Luton Borough Council - Corporate Plan 2017-2020 - www.luton.gov.uk
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Luton Borough Council Corporate Plan 2017-2020 www.luton.gov.uk
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
2
Setting the scene business information on Luton, the Council’s
achievements since the last Corporate Plan was
published, explains what residents have told us,
Corporate Plan link to the Luton our key ‘place shaping’ actions, new performance
Investment Framework measures, risks and the Medium Term Financial
Plan.
The 2017-2020 Corporate Plan has been produced
to sit alongside the Luton Investment Framework The Corporate Plan supports the four-year budget
(LIF) (Appendix B) which is the Council-driven plan settlement and supersedes the existing Corporate
for major town-wide transformation. Plan, which was produced in 2014.
The LIF is the Council’s key area of focus as we,
together with our partners, are on schedule
to secure more than £1.5 billion investment to Luton Borough Council
transform the town and create 18,500 quality Corporate Plan 2017-2020
jobs for local people; while driving improvements
to health and wellbeing, creating opportunities Opportunity
for residents, raising aspirations and enhancing Aspiration
prosperity across the town. More information is Prosperity
The Luton Investment Framework
available at www.luton.gov.uk/LIF Securing more than £1.5 billion for the future of Luton
The LIF, however, does not capture all the
Council’s strategic priorities and key areas
of focus. In addition to our updated mission,
www.luton.gov.uk www.luton.gov.uk/lutoninvestmentframework
vision and strategic priorities, the Corporate
Plan also includes latest demographic and
Foreword At Marsh Farm the £25 million redevelopment
is under way, and at High Town the new
neighbourhood masterplan is being developed.
As Leader of Luton Council, I am proud Luton Council owns the fifth biggest and fastest
to present our Corporate Plan which growing major airport in the country, and our
illustrates how we are tackling both the company London Luton Airport Ltd (LLAL)
exciting opportunities and the challenges receives income of around £27 million per year.
presented to the town. The last year was This valuable source of income supports Council
a landmark for Luton, as we moved into and community projects, not just in Luton but also
delivery of our ambitious and credible £1.5 in surrounding areas.
billion Luton Investment Framework (LIF). The Council and LLAL are proposing to improve
the passenger experience, and secure the success
Driving improvements to health and wellbeing,
of the airport, by investing £200m in a new Mass
creating opportunities, raising aspirations and
Passenger Transit system that will cut journey
enhancing prosperity across the town, we are
times from London St Pancras International
demonstrating what can be achieved when the
to the terminal to just 30 minutes. Planning
Council comes together with businesses, schools,
applications are also being brought forward to
investors and developers, each with a huge
enable up to 6,000 new jobs at Century Park and
passion for Luton.
Bartlett Square within the London Luton Airport
Of course, Government funding has continued Enterprise Zone.
to reduce drastically, and Luton has been harder
Our ongoing success will depend on close working
hit than most. Even as demand for services has
between councillors, senior managers, passionate
been increasing, the scale of the savings made by 3
partners and a motivated workforce, adamant
Luton Council over the last six years exceeds £107
that Luton will fulfil its potential.
million. The outlook remains challenging.
Our town has a unique sense of community spirit,
Our financial plan estimates that we will need to
with people from many varied backgrounds
achieve a further £11-£14 million savings between
united by a commitment to take pride in Luton.
2018/19 to 2019/20 to offset reductions in
Your views as residents and service users are
government funding and grants and to meet the
important to us, and your feedback will continue
costs of increased demand for essential services.
to inform elected members and senior managers
Councillors will continue to examine every part of
as decisions are taken.
the Council’s budget and work to ensure the least
possible direct impact on services. Cllr Hazel Simmons,
Leader of Luton Borough Council
Nonetheless, our town and people are far too
important to dwell on the public sector spending
cuts. This is why we changed our focus to ensure
we can invest in our communities and improve
outcomes for local people.
Anybody looking around the town can’t help but
notice how it is changing. We have attracted many
millions of pounds of central funding for projects
like the Luton Dunstable Busway, improvements Cllr Hazel Simmons
to the inner ring road and Junction 10a of the
M1, all of which are improving access to the
town, encouraging business growth, more job
opportunities and benefiting our local economy.
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
4
Contents
Setting the scene 2
Foreword 3
Mission statement, vision, values
6
and strategic priorities
About Luton 7
What residents have told us 9
Achievements in Luton since the previous
11
Corporate Plan
What are we going to do? 15
5
Strategic planning framework 23
Transforming Luton: ‘Luton Together’ (2016 – 2019) 26
Medium-term financial plan 27
Luton Borough Council savings programme 28
Organisational development 29
Risks 30
Appendices: available at www.luton.gov.uk
Appendix A: Key performance Indicators
Appendix B: The Luton Investment Framework
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
Section 1: Mission statement, vision,
values and strategic priorities
The Council’s values
Mission Statement: In order to help us achieve our vision, we have
Enabling Luton to in place a previously agreed set of values
that shape corporate behaviour in delivering
be proud, vibrant, services and working with communities. We
feel strongly that they remain the right values
ambitious and to promote and also to measure ourselves
against, regardless of the challenges we face:
innovative
Embrace equality and diversity, cohesion
and inclusion
Our new mission statement describes the
Respect others
Council’s purpose and aspiration. Our role has
Act with integrity
changed in recent years and will continue to do
Constantly strive for improvement
so as we address new challenges and identify
opportunities.
Focus on our customers and citizens
6
Promote accountability to local people.
The Council sees itself as a ‘community leader’ and
a ‘place shaper,’ encouraging local communities to
work together to build and create safe, attractive
and prosperous local areas where people want Strategic Priorities
to live, work and do business. It also sees itself as These are the areas upon which the Council
an ‘enabler’, supporting communities to be self- must focus in order to achieve its vision. Our
reliant. strategic priorities take into account emerging
local and national priorities and align with the
themes in the Luton Investment Framework.
The Council’s vision
The new vision sets out what the Council will The strategic priorities are:
look like in five or more years and what it will
Building economic growth and prosperity
achieve.
Enhancing skills and education
As a leader and shaper of Luton we will:
Improving health and wellbeing
deliver high quality services to improve
Developing quality homes and
the life opportunities for our people
infrastructure
work with our partners to ensure Luton is
Supporting safe, strong and cohesive
dynamic, prosperous, safe and healthy
communities
celebrate our diversity and vibrancy
Integrated, efficient and digital service
and come together to build sustainable
delivery – striving for a ‘one Luton’
communities
approach.
provide strong leadership and a voice for
the town.
Section 2: About Luton
Luton is located approximately 30 miles north nationally. The 15-64 years age group accounts
of central London. The town has excellent for 66 per cent of the Luton population compared
communication links – London is 22 minutes with 66 per cent nationally and 65 per cent in the
away by train. There is also direct rail access to East. The over 65 years age group represents 12
the south of London (Brighton, Gatwick) and to per cent of the Luton population compared with
the north (Bedford, Leicester, Derby, Nottingham 16 per cent nationally and 18 per cent regionally.
and Sheffield). It is one of the top five most
The town is ethnically diverse, with approximately
affordable towns for commuting to London. 55 per cent2 of the population being of Black
Luton is also located next to the M1 motorway and Minority Ethnic (BME) origin, with significant
with the M25 only 10 minutes away. These links Pakistani, Bangladeshi, Indian, Eastern European
provide excellent road access to Milton Keynes, and African Caribbean communities.
Northampton and via the M6 to Birmingham In recent years the diversity of the population has
and the North. Links to the north and south of increased. There has been a significant shift in
the region and beyond are also facilitated by the the population, primarily driven by those arriving
A6 and the nearby A5. East-west road links are from the eight countries that joined the EU
provided by the A505 that offers access to the A1 during its enlargement in 2004. Since then, there
and to the rest of the Eastern Region. have been over 30,000 new National Insurance
registrations in Luton by people originating from
Luton has its own international airport that these eight countries, with more than 75 per
provides a range of scheduled and charter cent coming from Poland. With the change in 7
flights to over 120 destinations. It is currently employment law in 2014 giving Romanians and
undergoing a £110 million transformation which Bulgarians the right to work in the UK, there have
will see capacity increase by 50 per cent by 2020 been many Romanians coming to live and work
to 18 million passengers. In addition, a £200 in Luton. A study by Mayhew Harper Associates3
million new passenger transit system will improve showed concentrations of new communities of
links between the main airport railway station and Congolese, Somalis, Ghanaians, Nigerians, Turks
the terminal. and Zimbabweans in Luton. Foreign students
coming to study at the University of Bedfordshire
Demography have also contributed to increased diversity in the
town. There is now an increasing acceptance that
The official estimate of the population1 of Luton
Luton is a ‘super-diverse’ community.
was 214,710 for 2015. A combination of a high
birth rate and high migration has led to an Luton is ranked as the 59th (out of 326) most
increase in the population in recent years. With deprived local authority4. In 2010 Luton was
an area of 4,336 hectares, this translates into a ranked as the 69th most deprived local authority
population density of 49 persons per hectare and in 2007 as the 87th. This indicates that
which is greater than many London boroughs. Luton is becoming relatively more deprived in
comparison to the other local authorities of
According to the 2011 Census, the age structure
England. Luton has nine output areas in the top
of Luton’s population differs from that of
ten per cent most deprived areas in the country.
the nation as a whole. Luton has a younger
Three of these are in Northwell ward, two each
population than the rest of England and the
in Farley and South ward, and one in Biscot
Eastern Region. The under 15 years age group
and Dallow wards. Research by the Centre for
accounts for 22 per cent of the Luton population
compared with 18 per cent regionally and Research in Social Policy showed that about a
third of children in Luton are living in poverty5.
1
2015 Mid Year Population Estimate, Office for National Statistics, 2016
2
2011 Census, Office for National Statistics
3
The Growth and Changing Complexion of Luton’s Population, Mayhew Harper Associates, 2011
4
2015 Indices of Multiple Deprivation, Communities & Local Government, 2015
5
Child Poverty Local Indicators 2016 Update, Centre for Research in Social Policy, Loughborough University
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
Economy of Luton. It directly employs 9,400 people and
indirectly supports 17,700 jobs. The new Airport
Gross Value Added (GVA) is a measurement of Enterprise Zone will bring in a further 7,200 jobs
economic activity and GVA6 per head in Luton to the area over the next few years.
is £22,766 which is ten per cent lower than the
national average. GVA per head grew by 3 per Average weekly earnings8 of people living in Luton
cent in the last year. are £506 per week, which is less than the national
average of £539 per week. The average weekly
According to the Business Register and wage of those who work in Luton (but do not
Employment Survey (BRES)7 there are now necessarily live in Luton) is £543, which is higher
87,000 jobs in Luton with strong employment than those who work and reside in Luton itself
growth in recent years. There are now more and the national average.
service sector jobs than those in manufacturing
but manufacturing employment remains higher The rate of those claiming Job Seekers Allowance9
than the national average and has become stable in Luton is two per cent, which is the same as the
since the loss of many jobs from Vauxhall. Major national rate and higher than the regional (1.4 per
employers in Luton are Luton Borough Council, cent) rate. Unemployment is highest in South (3.3
Luton NHS, Easyjet, TUI UK Ltd, Monarch Airlines per cent) and Northwell (2.9 per cent) wards and
and General Motors. lowest in Bramingham (0.7 per cent) and Barnfield
(0.8 per cent) wards.
London Luton Airport is a major employer in the
region and also a strong driver of the economy
8
Luton in numbers
UK’S 5TH
BUSIEST AND
10
22 MINUTES MILES
M25 AIRPORT:
FASTEST-GROWING
23 MILLION PEOPLE FROM THE
BY TRAIN FROM LONDON WITHIN A TWO HOUR REACH
EXCELLENT TRANSPORT
LINKS AND INFRASTRUCTURE 100+ DESTINATIONS
ACROSS FOUR CONTINENTS
LONDON LUTON AIRPORT CONTRIBUTES
ONE OF THE
5MOST TOWNS £2,000 EVERY
MINUTE
AFFORDABLE IN THE COUNTRY FOR COMMUTING TO LONDON TO THE UK ECONOMY
RICH CULTURE AND HERITAGE
CATCHMENT WITH FOURTH
122
UK
LANGUAGES AND DIALECTS,
HIGHEST LEVEL OF
IN THE
AWARD-WINNING
RETAIL SPEND MUSEUMS AND PARKS
92%
OF CHILDREN ATTEND
MORE THAN TOP UK CITY FOR GOOD OR EXCELLENT
97.6%
£1.5 BILLION BROADBAND CONNECTIVITY SECONDARY
PRIVATE INVESTMENT OF ADDRESSES
CAN CONNECT
SCHOOLS
PLUS HALF A BILLION POUNDS SPENT
TO SUPER-FAST BROADBAND ON IMPROVING EDUCATION FACILITIES
8 STATUS
STRATEGIC DEVELOPMENT SITES ENTERPRISE ZONE
ENGINEERING, INNOVATION, EMPLOYMENT, LEISURE, RETAIL
OFFICE ACCOMMODATION AND HOUSING
6
Gross Value Added 2015, Office for National Statistics, 2016
7
Business Register & Employment Survey 2015, Office for National Statistics, 2016
8
Annual Survey of Hours & Earnings, 2016, Office for National Statistics, 2016
9
Job Seekers Allowance Claimant Count, March 2017, Office for National Statistics via NOMIS
Section 3: What residents have told us
Every six months a Perceptions of Luton Residents (64 per cent) and study (58 per cent). 79 per
Survey is undertaken to collect a range of data cent of residents indicated they were satisfied
about Luton and the Council. with their local neighbourhood as a place to live
and furthermore 83 per cent agreed that their
A sample of 1,000 local residents from across local area is a place where ‘people from different
all wards take part in a telephone survey. The backgrounds get on well together’.
sample is always representative of Luton’s
diverse communities so quotas are set for the In Luton, satisfaction with the ‘local area’ as a
demographic profile of Luton’s population for all place to live has remained fairly consistent for the
19 wards. last five years (72-76 per cent). Residents’ level of
agreement on people from different backgrounds
This survey is repeated for benchmarking getting on well together in their local area has
purposes so the Council can monitor perceptions improved over the last few years and now stands
and performance on a six monthly basis. at 85 per cent. However, a decline has been
noted for residents feeling they can influence
Visit www.luton.gov.uk for the latest decisions affecting their local area from 50 per
perceptions results. The figures below relate cent in 2014 to 41 per cent in 2016, and this is one
to the latest survey before this corporate plan of the reasons why the Council is modernising its
was printed. approach to member-led engagement.
Encouragingly, 35 per cent of residents feel the Respondents were fairly positive about the
image of Luton has improved over the past 12 Council and agreed that the organisation
months and 35 per cent of residents also said they understands issues within its local community 9
would speak highly about Luton or remain neutral (57 per cent), is always improving to make Luton
(40 per cent). This is a considerably more positive a better place (68 per cent), working to make the
response compared to the Perceptions of Luton town safer (70 per cent), provides good quality
Survey 2013. services that are value for money (64 per cent),
relates well with its residents (63 per cent) and
Overall a majority of residents were positive about keeps residents well informed (65 per cent). Just
Luton with most indicating they are satisfied over half of all residents (56 per cent) agreed that
with Luton as a place to live (72 per cent), work Luton Borough Council has a good reputation in
the local community.
These illustrate one word residents used to describe Luton:
2013 Now
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
The 2016 Fear of Crime and Anti-Social Behaviour A Neighbourhood Regulatory Residents Survey
Survey indicates residents feel that over the last also took place in 2016 to capture feedback on
12 months, crime and anti-social behaviour in their how local people feel about environmental issues
local area (defined as 15-20 minute walk from and understand the scale and impact of these
where they live for the purpose of this survey) has issues at a local and borough-wide level.
significantly ‘got worse’ (64 per cent) compared
to when asked the same question in 2014 (44 per Issues identified include:
cent). Only 3 per cent feel its improved compared
littering – rubbish left on street
to 9 per cent in 2015 and 31 per cent stayed the
Flytipping on public land
same.
Flytipping on private land
Furthermore, residents have indicated they feel
Anti-social behaviour
less safe/more unsafe both during the day and
Dog Fouling
after dark in their local area compared to previous
years. Three-quarters of residents said that these issues
have an impact on their neighbourhood.
Types of crime and anti-social behaviour that
residents and/or their families have been As a result of this feedback and the increase in
victims of and most affected by in the last 12 flytipping incidents, the Council has created a
months are: Neighbourhood Enforcement Team to make a
environmental crime positive difference. Since August 2016, the team
of uniformed Enforcement Officers has been
begging
a visible presence on Luton’s streets, providing
anti-social behaviour involving young people support and protection for Luton residents,
10
nuisance motorcycles communities and local businesses. They are able
people using or dealing drugs. to deal with issues quickly and effectively, since
they possess certain police powers to enable
appropriate action to be taken.Section 4: Achievements in Luton since the
previous Corporate Plan
Since the publication of the last Corporate Plan, the Council and partners have made
significant progress and delivered a number of key achievements for the town and its
residents:
Building economic growth and prosperity
Formal launch of the Luton Investment
Junction 10a of the M1 improvements to
Framework – setting out £1.5 billion of inward
traffic flow and ease of access both to and
investment into the town.
from the town. The project won the gold
Considerate Constructors award. It was
highly commended in the Construction News
Awards’ Project of the Year (£10m-30m)
category.
Completion of the Luton Dunstable busway,
cutting journey times between the towns to
just 15 minutes. Passenger numbers have
doubled to 2.8 million over the last two years. 11
per cent increase in new businesses.
25
Facilitating the set up of the Luton Business
Improvement District (BID) which has led to
3.5 per cent increase in town centre visitor
£110m transformation of London Luton
numbers, bucking the national trend.
Airport.
Developing quality homes and infrastructure
Unprecedented airport passenger growth,
delivering additional revenue of £19 million
over the period, and creating an estimated
4,200 new jobs throughout the supply chain.
New Airport Enterprise Zone granted which will
bring more than 7,000 jobs - consisting of three
linked sites surrounding London Luton Airport:
£25 million development of Marsh Farm
Bartlett Square, Century Park and Airport underway, where 82 per cent of the supply
Business Park. chain is local.
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
The Council’s Fixed Assets Team designed and
Development of a neighbourhood Master
built two new SEN schools.
Plan for the High Town area.
Establishment of the Rogue Landlord project
Establishment of Foxhall Homes (a council with the Police and Fire Service has delivered
wholly owned housing company) to optimise 20 high profile prosecutions in its first year,
council land and property assets including demonstrating our commitment to improving
the use of redundant spaces to provide high the standard of private accommodation and
standard, new build properties for sale and tenant safety.
rent, at both market and affordable rates.
Enhancing skills and education
Secured £1.1 million of funding from DCLG’s
Released £1.3 million investment in the skills
Homelessness Trailblazer fund to support the
to enable projects to progress with a focus on
delivery and development of a new Integrated
the transition of young people from education
Prevention Service in order to reduce the risk
to employment, and respond to needs of
of homelessness, increase financial stability and
employers, including addressing adult skills and
improve health outcomes for individuals.
promoting job and career opportunities.
Almost 5,000 local people enhanced their skills
by attending training courses run by our Adult
and Community Learning Service.
12
Achieved an Ofsted rating of “Outstanding” for
our Adult Learning Apprenticeship Programme.
Gained a top ten place amongst the learning
communities in the UK (as measured by the
ratio of school leavers attending university).
Investment and planning approval for a state-
of-the-art Mass Passenger Transit system (Luton
Placed in the top 25% for Early Years education
Dart) providing a fast, frequent and efficient across all local authorities nationally.
means of transfer from Luton Airport Parkway
station directly to the airport terminal.
92% of secondary pupils attending good or
excellent schools. Improving results in GCSEs
The Napier Gateway plans are set to transform were obtained in 16/17 and 75% of students
the former Vauxhall Motors site which has studying at Sixth Form or equivalent now go
stood redundant for 15 years into a landmark on to university. Hundreds of apprenticeships
mixed used scheme including homes, leisure have been created by organisations across
and retail. the town to support young people into work.
Planning applications submitted to the Council
Trained 700 professionals in ‘Five to Thrive’
for major mixed used developments for leisure, to build parenting capacity and improve life
retail and residential at Power Court and chances of 0-5 year-olds.
Junction 10A sites.
The Unemployment rate in Luton has fallen from
Luton is already well served by superfast 7.6 per cent in December 2014 to 6.6 per cent in
broadband, and is part of the Central Superfast December 2016.
Broadband project to increase coverage to over
99 per cent. We have also been selected as a G time employment has now increased by 1,300
Full
Fast ultra-fast broadband pilot area. and full time earnings increased by 3.4 per cent.Improving health and wellbeing
Attainment of seven prestigious Green Flag
awards for Luton’s Parks.
Secured around £2 million from the Heritage
Lottery Fund to refurbish Wardown House.
Attracted over £2 million investment money
from the Arts Council to both develop and
enhance the cultural and artistic offer.
Establishment of a new integrated 0-19 years
health service aligned with the 0-5 Flying Start
strategy.
Working with the Luton and Dunstable
University Hospital, we have linked our social
workers to hospital wards. This community
care discharge programme has led to the L &
D Hospital being one of the best performing
Launch of the Cultural Quarter.
hospitals in the country.
Opened the new Stopsley Day Care and Respite 13
downward trend in teenage pregnancies can
A Centre for adults with learning disabilities.
be observed from 2013/14-2014/15.10
Opened Jonathan Henry Place, a new
reduction in childhood obesity (reception
A supported housing scheme for adults with
year) from 10.4 per cent in 13/14 to 9.7 per cent learning disabilities and mental health needs.
in 15/16.11
Our partnership with Active Luton continues
to improve the health of our communities.
The ME TIME Programme which combats
inactivity among women from ethnic
minorities now has 5,000 members.
Male and female life expectancy had increased
from 76.9 and 80.8 years in 2009/10 to 78.4 and
82 years in 2016/17, while infant mortality has
reduced from 7.4 to 5.1 per 1,000 live births.
Supporting safe, strong and cohesive
The signing of the Concordat between the communities
Council and Luton Clinical Commissioning
Group. This will result in their coming together
Commended for our work on safeguarding
to form one commissioning body for health and children and communities against radicalisation,
social care to enable people in Luton to pursue including the profiling of our Mother School
healthy lives and put communities at the heart programme on the BBC’s The One Show.
of everything they do.
10
Data source - Obesity, Child Mortality, Conceptions https://fingertips.phe.org.uk/
11
Data source - Obesity, Child Mortality, Conceptions https://fingertips.phe.org.uk/
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
The launch of the new Member-led
Launched new team Neighbourhood
Engagement Programme to support the
Enforcement Officers with community safety
community leadership role of ward councillors
accredited powers. In their first 75 days the
and increase opportunities for community
team issued fixed penalty notices for spitting
involvement and influence at a local level – with
and urinating, 90 ‘on the spot’ actions for
the majority of councillors now using social
town centre drinking, used their CSAC
media and blogs to engage with constituents.
powers on 53 occasions to deal with begging,
73 enforcement actions for fly-tipping, fly-
posting and lettering.
Awarded the EELGA Charter for Elected
Member Development for the second time,
demonstrating our commitment to stronger
Launch of the new Multi-Agency Safeguarding leadership.
Hub.
Integrated, efficient and digital service
Awarded £2.6million from the Government delivery – striving for a ‘one Luton’ approach
to revolutionise our child protection service.
Achievement of our highest ever rates of
This innovative model will bring together Council Tax and Business Rates collection.
professionals with expertise in adult mental
health, substance misuse and domestic abuse
Being shortlisted for the APSE Innovation
within our social workers teams, enabling our Award 2016, for the integration of Information,
social workers to focus on children’s needs. Advice and Guidance provided through Luton
Access Partnership.
Downward trend in the number of looked after
14 children which has traditionally been around
Our Council Tax service is the third best unitary
the 400 mark; with a reduction at 31 March service in the country in terms of value for
2016 to 378 and further reduction at 31 March money (per cent collected divided by cost per
2017 to 364. head of population).
Participation of 22,000 Luton pupils in the
Luton Access, our information, advice and
Recycling Reward Scheme for schools. guidance partnership, supported 18,918
customers in 2016 (25 per cent increase) with
debt, housing and welfare benefits problems.
Intervention resulted in customers being
£5.51m better off, 123 homelessness cases
were prevented, £7.1 m debt was successfully
managed (£200K written off), 345 bailiff or
creditor actions stopped/utility disconnections
prevented. There was a big increase customers
having needs met at assessment stage (77 per
cent), reducing those needing referral to (more
expensive) casework support (23 per cent).
Launched the new Council brand, internal
communications strategy and organisational
development strategy – the People Plan.
The Council’s volunteering programme has
been re-launched in 2016, with hundreds of
volunteers giving almost 18,000 hours back to
the community.Section 5: What are we going to do?
National and local context Our financial plan estimates that we will need to
achieve £11-£14 million savings between 2018/19
Luton’s vision for the future takes into account to 2019/20 to offset reductions in government
the national and local picture, as well as post funding and grants and to meet the costs of
Brexit and wider international considerations. increased demand for essential services. It is
Local authorities are significantly impacted by the difficult to predict how the proposed change in
direction that Central Government policy takes the Settlement system will impact on the Council’s
as well as local conditions and the implications of funding until the pilot study is complete and fuller
these will vary area to area. details of the new system are published. There are
This plan aligns with other key strategies and additional financial pressures in each of our key
frameworks such as the Luton Investment services as outlined in the following sections.
Framework (Appendix B) which focuses on
building aspiration, creating opportunities, and Prevention and Early Intervention -
deliver prosperity in the town, and the People Children
Plan, the Council’s organisational development
Early intervention and prevention is part of a
strategy.
national strategy and drive to help improve
outcomes for children across the UK, help to
prevent some of the social issues that we face
being passed through generations and to reduce
the impact on public sector finances. 15
Recent programmes include ‘Flying Start’ which
focuses on pregnancy to age 5 as a foundation for
a healthy future and Stronger Families which has
already helped 525 families to overcome specific
issues. There is also a focus on transforming our
youth work provision, in particular for those who
Local Government grant funding are vulnerable and at risk of coming into care or of
being drawn into violent extremism.
Local Government continues to face a challenging
financial picture, the result of the EU Referendum
having brought further uncertainty. The Education
Chancellor of the Exchequer has reserved the The latest government thinking clearly states
right to reset the country’s fiscal policy as new that the best option for all schools is for them to
information emerges and the impacts of Brexit become academies, which means that they would
are better understood. no longer be managed by local authorities, and it
is particularly encouraging the establishment of
The future of the Local Government Settlement multi academy trusts (single bodies responsible
(the grant that councils receive from Central for improving and maintaining the standards
Government to help fund local services) was across a group of schools). This also impacts on
due to be replaced by a new system of business the grants that the Council currently receives to
rates retention. The detail of the system is being support schools.
piloted by some authorities and the system In Luton, we are looking at how we can continue
was scheduled to be operational nationwide to work with schools no matter whether they are
by 2019/20. However, recent announcements part of the local authority or an academy. This
suggest this might be reconsidered. includes those children and young people who are
educated at home or in an independent setting.
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
There continues to be pressure on school places Luton Council is a passionate and vocal advocate
in the borough, but the Council is working with for apprenticeships and their role in not only
schools to increase pupil numbers. In 2016, 4,515 developing employability skills and providing
additional primary places and 1,050 additional a route into employment but also in reducing
secondary places were secured to cater for the the number of young people not in education,
pupil population increase. The Pupil Projections, employment and training (NEET). Luton Borough
produced by the Council’s Business Intelligence Council is supporting local businesses on how
Team, show the following growth in pupil they can increase the number of apprenticeships.
numbers: We have recently refreshed our apprenticeship
strategy to increase the number of apprentices
Between 2017-2030 forecasts show that an working in the Council, and developing plans to
additional 3,150 primary school places will need maximise use of the new Apprenticeship Levy.
to be created
A new 1,200 place secondary school is
scheduled to open for new Year 7 intakes from
September 2018 and school expansions are
planned at Stockwood Park Academy and Chalk
Hills Academy. A further 2,400 secondary school
places will still need be created between 2019-
2030 to accommodate the town’s growing
pupil population.
A cross departmental School Place Strategy Group
is developing a plan to ensure that the town will
16 have sufficient education infrastructure until
2036.
Housing
Lifelong learning
Luton continues to face significant housing
The Council’s vision for education and lifelong challenges. The town shares many characteristics
learning is that every learner has high aspirations with the London boroughs which include
for themselves, is fully equipped with key life overcrowding, high levels of homelessness,
skills to learn and has an ambition towards variable conditions in the private rented sector
employment, education and training, taking and some rogue landlords. Luton is also attractive
every opportunity to reach their full potential. to both individuals and London local authorities
We are also committed to working with local looking to house people, as a result of its relatively
employers to ensure that the town develops a low (but rising) property values and proximity
skilled workforce that meets business needs and to the capital. The changes to local housing
ultimately helps to sustain the economic growth. allowances in the Welfare Reform Act have forced
It is for this reason the Council has approved people out of London who may then seek cheaper
£1.9m to fund a new skills strategy and ‘aspiration accommodation in Luton, putting pressure on an
centre’. already stretched affordable housing stock.
The Council recognises that to achieve a healthier
future for Luton, we need to focus on increasing
the amount and quality of housing, including
improving private rented housing conditions
because the link between good housing and
better health and wellbeing is well known. The
Council’s housing company Foxhall Homes has
acquired a number of site for suitable housing
developments.We are taking significant steps to address the Integrated Prevention Service
issues through a revised Housing Investment
Strategy for Luton and the Luton Investment Homelessness is at record levels in Luton and
Framework. These strategies will have a this puts an immense strain on housing in the
significant impact on how the Council will deliver town, leading to many families being placed in
housing, health and wellbeing related services as temporary accommodation. This is not financially
well as on communities themselves, with 5,700 sustainable for the Council and it recognises
new homes targeted by 2035. This, however, will that these temporary housing solutions are
not meet the number of new homes required not suitable for the long-term wellbeing of the
for the forecast population and given the lack of individuals and families concerned.
available land in the town, we will need to work We know that homelessness is a complex issue
in partnership with neighbouring councils to be intrinsically linked to employment, health and
able to provide a mix of good quality affordable wellbeing that requires a co-ordinated and
housing and more prestigious, larger homes to integrated response from a range of agencies and
attract a cross-section of people to live and work services to support those at risk.
in Luton.
This is all the more significant when considered
The Housing and Planning Act 2016 has in the context of Welfare Reform. The Welfare
now become legislation and puts a series of Reform and Work Act came into force in 2016.
requirements on local authorities in addition to It reduced or capped a significant number of
affecting tenants. The Act includes provision to benefits and introduced the Universal Credit
ensure local authorities promote new homes which is paid to residents rather than direct to
(including starter homes), deal with abandoned landlords and was introduced in Luton in February
premises and force the compulsory sale of local 2016 to a limited number of single people with 17
authority assets and land. There are, however, new claims. In response to the potential risk of
additional measures through the Act to help financial pressures occurring for recipients as a
councils deal with Rogue Landlords. As part of the result of this, coupled with changes to the local
existing ‘Rogue Landlord’ project in Luton we are housing market, the Council has developed and
cracking down on individuals who provide sub- continues to focus on having a joined up town
standard housing and we have already introduced response that recognises and supports the key
the Houses of Multiple Occupancy (HMO) links between employment, housing, debt, and
additional licensing scheme. health and wellbeing, including the development
of Luton Access and a new Integrated Prevention
Service.
The service, which will be located in the Council’s
Customer Services, builds on the success of the
Luton Access model and will proactively work
to ensure the early identification of those at
risk of financial related crisis. Working alongside
partner agencies and services in the voluntary
and wider public sector, Prevention Officers
will work to increase the long term stability and
self-sufficiency of customers by providing and
co-ordinating interventions designed to prevent
homelessness, overcome barriers to employment
and improve health and wellbeing.
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
Public health and commissioning 12 NHS organisation and four councils have been
working together to find ways of improving and
Improving the health and wellbeing of Luton’s modernising services. Luton Council and its STP
population and reducing inequalities in the most partners have identified five priorities:
effective and efficient way are key priorities
for the authority. We now have a stronger
Prevention
focus on prevention, early intervention and
Primary, community and social care
self-management and allowing better access to
Sustainable secondary care
services by commissioning the best local services.
We are integrating health and wellbeing services
Technology
so Luton people will receive one service that
System redesign
can address more than one need. This involves
recommissioning all the healthy lifestyle and Social Care
wellbeing services which includes stop smoking, There continues to be significant changes to the
health checks, weight management and social legislation and initiatives that affect social care,
prescription, and bringing this together with the including the resettling of child refugees fleeing
non-acute mental health services commissioned from conflict zones in the Middle East.
by Luton Clinical Commissioning Group (CCG). We
have already reviewed our model for drug and In July 2016 the government published its
alcohol services to achieve better outcomes for vision for children’s social care called ‘Putting
Luton people. Children First’, delivering our vision for excellent
children’s social care’. This sets out a four-year
We have ambitious plans to transform health programme of reform in children’s social care
18 and social care services for local people with focused on people and leadership; practice and
the signing of a health and wellbeing concordat systems and governance and accountability. In
with Luton CCG which will result in creating a addition, the Children and Social Work Bill (2016)
single commissioning function to address the is being introduced to ensure that children can be
complex health and care needs of the town. This adopted by new families without delay, improve
means there will be an even greater emphasis the standard of social work and increase the
on reducing inequalities in accessing services, opportunities for young people in care in England.
offering support to enable individuals to shape Locally, the Council is ensuring that social care
their own care, and a greater focus on prevention. services are well organised to meet its statutory
Through our procurement processes we plan duty to safeguard vulnerable children and young
to maximise the impact of our commissioning people including setting up a “MASH” (Multi-
by delivering wider social value whenever we Agency Safeguarding Hub) which co-located
commission. officers from a number of agencies in order to
better deal with emerging issues together.
We are also providing opportunities for services
to become self-sufficient and sustainable through The Council has been awarded £2.4million
the Community Activity Network to give local from the Government’s Children’s Social Care
community providers an opportunity to network Innovation Programme to revolutionise its child
with other local organisations as well as offer protection service, which aims to achieve better
advice and access to funding. health and educational outcomes for children
and to help keep families safely together.
Sustainability and Transformation Plan This innovative model will bring together
(STP) professionals with expertise in adult mental
health, substance misuse and domestic abuse
STPs are an NHS initiative. They give local NHS within our social workers teams, enabling our
organisations and councils the opportunity to social workers to focus on children’s needs.
work together to improve how health and social Creating a multidisciplinary team will help improve
care is designed and delivered to improve the way information sharing, identify risks in families more
people receive the best possible service. Locally, quickly and allow us to provide intensive supportworkers and implemented a range of prevention
and early intervention projects to build resilience
and safeguard local people. Nationally and locally,
however, there is opposition to the Prevent
strategy.
Luton is one of 45 local authorities in phase one
to parents to tackle root problems such as mental of the government’s community coordinator
health issues and at the same time ensure children programme which forms part of the national
are fully protected. counter extremism strategy. Luton is also leading
the national Special Interest Group on counter
The Care Act was designed to meet the challenges extremism.
of an increasing older population and their related
needs and this continues to be a priority for Infrastructure
the Council. The Better Together programme,
which focuses on integration of the services In April 2016 the Luton Investment Framework
across health and social care, centres around the (LIF) (Appendix B) was launched which sets out
principles of the Care Act. a 20-year plan for major transformation to take
place in Luton in order to achieve strong and
Community cohesion and development sustainable growth in the town. The Framework
includes 10 development sites and sets out plans
The Council and its partners will continue to build
to attract over £1.5 billion worth of investment
resilience and promote community cohesion
into the town to create 18,500 new jobs, build
through positive engagement and development 5,700 new homes, two new schools and as a result
work with Luton’s diverse communities including see a noticeable increase in prosperity and the 19
Luton in Harmony where individuals and positive health and wellbeing of Luton residents.
organisations have pledged to work together to
build community cohesion. Luton was successful in its bid to be granted an
Enterprise Zone, which means businesses will
Preventing Radicalisation and Extremism benefit from simplified planning rules, funding
The threat level to the UK from international for superfast broadband and up to 100 per
cent business rate discount which will benefit
terrorism is categorised as ‘severe’ meaning an
both new and existing Luton businesses. The
attack is highly likely. Syria and the prominence
new Luton Airport Enterprise Zone, around 395
of ISIS remains the greatest and most challenging
acres in size, will consist of three linked sites
threat locally and Al Muhajiroun present the most
surrounding Luton Airport and looks set to create
visible and concerning manifestation of this – with
over 7,200 direct jobs.
a significant number of convictions from this
group is recent times. This is set along side some Recent and planned transport improvements such
recent Far Right activity in the town by Britain as the £31 million J10a improvement scheme,
First. Luton Dunstable Busway and Century Park
access road will support such economic growth,
The Counter Terrorism and Security Act 2015
ensuring that the town and key sites around it
places a duty on all local authorities and specified become even more accessible. The £200 million
organisations to ‘have due regard to the need new passenger transit system announced in early
to prevent people being drawn into terrorism’. 2016 will transfer passengers and staff quickly
Luton is a Home Office priority area for Prevent and easily between Luton Airport Parkway and
and has well developed partnership arrangements the airport. Work will commence in 2017 and is
and innovative safeguarding practice in place expected to be completed by 2020.
to effectively manage the risks of radicalisation.
The Council continues to consolidate its referral The Neighbourhood Planning Act 2017 sets out
and case management arrangement through reforms to simplify and speed up the planning
‘Channel’ process. We have trained 5,000 frontline process in order to facilitate growth and ensure
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
the building of infrastructure required to support
Support businesses to grow and do business
economic recovery. It also intends to strengthen more effectively
the role of communities through neighbourhood
Enable partners and voluntary sector
planning. Luton especially welcomes the latter organisations to benefit from digital
which forms a key part of the Council’s vision to
Provide residents with the right support and
become a ‘place shaper’ and ‘community leader’ in
training to benefit from digital delivery
building strong, safe and cohesive communities.
Provide an easy-to-use, responsive, informative
The Vehicle Technology and Aviation Bill (2017) website
details plans to put Britain at the forefront of the
Develop mobile phone apps that will provide
modern transport revolution. In Luton we are access to key services required by customers
proud to have a long history of car production in
the town and are able to boast of having Britain’s
Automate Council forms and processes that
longest-running automotive factory, General make it quicker and easier as a customer or
Motors’ Vauxhall facility where vehicles have been resident to make payments, report issues, and
built continually since 1905. The announcement get support, advice and information about their
of the PSA Group takeover could, however, have transactions with the Council.
an impact on the town.
Waste
Skills In 2015, Luton residents recycled 35 per cent
The Skills and Employability Strategy sets out of their waste, still short of the Council target
priorities for the Council and its partners to of 50 percent. To help residents recycle more
support young people’s transition from education the Council consulted on changes to Luton’s
to employment, tackle barriers to employment household recycling centres and a ‘recycle right’
20 such as disability, mental health and age, increase scheme. This will reduce waste disposal costs,
apprenticeship opportunities and work closely increase the rate of recycling and improve
with employers to better understand and respond residents’ quality of life by reducing the amount
to business skills needs. Over the next four years of illegal rubbish left in the streets. The Council
we will use the strategy and associated action plan will continue explore ways to encourage residents
to focus on key projects aimed at improving skills to recycle more, including public information and
and employment changes, including £1.3m Luton education campaigns.
Investment Framework funding to help young
people in high school become job ready, and for Culture
adults to access construction and airport jobs. Luton Culture is an arts and cultural charity which
provides and promotes the offer across the town
Digital Strategy and has recently launched the Luton Cultural
97.6 per cent of Luton residents already enjoy a Quarter to build on the variety of events held
connection to superfast broadband, one of the throughout the year, including Luton Carnival
highest levels in the country. Luton Council’s which in 2016 celebrated its 40th anniversary. The
digital strategy, agreed in early 2017, will assist diversity of the events on offer has recently been
the Council to have more services available online, recognised by the Arts Council which awarded
for customers to access information, advice and over £1 million to four organisations in the town,
guidance from home, and ‘self-serve’ where including the University of Bedfordshire to deliver
appropriate. This will provide a fast, reliable arts and cultural activity over the next three years.
service for Luton residents and businesses and will The Council is developing a ten-year Arts and
assist the Council with further efficiencies. Cultural Plan to increase participation and provide
The strategy aims to: more opportunities for talented people to meet
their full potential, culminating in a City of Culture
Support the community to get access to online
bid for 2025.
services at a time suitable to meet their needs
Provide smarter, faster, better, efficient services
onlineLuton Investment Framework: Key targets
BUILDING ECONOMIC GROWTH AND PROSPERITY
TOWN
5
SECURE MORE THAN
£1.5 BILLION CENTRE NEW
INVESTMENT IMPROVEMENTS HOTELS
A BUSINESS 8 8 8 8
1 10 NEW 18m THE AIRPORT AND
THROUGH
FURTHER INVESTMENT
INCENTIVE SCHEME LARGE BUSINESSES PASSENGERS
DEVELOPING QUALITY HOMES AND INFRASTRUCTURE
INCREASED CONNECTIVITY A FIT-FOR-PURPOSE
BY ROAD, RAIL AND AIR
CENTRAL
RAIL STATION
21
5G TOP UK CITY FOR
97.6% GREEN TRAVEL
INVESTMENT IN
BROADBAND CONNECTIVITY
AND SUPERFAST OF ADDRESSES
CAN CONNECT
BROADBAND TO SUPER-FAST BROADBAND
EDUCATION SKILLS AND EDUCATION
TWO
LUTON JOBS
IMPROVED
SCHOOL RESULTS NEW SCHOOLS
FOR LOCAL
RESIDENTS
MORE TRAINING
DEVELOP LUTON KEY
AND
TRAINING NETWORKS
OPPORTUNITIES FOR
EMPLOYABILITY WORKER SCHEME RESIDENTS
A NEW LUTON
TO UPSKILL
RELOCATION 8
OUTSTANDING LEARNING RESIDENTS
OPPORTUNITIES FOR ALL AGES OF BARNFIELD COLLEGE PROGRAMME
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
Luton Investment Framework: Key targets
IMPROVING HEALTH AND WELLBEING
TRAVEL STRATEGIES
8
INCREASED FEWER PEOPLE
LIFE EXPECTANCY
AND LIFESTYLE CHOICES
EXPERIENCING
DEPRIVATION
PROMOTING SAFE
WALKING, CYCLING, EXERCISING
AND SOCIALISING
DIVERSE
EVENTS TO
BRING COMMUNITIES TOGETHER
5,000 SUPPORTED
IN PARENTING
FAMILIES WILL BE
FEWER CHILDREN
UNDER FIVE WITH
CHILD PROTECTION PLANS
h 25% IMPROVED
INCREASED ACCESS FOR
RESIDENTS TO ENJOY INCREASE IN LEVELS OF MENTAL
PHYSICAL ACTIVITY ‘EARLY YEARS’ LEARNING WELLBEING
LUTON WILL BE
22
A DEMENTIA SIGNIFICANT REDUCTIONS IN
INFANT MORTALITY, STILLBIRTHS AND BABIES FULLY JOINED UP
HEALTH AND
FRIENDLY TOWN WITH LOW BIRTH WEIGHT SOCIAL CARE SERVICES
CHILDREN UNDER FIVE WILL HAVE EMOTIONAL
AND
INCREASED LEVELS OF SOCIAL WELLBEING
SUPPORTING SAFE, STRONG AND COHESIVE COMMUNITIES
TRAINING AND DEVELOPMENT OPPORTUNITIES FOR
250 500
RETURN TO WORK FOR
YOUNG
PEOPLE EACH YEAR
COMMUNITY VOLUNTEERS
REDUCE FLY-TIPPING AND MORE RESIDENTS CONNECTING
OTHER ENVIRONMENTAL WITH THEIR
CRIMES Y LOCAL COUNCILLORSSection 7: Strategic Planning Framework
Luton Borough Council has a responsibility to report on how it is fulfilling its statutory duties and how
it is providing cost effective, good quality services to businesses and residents in Luton. The Council
needs to make sure that it does this in a clear, open and easy to understand way so that everyone can
see where we are performing well, in addition to any areas where we need to improve further.
The Council has developed a new Strategic Planning Framework which builds upon reporting processes
and draws together different plans and strategies across the Council into one, comprehensive
reporting structure.
Corporate
Plan
Strategic Plans
(6 priorities)
23
Service Plan
(service specific
strategies and actions)
Team Plan
Individual Objectives
The diagram above shows the flow from the Corporate Plan down to an individual member of staff’s
personal objectives, with the monitoring and scrutiny arrangements detailed below.
1) Corporate Plan
The Corporate Plan (this document) tells residents what the Council is going to do over the next
few years along with what it will be doing differently and why. This plan describes the context and
constraints in which the Council is working so that residents and Luton businesses can understand
why some decisions are taken. This plan should be read in conjunction with the Luton Investment
Framework (Appendix B) which is the wider place shaping plan for the borough.
LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020LUTON BOROUGH COUNCIL CORPORATE PLAN 2017-2020
2) Plans and strategies to address priorities
Sitting directly below the Corporate Plan are other key plans or strategies which directly address the
Council’s priorities, including those identified as being ‘cross-cutting’ i.e. they span more than one
priority or service area. The most relevant current strategies and plans are listed below against the
strategic priority that they intend to address. Each of these strategies and plans are overseen by a
board that provides both challenge and leadership, ensuring that each one delivers the outcomes that
it needs to.
Strategic priority Plans / Strategies
Building economic growth and prosperity Luton Investment Framework
Enhancing skills and education Skills and Employability Strategy
Apprenticeship Strategy
Children and Young People’s Plan
Improving health and wellbeing Joins Strategic Needs Assessment
Health and Well-Being Strategy
Better Together Strategy
Sports, Arts and Culture strategies
Flying Start (0-5)
Developing quality homes and infrastructure Housing Investment Strategy
Local Plan and Local Transport Plan
Homelessness Strategy
Supporting safe, strong and cohesive Community Safety Strategy
24 communities Community Cohesion Strategy
Prevent Duty Plan
Volunteering Strategy
Anti-Poverty and Social Mobility Strategy
Local Children Safeguarding Board Threshold
document
Integrated, efficient and digital service delivery – Transformation Strategy
striving for a ‘one Luton’ approach Organisational Development Strategy
Digital Strategy
Medium Term Financial PlanYou can also read
