Corporate Plan Refresh 2021/22 - East Staffordshire Borough ...
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Corporate Plan Refresh 2021/22
Front cover image: The regeneration of Station Street, Burton upon Trent.
2
Contents
Introduction ............................................................................................................................................................................................................................................................... 4
Our Corporate Priorities ............................................................................................................................................................................................................................................. 5
Highlights from 2020/21 ............................................................................................................................................................................................................................................. 6
Leader of the Council.......................................................................................................................................................................................................................................................... 6
Environment & Housing ..................................................................................................................................................................................................................................................... 7
Leisure, Amenities & Tourism ............................................................................................................................................................................................................................................. 9
Regeneration & Planning Policy ....................................................................................................................................................................................................................................... 12
Community & Regulatory Services ................................................................................................................................................................................................................................... 13
Performance & Risk Management ............................................................................................................................................................................................................................ 17
Objectives for 2021/22 ............................................................................................................................................................................................................................................. 19
Leader of the Council........................................................................................................................................................................................................................................................ 19
Environment & Housing ................................................................................................................................................................................................................................................... 22
Leisure, Amenities & Tourism ........................................................................................................................................................................................................................................... 23
Regeneration & Planning Policy ....................................................................................................................................................................................................................................... 26
Community & Regulatory Services ................................................................................................................................................................................................................................... 29
Performance Targets for 2021/22 ............................................................................................................................................................................................................................. 32
Value for Money Council .................................................................................................................................................................................................................................................. 32
Community Regeneration ................................................................................................................................................................................................................................................ 45
Environment and Health & Wellbeing .............................................................................................................................................................................................................................. 51
Financial Summary ................................................................................................................................................................................................................................................... 55
Contact Us ................................................................................................................................................................................................................................................................ 57
Introduction
Welcome to the 2021/22 edition of East Staffordshire Borough Council’s Corporate Plan.
The Corporate Plan sets out the way in In the light of responding to the challenge of working with partner organisations and the
which the Council will deliver, develop and Covid-19, the Council has once again local community.
improve its services over the next 12 agreed a budget which continues to build
months and plays an important role in on the savings made in the past financial The Corporate Plan for 2021/22 sets the
ensuring that our strategic objectives are year to help ensure it has a firm and stable context for the Council’s plans that will
achieved for the people of East financial footing for the medium term future. benefit local people, provide value for
Staffordshire. We hope that this Plan shows money, and support our communities.
our residents, partners and staff where the Several exciting schemes are underway
Council is heading during 2021/22 and which will transform Burton, including the
beyond. The plan forms the foundation for public realm improvements to Station
operational service planning and staff Street and the Washlands Enhancement
appraisals. project, and further possibilities are being
agreed with Government and partners as
The Plan reviews the highlights from the part of the Stronger Towns Fund. A new
past 12 months during a difficult year in the masterplan for Uttoxeter is underway with
face of the pandemic, and details how the further consultation brought forward. All of
Council intends to continue to deliver its these developments deliver public value as
Cllr Duncan Andy O’Brien,
corporate priorities over the forthcoming we move away from the restrictions of
year: Covid-19. Goodfellow, Chief Executive
Leader of the
Value for Money Council Mindful of the potential impact of climate
Council
change, we have introduced an action plan
Community Regeneration
to ensure ESBC makes positive changes to
Environment and Health & Wellbeing help reduce carbon emissions not only
through its own services but also by
4
Our Corporate Priorities
East Staffordshire Borough Council has
three Corporate Priorities.
These are underpinned by a number of Value for Money
objectives for 2021/22 that the Council
aims to deliver in order to achieve them,
Council
which are detailed later in this
Corporate Plan.
Community
Regeneration
Environment and
Health & Wellbeing
.
5
Council’s ability to secure Value for Money. We Improved Resilience Planning
Highlights from 2020/21 played a proactive role responding to We undertook a review of the available Rest
Leader of the Council Government finance consultations and met all Centre locations for use in the event of a major
the deadlines regarding expenditure and income incident and played a key role in the countywide
Continued to Improve our Financial analysis required by Government as a result of Local Resilience Forum, particularly with the
Resilience the pandemic. We also set the MTFS for impacts from the February 2020 floods, Brexit
We continued to improve financial management 2021/22 in line with new funding arrangements. implications and the Covid-19 Strategic
activities within the Council, making sure that Coordinating Group.
proper arrangements are in place to ensure Remaining a Value for Money Council
continued value for money and financial through Corporate Projects, initiatives and
resilience and for this year we ensured Procurement
compliance with the HMRC’s VAT digitalisation Corporate support was provided to strategic
requirements. We have started to review projects and initiatives within other areas of the
compliance against the CIPFA Financial Council, including the direct management of the
Management Code of Practice. We undertook a Leisure Operating Contract and significant
comprehensive procurement exercise covering support to the Town Centre Regeneration
the Council’s Insurance activities which Programme. Support was also provided to the SMARTER, Safer Digitised Services
delivered an annual saving of just under £50K SMARTER Waste Review, the refuse collection, The Council has continued to build on its
p.a. Despite the added complexities related to street cleaning and corporate facilities vehicle successful ‘Digital’ achievements to date and
the pandemic, we met the ever challenging procurement and the grounds maintenance refreshed the Digital Strategy, with the three
deadlines for the preparation and audit of the contract renewal. The Council’s Procurement distinct themes of Digital Council, Digital
Council’s Statement of Accounts, and although Strategy was also transformed into a Corporate Services and Digital Enablement, which
55% of councils didn’t, we were still able to Procurement Policy, which identified maintains a focus on the delivery of value for
achieve the approval by the revised statutory responsibilities, preferred approaches and when money services. We also embedded the new
deadline. We also achieved unqualified opinions and where to seek professional advice. Local Land and Property Gazetteer software.
from Grant Thornton on the Statement of
Accounts as well as their assessment on the
The Council ensured that its security Legal and Assets reorganisation within the Waste Management
arrangements continued to meet the Work continued to ensure that corporate and Street Cleaning area and implementing the
requirements of the Public Services Network projects receive the appropriate levels of legal new BARTEC Street Cleaning Module which will
(PSN) and we commenced the roll-out of our support. The Council’s assets portfolio provide a higher level of service management
hardware refresh. continued to be well-managed, by carrying out information.
works to industrial units to maintain and improve
The Council also explored opportunities for conditions. We concluded the strategic procurement
income generation and shared services, exercise for the replacement of our refuse
particularly within ICT, and started providing
Environment & Housing collection and street cleaning vehicles to take
strategic support to Oadby and Wigston effect from when the current contract expires in
Borough Council in order to assist them develop SMARTER Waste October 2021. It is pleasing to note that were
a new ICT strategy and their operational able to acquire some electric vehicles as part of
management approach. this procurement exercise which has enabled
the Council to meet some of its Climate Change
Human Resources Action Plan commitments ahead of schedule.
The Council has continued to monitor staffing We also commenced work on the Council’s Dry
availability through ongoing and detailed Recycling Service and Garden Waste contracts
analysis of short term sickness absence, to which expire in March 2022.
ensure staffing resource is optimised.
Delivered Excellent SMARTER Services
Payments Team We continued to work through the SMARTER We continued to deliver effective and efficient
The Council has continued to support Waste and SMARTER Street Cleaning services across Revenues, Benefits and
businesses and supply chains by continuing to initiatives, producing update reports to Cabinet Customer Contacts. We had to quickly respond
promptly pay its Creditors following receipt of an as well as analysing other service delivery to the Coronavirus pandemic and had to deal
invoice, providing an element of stability during options, developing the case for sharing with an unprecedented amount of grants and
this time of economic uncertainty. services, conducting a management reliefs that were announced by three different
7
Government departments and then handed Paying £273,000 in Test and Trace Support reviewed our court costs as well as updated our
over to the Council to administer. Payments to 546 successful applicants; 420 Recovery and Write-Off Policies.
under the main scheme and 126 under the
This included: discretionary scheme. Tackling Rough Sleeping
Awarding £20,527,525.83 worth of We have successfully implemented the
Expanded Retail Discount Relief to 828 ‘Everyone In’ programme, which involves
businesses protecting rough sleepers by ensuring they
Awarding £255,335.42 worth of Nursery have access to the facilities that enable them to
Discount Relief to 21 Nurseries adhere to public health guidance on hygiene or
Paying a total of £1,200,000 in Local isolation. This programme has been in place in
Authority Discretionary Grants to 120 one form or another for most of the year, with
businesses; the majority of recipients departing into settled
Issuing 1,981 Small Business and Retail, accommodation. This measure, in conjunction
Hospitality & Leisure grants totalling with the existing Housing First Project,
£23,320,000 to local ratepayers; Navigator service, and the new Home4Me
Paying out £6,093,192.66 in Local Project, have enabled us to secure
Restrictions Support Grant schemes to 667 resettlement for some of the most entrenched
applicants. and marginalised individuals. As a result, rough
Of course, this was carried out whilst the teams sleeping in the borough continues its
Paying out £47,684.00 in Additional
were continuing to carry out the normal range of impressive decline, with a figure of zero
Restrictions Grants
Council services, such as the billing and recorded at the annual rough sleeper count in
Paying out £56,000 in Christmas Support
administration of Council Tax and Business 2020.
Payments to 56 local pubs
Rates throughout the Borough as well as the
Paying a total of £562,813.60 in Council Tax
administration of Housing Benefits, and in For those rough sleepers who reside in shared
Hardship Fund payments to 3,323 working
addition to these we went live with the new supported accommodation a recently launched
age Council Tax Reduction claimants;
Business Rates Rate Relief Policy and also project provides a stepping stone towards
independent accommodation, offering self-
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contained ‘Stage 2’ accommodation with low Partnership decided not to proceed with the use this year. Consideration will be given as to
level support. The six properties acquired under promotional activity intended for this year, but what additional measures may be appropriate
this capital project are to be made available to this may be revisited in the coming year. where particular homes remain empty in the
rough sleepers for the next 30 years. coming year and progress will be reported
A revised Housing Strategy during the year.
Better Services to Support Homelessness A new Housing Strategy has been adopted for
We have navigated the changing landscape of the period of 2021-2025; the strategy promotes
Leisure, Amenities & Tourism
housing law during the pandemic, and housing supply, bringing more empty homes
wherever possible made use of the additional back into use, maximising housing options for Leisure Services Contract Management
time to resolve housing issues and prevent people on a low income and securing suitable
homelessness. We have continued to housing for people with vulnerabilities. It was
proactively improve our service through a agreed that this would be subject to an annual
series of initiatives such as maximising the review.
utilisation of self-contained temporary
accommodation for homeless applicants and The East Staffordshire Housing Register is now
reducing the void turnaround to an average of accessed online following a new contract with
six working days. We also ensured that the our delivery partner, Trent and Dove Housing.
average time from appointment to an initial Applicants to the Housing Register are now This year the Council continued to monitor the
decision for homeless applicants was below the benefiting from the ability to make and update performance of the Leisure Operator, Everyone
3 day target. their applications from home at a time to suit Active, and reported on a quarterly basis through
them, as well as reduced processing times for the Leisure Services Partnership Board and the
The Burton and East Staffs Homeless applicants to become active on the Housing relevant Council committees. The Covid-19
Partnership remains strong, with the Register. pandemic has had a significant impact on the
collaborative working achieved through the operation of the leisure facilities during 2020/21,
Partnership arrangements being key to the The empty homes service commissioned from with three national ‘lockdowns’ from March 20th
success of the ‘Everyone In’ programme and Grafton UK has performed well, and achieved to July 25th, November 4th to December 2nd
the overall reduction in rough sleeping. The its targets for bringing empty homes back into and from December 31st 2020 onwards.
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During the year, the Council undertook a number promote services and events from within the Throughout the year the Council has also
of benchmarking exercise activities. These Leisure, Amenities and Tourism portfolio, in continued to work in conjunction with a range of
included establishing a forum of Staffordshire spite of the impact of the Covid-19 pandemic. In partner organisations and businesses to raise
authorities that have outsourced their leisure addition, the marketing function has supported a the profile of local services.
facilities, reviewing LG Futures finance data and number of other Council departments, including
engaging with the Active Lives survey focussing Waste Management and Regeneration. Open Spaces
on sport and leisure services. This work has Campaigns implemented during 2020/21 have The impact of Covid-19 has affected a number
been key to understanding how leisure facilities included: of the targets set for the Open Spaces team
have performed during the Covid-19 pandemic • Seasonal Brewhouse programmes during 2020/21. Both the ‘In Bloom’ and ‘Park’s
and has been key to supporting the delivery of • Be Your Own Boss, Market Hall Green Flag Award’ schemes were suspended as
the Leisure Operating Contract. • Litter – Carry it in, Carry it out a direct result of the pandemic. However,
• High Street Re-opening following a photographic submission of the work
Works to replace the Artificial Turf Pitch at • Stay Local, business support campaign that the team had continued to deliver in the
Shobnall Leisure Complex were due to take • Recycle it Right, Waste Management midst of this challenging period, the Heart of
place during 2019-20 but were postponed as a England in Bloom Committee awarded the
consequence of the Covid-19 pandemic. Council with a “What Have You Done This Year
Consultants have been appointed and tender To Make You Feel Proud” certificate in
documents have been collated. The work to recognition of this work and effort.
complete the project and install the new surface
will take place between April and September In recognition of the important and prominent
2021. role our open spaces play across the Borough,
a 10 year Parks Development Plan has been
Marketing developed and approved this year. This plan has
Over the past 12 months, the Council has a focus on community health, sustainability and
achieved its target of completing over 85% of its climate change and includes activities such as
marketing objectives, outlined in the annual tree planting, tree management and volunteer
marketing plans, with officers working hard to recruitment. A key element of the plan is the
10efficient operational delivery that enables green ensuring that it is reflective of the organisational Markets
spaces to be clean, tidy and free of vandalism. learning garnered over the life of the current The impact of the Covid-19 pandemic has meant
contract and is set up to succeed during the that the Market Hall, as a non-essential trading
forthcoming decade. environment, has had to close during the periods
of lockdown throughout the year. Only those
Facilities and Health & Safety traders providing takeaway catering were
The Council operates a diverse range of permitted to trade during these periods. When
buildings of various ages and size that consume trading was permitted, the Market Hall was set
gas, electricity and water. A review has been up to be Covid compliant with appropriate one-
completed that has examined the usage and way systems, face mask wearing and limited use
costs of these types of energy and considers the of the central floor space. The Market Hall staff
feasibility of alternative energy sources. The also played their part in supporting the Council’s
review recommends that an energy efficiency effort to provide Covid Marshals in and around
study is carried out on each building to identify Burton town centre.
potential enhancements to reduce costs.
Cemetery
During 2020, work to assess the identified
October 2021 will see the Council’s Grounds allotment land adjacent to the Stapenhill
Maintenance contract expire with the current cemetery for conversion to burial ground
provider. This contract, one of the largest commenced. Consultants undertook a number
operated by the Council, defines the standard for of exploratory investigations (Tier 1
parks and open spaces across the Borough. As investigations) and these were subsequently
a result, the Open Spaces Team have worked approved by the Environment Agency. More
throughout the year in collaboration with the detailed ground work inspections will now
Council’s Procurement Team to prepare the new progress as we move into the new financial year.
tender and specification documentation,
11The Markets team fulfilled their target to remain national consultation and also informed Elected policy, which has not indicated that there is an
an Association of Public Service Excellence Members of new Planning legislation and local urgent or essential need to update the policies in
(APSE) member and to use this opportunity to and national developments through a series of the immediate short term.
understand how other Market Halls have fared targeted briefings.
during this unprecedented period. Regeneration
New and Refreshed Planning Policies
Tourism We published the Authority Monitoring Report,
East Staffordshire has a number of advantages the Brownfield Register and the Infrastructure
and attractions as a tourist destination. In Funding Statement as legislatively required. We
October 2020, a Tourism Plan was approved by also revised and republished our Statement of
Cabinet. This plan was developed to highlight Community Involvement, we finalised and
the strengths of East Staffordshire as an adopted the Brewery Building Conversion
emerging tourist destination and the plan set out Design Guidance SPD and we also revised and
the ongoing actions that will be taken to achieve adopted the Car Parking SPD. During 2020/21, the Council continued to
this. progress its partnership working with the Burton
Monitoring Local Plan Performance upon Trent Town Deal Board, chaired by Ben
Regeneration & Planning We carried out an in-depth review of the Robinson MBE, to create a Town Investment
Council’s Local Plan to examine how it was
Policy Plan that was submitted to Government on 11th
performing. The conclusions were that the December 2020. The plan is being assessed by
Continued to Work Smarter in Planning Council has maintained a strong 5 year land Government during early in 2021.
We maintained top quartile performance and supply position and performed well at appeal;
continued to improve our overall planning the policies in the existing Plan are still relevant Alongside the Towns Fund work, the Council
processes with new procedures and practices. and robust; housing delivery performance has has taken forward the first phase of the
We also introduced improvements and new been effective and there is still a good supply of Washlands Enhancement Project, laying the
ways of working and evaluated the benefits of an sites to be delivered. A thorough review of all foundations for improvements to be delivered
integrated document management system policies in the plan has been undertaken in during 2021/22, utilising £1m of external
within the Planning section. We responded to terms of delivery and compliance with national funding. Adjacent the Washlands, the Enterprise
12team has worked closely with Jessups to
Community & Regulatory Improvements to the Hackney Carriage and
support them in submitting a new mixed used
Services Private Hire Service
planning application for Bargates to delivery The Council implemented a series of
uses that includes a full application for Review of the Council’s CCTV Provision improvements for the Hackney Carriage and
residential and office units and an outline During 2021 the contract for the monitoring and Private Hire Trade during 2020/21. These
application for uses that could include hotel, maintenance of the Council’s CCTV is due for included:
apartments, and public houses/drink renewal. Following a review of the existing
establishments. This application is currently CCTV arrangements and a report on CCTV • A review of the Taxi ranks within in the
being reviewed by the Local Planning Authority. provision brought forward by the Scrutiny (Audit Borough was been completed in both Burton
and Value for Money Council Services) and Uttoxeter. The County Council, as the
In October 2020, the Station Street regeneration Committee, a revised approach to the delivery of Highway Authority, has been consulted to
project completed (pictured on the front cover), CCTV has been developed. This work will come establish if the suggested proposals were
which completely transformed the look and forward from April 2021. suitable to be carried forward. This work will
function of the pedestrianised area of Burton be concluded in 2021/22. A review of the
town centre. From this, work commenced in In addition to this review, the Enforcement Team Hackney Carriage Tariff – a proposed new
January 2021 to deliver further public realm also developed a Code of Practice for the use of tariff was received from the taxi trade. A
improvements to the adjoining High Street. The its mobile CCTV cameras. A guidance and report was subsequently prepared for
Uttoxeter Masterplan was also approved by process document has been completed and will licensing committee to consider and officers
Council in December 2020, which identifies be used by officers to ensure that correct liaised with the meter companies to ensure
options for regenerating the town to improve its procedures are followed when mobile CCTV is the tariff was suitable. These proposals will
potential for economic growth and prosperity in in operation. The document includes application considered by Cabinet.
the future. forms for authorisation to deploy the mobile
cameras and a site survey form to ensure the • A revised approach to delivering
location is suitable and appropriate. The team Safeguarding training for all Private Hire and
have utilised the cameras in a number of ‘hot Hackney Carriage Drivers was implemented
spots’ specifically in relation to fly tipping and with the appointment of an appropriate
other forms of anti-social behaviour. training provider. All existing drivers,
13operators and new applicants will be able to for criminal searches. The Licensing team Cemetery to support the Council’s Covid related
access the training in a “virtual classroom.” It are now able to access some results within efforts. The team also led the Covid Marshal
is proposed that all the licence holders will 24 hours, which will help to improve deployment from early November in support of
undertake the training by the end of 2021. processing times. general Covid-19 compliance measures, as well
as supporting the Environmental Health team in
• A formal Verbal Test for new applicants was Compliance Inspections in support of more direct compliance activities. The CCE
introduced for a Private Hire and Hackney Public Protection team were able to begin picking up initiatives in
Carriage Drivers Licence (this also included the second half of the year, covering a number
Ongoing partnership work took place throughout
taxi Operators). This approach has been in of wards including; Anglesey, Shobnall,
the year in partnership with Staffordshire County
operation since the end of April 2020 and Horninglow and Eton.
Council and the Police in relation to Covid-19
sets a level standard for all applicants to be
enforcement and compliance in high risk
appraised. Selective Licensing: Review & Future
establishments. Compliance checking and
Designation
inspection activity has been redirected to
• New recommendations for Medicals for
Following the successful introduction of the
support the Covid-19 pandemic response and
Private Hire and Hackney Carriage Drivers
Selective Licensing Scheme pilot in a part of
covered such activities as; tracing taxi drivers
were introduced. Officers have identified a
Anglesey ward, the Council has continued to
who had tested positive and premises that have
specific doctors surgery as an alternative
monitor and evaluate the scheme completing an
been non-compliant with Covid regulations, for
means of having a medical undertaken,
annual review at the end of the first, second and
example.
should the applicant or existing licence
this, the third year of operation. Plans to expand
holders own surgery be unable to provide a
the Selective Licensing Scheme to include
Community & Civil Enforcement Initiatives
certificate within the appropriate time period.
Shobnall Street, Waterloo Street, Goodman
The impact of the Covid-19 pandemic had a
Street, Branston Road and Uxbridge Street had
• Use of the Disclosure and Barring Service significant effect on the Community and Civil
begun in January 2020 with a consultation
(DBS) update scheme for Private Hire and Enforcement (CCE) team during the year.
exercise. However these were put on hold in
Hackney Carriage Drivers and Operators During the first lockdown period, some members
accordance with guidance issued by the
has been introduced and ‘UCheck’ of the team were redeployed to support other
MHCLG on 28 March 2020.
confirmed as the Councils on line provider service areas such as Open Spaces and the
14Partnership working with Trading Standards continuously seek ways to improve the risk premises such as takeaways, licensed
for Tenant Fees processing times and delivery of this service. premises and warehouses throughout the
Following the introduction of legislation to Borough. The team has had to adapt to provide
prohibit the use of certain fees for tenants, Climate Change & Air Quality Policy a seven day per week response should this be
Environmental Health has worked in partnership In response to national and international called upon. The team have also worked closely
with Trading Standards to target resources on a concerns around Climate Change, the Council with colleagues in the CCE team in gaining
case that requires further investigation along declared a ‘Climate Emergency’ in August 2020. feedback and intelligence on compliance issues
with the development of a draft strategy for In support of this ‘Climate Emergency’ from the Covid Marshal Officers. Issues relating
enforcement. This is currently on hold due to declaration, the Council developed a wide to Modern Slavery have been picked up in the
resources being focussed on Covid ranging and comprehensive action plan that course of this compliance work over the period
enforcement, however this work is set to refocuses attention in order to tackle these wide of the pandemic.
continue in 2021/22. ranging issues. The Council’s ‘declaration’
Brewhouse, Arts and Town Hall
seeks to make the Council’s operations and
Disabled Facilities Grant Review activities carbon neutral by 2040 and to aspire to
The Council adopted a new in-house Disabled reach carbon neutrality for the borough
Facilities Grant (DFG) service from 1st April geography as a whole by 2040. The
2018, incorporating more efficient ways of Environmental Health team will be leading on
working to secure faster and more cost efficient this approach, but as climate change issues
adaptations, to enable residents to live affect all parts of the Council’s activities, all
independently in their own home. A report on Deputy Leader portfolios will be affected to a
DFG performance was delivered to Cabinet in greater or lesser degree.
December 2020. Of note is the reduction in the Once again the Covid-19 pandemic has had a
DFG process timescales from 362 days for Modern Slavery Initiatives significant impact on the delivery of the service
cases handled by the previous provider in The impact of Covid-19 during 2020/21 has during 2020/21. Following government
2017/18 to 291 days for cases handled by the in- meant the efforts of the Environmental Health guidelines the service has had to remain closed
house DFG team in 2019/20. The DFG team team have been focussed on working with to members of the public for long periods.
partners to undertake compliance checks in high However, the team at the Brewhouse have
15adapted to create a new programme online; service up to March 2021. During closure Covid-19 testing station and Civic Function staff
including a range of workshops and events. The periods the Brewhouse staff were able to have supported the dedicated testing team
Brewhouse and Arts Manager was also able to support the Council’s Covid-19 effort ranging ensuring the facility remains fully operational.
secure a £51k grant from the Arts Council from contacting ‘shielding’ residents through to This has obviously meant that the remainder of
England’s Covid Recovery Fund to support Covid Marshal work. In November 2020, the the Town Hall function area has been closed to
these adaptations and financial support for the Main Hall at the Town Hall was established as a the public.
16Performance & Risk Management
There may be a number of key corporate risks to the Council in delivering its objectives. Corporate risks are selected on the basis that they would
have significant impact on East Staffordshire’s ability to deliver critical services and might obstruct the Council’s agenda of continuous improvement.
The Council manages all risks through the Corporate Risk Management Strategy and the supporting framework of internal control checklists. As
well as an effective risk management framework, the Council also has business continuity and emergency planning arrangements that are regularly
reviewed and developed. Relevant senior officers maintain detailed and robust risk registers to manage the key corporate and strategic risks as
well as other risks identified.
All effective local authorities also monitor their performance in order to know how well they are doing and identify any areas for improvement. The
Corporate Plan contains the Council’s priorities, including targets for the performance indicators that are used to monitor progress towards achieving
the Council’s aims and objectives. The latest estimated Corporate Plan performance figures (at the end of Quarter 3 of the 2020/21 financial year)
are shown in Figure 1.
Figure 1
Quarter 3 Performance
Amber Red
3% 7%
Green
90%
The Quarter 3 forecast outturn indicates an overall budgetary surplus for the financial year of £190,000 or 1.7% against a net revenue budget of
£11,024,000. This includes substantial budgetary pressures arising from Covid-19 that have been offset by additional funding support from Central
Government. The latest available Financial Outturn figures (at the end of Quarter 3 of the 20120/21 financial year) are shown in Figure 2.Figure 2 Forecast Variation Over
Annual
Quarter 3 Financial Forecast Outturn Outturn (Q3) / (Under)
Budget
2020/21 £’000 £’000
Arts, Brewhouse and Functions 393 563 170
Community and Open Spaces 1,403 2,092 689
Corporate Management Team 438 444 6
Corporate and Commercial 876 836 (40)
Cultural Services – Marketing 86 68 (18)
Enterprise 116 122 6
Environment 3,887 4,151 264
Environmental Health 470 505 35
Financial Services 967 1,194 227
Housing 311 356 45
Human Resources and Payments 1,913 1,892 (21)
IT & Printing 425 404 (21)
Legal Services and Assets (434) (334) 100
Leisure Services 664 878 214
Licensing and Enforcement 84 77 (7)
Markets 15 150 135
Planning and Land Charges 46 73 27
Revenues, Benefits and Customer
417 1,220 803
Contacts
Corporate Items (1,053) (1,240) (187)
Covid-19 Support from Government - (2,617) (2,617)
Totals 11,024 10,834 (190)Objectives for 2021/22
Leader of the Council the administration and returning of the whole Review of Council Committees (Target
County wide election. Ref No. L17)
Successful Delivery of Elections and During 2021/22 the Council will look at
Implementation of Boundary Review Taking account of the final Boundary Review identifying any opportunities for
Outcomes (Target Ref No. VFM01, outcomes, this year the Council will also improvement across its Committee
VFM02, VFM03) prepare its systems and processes for structure. This could include considering
amended boundaries and complete the Committee sizes and functions, the
This year the Council will continue its necessary review of its polling places. effectiveness of the organisation’s scrutiny
successful track record in its delivery of and overview approach or any further
electoral services. In addition to the relevant digital opportunities.
necessary by-elections in the Borough, this
year the Council will co-ordinate the delivery Improved Resilience Planning (Target
of the Police, Fire and Crime Commissioner Ref No. VFM13)
(PFCC) elections (postponed from 2020) The Council has demonstrated over the past
with the County Council elections for year that it has in place a robust approach to
Staffordshire, in a Covid-secure manner. resilience planning and business continuity.
Furthermore, the Council will also be taking However it will be prudent to reflect on the
on the Police Area Returning Officer (PARO) challenges of the past year, including its
responsibilities for the PFCC election, which experience from the Storm Dennis flooding,
means that not only is it responsible for the Covid-19 pandemic and the EU
administering and returning our local count, withdrawal. The Council will complete a
the Council has the added responsibility for review of its emergency and businesscontinuity planning approach incorporating Reference Numbers (UPRNs) which will LGA Peer Review (Target Ref No. VFM12)
any learning from the recent response and underpin and provide the structure for any This year the Council will again look to work
recovery. address based digital services the Council with the Local Government Association
develops. (LGA) to deliver a peer review to another
Embracing Digital Opportunities (Target council to build up to hosting one in East
Ref No. VFM04, VFM05, VFM06, VFM07) The Council will also complete a feasibility Staffordshire this coming year.
Following the development of the Council’s study investigating the possibility of
new Digital Strategy in 2020, this year will introducing a mechanism for residents to Continue to Develop Effective
see the Council implementing a number of register for an online customer account, in Communications (Target Ref No. VFM08,
important aspects from the Strategy to take order for information from different services VFM09, VFM10, VFM11)
forward a range of digital opportunities. In and systems to be managed in one place. The response to the challenges of the past
particular the Council will establish a 12 months has highlighted how effective
process for reviewing digital services. This good communications can be. This year the
process will begin by identifying an intended Council will review its PR and
outcome, designing an appropriate process communications approach in order to
and considering the technology most develop a new Communications Strategy
suitable to deliver that outcome. building on the successes of the past year.
In addition to this, in the early part of
The Council will also maintain Gold 2021/22, the Council will also look to
Standard in the Geo-Place categorisation implement a corporate E-newsletter to allow
listing for all Local Land and Property for even more effective communication with
Gazetteer (LLPG) activities that the Council its stakeholders which it can use to promote
has control over, and implement the first Council services. This will also be
phase of a project utilising Unique Property complemented with a regular Leader’s Blog
20and a targeted video update from a Cabinet unqualified auditor’s opinions on this as well maximise security. We will continue with the
Member to share relevant and important as for Value for Money. Business Development Project, providing
messages. technical strategy and support to OWBC.
Once again, we will continue to play a
Continue to Improve our Financial proactive role responding to Government
Resilience (Target Ref No. VFM18, finance consultations, particularly around
VFM19, VFM20, VFM21, VFM22) the proposed changes to Business Rates
We will continue to proactively improve and funding reforms and will brief elected
financial management activities within the members on the implications for the Council.
Council, making sure that proper We will monitor the financial impact of the
arrangements are in place to ensure Covid-19 Pandemic and any associated
Investigate Cloud Services (Target Ref
continued value for money and financial Government support, ensuring we complete
No. VFM14)
resilience, and providing sound financial the necessary Government returns and
We will carry out a review of Cloud
advice to key corporate projects, initiatives finally we will set the MTFS for 2022/23 in
services/applications to see where and if
and decision making. We will update the line with new funding arrangements.
cost savings, security improvements or
Council’s Contract Procedure Rules and
further efficiencies can be gained from
Financial Regulations once the ICT Business Support and Refresh
remote hosting.
government’s review of public procurement, (Target Ref No. VFM15, VFM16)
which is currently underway, has been We will complete the desktop hardware
Human Resources (Target Ref No.
completed. We will continue to ensure that renewal and carry out a number of server
VFM23)
the work that we carry out is done in time to renewals as well as ensuring we keep all
The Council will continue to monitor staffing
meet the deadlines for the preparation, audit business systems current. We will also carry
availability through ongoing and detailed
and approval of the Council’s Statement of out any cyber essential changes to PSN
Accounts, we will strive to achieve within the required timescales in order to
21analysis of short term sickness absence, to the quality and quantity of recyclate we collect will include a new contract for the treatment of
ensure staffing resource is optimised. throughout the borough. the garden waste that we collect, a collaborative
procurement exercise to provide a new contract
for the processing of the dry recycling material
Payments Team (Target Ref No. VFM24)
that we collect, and to support the dry recycling
The Council will continue to support
processing we will require a new waste transfer
businesses by promptly paying its Creditors
station contract. Building on the previous year’s
following receipt of an invoice.
activities we will go live with the new vehicle
contracts in order to ensure as smooth a transfer
Environment & Housing as possible, as well as installing the new electric
charging points for the smaller electric fleet.
SMARTER Waste Management (Target Ref
No. VFM58, VFM59, VFM62, EHB07, EHB08, Housing Strategy Initiatives (Target Ref No.
EHB09) EHB10, EHB11, EHB12)
We will continue to identify the most effective SMARTER Street Cleaning (Target Ref No.
We will review our Housing Strategy and refresh
way to deliver services and continue to progress VFM60, VFM61, EHB06)
the Housing Allocations Policy to facilitate
the potential for a shared service and We will start to realise the benefits from the
improvements in the delivery of the Housing
complement the activity with a revised project implementation of the Street Cleaning software
Register Service. The refresh will need to
plan and regular project updates. We will and develop a new policy with new procedures
provide a balanced approach to prioritising
continue to respond to Government for how we organise resources around litter
housing need, taking into account changes that
consultations on the Waste & Resources collection, bins and street cleaning.
have been observed since the current policy was
Strategy and consider impacts of any suggested adopted in 2018, as well as streamlining the
changes in Government policy. We will build on Strategic procurement (Target Ref No.
assessment of applications where possible to
the Scrutiny (CREHWB) Committee review and VFM55, VFM56, VFM57)
maximise the benefits of delivering the service
embark on a series of regular communication This year will be a particularly busy year with
digitally.
and education campaigns in order to improve some significant procurement activities. These
22We will continue to support enforcement activity the Rough Sleeper Initiative Year Four to the evaluation of automation within the
where appropriate in respect of targeted Empty maximise interventions that are available. Revenues and Benefits IT systems and carry out
Homes. The current escalating approach to a review of the operations of our Customer
tackling empty homes may need to go further in Deliver Excellent SMARTER Services Service Centres.
specific cases that are proving intractable; in (VFM42, VFM43, VFM44, VFM45, VFM46,
each case the evidence will be considered by VFM47, VFM48, VFM49, VFM50, VFM51,
Leisure, Amenities & Tourism
Cabinet for a decision on invoking relevant legal VFM52, VFM53, VFM54)
powers. We will continue to deliver effective and efficient Open Spaces (Target Ref No. VFM27, EHB01,
services across Revenues, Benefits and EHB02, EHB03, EHB04)
Continue to Deliver Better Services to Customer Contacts, maximising income through October 2021 will see the Council’s Grounds
Support Homelessness & Tackle Rough collection rates, reducing former years’ arrears Maintenance contract expire with the current
Sleeping (Target Ref No. VFM63, EHB13, and continuing to increase the collection of provider. This contract, one of the largest
EHB14) overpaid Housing Benefit. We will undertake a operated by the Council, defines the standard for
We will continue to ensure that the average time comprehensive review of the Local Council Tax parks and open spaces across the Borough. The
from an appointment to an initial homelessness Reduction Scheme to identify any fundamental Open Spaces Team will continue to work with
decision is a maximum of 3 days. We will initiate necessary changes which could be made to the Council’s Procurement Team to prepare the
a project which maximises our use of S106 improve the scheme. We will implement the new new tender and specification documentation,
commuted sums to improve the pathways out of Recovery and Write-Off Policy changes. In ensuring that it is reflective of the organisational
supported accommodation, as well as further terms of SMARTER Working we will also learning garnered over the life of the current
exploring opportunities to secure Social support the Corporate Digital Strategy through contract and is fit for purpose in the forthcoming
Landlord registration for voluntary sector decade.
supported accommodation providers. We will
also maintain optimal utilisation of self-contained Subject to judging taking place this year, the
temporary accommodation for homeless Council’s Open Spaces team will work towards
applicants, as well as proactively engage with achieving a minimum of 2 gold awards at ‘In
Bloom’. Entries will be submitted for Burton,
23Winshill and Uttoxeter. In addition, the team will a Year 1 progress report on the Tourism effectively monitoring the intended outcomes for
look to increase the scores for parks entered into Strategy during the forthcoming year. This residents and users of the Council’s sport and
‘It’s Your Neighbourhood Awards’ (again subject activity will need to take account of the post leisure services.
to judging taking place). The forthcoming year Covid-19 environment and will include activities
will also be the time to commence planning in such as identifying mutual opportunities to
preparation for the Queen’s Jubilee in 2022. promote and co-promote events that support
local, as well as creating a marketing plan that
Supporting the work being undertaken on ‘In will enable targeted communications.
Bloom’ and in our parks, the team will also look
to provide a Year 1 update on the Parks Leisure Services Contract Management
Development Plan, identifying the activities and (Target Ref No. VFM25, VFM26, CR06, CR07,
developments that will have taken place to EHB04, EHB05)
improve our open spaces. The past year has been challenging for the
sports and leisure industry, and the Council will
Cemetery (Target Ref No. CR05) continue to work closely with its Leisure
Following up on the successful, initial ground Operator, Everyone Active, as they work through
work investigations on the expansion of and recover from the impacts of the Covid-19
The Artificial Turf Pitch at Shobnall Leisure
Stapenhill Cemetery, the Cemetery team will pandemic. The Council will monitor the
Complex is nearing the end of its life, so in 2021
work with the appointed consultants to carry out performance of the contract and will again report
the Council will be working with contractors to
further groundwork investigations (“Tier 2”), with on this on a quarterly basis, including aspects
replace this Council asset. This project will be
a view to progressing the development of the relating to Covid-19 recovery, through the
undertaken using Section 106 funding secured
site. Leisure Services Partnership Board and the
for use at Shobnall Leisure Complex, and will
relevant Council committees. The Council will
ensure a fit for purpose all-weather playing
Tourism (Target Ref No. VFM28) continue to develop its relationship with
surface continues to be available which is used
Following the approval of the Tourism Plan by Everyone Active, while ensuring compliance
Cabinet in 2020/21, officers will seek to provide with the Leisure Operating Contract and
24primarily for hockey as well as other outdoor with volunteer support or assisting with local the Council’s strategic approach to Health and
team sports. events associated with the Games. Activity for 2022/23 and beyond.
The Council will this year continue to work with There is a longstanding aspiration from within Marketing (Target Ref No. VFM29, VFM30,
its partners and stakeholders in the delivery and the area to facilitate a Sports Hub at the VFM31)
development of relevant sports and leisure Uttoxeter Quarry site. The Council will continue The marketing function will continue to work on
opportunities in the area. Building on the to provide support to the key partners in this improving the marketing and communications of
successes of previous years’ events, the Council project, the County Council and Staffordshire key council services through a planned
will investigate opportunities to develop the FA, and seek updates on the progression of this approach, developing specific marketing plans
‘National Play Day’ experience in partnership project from these partners. To facilitate the for each service area. These plans will include a
with Everyone Active. The ‘National Play Day’ is pass-porting of any forthcoming S106 monies to range of objectives, of which 85% should be
a campaign that highlights the importance of the relevant stakeholders, the Council will completed in 2021/22.
play in children’s lives, and looking to expand request six-monthly updates from these partners
this event would bring even more opportunities to encourage progress. In conjunction with other council departments, a
for local children to be active. range of awareness campaigns and events will
This year the Council will undertake a review of be delivered to engage local residents and
In 2022 the Commonwealth Games is to be held Health & Activity strategy and delivery in the businesses and promote East Staffordshire and
within the region, with this international event Borough. This review will consider a range of council and partner services. The success of
being hosted in Birmingham. The Council will elements including the new Sport England these campaigns and events will be reported to
continue to work with the organisers of the Strategy, the emerging Together Active Strategy Members through quarterly performance
Games and local partners to explore any and the strategies of our Leisure Operator, reports.
opportunities that may arise from this event Everyone Active. This will allow the Council to
being held in the locality, and support the position itself effectively within the local leisure
delivery of identified activities where landscape and to direct strategic health and
appropriate. This could include supporting activity delivery in the area through its delivery
communications campaigns, looking at assisting partners. This review will provide the basis for
25The Market Hall (Target Ref No. CR01, CR02, The Market Hall will remain an APSE Streamlining the Section 106 Process
CR03, CR04) Performance Networks member to continually (Target Ref No. VFM40, VFM41)
benchmark and monitor best practice within We will prepare a guide which will set out the
Markets, especially in the light of the post Covid- approach to prioritising S106 contributions
19 recovery period. where there is limited viability. In addition we will
also investigate whether a monitoring fee could
Regeneration & Planning be sought for S106. This will help ensure S106
Policy funds are spent on services and enhancements
which are most needed first.
SMARTER Planning improvements (Target
Ref No. VFM32, VFM33, VFM34, VFM35) New and Refreshed Planning Policies &
The Market Hall team will continue to support its
We will continue to deliver excellent services Technical Guidance (Target Ref No. CR12,
Market Hall Traders during the post-Covid
and maintain top quartile performance. We will CR27, CR28)
recovery period and the outcome of the Stronger
build on the previous year’s investigation into a We will develop a Tourism Technical Guide
Towns bid. Targeted events and campaigns that
document management system and work which will provide consistency and guidance for
raise the profile of the Market Hall during the
towards the migration of the Planning M3 applicants, elected members and Planners.
forthcoming year will be undertaken. We will
System to the Assure platform. We will also look Biodiversity loss is a global problem and so we
continue to showcase the Market Hall as a
into making improvements to online mapping by will also provide guidance on how we will strive
unique, exciting events space and will seek to
replacing the current system to meet website to achieve biodiversity net gains when assessing
hold a number of commercial events in the
standards, accessibility guidelines and provide applications. In addition to this, we will also look
forthcoming year. This programme will also
more reliable data retrieval. We will continue to to develop a Local Sustainable Development
include an enhanced Christmas offer to increase
inform Elected Members of new Planning (Climate Change) SPD which will include
footfall to the town centre and Market Place area
legislation, our Planning Enforcement activities guidance on a number of topical areas.
of Burton upon Trent during this annual peak
and local and national developments through a
period.
series of targeted briefings.
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