ANNUAL PLAN 2022/23 Delivering our Five Year Strategy - SURREY HEATH BOROUGH COUNCIL
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SURREY HEATH BOROUGH COUNCIL APRIL 2022 Delivering our Five Year Strategy ANNUAL PLAN 2022/23 Surrey Heath Borough Council Knoll Road, Camberley GU15 3HD fiveyearstrategy@surreyheath.gov.uk
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Environment
Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
Deliver:
1. A skate park replacement at Mychett
Recreation Ground
2. A fitness trail at Frimley Lodge
Enhance and 3. A fitness trail at Lightwater Country Park 1. By July 2022
improve access to (subject to funding being secured) 2. Summer 2022
green spaces – 4. A playground replacement at Whitmoor Road 3. Summer 2022
ENV01 Recreation and
playground 5. Playground improvement at Bentley Copse 4. Autumn 2022
Leisure Services Places & Strategy
improvements (at 6. Playground safety surfacing at Southcote 5. Spring 2022
Manager
least one a year) 6. Spring 2022
Introduce a way of measuring satisfaction and
feedback with new facilities (as well as designing new
playgrounds through consultation with local
communities)
Enhance and 1. Re-wilding project at Heatherside Estate. 1. Start Spring 2022
ENV02 improve access to 2. Wildlife hedge planting at Frimley Recreation 2. Spring 2022 Places & Strategy
green spaces – Ground and Mytchett Recreation Ground. (Frimley) &
SURREY HEATH BOROUGH COUNCIL
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
biodiversity scheme 3. Wildlife habitat creation at various locations Autumn 2022 Recreation and
(at least one a year) post tree survey works. (Mychett) Leisure Services
4. Woodland improvement works at Diamond 3. Throughout year Manager
Ridge 4. Spring 2022
5. Woodland improvement works at Frimley 5. Spring & Autumn
Green Recreation ground. 2022
6. Tree recycling scheme (Christmas and tree 6. January 2023
survey work) at various locations post tree
survey works.
1. Car park and improvement works at Turf Hill.
These works will take place post the pipeline
1. Spring 2023
Enhance and installation work (being done by Esso) that Recreation and
2. Complete by
ENV03 improve access to goes through the car park. Leisure Services Places & Strategy
Summer 2022
green space 2. Site protection works – complete Manager
3. March 2023
consultation/works for all RED category sites.
3. Byelaws review - all sites.
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
Review and implement a Borough-wide Tree Strategy
Recreation and
Enhance and (following notice of motion at Council December
March 2023 Leisure Services
ENV04 improve access to 2021) Places & Strategy
Manager and Planning
green space
Policy Manager
Publish draft Local
Public consultation on the draft Surrey Heath Local Planning Policy and
Plan first quarter
ENV05 Strategic Planning Plan policies in order to adopt in 2023 an ambitious Conservation Places & Strategy
2022/23 (April – June
new Local Plan for the whole borough. Manager
2022)
1. Report full organisational emission baseline for
2019/20.
2. Report annual organisational emissions since
Net Zero Carbon 1. By January 2023 Strategic Director –
baseline and track emissions reduction from
Emissions & resilient Environment & Environment and
ENV06 2019/20 baseline year.
to the impacts of 2. Annually from Community Health
Action will link to wider delivery of Surrey Heath
Climate Change January 2023
Climate Change Action Plan throughout 2022/23
https://www.surreyheath.gov.uk/residents/climate-
change/climate-change-action-plan
SURREY HEATH BOROUGH COUNCIL
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
Progress through
Climate Change
Improve the air Develop Energy Strategy to include pathways/options Strategic Director –
Working Group and Environment and
ENV07 quality of the for emissions reduction (Delivery of future projects Environment &
publish copy on Health
borough will require additional grant funding/capital). Community
website by March
2023
Promote access to national grant funding in the
Throughout 2022/3,
borough to support energy efficiency improvements
relating to Strategic Director –
in households and businesses; including LAD (Green Environment and
ENV08 partnership work with Environment &
homes grant – ‘Local Authority Delivery’), HUG Health
Surrey County Community
(‘Home Upgrade Grant’) and LoCASE (‘Low Carbon
Council.
Across the South and East’).
Work in partnership with Surrey County Council to
develop Local Cycling and Walking Infrastructure
Net Zero Carbon March 2023
Investment Plans to identify priority routes for Strategic Director –
Emissions & resilient dependent on Surrey Environment and
ENV09 investment and improvement within the borough. Environment &
to the impacts of County Council Health
Provide support to facilitate specific route proposals Community
Climate Change timeframe
by Surrey County Council through to delivery where
appropriate.
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
1. Public consultation on a green infrastructure
policy, as part of consultation on the Draft Surrey
1. Publish Draft Local
Heath Local Plan, in first quarter of 2022/23
Plan first quarter Strategic Director –
Enhance and 2. Implementation of the Queen’s Queen Canopy
2022/23 Environment &
improve access to project, including a tree/hedge planting initiative Planning and
ENV10 2. Planting by June Community / Planning
green spaces across in celebration of the Queen’s Platinum Jubilee in People
2022 & Conservation
the whole borough. 2022.
3. Produce strategy Manager
3. Develop a biodiversity net gain strategy in
by December 2022
response to the Environment Bill by December
2022
1. Monitor and promote grant funding streams on
Net Zero Carbon Sustainable Surrey Heath webpages and social 1. Update through
Strategic Director –
Emissions & resilient media. 2022/23 Environment and
ENV11 Environment &
to the impacts of 2. Plan and deliver a sustainable event in Summer Health
Community
Climate Change 2022 (pending Covid precautions). 2. Summer 2022
Net Zero Carbon
1. Continue to install LED lighting in Council assets. 1. Delivery to Strategic Director –
Emissions & resilient Planning and
ENV12 2. Prioritise delivery of carbon literacy training for continue in Environment &
to the impacts of People
Surrey Heath Staff. 2022/23 Community
Climate Change
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
2. Draft training
delivery plan with
rollout thereafter
through 2022/23
1. Partner with Surrey County Council (SCC) to
share and support future development of a 1. New scheme
Surrey wide coordinated scheme for group expected by March
buying household Solar. 2023 depending
Strategic Director –
2. Public consultation on the Draft Surrey Heath on SCC timescale.
Net Zero Carbon Environment &
Local Plan policies to support climate change 2. Publish Draft Local
Emissions & resilient Community / Planning Planning and
ENV13 mitigation and adaptation in the first quarter Plan first quarter
to the impacts of Policy and People
of 2022/23 2022/23
Climate Change Conservation
3. Undertake feasibility work to investigate 3. Identify further
Manager
options to identify and allocate more sites for site allocation
Gypsy and Travellers in the Draft Surrey Heath options by
Local Plan by December 2022 December 2022
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
Respond promptly
Deliver three joint days with Surrey Police of planned
to Environmental Corporate
activities to include scrap metal, anti-social behaviour Planning and
ENV14 and planning March 2023 Enforcement
and fly tipping. People
enforcement Manager
Work with police to check waste carrier licenses.
matters
Joint Waste Solutions:
Deliver the Joint Waste Contract Area work
programme 2022/23 as approved by the Joint Waste
Increase recycling Services Collection Committee in March 2022. Joint Waste Solutions Environment and
ENV15 March 2023
rates Partnership Director Health
Deliver the Surrey Environment Partnership work
programme objectives for 2022/23 which focus on the
priorities of waste reduction, food waste recycling and
reducing contamination of dry mixed recycling.
Profile options for Electric Vehicles / alternate fuels By December 2022
Strategic Director –
Improve air quality / for each vehicle under Council ownership and and reported to Environment and
ENV16 Environment &
Air ‘inequality’ business case developed for transitioning vehicles Climate Change Health
Community
(subject to budget/funding). Working Group
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Ref Five Year Milestones/Target
2022/23 Target/Project Responsible Officer Portfolio
Strategy Aim
Appoint provider for installation and maintenance of
Strategic Director –
Improve air quality / electric vehicle charging points in Council owned car Environment and
ENV17 By March 2023 Environment &
Air ‘inequality’ parks (Installation dependent on On-Street Residential Health
Community
Chargepoint Scheme - ORCS funding).
Develop a business case for the construction of a
permanent, replacement building to bulk recycling
materials at the Council’s Depot at Doman Road. Strategic Director –
Environment and
ENV18 Autumn 2022 Environment &
Health
Subject to the findings of the business case, gain Community
financial approval for the project.
Q3
Target Target Responsible
Indicator Description 2021/22
2021/22 2022/23 Officer
result
Cumulative year-to-date figure, calculated by comparing the
58.02% Joint Waste
Household waste recycled amount of waste sent for recycling, reuse and composting
(21/22 61% 63% Solutions
and composted against the total waste collected. This figure includes street
Forecast) Partnership Director
sweepings.
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Q3
Target Target Responsible
Indicator Description 2021/22
2021/22 2022/23 Officer
result
Rolling 12-month total of the number of kilograms of
364.22kg 360kg Joint Waste
Residual Waste Per residual household waste collected per household, using
(21/22 - (lower is Solutions
Household (kg) the Defra definition of residual household waste (incl. street
Forecast) better) Partnership Director
cleaning etc.).
The percentage of streets reviewed as part of the regular
Percentage of streets falling survey falling below a ‘Grade B’ standard of litter Joint Waste
below a grade B cleaning (Predominately free of litter and refuse apart from some 0.5% 4% 4% Solutions
standard small items) Partnership Director
80
Joint Waste
Number of ‘missed’ residential kerbside collections per per
Number of ‘missed’ bins. 34.5 80 Solutions
100,000 collections. 100,000
Partnership Director
collections
Joint Waste
Dry Mixed Recycling (DMR) Measuring the quality of recycling - average percentage of 6.5% (Q2 New 8% (lower
Solutions
Contamination recycling contaminated 21/22) indicator is better)
Partnership Director
Percentage calculated as the number of major applications
Processing of ‘Major’ Development
processed within timescales (13 weeks) against total 100% 72% 80%
Applications Manager
received. As per national guidelines, this includes
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Q3
Target Target Responsible
Indicator Description 2021/22
2021/22 2022/23 Officer
result
applications where there is an agreement for an extension.
Government target is 60%
Percentage calculated the number of minor and 'other'
applications processed within timescales (8 weeks) against
Processing of ‘Non-Major’ Development
total received. As per national guidelines, this includes 82% 84% 84%
Applications Manager
applications where there is an agreement for an extension.
Government target is 70%
Appeals dismissed against 65%
Percentage of appeals dismissed against the Council’s Development
the Council’s refusal of 73% 65% (Higher is
refusal of planning permission. Manager
planning permission better)
Percentage of planning enforcement referrals where the Corporate
Planning Enforcement
initial action (e.g. a site visit) takes place within the target 89% 75% 80% Enforcement
Breaches - Referrals
timescales set out in the Local Enforcement Plan. Manager
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Health & Quality of Life
REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
Support and deliver a programme of events for all ages
Strong across the Borough reflecting the priorities of the 5 year Communications
Business and
HQL01 Community strategy and to strengthen community relationships. March 2023 & Engagement
Transformation
Identity An example of an event for 2022/23 is the Queen's Manager
Jubilee in June 2022.
Communications
Define what an Council event is and review the 2020
& Engagement
Strong and pre-Covid programmes with recommendations to
Manager/ Business and
HQL02 Community repeat or change activities. Increase the number of March 2023
Recreation & Transformation
Identity events delivered by 20% with clear objectives for each
Leisure Services
event.
Manager
Hold Community Support seminar with partners in
Strong October 2022 with a focus on housing and Community
Support and
HQL03 Community homelessness October 2022 Development
Safeguarding
Identity The Community Support Working Group will work to Officer
address poverty in the participating wards of Old Dean,
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
St Michaels, Watchetts, Frimley, Frimley Green,
Deepcut & Mytchett, Chobham and any additional
wards that come forward.
Respond and start to assess 'community trigger' (need
Strong definition) anti-social behaviour complaints with 5 Community
Support and
HQL04 Community working days. From April 2022 Development
Safeguarding
Identity Send updated information about responding to anti- Officer
social behaviour to Councillors annually.
To deliver our Physical Activity Strategy Action Plan:
To support clubs and communities to 'Recover and
Reinvent' from the pandemic through funding
applications, guidance and support, and deliver a
Improving rebranded physical activity awards as outlined in the Engagement,
Outlined in Physical Activity Places and
HQL05 Health & Well Physical Activity Strategy. Wellbeing &
Strategy Action Plan Strategy
Being 1. To 'Connect Communities' by delivering a detailed Events Manager
engagement programme with at least 5
community groups, identifying at least 2 new
champions from underrepresented communities
who can promote physical activity and engaging at
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
least 2 refugee families in local activity
programmes, as outlined in the Physical Activity
Strategy.
2. To 'Make Activity Accessible' by supporting at least
one new modified sport/activity that better suits
people with reduced levels of mobility e.g. Walking
Netball, working with partners to audit local walk
routes and creating an accessible walks webpage,
and promote new “Low-cost ways to be active”, as
outlined in the Physical Activity Strategy.
3. To 'strengthen connections with health and
wellbeing' partners, using their knowledge to
identify gaps in local provision and delivering at
least one new initiative to address that gap, by
increasing the number of referral partners by 60%
and by working closer with social prescribers to
easily track referrals to physical activity projects, as
outlined in the Physical Activity Strategy.
4. To create 'Active Environments' for local residents
by supporting at least 2 Surrey Heath Schools to
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
sign up to School Travel Plans, delivering Phase 2 of
the Watchetts & St Michaels bike recycling project
and hosting a recreational bike event that
encourages people to use their bikes for short
journeys, as outlined in the Physical Activity
Strategy.
5. Support positive early experiences of physical
activity for 'Children and Young People' by entering
a team into every activity as part of the revamped
Surrey Youth Games programme, relaunching the
'Friday Night Project' (or similar) giving young
people a safe place to be active in the evenings,
and supporting special schools to implement at
least 2 new opportunities for students, as outlined
in the Physical Activity Strategy.
Improving To be agreed following a Engagement,
To work with partners to implement year 1 objectives Environment and
HQL06 Health & Well second partnership obesity Wellbeing &
from Surrey Heath Healthy Weight Action Plan Health
Being workshop in February 2022 Events Manager
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
We will promote a rich programme of cultural and
community events across the Borough.
Focus on delivering activities at not just Council-owned
Improving Venue and
parks but also cricket grounds, sports areas, etc. Discuss August 2022 Business and
HQL07 Health & Well Operations
with the Villages Working Group how to work with Transformation
Being Manager
partners to deliver shows in villages.
Deliver four Serious Organised Crime Joint Action
Groups (SOCJAGs) with the Police and Partner groups
each year (to meet Five Year Strategy target of 20)
Continue to hold Community Harm And Risk
Community
A safe place to Management meetings (CHARM) and Surrey Heath March 2023 Support and
HQL08 Development
live and work Partnership meetings to work effectively with public Safeguarding
Officer
and voluntary partners to keep the borough a safe place
to live and support vulnerable residents.
Explore opportunities for collaboration with other Local
Authorities on CCTV.
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
Review safeguarding training across the organisation to
maintain the target of all staff having completed
Organisational
A safe place to safeguarding awareness training within the last three Support and
HQL09 December 2022 Development
live and work years. Safeguarding
Manager
Roll out domestic abuse training to all front-line staff
and agree an appropriate refresher period.
Delivering partnerships that aims to eradicate April 2022: following
homelessness across the whole Borough. (Reliant on successful bid for Rough
external funding) Sleeper Initiative Funding
Homelessness forum/summit by October 2022 - Joint set up three year
with community support working group programmes for Housing
First and Floating Housing Housing Services
Housing & Support and
HQL10 Support, and recruit to & Family Support
Homelessness Safeguarding
Rough Sleeper Co- Manager
Ordinator role
By October 2022 hold a
local homelessness
forum/summit
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
(With the overall Five Year Strategy aim to build at least
49 homes through a joint venture to support people
receiving housing benefit or being paid minimum
Head of
Housing & wages): Planning and
HQL11 March 23 Investment &
Homelessness People
Development
Identify sites with potential and progress discussions
with appropriate Joint Venture partners, with a focus on
commencing the build.
Undertake feasibility work to investigate options to Planning Policy
Housing & identify and allocate more sites for Gypsy and Travellers Planning and
HQL12 December 2022 and Conservation
Homelessness in the Draft Surrey Heath Local Plan by December 2022 People
Manager
To work in partnership with health and care partners in
Head of
both Surrey Heath, and in North West Surrey, to identify
Community
Safeguard and opportunities for the Council to support prevention of Environment and
HQL13 July 2022 Services
Support hospital admissions and to assist in the facilitation of Health
(Runnymede
hospital discharge – subject to securing partnership
Borough Council)
funding where necessary
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
Undertake an independent review of our aids and
adaptation service, funded with Better Care Fund grant
and authorised by the Local Joint Commissioning Group
(jointly chaired by SHCCG and SCC ASC).
Housing Services
Safeguard and The review is to look at improving joint working with Review to be completed by Environment and
HQL14 & Family Support
Support health, social care, and housing to ensure effective March 2023 Health
Manager
delivery of services that keep residents independent in
the community, reduce hospital admissions and, where
they do occur, support timely discharge and
reablement.
Through the Council’s Family Support programme work
together with families and children with complex needs
Safeguard and or in crisis to help them get back on their feet, offering 70 families supported by Family Support Support and
HQL15
support the right help at the right time to prevent things March 2023 Team Manager Safeguarding
escalating. Over 5 years will support a minimum of 100
families in crisis.
Schedule regular meetings with the Business Quarterly meetings April
Revenues and
HQL16 Improvement District to maintain good relationships 2022, July 2022, September Finance
Benefits Manager
and deliver best outcomes for local businesses. 2022 and January 2023
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REF Five Year Responsible
2022/23 Target/Project Milestones/Target Portfolio
Strategy Aim Officer
Review the impact of the first 6 months of the Local
Report to Community
Council Tax Support Scheme on residents, and capacity Revenues and
HQL17 Support Working Group in Finance
within the team and report to the Community Support Benefits Manager
October 2022
Working Group.
Continue to support families resettled in Surrey Heath
May 2022 – all Afghani
to have the resources to thrive in the community, and
families moved on from Family Support
Safeguard and respond to any further requests from the Government Support and
HQL18 temporary accommodation Team Manager
Support to assist in humanitarian programmes appropriately safeguarding
and being supported in the
when considering local resources.
community.
Following work with Parish Councils, and a public
consultation, submit an external funding bid and
proposals to carry out a pilot providing Council-run
Head of
transport from the six outlying villages and other key
Improving Community
locations. Subject to the proposals securing Support and
HQL19 Health & Well Summer 2022 Services
Government funding, use this pilot to understand safeguarding
Being (Runnymede
demand and make proposals for future
Borough Council)
service. If external funding is not successfully
secured, consider alternative options that may be
possible within existing resources.
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Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
Includes visitors to the Surrey Heath Museum, pupils taking part
6,500 6,500 Recreation and
People Reached by the in sessions delivered in schools, elderly people taking part in
1,293 (annual (Annual Leisure Services
Heritage Service reminiscence sessions and other enquires including historical
target target) Manager
research.
A reduction in the % of 'inactive' (taking part in less than 30
Reduction in the
minutes physical activity a week) Surrey Heath residents
Percentage of Surrey Heath 23% Engagement,
according to Sport England's Active Lives survey.
Residents who say they do 22.3% 23% (Lower is Wellbeing &
Sports England's Active Lives Survey is sent to randomly selected
less than 30 minutes better) Events Manager
households with the results published twice a year in April and
physical activity a week
October for the covering a rolling years' worth of data.
Trend
Recreation and
Participation at the Leisure NEW PROPOSED INDICATOR % quarterly analysis in useage New New Analysis
Leisure Services
centre - usage compared to previous quarter indicator indicator (Quarter on
Manager
Quarter)
55,000 Venue and
People Attending Events at The number of people attending theatre and community events
19,545 55,000 (Annual Operations
Camberley Theatre at Camberley Theatre.
target) Manager
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Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
Environmental
Food Businesses with a
Percentage of establishments with a rating of 3 (generally Health and
‘Food Hygiene Rating’ of 3 97.4% 95% 95%
satisfactory) or better under the Food Hygiene Rating Scheme. Licensing
or Over
Manager
Environmental
Food Premises that are
Percentage of inspections due each quarter that were carried out New New Health and
Inspected Within 28 Days of 100%
within 28 days of the due date indicator indicator Licensing
Being Due
Manager
Environmental
The number of noise, bonfire (domestic & commercial), and light
Environmental Health Health and
complaints received during each quarter and the number closed 84% 80% 80%
Nuisance Complaints Licensing
each quarter expressed as a percentage
Manager
Head of
Community
37,000 40,000
Number of Meals at Home Number of “meals at home” products served in the year including Services
10,121 (Annual (Annual
products served in the Year both lunch and tea. (Runnymede
target) target)
Borough
Council)
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Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
1,100
Head of
(Target
Community
Number of residents based on a
Number of residents supported by the community alarm service Services
supported by Community 1,086 1,100 ‘snapshot’
(could include two service users at the same address) (Runnymede
Alarms at the end
Borough
of each
Council)
quarter)
Head of
650 Community
Number of referrals to Number of referrals to Social Prescribing service across whole of Services
212 900
social prescribing service Surrey Heath partnership project. (Annual (Runnymede
target) Borough
Council)
Head of
235 Community
Handyperson service Services
Number of referrals to the Handyperson service. 53 235
referrals (Annual (Runnymede
target) Borough
Council)
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Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
Revenues and
Benefits Processing – New a) Number of days taken to process new housing benefits claims 18.41 20 days 20 days Benefits
Manager
Revenues and
Benefits processing -
b) Number of days taken to process changes to benefits 2.70 10 days 10 days Benefits
Changes
Manager
30
Number of all households in temporary accommodation at the
(Target Housing
Number of households end of the quarter. These are only the households who are
based on a Services and
living in temporary accommodated following an acceptance of a homelessness duty. 25 30
‘snapshot’ Family Support
accommodation Other households may be placed in temporary accommodation
at the end Manager
without us accepting a duty but by using our prevention powers.
of each
quarter)
A count of the number of households who approached the
Council as homeless or threatened with homelessness within 56 120 Housing
Housing advice – days who had their homelessness prevented (i.e. were able to Services and
27 30
homelessness prevented remain in their current home) or relived (i.e. were found a move (Annual Family Support
to an alternative home) by the work of the Council’s Housing target) Manager
Solutions Team
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Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
Housing
The number of homes adapted or improved for older and 80
Home Improvement Agency Services and
vulnerable residents to promote their independence, and keep 39 80 (Annual
Activity Family Support
them safe and well in the community. target)
Manager
Proportion of children and young people (and/or parent carers)
Family Support
Family Support Feedback who feedback that they have made positive progress in relation 87% 70% 70%
Manager
to identified outcomes.
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Economy
Five Year Responsible
REF 2022/23 Target/Project Milestones/target Portfolio
Strategy Aim Officer
Undertake consultation with borough parishes to identify
and establish five sites and development needs across the
borough.
ECON01 Invest in our Establish and progress the Council's long term strategy for Head of
urban and the House of Fraser building March 23 Investment and Leader
rural areas Establish and progress the Council’s long term strategy for Development
the former Alders site
Secure planning consent for housing development at 63a
High St, Bagshot
Invest in our Head of
ECON02 urban and Update the London Road Block feasibility and options as Investment and
October 2022 Leader
rural areas. Covid recovery progresses. Development
Invest in our Planning Policy
ECON03 Publish a Draft Infrastructure Delivery Plan in the first Publish first quarter Leader / Planning
urban and and Conservation
quarter of 2022/23. 2022/23 and People
rural areas / Manager
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Five Year Responsible
REF 2022/23 Target/Project Milestones/target Portfolio
Strategy Aim Officer
Deliver a new Undertake a whole plan viability assessment by December Publish assessment by
Local Plan for 2022 December 2022
Surrey Heath Public consultation on Draft Surrey Heath Local Plan policies, Publish Draft Local Plan
including site allocations, to support the delivery of new first quarter 2022/23
homes to address local housing needs
Deliver a new Publish a SANG (Suitable Alternative Natural Green Space) Publish topic paper in Planning Policy
ECON04 Planning and
Local Plan for topic paper to set out options for SANG provision to enable first quarter of and Conservation
People
Surrey Heath development for new homes. 2022/23 Manager
Pro-business
approach /
Support our
businesses /
Complete Town Centre strategy. Head of
ECON05 Attract more Business and
Undertake borough engagement. March 23 Investment and
inward Transformation
Establish phasing plan and approach for early quick wins. Development
investment
into the
borough as a
whole
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Five Year Responsible
REF 2022/23 Target/Project Milestones/target Portfolio
Strategy Aim Officer
Planning Policy
Planning and
ECON06 Investment in Publish a Draft Infrastructure Delivery Plan in the first Publish in the first and Conservation
People
Infrastructure quarter of 2022/23. quarter 2022/23 Manager
Pro-business 1. Create and action a ‘meanwhile strategy’ for town
approach / centre units.
Support our 2. Promote the opportunity 1. June 2022
businesses / 3. Create a State of the Borough brochure to promote the 2. Post June 2022
Attract more borough opportunities 3. July 2022 Economic
ECON07 Business and
inward 4. Establish a Surrey Heath Independent Network 4. June 2022 Development
Transformation
investment Manager
into the
borough as a
whole
Create and roll out pro-business guidance to all departments Economic
ECON08 Pro-business within Surrey Heath Borough Council Development Business and
September 2022
approach Manager Transformation
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Five Year Responsible
REF 2022/23 Target/Project Milestones/target Portfolio
Strategy Aim Officer
Pro-business Increase the amount of Council procurement spent locally:
approach /
Procurement
Support our Benchmark current amount of procurement spent locally
Officer / Strategic
businesses / Review and agree new procurement strategy maximising
Director –
ECON09 Attract more local procurement where possible and getting the most cost-
March 2023 Finance & Finance
inward effective outcome for the Council and residents
Customer
investment
Services
into the Ensure transparency information published is up to date (e.g.
borough as a end dates of current contracts) to make available to local
whole businesses
Continue to deliver the Youth Hub with DWP 2.
Help young Investigate further needs of the community and identify Economic
ECON10 Business and
people into projects which can support further employment (subject to July 2022 Development
Transformation
employment securing funding through DWP) Manager
Support our Economic
ECON11 Deliver a Business engagement strategy to incorporate the Business and
businesses / April 2023 Development
statutory business consultation on budget Transformation
Manager
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Five Year Responsible
REF 2022/23 Target/Project Milestones/target Portfolio
Strategy Aim Officer
Pro-business
approach /
Support our
Deliver a robust economic development strategy supporting Consult on new
businesses /
economic recovery and sustainable growth in the borough, Strategy April / May Economic
ECON12 Attract more Business and
and taking into account the 2022 Levelling Up White Paper. 2022. Development
inward Transformation
Align actions with the Climate Change Strategy and Action Launch new Strategy Manager
investment
Plan. June / July 2022.
into the
borough as a
whole
Q3 result Target Target Responsible
Indicator Description
2021/22 2021/22 2022/23 Officer
80.48%
(Q3: 2019 -
224,698
The number of people ‘Parking events’ compared to pre-Covid numbers in Parking Services
customers 70% 90%
Parking 2019/20. Manager
2021 -
180,845
customers)
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Effective & Responsive Council
Five Year
REF 2022/23 Target/Project Milestones/Target Responsible Officer Portfolio
Strategy Aim
1. Agree a best-in-class framework for all consultations
delivered by the Council and ensure officers have
access to the tools and training required.
2. Agree when consultation or engagement with the
public/businesses should take place and which
To listen and policies are considered key. 1. December 2022
Business and
engage with 2. From April 2022 Communications &
ERC01 Transformation
our 3. Review best practice in consultation with external 3. September 2022 Engagement Manager
/ Leader
communities. providers and other public bodies and make 4. Ongoing
recommendations for a future approach.
4. Ensure plain English is used in Council documents and
when communicating with residents.
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Five Year
REF 2022/23 Target/Project Milestones/Target Responsible Officer Portfolio
Strategy Aim
1. Agree the current opening hours of the Council, and
regularly review to ensure an accessible service.
2. Investigate the possibility of service reviews in some
To deliver Customer Relations
departments, dependent on resources, to improve 1. October 2022
customer Manager /
customer processes and service. 2. March 2023
ERC02 friendly and Organisational Leader
3. Implement customer service objectives in all staff 3. July 2022
responsive Development
appraisals. 4. May 2022
services Manager
4. Refresh the Council's values and behaviours to ensure
a strong emphasis on customer service which is
ingrained into the culture of the organisation.
To deliver Consider partnership working when first implementing a
customer service. Look at partnerships outside of Surrey for Head of HR,
ERC03 friendly and procurement purposes. Consider skill shortages in certain March 2023 Performance, and Leader
responsive departments and look at opportunities for sharing Communications
services information and learning across Councils.
To deliver
customer
Implement the actions from the 2021 Planning Advisory Development
ERC04 friendly and December 2022 Leader
Service review of the Development Management Service. Manager
responsive
services
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Five Year
REF 2022/23 Target/Project Milestones/Target Responsible Officer Portfolio
Strategy Aim
Following the approval of the Council's new Medium Term
Work towards
Finance Strategy in February 2022, carry out a rolling annual
financial Strategic Director –
update of the Strategy alongside the annual budget every
autonomy and Review to Council in Finance & Customer
ERC06 year, to reflect the priorities in the Five Year Strategy. Finance
fully February 2023 Services
sustainable
Ensure agreed savings targets in Strategy and the annual
services
budget are achieved through regular budget management.
Work towards
financial
Identify opportunities to bring down costs and/or increase Chief Accountant and
autonomy and
ERC06 income through the annual Revenue and Capital Bid October 2022 Wider Management Finance
fully
process. Team
sustainable
services
Continue to
Upgrade the Council’s website, making it easier to access a Communications & Business and
ERC07 deliver Digital November 2022
wider range of Council services on-line. Engagement Manager Transformation
Transformation
Implement Citizens Access packages for Revenues, Benefits CLL (Landlord portal):
Continue to Revenues and Benefits
and Landlords to enable our residents, businesses and to go live April 2022 Business and
ERC08 deliver Digital Manager / ICT
landlords to manage their council tax and business rates CAB (Benefits): to go Transformation
Transformation Manager
accounts online. live May 2022
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Five Year
REF 2022/23 Target/Project Milestones/Target Responsible Officer Portfolio
Strategy Aim
Continue to search for opportunities to re-furbish and re-
Continue to
use our old PC stock and deliver them to charitable causes. Business and
ERC09 deliver Digital December 2022 ICT Manager
Specifically we will aim to deliver 15 PCs to the Youth Hub Transformation
Transformation
for re-distribution.
Making the
Council a more Ensure Uniform software (supporting a number of key
Business and
ERC10 agile and frontline services) is upgraded to be supported by laptops May 2022 ICT Manager
Transformation
responsive for all users. Ensure all PC users are migrated onto laptops.
organisation
Making the
Council a more Increased income in 2022/23 and better partnership Head of HR,
Business and
ERC11 agile and working through increased space in Surrey Heath House for From April 2022 Performance, and
Transformation
responsive the Police. Communications
organisation
Q3 result Target Responsible
Indicator Description Target 2022/23
2021/22 2021/22 Officer
Customer
Percentage of Complaints Percentage of ‘formal’ complaints (stage 2-3) responded to
100% 90% 90% Relations
Responded to Within Target within target 2 days to acknowledge and 10 days to reply)
Manager
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Q3 result Target Responsible
Indicator Description Target 2022/23
2021/22 2021/22 Officer
Customer Satisfaction Customer
Contact centre and wider organization. Customer
Rating of Good/Excellent to 90% 95% 90% Relations
satisfaction rating of good/excellent to exceed 90%
Exceed 90% Manager
99%
84.44%
Percentage calculated, as a cumulative year-to-date figure, (Year-end target – Revenues and
(98.7%
Council Tax Collected from the total council tax payments received compared to 99.25% measured Benefits
year end
the total amounts payable in that year cumulatively Manager
2020/21)
through the year)
99%
79.49%
Percentage calculated, as a cumulative year-to-date figure, (Year-end target – Revenues and
Non-Domestic (Business) (99.8%
from the total business rates payments received compared 99.25% measured Benefits
Rates Collected year end
to the total amounts payable in that year cumulatively Manager
2020/21)
through the year)
Chief
Invoices Paid On Time Percentage of invoices paid on time. 97.98% 97% 97%
Accountant
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