Towards Tomorrow Today - 2020/21 Service Plans - Appendix 4 - Meetings ...
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Appendix 4
2020/21 Service Plans
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Towards Tomorrow TodayForeword Welcome to Woking Borough Council’s Service Plans for 2020/21. The aim of this document is to provide clear information about our plans for continuous improvement in the quality and value of our services for the coming year. This document translates the Council’s strategic vision, objectives and priorities into operational plans. Each Service Plan will identify what needs to happen for each area of Council activity to achieve success, what resources will be required for delivery, the outputs and outcomes that are anticipated and any risks that might impact delivery. The Service Plans are split into three sections relating to the following themes: People: A Healthy, Inclusive and Engaged Community Place: An Enterprising, Vibrant and Sustainable Place Us: An Innovative, Proactive and Effective Council Monitoring the performance of the Council This document can be read in conjunction with the Council’s Green Book. The Green Book monitors the performance of the Council across a range of service areas. The Green Book also supports the monitoring of contractual relationships the Council has with its outsourced providers. The Council uses a variety of performance indicators to monitor how well our services are performing in meeting the needs of our residents. We monitor our performance on a monthly basis to ensure that we remain focused on our priorities and to ensure that we can promptly deal with underperformance wherever necessary. The Green Book is circulated to Members, Corporate Management Group, staff and the public and can be accessed from the Council website.
PEOPLE
Service Plan: CMG Member: Manager: Portfolio Holder:
Community Ray Morgan Centres for the Community: Home Independence Manager TBC
Support Community Engagement: Senior Community Engagement Officer
Community Safety: Community Safety Manager
Family Support Programme: Family Support Programme Team
Manager
Community Development: Volunteer Development Officer
Service Plan Overview (Key Functions) 2020/21
The Community Support Service Plan is divided into 6 main sections:
Centres for the Community
There are four centres for the community managed directly by the Council, and three other centres across the Borough which are grant-aided.
All offer a range of services and programmes of activities to underpin the health and wellbeing of the community – including addressing such
issues as social isolation. The venues also facilitate lettings and events that are designed to meet local people’s needs and aspirations across
a whole-life age range.
Community Engagement
Community engagement work by the Council provides support to individuals and voluntary sector organisations in the Borough to build ongoing
relationships for improved health and wellbeing of all the residents of Woking; examples of such work include our support for interfaith
dialogue, military/civilian integration and targeted Asset Based Community Development (ABCD).
Community Safety
This service is responsible for co-ordinating the Council’s response to its statutory duties under the Crime and Disorder Act 1998 and other
relevant legislation. Working in partnership with Surrey County Council, Surrey Fire and Rescue Service, Health, Surrey Police, the National
Probation Service and Kent, Surrey and Sussex Community Rehabilitation Company, the main aim is to co-operate on strategies to maintain
the low level of crime and disorder in the Borough. The service supports multi-agency groups, such as the Community Harm and Risk
Management Meeting (CHaRMM) that supports victims of Anti-social Behaviour and targets problem individuals or families and the Joint ActionGroup (JAG) that targets problem locations and serious crime.
Family Support Programme
This service is based on working in partnership with families with complex and multiple needs. The focus of the intervention is to improve
parenting, education, work and training, relationships, health and mental health needs and to reduce crime and anti-social behaviour. It is
expected that in providing intensive family support with a wrap-around multi-agency plan, families referred will be able to make long term
sustainable changes. The service also oversees the re-settlement of refugee families within the Borough under the Vulnerable Person
Relocation Scheme.
Community Development
This service empowers the voluntary community, not-for-profit and faith sectors to develop required services within the community. This
includes providing training, helping organisations to find funding and supporting them to deliver their objectives. This service also includes the
Community Matters Partnership Project which encourages and enables community to business and business to community participation and
engagement.
Family Centres
This function supports families with young children. The Family Centres team works with a number of professionals such as children services,
adult social services and education providers to assist these families.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
A report will be produced
recommending any changes needed to
Clients, staff and partners do not
Complete a thorough review of the the service;
engage in the review process fully;
Community Centres, looking at the Centralise service provision where
Funding cuts from Health and
appropriate;
CC1 services offered and which 31/03/21 Adult Social Care impact on the
Services are provided that are relevant
sections of the community use service;
and appropriate to the needs of the
them. The review outcomes are not
community going forward;
supported.
Health and wellbeing activities within
the Centres will be enhanced. A report will be produced
recommending whether to deliver a
respite day care group; Staff training in dementia required;
Explore the opportunity to deliver a Customers with dementia who access Cost of running a group may make
CC2 respite day care group for people 31/03/21 the Centres will have a safe space to such a service unaffordable for
with early on-set dementia. go and enjoy; customers;
Carers for people with dementia will Transport support to the Centre.
have respite from their caring
commitments.
Residents know that it is a Centre for
the Community- re brand it so this this Additional funds required;
Refurb and re-brand Moorcroft is clear; Unforeseen issues with the
CC3 31/03/21
Centre. Create a vibrant community café and building that would increase costs;
space that families as well as the Local resistance to change.
elderly can enjoy.
Better engagement with the community
and organisations based in
Disengagement / lack of
Formalise the Sheerwater Together Sheerwater;
engagement with Sheerwater
CE1 Community Group and agree 31/03/21 Facilitate community groups to deliver
residents;
defined objectives. improved and targeted services;
Lack of resources.
Improve health & wellbeing of
residents.
Projects to include a Christmas
market, community gardening projects
and ESOL classes; Disengagement / lack of
Undertake community building
Better engagement with the community engagement with Sheerwater
CE2 projects in the Sheerwater 31/03/21
and organisations based in residents;
Community.
Sheerwater; Lack of resources.
Improve health & wellbeing of
residents.
Improved links with the Armed Forces; Having sufficient resources in
Achieve the Defence Employer
CE3 31/10/20 Raising the profile of Woking both place to enable work to move from
Recognition Scheme –Gold Award.
nationally and internationally. silver to gold level. Faith and cultural engagement with
residents and faith institutions in the
Borough; Lack of resource to deliver
Install the Woking Mosque
CE4 31/07/20 Improved resilience and cohesion in programmes;
Memorial.
the community; Lack of institutional cooperation.
New focal point of the Borough’s
Islamic cultural heritage.
Accommodation to be secured that is
stable and within LHA rates;
Lack of suitable accommodation;
Practice is both targeted and safe;
To resettle refugee families under Unforeseen issues with families
the Vulnerable Person’s Relocation Refugee families have increased
FS1 31/12/21 that create extra work, for example
Scheme meeting the Council’s access to support and local services to
with anti-social behaviour;
original pledge of 60 families. enhance their integration and are safe,
Public backlash and potential hate
valued and independent;
crime.
The Home Office Statement of
Requirements is fully adhered to.
ESOL levels rise; Training partner is awaiting
Participants attend training course outcome of funding bid which will
To create additional vocational
designed to meet their vocational impact feasibility of what can be
training provision for families who
FS2 30/06/20 needs; offered;
need support to access
employment. Participants access employment; Need for a suitable venue;
Participants plan for long-term Course sessions may conflict with
employment. other sessions such as ESOL.
Implement objectives 3 and 7 from the
plan;
Objective 3: Develop a joined up
Begin to implement the approach to commissioning by sharing Changing priorities mean that
CD1 Community, Development Strategic 31/03/21 best practice and collaborating; strategy no longer a key priority;
Plan. Objective 7: Ensure volunteering leads Capacity issues.
to outcomes valued by communities by
working with CMPP and other partners
to develop volunteering opportunities. Grants Officer is able to give advice on
grants available (Grants on Line and
other sources);
To develop a WBC process to Staff capacity to develop
facilitate the proactive search and Increased applications for external
applications for external funding;
CD2 31/03/21 funding are made;
identification of grant funding for Budget restraint (Grantfinder now
Relevant colleagues are notified of
specific projects. £15000 for 3 years).
potential funding available;
Opportunities for accessing funding
are enhanced.
Host networking events between
voluntary organisations with similar Encourage organisations in voluntary
CD3 31/03/21 Not enough organisations engage
goals to promote partnership community to form partnerships to
to make scheme sustainable.
working. undertake joint funding applications.
A report will be created with
recommended plans for changes to
expand the service; Capacity of health, social care,
To explore the opportunity to Needs of partners are more widely education and other partners to
expand the Woking Interpretation understood;
CD4 31/03/21 engage proactively with review;
and Translation Service (WITS) to Identify and implement suitable ways
to increase client base; Staff Capacity;
meet needs of partners.
Develop a suitable database; Capacity of interpreters.
Service is reviewed and developed to
meet needs.
Form one Family Centres team from Resistance to change from the
the 5 Children’s Centres teams; new team;
Develop the new Family Centres
FC1 31/03/21 Prioritise needs of families; Will need to combat recent
team.
Join up early help services; negative messages in terms of
Less duplication of referrals. cuts to these services.
Colocation with perinatal services;
Engage with new maternity hub Perinatal services identify families that
FC2 31/03/21 Delivery of the maternity hub.
located in the library. would benefit from the support of the
Family Centres.PEOPLE
Service Plan: CMG Member: Manager: Portfolio Holder:
Health & Ray Morgan Arts, Heritage and Events: Arts Development Officer TBC
Wellbeing Youth Development: Family Support Programme Team Manager
and Cultural Health & Wellbeing (Physical, Mental Health, Safeguarding): Home
Development Independence Manager
Leisure Services: Building Services Manager
Sports Development: Sports Development Officer
Service Plan Overview (Key Functions) 2020/21
The Leisure and Cultural Development Service Plan is divided into 5 main sections:
Arts, Heritage and Events
The strategic management and implementation of arts, heritage and events across the Borough. This service will include the planning and
delivering arts and heritage activities in the Celebrate Woking programme, and the development of projects that support the heritage of
Woking, and working with partners such as Dance Woking, Ambassadors and the Lightbox to deliver a broad range of cultural activities.
Youth Development
The strategic management and implementation of youth development across the Borough. This will include the delivery of Woking’s integrated
Youth Strategy and Youth Support Service, as well as increasing involvement with the County’s Early Help agenda.
Health & Wellbeing (Physical, Mental Health and Safeguarding)
To take a strategic approach to improving and sustaining the health and wellbeing of residents in Woking. The service will include working in
association with appropriate Health and Social Care partners to deliver and raise awareness of the personal benefits that are designed to
encourage and improve overall levels of health and wellbeing participation within the community.
Leisure Services
The aim of this service is to develop and deliver a wide range of sporting, leisure and recreational activities both on a community and
commercial basis which meets community need. Much of this service offer is managed in partnership with Greenwich Leisure Limited andFreedom Leisure (the on-site operator) through the use of numerous venues including the Pool in the Park, Woking Leisure Centre, Woking
Park, Sports Pavilions, Hoe Valley Leisure Facilities (due to open 1 September 2018) playing fields and other community facilities.
Sports Development
The strategic management and implementation of sports development across the Borough. This service will include supporting Woking’s
participation in the Surrey Youth Games, the development of sport strategies, and supporting the creation and sustainability of sport clubs in
Woking through training, forums and funding advice.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
Staff capacity;
Agree and document time periods Reliant on ATG to develop the plan
Work with the Ambassadors
where different partners will have use and timetable;
AHE Theatre Group (ATG) and other
31/03/21 of the Rhoda McGaw; The cooperation of other groups
1 partners to determine the best use
of the Rhoda McGaw theatre. Agree and document plans to refurbish that use the theatre, e.g. Dance
the Rhoda McGaw. Woking and Woking Drama
Association, is also required.
Create a more inclusive event Staff capacity;
managed by the community;
AHE Hand over the running of the Diwali Cooperation of the Diwali
31/03/21 Have documented roles and
2 event to the Diwali Committee committee;
responsibilities of WBC and the
Committee. Engagement from the community.
A more transparent and equitable
Re-evaluate and streamline how
AHE distribution of funding to community Staff capacity;
funding from the Arts budget is 31/03/21
3 groups; Budget reductions.
distributed.
Funding sources are better publicised.
Develop the Youth Council so it Youth Council members will reflect Lack of clarity about what Early
wider Woking communities; Help Offer is;
meets the needs of the
YD1 31/06/20 Youth Council will utilise its grants Insufficient resources available
demographic by making it more
budget and enhance local youth offers from all partners to proceed;
diverse.
through this; Reduction in service offer. Youth Council.
Young people with SEND have a
regular meeting to enjoy, developing
their opportunities and offering some
respite to their families;
LGBTQ young people have peer
Consolidate and confirm the support and signposting to wider
funding of youth provision for services to support their wellbeing;
YD2 targeted groups including SEND, 31/12/20 Yong Carers are given a positive Uncertainty of ongoing funding
regular chance to support each other through SCC.
LGBTQ, Young Carers and mental
and have fun, supporting their
health needs.
wellbeing and wider development
needs;
Young people and their parents are
able to seek advice regarding mental
health and wellbeing including
signposting and local support.
Encourage and assist with the creation
of business / area based Action
Alliances;
Alzheimer’s project resource is
Increase the number of action alliances
limited;
by 5;
HW Progress Woking as Dementia Businesses / areas do not engage;
31/03/21 Co-ordinate and develop the Woking
1 Friendly Community. Lack of resources;
Borough Dementia Action Alliance to
Competing pressures;
act as the umbrella organisation for all
other Action Alliances; Public does not engage.
Run dementia awareness sessions;
Enhanced community wellbeing.
HW To produce a multi-agency protocol A cross party agreed protocol will be Capacity for all partners to actively
31/03/21
2 to deal with hoarding. produced; contribute; Consistent approach to dealing with Competing pressures;
hoarding; Lack of staff resources.
Improved multi agency approach
reducing duplication;
Improve staff awareness regarding
causes of hoarding;
Increase support to residents with
hoarding tendencies.
To improve inter agency Formation of Interagency Working
Capacity for all partners to actively
understanding, communication, Group;
HW contribute;
joint working with regards to 31/03/21 Training Programme;
3 Competing pressures;
dealing with mental health in the Shared Communications;
Lack of staff resources.
community. Improved resident experience.
Sign Up to the Young Carers Support the identification, recognition Capacity for all partners to actively
HW Pledge increasing awareness of and registration of Young Carers; contribute;
31/03/21
4 Young Carers and support Staff become aware of the needs of Competing pressures;
provided. young carers. Lack of staff resources.
To develop and implement Investment schemes for replacement Insufficient funding to proceed;
investment proposals with the changing room upgrades are agreed Encountering unforeseen issues
LS1 Council’s Leisure Operator for 30/06/20 and delivered; with implementing upgrades at the
service improvements across the Service offer remains fresh and Leisure Centre and Pool in the
Leisure Management Contract. relevant. Park.
Actions for the next phase are
Outdoor Facilities Strategy Action Resources are unavailable from
completed;
SD1 31/03/21 various sources to progress the
Plan is progressed with partners. External funding resources are Action Plan.
secured.
Sports clubs using fit for purpose Facilities need to be completed to
Manage transition of community facilities at the Sportsbox; the required standard.
SD2 31/03/21
groups to the Sportsbox. Woking Athletics Club and Sheerwater Cooperation of sports groups is
Football Club using Sportsbox. needed.PEOPLE
Service Plan: CMG Member: Manager: Portfolio Holder:
Housing Ray Morgan Housing Needs (Options, Homelessness & Allocations): Housing Needs TBC
Manager
Housing Standards: Housing Standards and Licensing Team Leader
Housing Strategy and Enabling: Housing Needs Manager
Service Plan Overview (Key Functions) 2020/21
The Housing Service Plan is divided into 4 main sections:
Housing Solutions (Options, Homelessness and Allocations)
This service provides a comprehensive and holistic Housing Advice and Options service. This includes arranging emergency B&B and
temporary accommodation for families in need and using a range of housing options to prevent homelessness including mediation, home visits
and rent bond schemes. It also deals with Housing Registration and Allocations, which register and allocates houses to applicants.
Private Sector Housing
Poor housing directly affects resident’s health and wellbeing, and improving standards in private housing is key to supporting a healthy
community. The service focuses on improving existing housing in the private rented sector through advice, education, negotiation and
enforcement (where necessary) so that private tenants live in decent and safe accommodation. This service also seeks to develop relationships
with letting agents and landlords to increase access to private rented accommodation for those in housing need.
Strategic Housing and Development
The service seeks to maximise the number of affordable homes available both through Section 106 agreements, Thameswey Housing and
direct delivery of new Council homes. The service also ensures that all housing strategies are up-to-date and informed by robust information
and intelligence of housing needs. It also deals with ongoing management and maintenance of our Housing systems.
Resident Services
The area of responsibility for this team is to ensure the effective management of the New Vision Homes contract to ensure it is delivering high
quality services to our customers. This includes ensuring effective arrangements are in place for monitoring and reporting on all Housingspecific contracts, including water and energy management contracts for the supply of goods, works and services. This service also includes
engaging our tenants and leaseholders, particularly residents affected by the Sheerwater regeneration project.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
Residents are able to be relocated to Project is delayed;
Continue to work closely with the enable the Sheerwater project to go Not enough properties to move
Sheerwater Regeneration Team to ahead on schedule; people into;
allocate properties to applicants Minimal disruption to displaced Residents do not engage in
HS1 who need to move through the 31/03/21 residents; process.
Residents are supported to either
phases of the project, including
move within the Sheerwater
applicants in temporary
regeneration area or be re-housed
accommodation. elsewhere in the Borough depending
on their personal choice.
Residents are prevented from Staff recruitment and retention
Continue to implement the becoming homeless where possible; difficulties;
Homelessness Reduction Act, Residents are supported to access a Difficulties implementing new IT
HS2 including developing more holistic 31/03/21 range of support services (including system;
from partners) to sustain their housing; Staff caseloads too high.
and detailed Personal Housing
New IT system is in place to collect
Plans (PHPs).
and report accurate homelessness
data.
New self-contained temporary Delays to the building conversion
accommodation scheme delivered project.
within the town centre;
Increase the supply of temporary Homeless households are able to
HS3 accommodation for homeless 31/12/20 access good quality temporary
households. accommodation within the Borough;
Reduction in reliance on B&B’s to
house homeless households;
Homeless duties are discharged. Households facing homelessness have Project delays;
Work with partner organisations to access to an increased range of Reductions in partner
deliver new initiatives and projects accommodation and support services; organisations’ funding/resources.
HS4 31/03/21
to prevent and address Plans for the new York Road Project
homelessness. hostel are progressing.
Improving private rented properties in Retention of existing staffing
the Borough and living conditions for resources;
residents; Failing to recruit staff;
Introduce a programme of Relevant properties identified; Changes to legislation.
PSH
inspections for private rented 31/03/21 Timely property inspections completed;
1
dwellings during the year. Actions taken to address health and
safety issues;
Consistent approach;
Improved planning of workload.
Ensure that private rented properties Retention of existing staffing
Identify unlicensed private rented
are compliant and consistent resources;
properties and ensure compliance
standards are maintained; Failing to recruit staff;
PSH with the selective licensing scheme
31/03/21 Protecting landlords and tenants. Changes to legislation.
2 and mandatory Houses of Multiple
Occupancy (HMO) licensing Dwellings improved;
scheme. Enforcement action instigated where
appropriate;
Residents can access private rented Changes to legislation and tax
accommodation to relieve their allowances affecting the private
Increase the supply of private homelessness and secure long-term rented sector;
rented properties on the Council’s accommodation; Lack of resources;
Homeless duties are discharged; Local Housing Allowance not
PSH “Let’s Rent” scheme to assist in
31/03/21 More promotion and marketing of increasing in line with local rents.
3 meeting housing needs and
“Let’s Rent” scheme;
support customers to secure and
More incentives for agents to refer
sustain a private tenancy. properties onto scheme;
Tenancy training introduced. Deliver at least 1 event annually Limited support from private sector
arranged to coincide with legislative landlords and letting agents;
Develop the Council’s relationships changes or Council initiatives; Lack of resources.
with private sector landlords and Improved networking opportunities;
PSH
letting agents to improve housing 31/03/21 Named contacts for key letting agents
4
standards and services for and a stronger working relationship;
residents. Landlords are better educated of their
responsibilities.
All policies and procedures are up-to- Retention of existing staffing
Review all operational policies, date and documented; resources;
processes and identify areas for Empty Homes Policy updated; Failing to recruit staff;
PSH
improvement. Ensure that all 31/03/21 Team aware of procedures; Changes to legislation.
5
processes and procedures are Consistent approach developed;
documented and consistently used. Improved planning of workload;
Resilient to staff change.
Strategy drafted to reflect current Delays in recruiting to key posts;
housing needs in the Borough and the Delays in obtaining adoption of
current and future housing the Strategy;
environment; Changes in Government policy
Develop and implement the
SH1 31/12/20 Strategy informed by robust and and legislation.
Council’s new Housing Strategy.
accurate data and intelligence;
Strategy adopted by Council;
Clear strategic direction for the service.
Residents have access to more, good Limited funding in the HRA to
quality affordable homes; accommodate delivery;
Additional HRA properties are built; Lack of suitable sites for
Increase delivery of new affordable Shorter waiting times for housing development;
SH2 homes, including within the 31/03/21 register applicants; Planning delays;
Housing Revenue Account (HRA). Secure more Government funds for Rising build costs;
affordable housing delivery. Developers submitting viability
cases. New purpose-built Extra Care Housing Rising build costs;
scheme developed in Old Woking; Planning delays and issues;
More housing options available to older Funding issues.
Deliver the new Old Woking Extra and vulnerable residents;
SH3 31/03/21
Care Housing Scheme. Supporting Surrey County Council in
delivering care to older residents
Increased independence.
Residents can increasingly access and Lack of resources;
self-serve through the IT system; IT capacity;
Continue to develop and enhance
New Repairs system implemented; Technical issues.
SH4 the Council’s Housing IT systems 31/03/21
Better management information;
to enhance the customer journey.
More streamlined processes.
RS1 Determine the future delivery 30/09/20 Good quality housing management Poor/deteriorating service delivery;
approach for Housing management and maintenance services are Low customer satisfaction;
and maintenance services post the delivered through contracted out or in- Reputational damage to the
New Vision Homes contract (April house service provision; Council;
2022 onwards). Customer service is maintained Deterioration of housing stock;
through any transition period; Increased costs (e.g. disrepair,
Formal exit strategy with key priorities compensation claims).
identified;
Formalise a communications plan;
Consideration of staffing implications
and impact.
RS2 Establish consolidated billing for 31/03/21 Improved process for managing Multiple bills requiring individual
Council water bills. multiple water bills and tender for processing received by the
water supplier if a cost saving is Council.
anticipated.
RS3 Contribute to the development of 31/03/21 To ensure that we meet the needs of The new Housing Strategy
the new Housing Strategy and customers and maximise tenant becomes out of date and
apply the objectives for the satisfaction; irrelevant;
remaining period of the contract to To provide direction for the Housing Influence of conflicting objectives
inform and support the delivery of Management service. between NVH and the Council.the Housing management and Ensure the Housing Management
maintenance service. Service meets wider Council objectives
and values.
RS4 Continue to support residents 31/03/21 Residents are supported through the Project is delayed;
affected by the Sheerwater moving process; Not enough properties to move
Regeneration project to either The Sheerwater regeneration project is people into;
move within the regeneration area delivered on time; Residents do not engage in
or be re-housed elsewhere in the The Sheerwater Charter is honoured. process.
Borough (depending on their Residents can access advice and
personal choice). assistance within the community.
RS5 Increase the level of resident 31/03/21 The Council and New Vision Homes Lack of resources;
engagement in shaping the jointly engage and involve residents in Lack of resident buy-in;
delivery of the Council’s Housing service delivery, through a clear Conflicting objectives between
services. programme of events, activities and NVH and the Council.
communication;
Residents are involved in shaping the
future of the service;
The Council has more information and
knowledge of its residents;
Services are more responsive to
customer needs.PEOPLE
Service Plan: CMG Member: Manager: Portfolio Holder:
Brockhill Extra Care: Home Independence Manager
Independent Ray Morgan Careline: Home Independence Manager
Living Community Meals Service: Home Independence Manager
TBC
Homelink and Handy Person Service: Home Independence
Manager
Home Support: Home Independence Manager
Service Plan Overview (Key Functions) 2020/21
The Independent Living Service Plan is divided into 6 main sections:
Brockhill Extra Care
This scheme provides additional support to frail elderly individuals. 49 tenancies are available within the scheme of which 20 tenancies are
currently designed as ‘extra care’ with funding being delivered via Surrey County Council commissioning services. The service provides 24
hour staff support, personal assistance to help individuals maintain their independence and social networks and the delivery of social activities.
Careline
The service provides dispersed alarm units to individuals living independently in the community which are linked to a monitoring centre. Also
includes a visiting, monitoring, advice and information service to clients to promote health and wellbeing and personal safety. This service
enables older, vulnerable, and disabled people to remain living independently in their own homes with peace of mind in the knowledge that
they can summon help 24 hours a day, 365 days a year.
Community Meals Service
Operating 365 days a year, this service maximises people’s independence to remain in their own homes, and encourages and supports
personal responsibility for healthy ageing, by providing access to affordable balanced meals. The service also provides meals at various
venues to support health and wellbeing, malnutrition and social inclusion issues for the elderly.
Homelink and Handy Person Service
Homelink, the Council’s home improvement agency, supports elderly vulnerable and disabled residents to remain independent in their homes
through provision of disabled adaptations, advice and support. Homelink offers a handyperson service which provides minor adaptations likehandrails and bannister rails and DIY repairs to customers who may otherwise be unable to have the works completed. Both services assist
with hospital discharge through the Homesafe Plus scheme.
Independent Support
This is a service provided to any resident requiring support across all tenure. The level of support will be determined individually on need to
ensure their independence is maintained at home, by regular home visits.
Social Prescribing
Services refer people with inactive lifestyles, loneliness and isolation, anxiety, financial concerns, poor nutrition and those struggling with daily
routine to the Social Prescribing service. Social prescribing then empowers people to take control of their health and wellbeing by focusing on
what matters to them, taking a holistic approach and connecting people to community groups and statutory services for practical and emotional
support.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
Increase the number of active More and varied activities;
volunteers at Brockhill by 20% to Greater participation and enjoyment for Volunteers are not found;
BH1 assist with the successful provision 31/03/21 the residents and visitors; Volunteers are not used to their
of all activities and improve the Improved visual appeal to the scheme; potential.
environment. Enhanced community wellbeing.
Increase in day users;
Introduce marketing of Brockhill Increase in volunteers;
through social media to improve Greater variety in activities; Insufficient resource to sustain the
BH2 31/03/21 Increased income via meals and coffee marketing.
awareness of offer and increase
shop; Competing pressures.
users.
Reduce isolation;
Provide a break for carers. Willingness of Authorities to work
together;
Work with Surrey County Council Possibility of other Districts and
and other Districts and Boroughs to A countywide approach to telecare
Boroughs pulling out of the
services;
CL1 introduce a countywide telecare 31/03/21 contract
Cost for telecare services met by
contract for Adult Social Care SCC contract private provider
Surrey County Council.
clients. Inadequate funding to progress;
Competing pressures;
Lack of available staff resources.
Less medical complications as a result
of waiting on the floor for an
Introduce a falls responder service
ambulance; Lack of available staff resources;
for Careline clients operated by
CL2 06/06/20 Reduce stress and anxiety for the Competing pressures;
staff to reduce the need to call
resident and carers; Client “buy in” or acceptance.
ambulances for none medical calls. Increase in Careline clients and
revenue.
Lack of staff knowledge;
Lack of staff resources;
Pilot, evaluate and offer new Increased knowledge of technology
Competing pressures;
telecare technology and agree available that can help;
CL3 01/09/20 Cost of technology;
funding with SCC for new Residents remain independent at
Speed of which technology
technology. home longer.
changes/improves;
SCC contract to private provider.
Cost of meals;
Improve service for clients with Existing private competitors;
Introduce a frozen meal delivery hospital appointments; Any proposed service changes
CM
service to improve choice and 06/06/20 Increase client and income potential; may not be supported by service
1
flexibility in meal provision. Improve service offer to residents; users;
Reduce isolation. Lack of staff resources if demand
is high. An improved environmental offer; Risk that cost exceeds income;
Review the service to ensure it is Client satisfaction; Any proposed service changes
CM environmentally friendly and Use Red Tractor Scheme to ensure may not be supported by service
31/03/21
2 produce is locally sourced where locally sourced food; users;
possible. Try to source environmentally friendly Lack of staff resources if demand
packaging. is high.
Greater choice for customers; Risk that cost exceeds income;
Expand the Community Meals Increased revenue; Any proposed service changes
CM Offering a daily full meal provision; may not be supported by service
menu offering to give customers a 31/03/21
3 Home delivery services that are users;
wider and healthier choice.
effective and sufficient to meet Lack of staff resources if demand
customer needs and demand. is high.
Actively promote and market the
Community Meals service to Improved information for customers;
CM increase clients by 10% and meet Increased levels of activity during week Lack of resources;
31/03/21 and weekend; Lack of demand;
4 latent demand through new
Increased clients and additional Costs exceed income.
marketing literature and
income.
campaigns.
Fully staffed kitchen to match need of
Work with Estate Management to Difficulty recruiting high quality
occupancy;
staff;
CM determine a suitable kitchen to A fit for purpose and well equipped
31/03/21 Excessive installation costs;
5 support the delivery of the Old facility;
Availability of parking for staff and
Woking Extra Care Scheme. Customer expectations will be met and
access for deliveries.
dietary needs will be catered for.
Willingness of Authorities to work
together;
Increase referrals through Improve service offer for residents
Possibility of other District and
Homesafe Plus home from hospital being discharged from hospital;
Boroughs pulling out of the
HL1 service by 20% and consider any 01/03/21 Six week care service and monitoring
contract;
from date of discharge;
potential extension to the service Inadequate funding from CCG to
Consistency in service offer across
offer. progress;
Boroughs.
Competing pressures;
Lack of available resources. Speed up minor adaptation process; Lack of resources to progress
Consistency in service offer across administration of scheme;
Extend the Handyperson Service to Boroughs; Lack of agreement between Surrey
HL2 31/03/21 Strengthen the potential and use of Heath and Woking Borough ;
Surrey Heath Borough.
handyperson service; Insufficient CCG funding;
Increased income opportunity for Inability to employ additional
Woking BC. suitable candidate.
Speed up administration of the service;
Explore the potential of the Enable the service to be increase
Handyperson Service being Lack of resources to progress
without extra staff;
administration of scheme;
HL3 operated through Flexi-route 31/03/21 Reduce wasted time;
Competing pressures.
software package to make Reduce manual administration;
efficiencies in the process. Increase number of jobs completed per
week.
Explore the potential of providing a Lack of agreement between ASC
more effective adaptation service and Woking to progress the
by the use of qualified Trusted Speed up delivery of disabled
project;
HL4 06/06/20 adaptations;
Assessors to reduce the delay on Staff do not pass the qualification;
Improved customer satisfaction.
waiting for Adult Social Care Competing pressures;
Occupational Therapist reports. Insufficient funding.
Progress the new Independent
Support Service with existing Better use of resources; Inadequate funding to progress;
clients to ensure that the most Prioritising resources to those Competing pressures;
IS1 31/03/21
vulnerable residents of the residents in most need; Lack of available resources;
Borough, regardless of tenure, are Provision of a tenure neutral service. Too many clients identified.
appropriately assisted.
Introduce new literature and Inadequate funding to progress;
Increase clients identified;
IS2 marketing campaign for the new 31/03/21 Competing pressures;
Partners to be made aware of service.
Independent Support Service. Lack of available resources
Agree referral pathways with Prioritising resources and support to
those residents in most need; Competing pressures;
partner agencies to identify
IS3 31/03/21 Provision of a tenure neutral service; Lack of available resources;
residents in need of support by the
Improved multi agency communication Adult Social Care not engaging.
Independent Support Service.
and understanding of roles. Social Prescription will be embedded
in all GP surgeries;
Referrals increase and residents
Ensure the new Social Prescribing Demand exceeds available
helped;
programme resources;
SP1 Link workers are embedded in the 31/03/21 North West Surrey Clinical
Insufficient resource to sustain the
Primary Care Networks. Commissioning Group positively
programme.
evaluate outcomes;
Sustainable funding is secured;
Enhanced community wellbeing.
Referrals increase and residents are
Demand exceeds available
helped;
resources;
Increase the number of providers North West Surrey Clinical
SP2 31/03/21 Insufficient resource to sustain the
that will refer to Social Prescribing. Commissioning Group positively
programme.
evaluate outcomes;
Withdraw of CCG funding.
Sustainable funding is secured.PLACE
Service Plan: CMG Member: Manager: Portfolio Holder:
Environmental Douglas Spinks Building Control: Chief Building Control Surveyor TBC
Quality Building Services: Building Services Manager
Emergency Planning: Assistant Director
Environmental Health: Environmental Health Manager
Environmental Maintenance: Assistant Director
Waste & Recycling: Assistant Director
Service Plan Overview (Key Functions) 2020/21
The Environmental Quality Service Plan is divided into 6 main sections:
Building Control
Building Control ensures that buildings are constructed to the standards in the Building Regulations to be safe, accessible and healthy. They
also deal with dangerous structures and demolitions.
Building Services
Building Services is comprised of a surveying and engineering team which designs, specifies and project manages certain Council
developments with an emphasis upon budget management and contract management. The team, with the assistance of Skanska Facilities
Management, is also responsible for providing Facilities and Engineering Services to a number of Council properties through a combination of
reactive engineering maintenance and planned M&E maintenance. The team also provides security at the Civic Offices, with responsibility for
access control / CCTV and provides support for Civic Functions and Council meetings.
Emergency Planning
The Civil Contingencies Act (2004) places a statutory duty on Woking Borough Council to maintain plans for preventing emergencies, and
reducing, controlling or mitigating the effects of emergencies.
Environmental Health
The Environmental Health service protects and improves public health and safety, including; food hygiene, health and safety at work, infectious
disease, dog control / animal welfare, pest control and environmental pollution.Environmental Maintenance
Management of all Woking Borough Council interest grounds including parks and countryside, street cleansing and environmental
maintenance services which are provided in conjunction with our service partner, Serco. The function is supported by the Neighbourhood
Services team. Also responsible for the removal of untaxed and abandoned vehicles.
Waste & Recycling
Responsible for delivering a range of environmental service contracts and projects including household waste and recycling collections and
bus shelter provision.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
To improve Building Control
BC1 efficiency through partnership 31/04/20 Formation of a West Surrey Building Politics of neighbouring boroughs
Control partnership. with differing goals.
working.
To meet new Building Standards Formation of a joint compliance Emerging risks will become
BC2 for Woking’s high risk residential 31/04/20 authority (JCA) with Building control, apparent based on the aims of the
buildings. Surrey fire and HSE Safer Building Legislation
Completion of detailed design works to
allow construction works to be
undertaken to provide an increase in Unforeseen costs of the
spaces and an improved safe redevelopment (ground and
To maximise parking provision at environment for users (increased structural concrete conditions);
BS1 Victoria Way car park. (Pre- 31/03/21 lighting and CCTV coverage); Changes in Fire Regulations which
Construction Phase) Completion of contract negotiations will require unforeseen design
changes / cost increases prior to
with the preferred contractor to ensure
the commencement of construction
the construction costs represent value works on site.
for money and to allow construction
works to commence in April 2021. Explore installing a ground source heat
To reduce energy consumption and pump;
improve the internal environment Investigate installing swimming pool Costs of upgrade measures might
BS2 30/06/20 be prohibitive with budgets not
(heating / cooling) at Pool in the covers;
available.
Park and the Leisure Centre. Replace glazed roof over the Leisure
Lagoon to improve energy efficiency.
Project is not approved and
funding is not agreed;
Lack of resources to implement
BS3 Complete Y-Pod refurbishment. 31/03/21 Fully refurbished Y-Pod.
scheme;
Unable to procure appropriate
contractor.
Project is not approved and
Complete projects to create a new funding is not agreed;
dentist surgery in Sheerwater and Lack of resources to implement
BS4 31/03/21 Better health provision in the borough.
a new doctor’s surgery at The scheme;
Vyne. Unable to procure appropriate
contractor.
Assist Surrey Local Resilience
Forum and WBC’s internal Brexit
Continued resilience of Council’s
EP1 planning to ensure a thorough 31/03/21 Lack of coordination with partners.
Emergency plans.
Emergency Planning response to
Brexit.
Work with HR to determine appropriate
training programme;
Prepare and deliver specific Record all training that is delivered and
training for core members of the who has attended; Availability of staff to attend
EP2 31/03/21
Emergency Planning Operational Improved resilience and confidence to training.
Team. deal with emergency incidents;
Emergency Planning procedures better
embedded within the organisation.Reduce the number of food Better compliance with food hygiene
premises that are rated 0,1 and 2 legislation will provide safer food
in the national food hygiene rating establishments for residents and
Lack of take up by food business;
EH1 scheme by directing resources into 31/03/21 visitors to the Borough;
Increased time resource of staff.
visiting and coaching those It will also preserve reputation of food
businesses to seek better businesses and therefore promote
compliance. positive economic development.
Resource (£7000) will be required
Participate in a Surrey Air Alliance to participate in this SAA
(SAA) Air Quality education supported project;
Will allow us to encourage residents to
campaign directed at local schools Outcome is dependent on external
EH2 31/03/21 change behaviours with a view to
to increase awareness on the stakeholders to deliver the
improving local air quality.
causes and remedies of air educational programme and by
pollution. residents to change behaviours
accordingly.
Scrap metal licences must be renewed
Renew scrap metal dealer site and every 3 years, so statutory duty of the
collector licences and review the Council will be fulfilled;
scrap metal dealer licence regime Licensees will be appropriately
Competing priorities / staff
EH3 ensuring all site and collector 31/02/21 licensed providing increased
resource.
licences are issued in accordance confidence to licence holders and
with the legislation and guidance customers / traders;
applicable. Improved staff development and
competence.
Conduct a proactive review of A clear work programme will be
Competing priorities / staff
EH4 WHC Environmental Health service 31/03/21 produced to ensure the aims of the
resource.
and define work programme. service are being met and improved.
Prepare plans for extended Enhanced environments for local
EM1 programmes of Wild Flower and 08/09/20 wildlife; Ability to secure required financing.
Tree Planting. Longer term environmental benefits.PLACE
Service Plan: CMG Member: Manager: Portfolio Holder:
Place Making Douglas Spinks Development Management: Development Manager TBC
Estate Management: Strategic Asset Manager
Green Infrastructure: Green Infrastructure Manager
Infrastructure Delivery: Assistant Director
Planning Policy: Planning Policy Manager
Service Plan Overview (Key Functions) 2020/21
The Place Making Service Plan is divided into 5 main sections:
Development Management
Development Management is responsible for processing planning applications and applications for works to listed buildings and protected
trees as well as enforcing against unauthorised development and works.
Estate Management
The team manages the Council’s operational and commercial estate with a focus on generating income for the Authority. The team contributes
and represents WBC within the Woking Shopping joint venture. Also responsible for new acquisitions, lease renewals, rent reviews, safety
inspections, debt recovery, managing the right to buy process and identifying and managing improvements to the commercial estate. Also
responsible for the management of contaminated land across the Borough and delivery of key corporate projects as required.
Green Infrastructure
Green Infrastructure is responsible for developing and monitoring Woking 2050, the Council’s Climate Change Strategy and coordinating
related projects. Key responsibilities include embedding climate change and sustainability practices within Council business and promoting
sustainability internally and externally, including through support to Woking Environment Action (formerly Woking Local Action 21). The team is
also responsible for: developing and implementing the Natural Woking Biodiversity and Green Infrastructure Strategy; managing, developing
and promoting the Council’s parks and countryside sites; providing arboricultural advice for development schemes and protected trees;
managing the Local Land and Property Gazetteer (addressing); coordinating the use of the Council’s Geographic Information Systems (GIS)and Idox systems.
Infrastructure Delivery
This is comprised of Town Centre Management which is a function that complements the ongoing development of the town centre. Also
includes flood risk and alleviation schemes aimed at reducing incidents of flooding and increasing accessibility to green spaces.
Planning Policy
Planning Policy develops, interprets and defends planning policy to facilitate the delivery of the aims and objectives of the Council. It assists
local communities in preparing Neighbourhood Plans. It undertakes evidence base and community involvement to underpin planning policies. It
monitors developer contributions to help provide infrastructure to support development.
Focus for the coming year – Service Plan Objectives and Priorities
Ref Objective Target date Expected outcomes Risks that might impact outcome
Conduct a survey to find out what
Agents need from the service;
Create a list of priorities following the
survey and review to see which are
achievable; Service improvements are
Engage with external stakeholder Set up regular Agents forum to discuss necessarily constrained by
DM
groups to establish potential areas 31/03/21 organizational and legislative changes; legislative provisions, available
1
for service improvements. A service which is more responsive to resources and national and local
user requirements; policy requirements.
An action plan of possible
improvements / improved efficiency;
Better awareness of the needs and
expectations of customers.
A service which is more responsive to
To engage with staff via internal Current high volume of planning
user requirements;
workshops, to review existing ways applications means there is limited
DM An action plan of possible
of working and to establish if 31/03/21 capacity to divert staff time to
2 improvements;
improvements to service delivery service improvements;
Improved efficiency;
can be made. Limitations of IT infrastructure.
Possible cost savings.Estate Management objectives are being developed.
Ongoing delivery of the actions of the
rolling three year Woking 2050 climate
change strategy action plan;
In partnership with Thameswey, Action
Surrey and other partner
organisations, develop proposals to
further address the declared climate
emergency;
Staff capacity;
Promote, encourage and report Preparation and publication of 2019/20
GI1 performance on ongoing report on the Council's energy usage Access to all necessary data;
adaptation to climate change. 31/03/21 and greenhouse gas/carbon footprint; Take up of projects amongst
targeted audience(s).
Review the Woking 2050 climate
change strategy;
Further outcomes to be identified once
the Thameswey business plan has
been agreed;
Heightened communication of the
actions the Council is taking to support
this objective.
Year 5 winter 2020 Great Crested
Newts (GCN) habitat improvement
Partner organisations’ priorities
Progress Favourable Conservation works at Westfield Common and
and resources.
GI2 Status (FCS) pilots and support for 31/03/21 results monitoring;
Availability of capital funding;
other species. Agreement of ongoing management
Staff capacity.
regimes;
Progress delivery of further FCS aims.
Delivery of the actions of the rolling Partner organisations’ priorities
Seek enhancements to the
three year Natural Woking action plan; and resources;
Borough’s biodiversity and green
GI3 31/03/21 Successful progress of planned Agreement of other land owners;
infrastructure, directly and
environmental projects to green Availability of capital funding;
indirectly.
Woking Town Centre with planting. Staff capacity.Identify further opportunities within and
beyond the urban areas.
Heightened communication of the
actions the Council is taking to support
this objective;
Commence review of Natural Woking
strategy and guidance.
Effective green space, arboricultural,
Provide green infrastructure advice biodiversity and sustainability input into
GI4 to relevant corporate and other 31/03/21 the ongoing planning and development Staff capacity.
planned schemes and services. of schemes, and provision of services,
as required.
Staff capacity;
Expansion of the rainwater garden pilot Partner organisations’ agreement,
Progress the rainwater gardens
GI5 31/03/21 through the identification of future priorities and resources;
pilot.
sites. Availability of capital and/or grant
funding.
Successful ongoing development of
Refill Woking (fill your water bottle for
free) project in Woking Town Centre.
Staff capacity;
Look at feasibility of expanding this to
Continued efforts to minimise the Partner organisations’ agreement,
other centres in the Borough;
GI6 use of single-use plastics and 31/03/21 priorities and resources;
support public well-being. Installation of bottle filling stations
Availability of capital and/or grant
and/or drinking water fountains in
funding.
appropriate locations;
Implementation of the Single Use
Plastics Policy (published 2019).
Respond to public enquiries regarding
the EV position statement;
Support car share initiatives and
Once national policy direction is Availability of capital funding;
GI7 electric vehicle (EV) use in the 31/03/21
clearer, research, develop and Staff capacity.
Borough.
progress implementation of future
costed options for EV. Successful progress of current and
new Woking Environment Action
projects including Plastic free Woking,
Support for local community groups
Incredible Edible, Woking Biodiversity Volunteer and staff capacity;
GI8 and organisations on 31/03/21
Group (WBG), and Operation Owl; Availability of capital funding.
environmental projects.
Support to other nature conservation
community volunteers working on the
Council’s green spaces.
Successful handover and management
of newly adopted green space assets;
Improvements to formal and informal
recreation facilities such as play areas;
Implementation of additional
management of the Council’s Availability of capital funding;
Continuing improvement of the countryside sites (year 1 of 3-year Agreement of other land owners;
GI9 31/03/21 Staff capacity.
Council’s green spaces. project, following initial works
2019/20);
Improved public accessibility to the
green space network;
Heightened promotion of the use of
green assets, through a variety of
mediums.
Implementation of the Tree Strategy
and Tree Management Policies
(published 2018), providing strategic
Implement Woking Borough Tree policy context and guidance for day to
GI1 Staff capacity.
Strategy and Tree Management 31/03/21 day decision-making and proactive
0 management of trees and woodland;
Policies.
Delivery of the actions of the Future
Actions set out in the Tree Strategy,
including new tree planting to establish
an arboretum in Woking Park;You can also read
