and

Providing print, courier and post room functions


Reputational risks if any of the elections or referenda we undertake are not conducted successfully

Dependency on ICT to deliver our service without interruption; much of the team’s work is undertaken in accordance with deadlines prescribed by legislation, for example the despatch of agendas, the production of the new electoral register each year and election related deadlines such as receipt of candidates’ nominations papers and postal and proxy vote applications

The possibility of a snap general election/ referenda Reputational risks also exist should the team fail to provide a 24 hour response and recovery

support to our communities during civil emergencies

Loss of key members of the team

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP1 Delivery of successful Police & Crime Commissioner Elections and Local

Elections in May 2020

-

GP2 Continue to support Members with their review of the Council’s decision

making structure and take whatever action is needed to implement agreed

changes

Y

28

GP4 Review of Members’ Allowances (following introduction of new/revised decision

making structure)

-

GP1 Member Training -

GP1 Complete the annual postal vote refresh -

GP1 Implementation of new arrangements in connection with the annual canvass of

the electoral roll

-

GP3 Boundary Review of Mole Valley District Council (timelines to be confirmed by

Boundary Commission for England)

-

GP3 Possible application to the Privy Council for Borough Status -

GP3 Acquisition and application of committee management software (ModGov) to

facilitate electronic access to committee agendas and reports and possible

consideration of paperless approach to be adopted by MVDC

-

GP1 Conduct Annual business continuity exercise -

GP1 Review and update Emergency Planning suite of documents -

GP1 Explore new ways of working for Councillors, including the possible provision of

electronic devices to

all Members

-

GP4 Undertake procurement exercises in connection with corporate contracts for

envelopes, post and stationery

-


None

Resources

Cash limit: £1,110,000 net expenditure

Staffing: 12 FTE

Business Manager: Arabella Davies, Democratic and Electoral

Services Manager

Executive Head (or Chief Exec/Deputy): Karen Brimacombe, Chief Executive

29

Development Management

2020/21

Business Overview

Our main purpose is to manage all forms of development within the District. This includes engaging with potential applicants “pre-application” in appropriate circumstances; determining planning applications under the MVDC Scheme of Delegation; making recommendations on the larger and most controversial planning applications to the Development Management Committee; dealing with applications post-development and addressing allegations of unauthorised development via the planning enforcement process.


Determining 18 different types of planning and related applications for new development, alterations to existing buildings and the change of use of land and buildings, within statutory time limits

Ensuring Mole Valley Development Plan policies are implemented and national planning policy guidance is followed

Defending the Council’s decisions at Appeal or Judicial Review Undertaking formal enforcement action or negotiating with those who have breached

planning controls to address the harm caused by unauthorised development.

Ensuring work to protected trees is regulated and new protection orders are made in appropriate circumstances

Offering pre-application advice when resources are available Protecting and enhancing the District’s recognised historic assets


The primary challenge for the Development Management Service relates to staffing. In common with other local authorities there is a constant risk of losing key experienced town planners to other authorities or the private sector. The situation is exacerbated by an ongoing shortage of suitably qualified planners in the UK. The Service does rely on contract town planners but has taken on two apprentices to build resilience for the future.

In terms of performance, it is important to meet national Key Performance Indicators (KPIs) otherwise there is a danger of being designated as a “standards authority”. When a local planning authority becomes a “standards authority”, developers are entitled to bypass the local planning authority and submit their major applications direct to the Planning Inspectorate for consideration. The planning fee is also paid to the Planning Inspectorate. This would have both financial and reputational consequences to MVDC.

Although not a national KPI, the service has adopted a measure to monitor the Planning Enforcement Team’s response times to alleged breaches of planning control. With the growing complexity of enforcement issues it is vital that the team is carefully managed to ensure “new” complaints are investigated in a timely manner without detriment to existing investigations.

It is important to acknowledge that there are numerous calls for assistance and advice from planning officers that fall outside of their primary role of determining planning applications. Working towards providing a comprehensive development management service for all should not have a detrimental impact on this primary role and must be within the capacity of the existing team.

Most of the recommendations arising from the LGA/PAS Peer Review of the DM Service (2018) have now been implemented. Action on the outstanding recommendations will be taken during 2020/21. The implementation of the Peer Review recommendations has provided the impetus to push the service towards excellence which it is hoped can be achieved with Member support.

30

In 2019, MVDC was successful in bidding for £50,000 from the Green Belt Planning Enforcement Fund. This is ring-fenced for enforcement action against alleged breaches of planning control in the Green Belt. The use of this funding to undertake specific projects will be an opportunity to improve the service’s standing in those areas in 2020.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP1 To ensure the Service collaborates, communicates and builds confidence

with its customers, including Councillors

-

GP1 Process all planning applications within statutory timescales

ENV2 Determine applications in accordance with Development Plan and other

material considerations. Successfully defending all decisions made by the

Council at appeal.

-

GP1 Investigation and resolution of Planning Enforcement Complaints -

ENV1 Making Tree Preservation Orders where appropriate -

GP3 Responding to potential threats to the built and natural heritage as

appropriate

-


Council

Strategy

Reference

Indicator Target

ENV1, GP3 Percentage of planning enforcement investigations commenced

within timeframe

70.0%

ENV2, GP3 Speed of determining applications for major development 63.0%

ENV2, GP3 Speed of determining applications for non-major development 79.0%

ENV2, GP3 Quality of decisions made by the authority on applications for

major development

8.0%

ENV2, GP3 Quality of decisions made by the authority on applications for

non-major development

8.0%

Resources


Staffing: 15.6 FTE

Business Manager: Mark Turner, Development Management

Manager

Executive Head: Piers Mason, Executive Head (Planning and

Regulation)

31

Dorking Halls 2020/21 Business Overview


The operation of Dorking Halls to provide a high quality offering at a cost which represents good value to the council tax payer

Providing a balanced range of live arts and entertainment, catering to a wide range of people

Presenting a year round programme of films and event screenings Operating the bar/cafe and catering facilities at the venue Making our facilities and staff expertise available for hire to local community groups, arts

organisations and for commercial and business use


Salary costs are higher than budget due to re-structuring the Technical Department to deal with busier event schedule and evaluation of the Technician posts which resulted in salary grade moving up two grades. The full impact of these changes will be felt next year, meaning a £30k additional cost compared to this year’s original forecast.

The fact that no capital projects were approved in 2019-20 has resulted in some revenue having to be spent on urgent items. So far this comes to £14k. This type of spending is likely to continue or increase if there is a reduction in capital funding in future compared to previous years. It is hoped that some of these additional costs can be mitigated by exceeding income targets this year. But in future years the impact on revenue costs of continually having no capital spending would be significant.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

PRO4

CWB4

Cinema and event screenings – providing a range of new films and live and

recorded event screenings across our three digital cinema screens.

-

CWB4 Promote a range of screenings to target hard to reach sectors of the

community, including Dementia Friendly, Autism Friendly, subtitled and

screenings for people caring for babies.

-

PRO4

CWB4

GP4

Live events – providing a programme of live arts and entertainment events to

appeal to a wide range of people, while maximising income generating

opportunities.

-

GP4 Hire and special events – increasing income and use of our four rooms by

promoting their hire to potential customers.

-

GP4 Business development – seeking new sources of income and maximise

revenue from advertising, sponsorship and membership schemes.

-

GP4 Catering - development of the café and catering services to improve the

offering, increasing turnover and financial return to the council.

-

GP4

GP3

Venue development - ensuring competitiveness and future viability of the

venue by planned maintenance of the asset, improvements to the physical

-

32

environment and exploring capital schemes which can increase income and

reduce costs.

GP1

GP2

Continue to seek and respond to customer feedback and retain Customer

Service Excellence accreditation.

-

PRO4

GP1

Develop plans for new facilities at the rear of Dorking Halls. -


None

Resources


Staffing: 18.7 FTE plus casuals

Business Manager: Keith Garrow, Dorking Halls General

Manager

Executive Head: Emma Day, Executive Head (Prosperity

33

Economic Development 2020/21

Business Overview

Our main purpose is to deliver the Mole Valley Economic Prosperity Strategy (2018-28) which has the following vision: ‘by 2028, Mole Valley will be widely recognised as a prime business location attracting the most creative, entrepreneurial and innovative talent. A productive environment that is optimistic, dynamic and vibrant, enabling businesses to thrive and achieve their aspirations whilst offering a great quality of life within beautiful countryside’.

In addition, the Economic Development team is leading on the Opportunity Dorking town centre economic regeneration programme.

The Economic Development team is responsible for:

Providing and signposting advice and support to businesses, encouraging them to start, grow and stay in Mole Valley

Developing business support initiatives in partnership with business networking organisations and providers of business advice and guidance

Collaborating with the Coast to Capital Local Enterprise Partnership, the Gatwick Diamond Initiative, Surrey County Council and other Surrey local authorities to promote the sub-region’s economy, secure investment and take advantage of opportunities to attract additional funding streams

Keeping abreast of economic issues as they affect businesses locally and producing economic briefings (including Economic Spotlight) and responses to consultations


The Economic Development team has an important contribution to make towards encouraging prosperity in Mole Valley but the biggest challenge comes from the fact that the success of the local economy is contingent on a huge variety of factors including housing, transport, skills, schooling, the investment landscape, planning, plus macro-economic trends and central government policy. Economic uncertainties associated with Brexit and also the changing nature of the High Street adds further complexity to the picture.

It is in MVDC’s interest to keep its local economy healthy as a key way of serving its residents and creating a resilient place that promotes wellbeing. When there is low or low quality employment, councils are at the front line, dealing with the negative outcomes this produces – poor health and mental health, social isolation, homelessness and poverty. It is therefore important for the Economic Development team to work closely with other Council teams to identify opportunities for businesses to prosper in Mole Valley.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

34

PRO1 Promote Mole Valley as a place to do business, including delivery of a range

of business events and support for businesses in Mole Valley

Y

PRO2 Achieve the 2020/21 milestones for Opportunity Dorking Y

PRO2 Analyse evidence gathered through studies and community engagement, to

inform projects for the initial delivery phase of Opportunity Dorking

-

PRO3 Work with Surrey County Council, service providers, residents and

businesses to improve digital connectivity in poorly served rural areas of Mole

Valley

Y

PRO4 Work with Surrey Hills Enterprises and other groups to deliver/ bid for funding

for projects identified in the Destination Management Plan

-


Council

Strategy

Reference

Indicator Target

PRO1, GP3 Number of business support events delivered 15

PRO1, GP3 Number of businesses participating in business support events 150

PRO3, GP2 Number of digital connectivity events delivered 6

PRO2, GP3 The extent to which Dorking town centre is considered to meet the needs of residents, workers and visitors (1 being not at all and 5 very well)

3

Resources


Staffing: 5.5 FTE

Business Manager: Candida Goulden, Economic Development Manager

Executive Head: Emma Day, Executive Head (Prosperity)

35

Environmental Health

2020/21

Business Overview

Our main purpose is to protect residents, communities and businesses from harm; to improve the health and wellbeing of residents; and to fulfil our statutory responsibilities. For our shared service this will apply equally across both Mole Valley and Tandridge, drawing on the skills and experience of staff across the partnership to better protect residents and support business.

We are responsible for the following statutory responsibilities:

1. Food hygiene and safety, including food poisoning and infectious diseases 2. Health and Safety at Work 3. Environmental Protection, including air pollution, contaminated land, dog control 4. Statutory nuisances, such as noise, light and odour 5. Ensuring minimum standards for private sector housing, and administration of

disabled facility grant applications (Mole Valley only) 6. Licensing, including alcohol and public entertainment 7. Taxi licensing


The service relies on a small number of staff to provide a range of statutory functions and specialist and professional services. The service can be vulnerable to changes in demand and to potential crisis situations such as major food poisoning or infectious disease outbreaks.

The shared service incorporates the professional disciplines of Environmental Health and Licensing, with both partner service teams operating within a unified management structure. This allows shared expertise and economies of scale to provide a broad and effective service base for the communities of Mole Valley and Tandridge while maintaining local responsiveness, choice and identity. However, the operation of the shared service is not fully aligned and one of the challenges is to develop the shared service partnership though the integration and standardisation of policies and processes. There is also opportunity to better co-ordinate the work of officers involved in dealing with environmental issues such as air quality and contaminated land.

Working in this way has allowed us to facilitate the request by Tandridge DC that the shared service takes on responsibility for delivering the taxi licensing, animal warden and private sector housing services in their area.

There is an opportunity to continue the development of the shared service partnership by working towards the integration of budgets and the best solution for a shared of database to store information.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2019/20 ?

36

CWB1 Protect residents through our regulatory, prevention, advisory and

enforcement roles including programmes of inspections and responding to

residents and community concerns.

-

PRO4 Ensure that all food intended for human consumption that is manufactured,

prepared or supplied within the district complies with food safety

requirements

-

CWB1 Administer Disabled Facilities Grants (DFGs), a statutory ‘means-tested’

financial grant which aims to ensure that disabled persons have adequate

facilities and access around the home (Mole Valley DC only).

-

GP4 Procure and integrate the best solution for a shared IT system (database) -

GP4 Integrate the outcome of the review of the total budget for service delivery

across both districts and ensure the appropriate appointment of costs -

ENV5 Review and assess air quality in the districts of Mole Valley and Tandridge

to determine whether or not the air quality objectives set by Government are

likely to be achieved.

-


None

Resources


Staffing: 23.53 FTE (9.83 FTE recharged to Tandridge DC)

Business Manager: David Hine, Strategic Partnership Manager

Executive Head: Piers Mason, Executive Head (Planning and Regulation)

37

Financial Services 2020/21 Business Overview

Our main purpose is to provide financial support, advice and expertise to ensure the services provided by the Council continue to be cost effective.


Ensuring robust financial stewardship of Council resources Leading the design and implementation of a sound financial strategy Providing financial advice and challenge to support the Council in carrying out its functions


Our challenge is to sustain the council’s financial resilience in the face of potentially significant funding reductions over the next couple of years. The current medium term financial strategy has set a balanced budget, but there is a high degree of uncertainty relating to the level of business rates that will be retained by MVDC and whether the financial benefits from the Joint Waste Contract will be fully realised. We need to provide robust financial support on these and any other new initiatives.

Producing an audited statement of accounts to the earlier statutory deadline of 31st July with continued resourcing pressure on the external auditors will continue to be a challenge. Although the adoption of CIPFA’s Big Red Button software will bring benefits in quickly producing draft accounts, further changes in methodology and streamlining of processes will need to be identified and implemented to facilitate a smooth transition through the audit of the statement of accounts.

Retaining skilled staff in a highly competitive market (with ‘pulls’ both locally, including other local authorities offering attractive comparative salaries, and from London) will be a significant challenge.

There are opportunities to continue to streamline existing processes and to further add value to the Council. These will be identified and implemented, as and when resources allow.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

GP3 Lead, develop and implement the Business and Budget planning

arrangements for 2021/22, ensuring appropriate project and performance

management is in place, and including consideration of consultation (joint

lead with the Risk Management and Performance Manager)

-

GP2 Producing unqualified statement of accounts for 2019/20, in line with the

statutory deadlines.

-

GP4 Co-ordinating the annual update of the Medium Term Financial Strategy and

formulating a budget for 2020/21.

-

GP4 Providing financial support and advice to officers and Members. -

GP3 Implementing Year 2 of the Financial Services Team’s Service Development

Programme

-

38


None

Resources

Cash limit: Corporate Costs £1,358,000 net expenditure

Financial Services £426,000 net expenditure

Total £1,784,000 net expenditure

Staffing: 8.60 FTE

Business Manager: Danaë Fiedler, Financial Services Manager

Executive Head (or Chief Exec/Deputy): Nick Gray, Director of Finance and Deputy

Chief Executive

39

Housing 2020/21 Business Overview

Our main purpose is to provide housing advice, prevent homelessness, ensure the fair allocation of housing association homes and facilitate the development of new affordable homes. We are responsible for:

Housing options advice Homelessness and prevention of homelessness Emergency accommodation Private rent bond scheme Housing Register and the Housing Allocations Scheme Nominations to housing associations Syrian Vulnerable Person Resettlement Programme Housing strategy, policy and partnerships. New affordable homes, and through the planning application process the collection of commuted

sums in lieu of affordable housing being provided on site

Contributing to the Local Plan affordable housing policy Bringing empty homes back into use, within existing resources


The Housing Team’s challenge is the shortage of affordable homes. Affordable homes are needed to meet the needs of households on the Housing Register and statutory homeless households, many of whom live in emergency accommodation. Vacancies that occur annually in the housing association stock have declined, which means households wait longer to be housed. The Council is reliant on its relationship with the private rented sector to help households secure a suitable home and avoid long waits in living in emergency accommodation. A further potential challenge is a downturn in the economy leading to increased unemployment and higher interest rates that causes people to lose their homes.

The development of new affordable homes makes all the difference to those who are waiting, because it means households move up the list, as new homes are let, and their prospects and waiting times are improved. On average 50 new affordable homes are completed per year and if this number were to increase a higher level of housing need will be met. The under preparation Future Mole Valley Local Plan 2018 to 2033 presents an opportunity for land to be released and the average annual number of new affordable homes increased. A potential challenge is a downturn in the economy that may slow down the residential construction industry.

Business Objectives


Council

Strategy

Reference


Annual

Plan 2020/21?

ENV3 Implement the Affordable Housing Strategy, enabling the provision of

affordable housing that meets local need

Y

CWB3 Publish and implement a new Homelessness Strategy, setting out how the

Council will help those threatened with or experiencing homelessness in the

District over the next 5 years

Y

40

’

ENV3 Achieve an average of 50 new affordable homes completions per year over 3

years

See table

below

GP1 Update the housing software to improve customer service and efficiency -


Council

Strategy

Reference

Indicator Target

ENV3 Number of affordable homes completed 501

CWB3 Number of households in bed and breakfast accommodation Context Indicator

Resources


Staffing: 13.5 full time equivalents

Business Manager: Alison Wilks, Strategic Housing Manager


1 An average of 150 homes should be provided over a three year period. 41

HR & OD 2020/21 Business Overview

The purpose of the HR function is to provide the framework and professional advisory support for service delivery; to advise and support managers on people aspects so they can continue to deliver services as well as delivering the Council Strategy and Annual Plan. HR also runs transactional services such as recruitment, drawing up contracts, managing changes and payroll, maintaining and supporting systems to record absences, training and other employee related data.

OD refers to organisational development, and is complimentary to HR. In particular this is focused on delivery of our OD Strategy. This strategy, introduced in 2019/20, aims to mitigate our strategic recruitment and retention risk, ensuring the Council is a ‘great place to work’.

HR and OD is therefore wide ranging and cross cutting. Members of the team have a role at all levels of the organisation - working as part of the Strategic Leadership Team to assist with/advise on HR aspects of strategic decisions, policy and strategy development and leading on cross organisational improvements; responding to employee led queries; supporting all line managers with formal and informal advice on employee relations issues, performance, conduct, recruitment, workforce planning, on-boarding and exit processes; as well as ensuring quality and accuracy of payroll data,

Documents

Business and Budget Planning 2020/21 - molevalley.gov.uk€¦ · business case, and to understand / accept the impact on the revenue budget. (In broad terms, capital spending of £1m