Corporate Strategy 2021 2025 - Peterborough City Council
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Corporate Strategy
2021 – 2025
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Peterborough City Council - Corporate Strategy 2021 - 2025
Contents:
This Corporate Strategy sets out the key priorities,
activities and campaigns that the Council will pursue over
Page 2. Our Vision
the next four years.
Page 3. The Council’s Strategic Framework
Its themes and design principles have been developed in
consultation with Members, lead officers and our Page 4. Budget
partners. Page 6. The Councils Priorities
The strategy builds on good practice and strong Page 7. Strategic Priority 1: Pride in our
leadership and is intended to foster an innovative culture communities, places and environment
where continuous improvement is everyone’s
responsibility. Page 8. Priority Outcome 2: First rate futures for
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children & young people, quality support for our
Our commitment and aspirations for the next four years adults and elderly
will be communicated to the public through a variety of
channels and conversations so they know what to expect Page 9. Priority Outcome 3: Better jobs, good homes
from us and can hold us to account. and improved opportunities for all
We hope the ambition and themes are inclusive and Page 10. Enablers, Themes, Design Principles
engaging and this strategy encourages leaders, Page 11. Performance
employees, partners, stakeholders, customers, businesses
and residents across our City to participate in the design,
development and delivery of public service.
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Peterborough City Council - Corporate Strategy 2021 - 2025
Our Vision:
“To create together a Peterborough residents are proud to live, work and grow up in and
where services deliver what local people need and give value for money”
This strategy signals a strong commitment to:
- Our communities, seeking engagement and contribution, ensuring everyone can play a part in improving their own
lives and the lives of others living in Peterborough; and
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- Our environment, which is central to how we think and act. Reversing the trend of increasing consumption and
delivering on our commitments to becoming a truly sustainable city.
Peterborough City Council has been developing an ambitious programme of change, with a determination to improve
lives for local people despite an increasingly challenging financial context.
This work has prepared the Council well for the next period of significant challenge and change when the demand for
our services is expected to continue to grow, in line with the rapidly increasing Peterborough population, the urgent
need to tackle the climate emergency, and the available funding for our services set to decrease.
We recognise that we are one organisation in a hugely complicated system, where everyone has a role to play. Building
a whole system approach around shared priorities, community outcomes and cost efficiencies is a crucial part of the
Council’s response to this context and requires a greater degree of collaboration between local public services,
voluntary, community and faith sectors, other providers, local businesses, partners and the public than has ever
previously been experienced in Local Government.
Page: 2Peterborough City Council - Corporate Strategy 2021 - 2025
The Council’s Strategic Framework
The Council’s current plans and strategies will be brought together into one framework to drive a shared vision for
Peterborough. The strategic framework will focus on achieving positive outcomes for individuals and communities
through the following elements:
A Corporate Strategy, describing the vision for Peterborough, the outcomes we strive for and our priorities for
change;
A set of ambitious performance measures which will be used to hold us to account for improvement;
The Council’s Medium Term Financial Strategy, which describes how we will commission and deliver services to
deliver outcomes within the resources we have;
A suite of key strategies describing the management of core activities e.g. finances, workforce, digital services and
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assets;
A set of partnership agreements and action plans which describe multi-agency approaches to deliver improved
outcomes across Peterborough;
A Council wide ambitious programme of transformation to ensure that we are making the best use of the
resources we have to deliver the best possible services at the right time and in the right place.
A Strategic Performance Management and Improvement Framework which provides insight across a range of
comparable Value for Money and Performance data for services within the main funding streams relating to
Peterborough City Council
Page: 3Peterborough City Council - Corporate Strategy 2021 - 2025
Budget:
The Council has been operating within a challenging financial environment following years of austerity measures, low
funding, and rising demand for Council services. Despite all of this the Council has continued to perform well, providing
vital services to its 202,000 residents, whilst at the same time managing demand and keeping expenditure low.
The diagram on the right gives
an overview of the Council’s
income for the 2021/22 budget.
Funding from Central
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Government has significantly
reduced over the years.
The diagram to the right shows
that the Revenue Support Grant
only equates to 2.5% of the
Council’s total funding. A
significant reduction compared
against previous years.
Page: 4Peterborough City Council - Corporate Strategy 2021 - 2025
Budget:
The diagram below outlines the Council’s current expenditure and shows how spend is distributed and how we plan to
spend our £423.4m across a range of council services.
In Peterborough we have a robust approach to
financial management, which includes monthly
budget monitoring, expenditure controls and a
rolling budget setting programme that allows us
to identify where savings and investment need
to be made.
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Based on our current plans, we estimate that
the Council will need to continue to make
further savings over the next four years, where
we are proactively planning to meet these
financial pressures.
Page: 5Peterborough City Council - Corporate Strategy 2021 - 2025
Our Priorities:
Priority Outcomes
Pride in our communities, our places and First rate futures for our children & young Better jobs, good homes and improved
our environment: people, quality support for our adults and opportunities for all:
elderly:
Peterborough is a clean, safe and Peterborough’s Children and Young Peterborough continues to
sustainable city providing a welcoming People all have the best start in life to sustainably grow, is a thriving and
environment, with a strong arts, culture enable them to realise their full connected city attracting
and leisure offer for its citizens and potential businesses, investment and tourism
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visitors
Good quality education, skills and Job opportunities are available
People are able to utilise spaces in training, which is accessible for all, enabling people to be economically
Peterborough for walking, cycling, enabling children and young people independent
recreation and their health and wellbeing the best opportunities
All adults have access to skills
Communities and neighbourhoods value People are safe and protected from training to increase their
and respect each other and are involved risk or harm employment and volunteering
in making choices that affect their people, opportunities
places and environment People are able to support themselves
and their communities, leading to The availability and choice of
The city works together as one to address improved health and wellbeing and housing increases as Peterborough
the climate emergency, getting us on the ability to retain their independence grows and becomes more
path to net zero emissions by 2030 sustainable
Page: 6Peterborough City Council - Corporate Strategy 2021 - 2025
Priority Outcome 1: Pride in our communities, our places and
our environment:
Peterborough is a vibrant, diverse and exciting place to live, work and visit and we want everyone to feel welcome, and enjoy all that it
has to offer. The council and its partners and communities remain committed to ensuring that our City is clean, safe and inviting whilst
working collaboratively across the city to address the climate emergency.
The impact of the recent pandemic has underlined the importance of accessible public spaces to support the health and wellbeing of our
residents, be it for walking, cycling or recreation. We will continue to ensure that these are well maintained areas which are clean, safe
and accessible and continue to embrace our arts and culture offer to ensure there are ‘places to go and things to do’ for all residents and
visitors.
Our voluntary, community and faith sector has been at forefront of the COVID-19 response providing a range of support including food
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delivery, information and advice, befriending support and reaching out to vulnerable and hard to reach communities. We will continue to
engage, support and work with them to ensure we not only maintain a thriving voluntary, community and faith sector across the city, but
also to ensure our Communities and neighbourhoods are cohesive and involved in making choices that affect their people, places and
environment.
We will work together as a community to support greater integration, helping to build bridges between different parts of the community,
tackling social isolation and contributing to making Peterborough a safe, friendly place.
"We want safe, friendly and healthy neighbourhoods with open spaces, roads, pavements
and cycle paths that are well maintained and free from litter and mess"
Page: 7Peterborough City Council - Corporate Strategy 2021 - 2025
Priority Outcome 2: First rate futures for our children & young
people, quality support for our adults and elderly:
Children and Young People are a priority to this Council and we remain committed to working with our partners and communities to
improve outcomes to ensure Peterborough’s Children and Young People all have the best start in life to enable them to realise their
potential.
We want to ensure that every child and young person across the City has access to good quality Education, Skills and Training that
meets their educational needs. This will enable them every chance to have the best possible opportunities and life chances and to
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achieve the best academic results they can for their future.
We are committed to extending our work with partners and communities, supporting and enabling people to do more for
themselves from within their local community, improving their health and wellbeing and enabling them to live independently for as
long as possible.
We will ensure the needs of the most vulnerable are met, and that children and adults are safe and protected from harm or the risk
of harm are a priority.
"We want to improve opportunities for education and training and to help people to do more
for themselves, for each other and for their communities”
Page: 8Peterborough City Council - Corporate Strategy 2021 - 2025
Priority Outcome 3: Better jobs, good homes and improved
opportunities for all:
Peterborough is a City of growth - We want to ensure that as the City grows, it continues to do so in a sustainable way.
By ensuring that Peterborough is a thriving and well connected City, we will continue to develop our partnerships with local businesses,
as well as attract new businesses and new investment, therefore creating job opportunities, boosting the City’s economy and the
financial independence of all residents.
Outstanding education and economic opportunity supports people to thrive in the changing and challenging environment. By ensuring
that all adults have access to the right skills and training that match the needs of the local economy, this will enable people to not only
increase their employment opportunities but also their chances to be economically independent.
We have committed to the development of a University in the City which will not only provide even greater opportunities for learning
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and development, but will assist in both attracting and retaining talent in the City.
As Peterborough grows and becomes more sustainable, we will ensure that the availability and choice of housing increases to meet the
needs of the City. We will increase the supply of homes which people can afford, continue to improve the conditions of existing housing
to support health and wellbeing, and ensure that there is a range of supported and specialist accommodation available.
"We will grow our city in a sustainable and fair way to create job opportunities and address
poverty. As we grow, we will invest in the quality and availability of housing"
Page: 9Peterborough City Council - Corporate Strategy 2021 - 2025
Themes & Design Principles:
To support our priorities, a set of themes and design principles have been developed to be applied across the whole
council, its directorates and services. In addition, we will look again at the values and behaviours we expect from each
other as we work together. When taken together and consistently these themes, principles and values will drive
innovation and change across the Council.
Council-wide themes to deliver change
Building strong
Pursue and access the
Systematically involve our relationships with our Ensure our new Local Increase our commercial
right investment and Target services more
citizens in the design, partners to ensure we Authority Trading activity to ensure we are
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infrastructure from the effectively, so that the
development, and - where work together Company works in maximising revenue and
Combined Authority and right services reach the
appropriate - delivery of effectively in our ways and in places that minimising the cost to the
Government to support right residents.
our services. commissioning and matter to citizens tax payer
our economy
delivery of services
Council-wide design principles
Meet need in a Develop more
Get better at
way that Focus on Support citizen forward looking Be committed
collaboration - Focus on modern,
improves the communities, self-service Be business-like information to continuous
across the Council automated and
quality of life and places and the wherever and commercial which guides learning and
and across the lean delivery.
reduces environment possible actions and improvement
System.
inequalities decision making.
Page: 10Peterborough City Council - Corporate Strategy 2021 - 2025
Performance:
We have developed a Strategic Performance Management and Improvement Framework which provides insight across a
range of comparable Value for Money and Performance data for services within the main funding streams relating to
Peterborough City Council.
We have brought this together to provide strong performance reporting to enable us to take a strategic view across all
portfolios and allow us to review our performance to make sure that we are monitoring, delivering on our aims and
continuing to make progress towards our vision, priorities and objectives.
By linking the Performance Management and Improvement Framework to our Strategy, it will help us to:
Clearly articulate our priorities and desired outcomes
Provide and demonstrate value for money
Provide good services and satisfaction for users and the local community
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Improve performance
Motivate and manage our staff
Performance overviews are provided annually, and a bi-monthly ‘deep dive’ into performance is provided to enable Cabinet
to review the performance of any particular area in detail within the context of the overall strategy.
If performance is not at the expected standard, the Council will implement an improvement programme, as well as taking a
report to the Cabinet explaining the situation and what action is being taken to get back on track.
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