great yarmouth borough council corporate plan€¦ · great yarmouth borough council corporate plan...

Great Yarmouth Borough Council

Corporate Plan 2013 - 2015

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armouth Borough Council

Contents

Introduction ......................................................................... 3

About the borough .............................................................. 4

Council for the future ........................................................... 6

Organisational principles - built from Systems Thinking .......... 8

Management Structure ....................................................... 9

The Council’s priorities ......................................................... 10

What we plan to do in the next two years ............................. 12

2 | Corporate Plan 2013 - 20152 | Corporate Plan 2013 - 2015 Great YGreat Yarmouth Borough Council

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Introduction from the Leader of the Council - Cllr Trevor Wainwright

I have become Leader of the Council at a very challenging time. The Council faces a significant budget deficit from the financial year 2013/14 onwards and needs to find annual savings of around £3.2 million.

The Cabinet has been working closely with officers to restructure the Council in a way that enables us to continue providing high quality services and in particular to continue to support economic development, tourism and the heritage of the Borough. Creating jobs and wealth for local people is at the top of our agenda.

The Council has agreed four new priorities: Promoting economic growth and job creation Protecting and supporting vulnerable people Creating and engaging with healthy, vibrant communities Being an enterprising and ambitious Council

This plan sets out how we intend to deliver on these priorities with a real focus on enterprise and ambition and raising the profile of the place and the Council.

Cllr Brian Walker - Cllr Penny Linden - Cllr Michael Jeal -Deputy Leader Communities Tourism & Resources & Business

Cllr Colleen Walker -Statutory & Internal Services

Cllr Val Pettit -Environment

Cllr Bernard Williamson Transformation & Regeneration

Corporate Plan 2013 - 2015 | 3Corporate Plan 2013 - 2015 | 3 Great YGreat Yarmouth Borough Councilarmouth Borough Council

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4 | Corporate Plan 2013 - 2015 Great Yarmouth Borough Council

About the borough (including reference to other plans and strategies)

Great Yarmouth is situated on the coast of Norfolk in East Anglia. It has 15 miles of coastline and is a significant part of the Broads National Park. The area served by the Council covers 67.2 square miles and includes the towns of Great Yarmouth and Gorleston-on-Sea and a rural hinterland consisting of 21 parishes stretching from Winterton in the north to Hopton in the south. It is about 20 miles east of Norwich.

Great Yarmouth is one of the most popular British seaside resorts and has 80,000 available bed spaces, caters for over five million visitor nights and over three million day

visitors each year. As a collective industry it is worth £500 million a year. In the summer months the population effectively doubles.

The latest population estimate for the borough is 97,277 (2011 census) with slightly more females (51%) than males. There is a significant increase in the proportion of residents of pensionable age and the very elderly. Most recent Office of National Statistics (2011 census) suggest the Black and Minority Ethnic population to be 7.2%.

52.9% of the population live in the urban areas of Great Yarmouth/Gorleston whilst the

remaining reside in parishes, the largest being suburban Bradwell.

As well as the Tourism industry which is a major employer, Great Yarmouth is also a centre for supporting the energy industry, traditionally oil and gas and more latterly the renewable sector. The other main economic driver for the town is the port. With the completion of the deep water outer harbour, the prospects for new business for the port are starting to be realised.

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Corporate Plan 2013 - 2015 | 5 Great Yarmouth Borough Council

New investment for handling grain, aggregates and wind farm maintenance have been made. The river port provides service and support for the oil and gas industry with larger ships for both oil and gas and offshore wind being accommodated in the outer harbour.

The borough experiences a number of the socio-economic challenges associated with coastal towns and has developed innovative approaches to improve quality of life and get people back into work.

For more information about Great Yarmouth refer to the following plans and documents:

» Great Yarmouth Economic Strategy

» Great Yarmouth Tourism Strategy

» Great Yarmouth Medium Term Financial Strategy

» Great Yarmouth Local Plan » Great Yarmouth Waterfront Area

Action Plan » Great Yarmouth Local

Investment Plan » Great Yarmouth Borough Profile

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A Council for the future Statement of intent

The Council’s purpose is to ‘Help people to make the most of their lives, involving them in the delivery of services they value and by making the Borough a place that offers opportunity. The Council is absolutely committed to working with partners to create skills, sustainable job opportunities and wealth for local people.’

Great Yarmouth Borough Council is a medium-sized district. We want to remain independent, financially viable and to continue to deliver as many high quality public services as we possibly can. We are a large local employer directly and indirectly and we want to continue in this role.

We currently have a mixed economy with a wide range of service delivery mechanisms including Trusts, Joint Venture Companies (JVC’s), delegations, outsources, commissioning shared services and in-house when we believe we are the best provider. Norfolk County Council and Norwich City Council are our preferred partner for shared services/joint working.

We also work closely with Waveney and North Norfolk District Councils.

Increasingly we are working with other partners such as Health, the Police and Job Centre Plus to develop service

delivery models that involve local communities in self-help and co-production to improve overall service quality and reduce the burden on the public purse.

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Corporate Plan 2013 - 2015 | 7 Great Yarmouth Borough Council

Peer Challenge

To help support the Council’s leadership and drive to meet future challenges, Great Yarmouth Borough Council in May 2013 undertook a peer challenge delivered by the Local Government Association (LGA).

The peer challenge report showed that the Council “is clearly on a journey of improvement” and that the Council has “achieved a great deal for the borough” and has “created ‘flashes of brilliance’ and ‘pockets of excellence’ across the organisation.”

At the time of the peer challenge the Council had undertaken a management restructure and was implementing an improvement plan to remain independent, financially viable and to continue to deliver as many high quality public services as it possibly could. Many of the findings from the peer challenge endorsed what had been included in the improvement plan. The peer challenge also made recommendations relating to financial planning and performance management, which have been incorporated into the improvement plan.

Performance Management/Delivering Improvement

Following the peer challenge the Council has been working with officers from Suffolk County Council and the LGA, in particular Deborah Cadman (CEO of Suffolk County Council) on developing a new performance management framework.

Our new Performance Management System follows three strands; Firstly monitoring of the Corporate Plan through performance measures and project progress reports to Members and Executive Management Team (EMT) on a regular basis; Secondly, through monitoring of services through measures and service specific projects; and thirdly the individual performance of officers through Performance Development Reviews (PDR’s).

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8 | Corporate Plan 2013 - 2015Great Yarmouth Borough Council

Organisational principles – built from Systems Thinking

Services provided will be either statutory, essential support or firmly aligned to the Council’s priorities – in every case the purpose of the service will be clearly defined Services will be designed to meet ‘the purpose’ and around the needs and as far as possible the convenience of the ‘customer’

We will always operate within the law, but we will challenge external guidance and examples of ‘good practice’ where it compromises our approach. We will eliminate waste and only undertake processes/ actions that add value Our decisions will be based on evidence

Managers will be actively involved in the work We will encourage a culture of delegation, empowerment and active challenge – ‘a can-do, will-do’ place to work We will treat everyone with fairness and respect


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Great Yarmouth Borough Council Management Structure

Graham Hollingdale Interim Manager:

Housing Assets Management

Jane Ratcliffe Chief Executive

Seb Duncan Director of Resources, Governance & Growth

Robert Read Director of Housing & Neighbourhoods

Jane Beck Director of Customer Services

Donna Summers Group Manager:

Resources

Rob Gregory Group Manager:

Neighbourhoods & Communities

Dean Minns Group Manager:

Planning

David Glason Group Manager:

Growth

Trevor Chaplin Group Manager: Housing Services

Kate Watts Group Manager:

Environmental Services

Andy Dyson Group Manager:

Property & Construction

Miranda Lee Group Manager:

Customer Services

Linda Mockford Group Manager:

Governance

Vicky George Group Manager:

Housing Health & Wellbeing

Alan Carr Group Manager:

Tourism & Communications

Depot Services Direct Report


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The Council’s priorities

Promoting economic growth and job creation:

Supporting existing businesses to prosper and expand Encouraging new businesses to locate in the Borough Increasing the local skills base Supporting the development of physical infrastructure such as super fast Broadband Encouraging enterprise Supporting the Tourism Sector through ongoing support of the Greater Yarmouth Tourist Authority Delivering economic growth projects Bidding for external funding

Protecting and supporting vulnerable people

Providing advice and support to prevent homelessness and provide clear advice on housing options to those in need Working with partners to support people with complex needs to help fulfil their lives Ensuring homes across all sectors are decent, contribute to good health and reduce fuel poverty Helping older people to live the lives they want to through our own support services and with partners in the statutory and voluntary sectors Working with partners to improve outcomes for children and young people, older people and vulnerable people Working with the police and other partners to help tackle crime and anti-social behaviour

Creating and engaging

Providing and encouraging the development of affordable housing Improving the quality of the existing housing stock Supporting communities to help themselves through a neighbourhood based approach Encouraging the involvement of residents in local decision making Having visible and engaged Councillors Keeping streets, beaches, parks and open spaces clean and litter free Maintaining the high quality of the fabric of street furniture and planting Encouraging recycling Providing a supportive and informative range of food hygiene and health and safety services Helping manage coastal defences and planning for emergencies

Being an enterprising and ambitious Council

Marketing the borough as a place to visit, do business or to live locally, nationally and internationally Exploring opportunities to trade for income Demanding the best for our residents Using our asset portfolio to best effect Bidding for funding and investment Maximising the effective use of IT Developing a ‘can do’ culture Using Systems Thinking to continually strip out waste


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What we plan to do in the next two years

Promoting economic growth and job creation

Successful completion of the St George’s and King Street project Develop an Enterprise Zone Delivery Strategy Continue to develop the highly successful Beacon Park with firm proposals for completing the A12 link road and the commencement of stage 2 residential development Working in partnership with Norfolk County Council through the Great Yarmouth Development Company to deliver the following projects:

» Royal Britannia Crescent (Beach Coach Station) residential development

» EPISCentre – skills for energy centre

» Energy Park – land for new energy related businesses in the South Denes

Use Centre for Offshore Renewable Engineering (CORE) status as an effective means for lobbying government for additional funds and Assisted Area Status Develop a strategy for improving the Golden Mile and broader seafront Deliver the Greater Yarmouth Tourist Authority Business Improvement District Develop an effective strategy for the Gorleston Preservation Committee Expand the role of the Great Yarmouth Preservation Trust Develop the Borough’s Heritage Offer to extend the season and broaden the visitor base Develop an effective and comprehensive enterprise support offer through Enterprise GY Complete the Local Plan

Work with business groups, local schools and colleges and the Employment and Skills Group to ensure that local people have the right skills to take newly created jobs Develop a programme of employment and enterprise support using Coastal Communities Funding Find a sustainable use for the redundant Co-operative building Work with the Town Centre Partnership to increase town centre footfall Source and secure funding for major infrastructure projects including:

» River flood defences » Gapton Hall Roundabout » A47/Acle Straight/Vauxhall

Roundabout » Vauxhall Bridge

» Third River Crossing » Completing the A12/A143

Link Road


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Protecting and supporting vulnerable people

Working with partners to integrate healthcare and council services to improve the health and housing conditions of vulnerable people Minimise the impact of welfare benefit cuts by supporting residents through the new application process and providing advice and assistance Deliver the Outreach service for older people Provide support to first time Council tenants on introductory tenancies Work with Children’s Services and other partners including the police on Early Intervention Programmes Work with Adult Social Services, Voluntary Sector organisations and Health East to develop community based services for Older People

Help to develop Operational Partnership Teams with the Police to continue to tackle Anti-Social Behaviour and Hate Crime including Domestic Violence Continue the Neighbourhood Management Programme and expand it to cover the whole of the urban areas whilst also developing ways to engage with the more rural parishes Work with Big Lottery and partners to secure a single award for the borough

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Creating and engaging with healthy, vibrant communities

Delivering the Empty Homes Programme Work with Saffron Housing association to develop the Old Fire Station and Trafalgar House into affordable residential units Develop with partners a wider a programme of new build affordable housing including building new council houses Review of the GYBS contract to deliver significant savings whilst not reducing service standards Improving recycling rates and expanding the Brown Bin Scheme Improving facilities at the Marina Centre and Phoenix Pool Developing and delivering new sports and play strategies Supporting the development of the Local Youth Advisory Board and involving young people in decision making and local democracy more Developing a new Strategic Partnership Further developing Area Committees in Yarmouth and Gorleston with a dedicated resource

Establishing regular meetings with Parishes Continuing Leader/Chief Executive Ward Visits Establishing an Inter-Faith Forum Analysing local impact and implementing changes from the Localism Act Developing the role of ward councillors and reviewing the effectiveness of ward budgets Developing training and leadership programmes for ward members Working with other Coastal Councils to deliver the shoreline Management Plan Continuing local Community Resilience work Participating in local Health and Well Being Boards and working to improve the health of staff and residents through participating in a variety of public health initiatives


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Being an enterprising and ambitious Council

Delivering a new streamlined structure based on Systems Thinking Principles Delivering a balanced budget with minimal impact on frontline services Maximising income from efficiency support and reward grants

Developing cost sharing proposals Developing a programme of new income streams Setting up a new Corporate Marketing and Events service Delivering a culture change and management development programme Maximising the use of ICT and electronic communication

E-enabling Members and Customers Lobbying for investment and funding for the Borough Submitting ambitious funding bids Developing relationships with the new Anglia Local Enterprise Partnership Broadening our thinking to include the wider subregional, regional, national and international agendas


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Great Yarmouth Borough Council Town Hall, Hall Plain, Great Yarmouth, Norfolk, NR30 2QF

Tel: 01493 856100 Email: [email protected]

www.great-yarmouth.gov.uk

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great yarmouth borough council corporate plan€¦ · great yarmouth borough council corporate plan...

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