Delivering Our Future Delivery Plan 2019-22 - NBBC PM System
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Delivering Our Future Delivery Plan 2019-22 1
DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 1: TRANSFORMATION - We want to take the Borough forward to reach its full potential, we want to create and develop
opportunities to deliver the following priorities:
Priority 1 – Economy and Business - building on our strong economic record, growing our economy, capitalising on our strengths,
promoting our Borough, telling our story
By 2022 We By March 2020 We Relevant Measured by
Will: Will: Directorate
1. Implement a coherent Adopt a Marketing Housing, Strategy adopted
strategy for promoting Strategy for the borough Communities &
the Borough Economic
Increase the use of Development
various media to
promote the borough.
2. Deliver the first phase Agree phase 1 of Planning & Milestones
of the Transforming Transforming Nuneaton Public reached
Nuneaton Programme with Warwickshire Protection
County Council
Deliver phase 1 actions Planning & Milestones
that fall before 31st Public reached
March 2020 Protection
Secure an anchor use Planning & Anchor use
for Abbey Street Public secured
development Protection
Demolition
completed
2By 2022 We By March 2020 We Relevant Measured by
Will: Will: Directorate
Complete partial Planning &
demolition of Nuneaton Public
Co-op site Protection
3. Establish a Town Consult upon the priority Operations Consultation
Centres Area Action requirements for started/finished
Plan ( Development Bedworth town centre
Plan Document) for
both Nuneaton and Complete a consultation Planning &
Bedworth town centres on Issues & Options. Public Consultation
Protection and started/finished
Housing,
Communities
and Economic
Development
Consultation
Commence a Planning & started
consultation on Public
Preferred Options. Protection and
Housing,
Communities &
Economic
Development
4. Increase the level of Review the Local Annual Gross
economic activity Discount Scheme Value Added
within the borough (GVA) – overall
Assess the feasibility to measurement
deliver flexible business
spaces Reviewed LDS in
place
Assess the feasibility to
deliver short term
3By 2022 We By March 2020 We Relevant Measured by
Will: Will: Directorate
accommodation for start Feasibility
up / test businesses studies
completed
5. Allocate increased Adopt the Borough Plan Planning & Plan adoption.
employment land in Public
the Borough Plan Protection
Proactively market Housing, No. of marketing
employment land Communities & campaigns /
availability Economic approaches
Development undertaken
6. Increase the level and Develop a proactive Strategy in place
value of engagement communications strategy
with local businesses for new and existing
businesses within the
borough.
Support town centre
businesses that are BID submitted
applying for a Business
Improvement District.
Use ‘grow local’ to Finance & Amount of local
engage more local Procurement suppliers bidding
suppliers in the for opportunities
procurement process.
47. Have started to Have completed a Operations Visioning Study
implement actions Bedworth Town Centre [Town Centres completed and
arising from the Visioning Study and Team] signed off.
Bedworth Town Centre implemented any “quick
Visioning Study win” actions identified
in it.
Have made a
submission to Round 2
of the Government’s
Future High Streets
Fund for Bedworth Town
Centre.
Have made further
improvements to
Bedworth Market.
5DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 1: TRANSFORMATION - We want to take the Borough forward to reach its full potential, we want to create and develop
opportunities to deliver the following priorities:
Priority 2 – People - promoting skills and improving health within our communities, empowering and supporting our employees to
deliver excellent services for residents
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Adopt and have Established a baseline for Customer Baseline
commenced delivery of a employees using the Services and produced
Thrive at Work plan. Thrive at Work Staff Well Business
Being Survey Improvement
Established an action Action Plan in
plan place
Engaged partners to
support improved health
and wellbeing at work
2. Support the reduction of Establish an engagement Housing and The reduction in
the long term gap in strategy, including local Communities the attainment
NVQ Level 2 & Level 3 and national education / gap
attainment, between the skills providers, to
borough and national promote learning and
statistics skills attainment
opportunities
3. Embed the use of the Deliver appropriate Customer Report from the
DELTA training system training to relevant Services and DELTA system
across the Council employees Business
Improvement
6By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
Ensure employees have
completed or booked onto
all mandatory training
Have a comprehensive
database of delivered
employee training
4. Deliver the first phase of Continue to work with Finance & Number of
an early intervention internal and external Procurement referrals
project to improve partnerships to reduce received.
financial capability in debt and support Reduction in
JSNA priority areas customers to help arrears in area.
themselves. Signposting
to trusted and supportive
partners, help protect LA
revenue stream.
Evaluate the options for Finance & Reduction in
affordable credit, Procurement arrears.
including online platforms
to give customers
cheaper safer available Take–up of
Loans, Life insurance and services.
savings opportunities.
Look at the potential of Finance & Reduction in
Community Financial Procurement arrears
Independence Officers Number of
(CFISO) working in outreach visits
schools as well as local carried out
communities which are
hard to reach.
7By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
Identify further projects to Resources
commence in 2019/20
Further projects
identified
5. Support delivery of the Develop a work plan to Resources Work Plan in
recommendations for the address initial priority place. First phase
Borough arising from the actions in the JSNA. of actions
Warwickshire Joint completed or
Strategic Needs underway by
Assessment (JSNA) March 2020.
8DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 1: TRANSFORMATION - We want to take the Borough forward to reach its full potential, we want to create and develop
opportunities to deliver the following priorities:
Priority 3 – Housing and Communities - enabling housing development to match our aspirations for the Borough; building homes,
investing in safe, empowered, sustainable communities
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Enable the delivery of Consult on and adopt a Planning & Adoption of the
affordable housing to revised Affordable Housing Public SPD
meet housing need Supplementary Planning Protection Percentage of
through the planning Document housing gaining
applications process planning
permission that is
affordable
2. Continue to deliver the Identify the feasibility for Completion of
Council’s Development land acquisition assessment
& Acquisition Strategy
Deliver a minimum of 25 Homes
new social housing homes completed &
occupied
Undertake a feasibility
study for alternative Feasibility study
delivery models for completed
affordable housing
9By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
3. Adopt a refreshed Anti- Produce a draft document Draft document in
Social Behaviour for consultation with all place
Strategy partners
Consultation
undertaken &
feedback
received
4. Ensure there is Adopt the Borough Plan Planning & Whether
sufficient land to meet Public sufficient land is
the Borough’s housing Protection available to avoid
need. Commence a process of Planning & ‘planning by
review of the Borough Plan Public appeal’.
Protection
Establish a Borough Plan Arts, Leisure Committee has
Committee under the & been formally
Council’s Constitution Governance constituted.
and Planning
& Public
Protection
5. Monitor delivery against Begin preparation of the Planning & Number of
housing targets in the first annual review and Public housing units with
Borough Plan and monitoring report to cover Protection planning
respond to variances the period 2019/2020 permission.
Number of
housing units
built.
6. Prepare a Gypsy and Consult on the Publication Planning & Milestones
Traveller site allocations version of the Gypsy and Public achieved
Development Plan Traveller DPD and submit Protection
Document (DPD) to the Secretary of State
10DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 1: TRANSFORMATION - We want to take the Borough forward to reach its full potential, we want to create and develop
opportunities to deliver the following priorities:
Priority 4 – Technology - maximising the opportunities presented by technology for our communities and services
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Adopt a Digital Strategy Produce a Digital Strategy Customer Digital Strategy in
Services & place
Business
Improvement
2. Have increased the Increase self-serve Customer Number of online
number of services transactions by 10% for Services & services
available online and the the 3 highest volume Business
number of Self accounts transactional services Improvement Number of Self
created i. Revenues & Benefits accounts
ii.Waste Management
iii. Housing General Number of self-
serve
Have Open Portal live for transactions
customers to access their Finance &
Revenues and Benefits Procurement
accounts online. Reduction in
telephone calls
Promote the availability of
online services and Self Customer
Accounts Services & Promotional
Business campaigns
Improvement undertaken
11By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
3. Reduce the level of Reduce telephone contact Customer Telephone
telephone contacts by 10% for the 3 highest Services & contacts
volume services as above Business Self-Serve
by creating online service Improvement transactions
requests and improving Avoidable
processes Contacts
4. Reduce levels of Work with Service Customer Volume of
outgoing post by 20% Managers to change Services & printing
delivery methods for high Business
volume outgoing post Improvement Volume of
outgoing post
Implement a Mailsort
solution Cost of outgoing
Finance and post
Increase in customers Procurement
using online methods in Increase in
Revenues and Benefits Finance and number of
(e.g. e-billing) by 10% Procurement customers with
an online account
Increase Direct Debit take-
up by 10% Increase in
number of
customers signed
up to Direct Debit
12DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 2: COLLABORATION – achieving more by working together
We recognise the importance of working with others to deliver our vision and recognise that collaboration needs to be central to our
work. Our areas of focus will be:
Priority 1 – Communities -We will work with our communities
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Engage younger Establish an engagement Housing, Strategy in place
persons to identify their strategy Communities
future requirements and & Economic
aspirations Undertake Community Development No. of community
based fun family days days undertaken
2. Complete all Continue to work with key Arts, Leisure Agreements in
agreements for the community groups to & Democracy place
community transfer management of
management of the assets for Bulkington;
pavilions in Bulkington; Weddington and Galley
Weddington and Galley Common wards
Common
3. Have in place a digital Have invested in a Customer Customer
system for gathering Customer Satisfaction Services & Satisfaction
customer satisfaction Text system and piloted Business gathered for
with revenues & Benefits Improvement Revenues &
Services Benefits
4. Identify a suitable site Upon adoption of the Arts, Leisure Report to Cabinet
for a cemetery in Borough Plan, commence & Democracy on or before 31
Nuneaton and submit a the search for a site for a March 2022
business case for cemetery in Nuneaton
approval for the through a review of
creation of the facility suitable Council land and
a call for sites.
135. Support the review of Work with WCC to engage Housing, Joint engagement
the Community Forums stakeholders Communities undertaken
& Economic
Development
6. Continue to improve Participate in the review of Housing, Review
consultation with NBBC the STAR Tenant Survey Communities undertaken & any
tenants to ensure appropriate & Economic amendments
engagement with tenants Development agreed
14DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 2: COLLABORATION – achieving more by working together
We recognise the importance of working with others to deliver our vision and recognise that collaboration needs to be central to our
work. Our areas of focus will be:
Priority 2 – Partners, Businesses and Suppliers -we will work with our partners, businesses, suppliers
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Deliver the Homelessness Work with partners to Housing, Nos Rough
Prevention Strategy reduce the levels of Communities Sleepers reduced
Rough Sleeping within the & Economic from Nov 18
borough Development baseline
Work with partners to New options
develop new ways to identified
promote tenancy
sustainment
Consult with Private Consultation
Sector Landlords to undertaken &
identify options to increase feedback received
availability of affordable
accommodation in this
sector
2. Commence work on an Consider options for the Arts, Leisure Options appraisal
updated Leisure Contract current Leisure Contract & Democracy completed
specification to be and longer term financial
implemented from 2024 planning and make
recommendations to the
Council
15By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
3. Explore additional Working with other
opportunities for sharing authorities and external Finance and Wider shared
resources partners for shared Procurement working in place
services in Revenues &
Benefits.
More closely integrate the Finance & Shared KPIs, fully
Procurement Shared Procurement aligned
Service with RBC to procedures, No.
maximise efficiency and collaborative
value. projects and E-
Procurement?
Fully implement a new Planning & Partnership fully
partnership for Building Public implemented
Control with five other Protection
councils.
Planning & Evaluation
Evaluate options for a
Public completed and
shared Environmental
Protection decisions taken
Health & Licensing service
with Coventry City
Evaluation
Council.
Arts, Leisure completed and
Evaluate options for a and decisions taken
shared service for Democracy
Elections
16By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
4. Support the Warwickshire Develop a Northern Finance & Action plan in
Financial Inclusion Warwickshire Financial Procurement place
Partnership to deliver its Inclusion Action Plan to / Housing,
strategy support the strategic Communities
priorities of the wider & Economic
Warwickshire Partnership Development
5. Increase the level of Undertake an internal Finance & Level of spend
Think Local First promotion campaign to Procurement from March 2019
spending to support increase the level of / Housing, baseline
SME’s within the borough. NBBC spending. Communities
& Economic
Undertake a promotion Development Promotional
campaign with local campaign
businesses and residents undertaken
to increase spend with
local businesses within the
borough
‘Think Local’
Incorporate ‘Think Local’ Finance & included as a
into the Contract Procurement consideration in
Procedure Rules (CPRs), the CPRs
and Procurement Training
17DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 2: COLLABORATION – achieving more by working together
We recognise the importance of working with others to deliver our vision and recognise that collaboration needs to be central to our
work. Our areas of focus will be:
Priority 3 – Employees and Elected Members -we will work with our employees and elected members
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Complete additional Complete Income New approach
Lean System reviews Recovery / Financial Finance & piloted & adopted
Inclusion/ Housing Lean Procurement
systems review / Housing,
Communities
& Economic
Development
Complete the Lean Planning & Review completed
systems review of Public
Licensing Protection
Complete Lean Systems Housing,
Review of Landlord Communities New approach
Services & Economic piloted
Development
2. Complete the Borough Begun the review of the Arts, Leisure Cabinet and
Plan Review in Borough Plan. & Democracy Council to have
readiness for and Planning approved a
submission to the & Public revised Borough
Secretary of State Protection Plan for
submission to the
Secretary of State
on or before 31st
March 2022.
18By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
3. Have in place an online Launch a refreshed Employee
system for collecting Employee Survey Feedback
employee feedback, gathered online
comments and Developed an online Customer
suggestions Employee Feedback services &
system for comments and Business
suggestions Improvement
4. Improve staff and Replace the current Customer Sharepoint in
Elected Member intranet “CLIP” with services & place
communication “Sharepoint” Business
mechanisms Improvement
19DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT – making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 1 – Getting the most from our assets – from our people, land and property
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Meet the government’s Work with Service Customer Number of start
target for new start Managers to review all Services & apprentices
apprenticeships new/vacant posts and Business
(2.3% of staff by 2021) current training Improvement
requirements
2. Adopt and implement a Undertake a Play Strategy Arts, Leisure Report to cabinet
revised Play Strategy review taking account of & Democracy on or before 31
for the Borough. current provision and March 2022
future developments. seeking adoption
of the revised
Strategy
20By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
3. Utilise the land and Release Council land for Planning & Number of
buildings we own to the provision of social or Public housing units
encourage other housing Protection supported/created
development that and Housing,
benefits the Borough Communities
and
Economic
Development
Planning & Number of
Offer Council
Public businesses
land/buildings to local
Protection retained/relocated
businesses that are
and Housing,
threatened with
Communities
displacement by
& Economic
development.
Development
4. Have encouraged Update and improve car Customer Improvements
greater use of our park safety at Keresley Services & made
Community Centres Community Centre Business
Improvement Increase footfall
Provide Wi-Fi at Keresley
and Stockingford
Community Centres
Review potential building
improvements to Keresley
and Stockingford
Community Centres and
identified investment
required
215. Have further Have updated our Capital Operations Updated Capital
rationalised our Strategy And Asset [Building Strategy And
physical assets (land Management Plan Surveying & Asset
and property) in order Engineering Management Plan
to make on-going Team] in place.
revenue savings.
Reduction in
numbers of
physical assets.
22DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 2 - Maximising funding – identifying and securing funding opportunities, being creative, maximising income streams
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Maximise Homes Submitted funding Housing, Applications
England funding for the applications for new build Communities submitted
Borough social housing. & Economic
Development
2. Ensure we maximise Identify any funding Resources No. of bids
submission of bids for available and submit bids submitted
external funding to where relevant
support Borough
priorities including
Transforming
Nuneaton, New Build
housing and community
infrastructure
3. Secure any national Bid for any funding Housing, Funding applied
opportunities to improve available Communities for subject to
domestic energy & Economic availability
efficiency Development
234. Generate a pipeline of Develop our Planning & Number of
schemes for funding understanding of the West Public schemes
through the Combined Midlands Combined Protection submitted
Authority and/or Local Authority’s new Single and Housing,
Regeneration Commissioning Communities
Partnership Framework (SCF). & Economic
Development
Prepare and submit Planning &
pipeline projects to test Public
the SCF as a potential Protection
future funding process. and Housing,
Communities
& Economic
Development
5. Deliver the Council’s Update the Capital Management Post-project
Capital Strategy Strategy to facilitate large Team reviews completed
scale regeneration
projects
Undertake post-project
reviews of business cases
approved by the Council’s
Corporate Asset
Management Team
246. Increase income from Identify the feasibility for a Resources Business Case
NABCEL by 20% 3rd NABCEL business produced &
stream. evaluated
Increase NABCEL Level of turnover
turnover by 80% achieved from
March 2019
baseline
7. Deliver the first phase Have in place a Corporate Resources Corporate
of the Corporate Commercial Strategy and Strategy in place
Commercial Strategy action plan & action plan
consulted upon
25DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 3 - Managing our resources – maintaining our robust financial management arrangements to deliver efficient, economic and
effective services
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Maximise income from Increase the Council’s Planning & Budgeted income
investment property stock of commercial Public from new
investment properties Protection investments.
2. Deliver a balanced and Update the Housing Finance & Updated Business
sustainable revenue Revenue Account Procurement Plan & narrative
and capital budget each Business Plan / Housing, adopted.
year and maintain a Communities
prudent level of & Economic
reserves Development
Update the Medium Term Finance & Updated Strategy
Financial Strategy, taking Procurement adopted
into account the Spending
Review, Fair Funding
Review and Review of
Business Rates and
identify the savings
required to achieve a
balanced budget in
2020/21
26Carry out updated
benchmarking and unit
costing analysis with
Nearest Neighbours
3. To maximise future Consult on draft CIL Resources Funding secured
contributions to charging schedule and Planning
infrastructure & Public
development through Protection
the Community
Infrastructure Levy Develop a schedule of Resources
(CIL) and s106 priorities for infrastructure and Planning
contributions investment & Public
Protection
Planning &
Adopt the Borough Plan
Public
Protection
4. Implement the Leisure Adopt the Leisure Arts, Leisure Cabinet report
Facilities Strategy Facilities Strategy 2019 as & Democracy adopting the
through the completion a basis for negotiating Leisure Facilities
of strategic business Developer contributions Strategy to be
cases for key leisure through Section 106 submitted on or
sites and, subject to Agreements before 31 March
funding, commence 2020; subsequent
construction on the first approvals of
project. Capital Schemes
by Council on or
before 31 March
2022.
27DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 4 – Promoting a sustainable, green economy; minimising our carbon footprint
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Have renewed around Have renewed 5 Refuse Operations Delivery of
half of our vehicle fleet Collection Vehicles and [Waste and vehicles into
[35+ vehicles] with the the depot “JCB” with the Transport operational fleet
most fuel efficient and most fuel efficient and low Team]
low emission models emission models
available. available.
2. Ensure that all lights in Ensure that all lights in the Operations Number of Lights
Council owned Town Hall have LED bulbs [Building with LED bulbs in
buildings have LED in them where it is Surveying & them.
bulbs in them where it technically possible to do Engineering
is technically possible this. Team]
to do this.
3. Work with the Nuneaton Have drawn up a detailed Operations Existing floodlights
Harriers Community business case for the [Building replaced with LED
Association to replace replacement of the Surveying & ones.
the existing floodlights existing floodlights and Engineering
at the Pingles Athletics agreed a procurement Team]
Stadium with LED process and funding
floodlights. mechanism
284. Explore the use of Identified the carbon Housing, Carbon savings
greener energy in the emissions savings for a Communities logged.
Council’s new build variety of greener & Economic
programme and installations. Development
existing stock
Produce a specification for New specification
use in the Council’s new in place.
build programme
No. of properties
Install energy efficient gas with new energy
boilers in existing stock efficient boilers
installed.
5. Have put in place Have decided whether or Operations Arrangements in
arrangements for the not to make a capital [Waste and place.
ongoing processing of investment into the Transport
dry recyclable materials construction to building a Team]
collected from the new sub-regional
kerbside. materials reprocessing
facility y [MRF]
6. Stop using single use Stop using single use Arts, Leisure Substitution of
plastics wherever plastics wherever possible & Democracy single use plastic
possible in the delivery in the delivery of Borough items for
of Borough Council Council Services: Customer alternatives
Services and minimise minimise their use where it Services &
their use where it is not is not possible to stop Business
possible to stop using using them completely Improvement
them completely and use up any existing
stock of single use plastics
7. Complete an approved Enhance provision of Arts, Leisure Cabinet and
scheme in Riversley cycle storage (Miner’s & Democracy Council reports to
Park. Welfare Park) and submit be approved by
proposals for new cycle 31st March 2020.
storage at and links in
Riversley Park.
29DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 5 – Empowering our communities to make the most of their resources
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Promote the use of Have identified priorities to Resources No. of clauses in
‘social value’ clauses utilise current clauses place
within all major NBBC
contracts
2. Increase support for Produce a publicity Housing, Increased income
Third Sector Partners to campaign to increase the Communities to the Borough
enable increased Borough Lottery customer & Economic Lottery
community base Development
empowerment / CS&BI
Deliver a ‘Connecting Housing,
Communities’ project to Communities Delivery and
enhance health, wellbeing & Economic evaluation of
and community resilience Development project
within the borough.
Have developed Housing, Hubs in place
community hubs to enable Communities
the Armed Forces & Economic
community to better Development
access key services
303. Have developed a Consult with partners to Housing, Consultation
shared communications establish principles and Communities complete
platform with Third action plan to increase and
Sector Partners and community awareness of Economic Action Plan
Community Groups opportunities within the Development commenced
Borough
4. Work with communities Identify facilities for first Arts, Leisure Numbers of self
to enable self- phase of discussion with and management
management of community groups Democracy agreements in
community and sporting place.
facilities
31DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 6 - Environment – cherishing our physical environment; enhancing our built environment and open spaces, maximising the
value of our green spaces, improving our infrastructure
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Implement the Adopt a revised Master Arts, Leisure Masterplan to be
approved masterplan, Plan for key Destination & Democracy approved by
utilising section 106 Parks (Riversley/Miners Single member
funding where Welfare Park/Whittleford) decision o or
available. before 31st march
2020
2. Implement the Air Review the current Air Planning & Milestones
Quality Action Plan and Quality Action plan. Public achieved
monitor trends in air Protection
quality. Number of
monitoring sites
Review whether to remove Planning & where national air
the Leicester Road Public quality objectives
Gyratory Air Quality Protection are exceeded.
Management Area.
Consult on the Air Quality Planning &
Supplementary Planning Public
Document and adopt the Protection
Air Quality Supplementary
planning document
32Work with the Public Planning &
Health service on Public
research into the use of Protection
personal air quality
monitors as an incentive
to adopt active travel.
3. Develop a Green Adopt the Borough plan Planning & Milestones
Infrastructure Public achieved.
Supplementary Prepare a draft ready for Protection
Planning Document public consultation.
(SPD)
4. Implement the Adopt the Borough Plan Planning & Percentage of
biodiversity off-setting Public planning decisions
policy in the Borough Apply the policy to Protection where biodiversity
Plan to ensure no net planning applications off-setting is
loss of biodiversity needed, where off-
setting is secured
by condition
5. Adopt a revised Parks Undertake Consultation on Arts, Leisure Report the results
and Countryside the priorities for Parks & & Democracy of the consultation
Strategy Countryside facilities to cabinet by 31st
March 2020. Have
an approved
strategy by 31st
March 2022.
6. Increase the number of Continue to maintain the 9 Arts, Leisure To be reported to
sites that meet the sites to the green flag & Democracy Internal OSP by
Green Flag standard standard 31st March 2022
criteria from 9 to 12
337. Implement the Submit and seek approval Arts, Leisure Cabinet and
approved Capital for a capital business case & Democracy Council report to
Scheme for the Marston for the extension of be submitted on or
Lane Cemetery Marston Lane Cemetery before 31st March
extension. 2020 and a
Capital Scheme
review be
conducted by 31st
march 2022.
34DELIVERING OUR FUTURE DELIVERY PLAN 2019 – 2022
THEME 3: INVESTMENT– making the most of what we have
We want to build and enhance what we have already. We want to encourage investment within the following priorities:
Priority 7 - Environment – Heritage – promote and celebrate the rich heritage of our Borough, including our cultural and industrial
achievements
By 2022 We Will: By March 2020 We Will: Relevant Measured by
Directorate
1. Have established Develop further location Town Branding proposal
strong brand identities and visitor signage to the Centres to be approved by
for our Town Centres borough and the arts and (Operations) Cabinet March
cultural venues 2020
2. Improved our town Agree a programme of Town Milestones
centres visitor town centre visitor Centres achieved against
experience by improvements with (Operations) approved list of
embracing and Warwickshire County projects
celebrating their Council.
heritage
3. To implement the Arts To develop an Arts Arts, Leisure Cabinet to
Development Strategy Development Strategy to & Democracy approve the Arts
utilising bids for funding support funding bids and Development
from the Heritage seek developer Strategy on or
Lottery Fund (in the contributions to support before 31st March
case of the Museum & arts provision within the 2020. Successful
Art Gallery) and Borough arising from the Heritage Lottery
developer contributions Borough Plan bid to have been
for the Civic Hall approved by 31st
March 2022.
353. Develop the George Review the GE200 legacy Arts, Leisure Cabinet reports by
Eliot Gallery and visitor Celebrations and develop & Democracy March 2021 and
trail to enhance the links to the 2021 City Of completion of the
attraction of George Culture Events. works by March
Eliot to the wider 2022.
community and to be a
part of the ongoing
Coventry City of Culture
offer.
4. Complete a review of Review and complete a Planning & Publish the list of
the conservation areas Local List of Heritage Public heritage assets by
assets Protection March 2020.
Approve the
conservation area
reviews by March
2022.
5. Have delivered the Volunteers will have Arts, Leisure Report to Internal
Exploring Eliot Project researched and digitised & Democracy OSP on the
funded by Esme the collections, circulated outcome of the
Fairbairn Trust raising a pop up display related to wellbeing project
the profile of the the project and delivered by March 2020
George Eliot the first well being project and the outcome
Collections whilst to young people of the Exploring
delivering wellbeing Eliot Project by
benefits to local March 2022.
residents
6. Delivered a project in We will have recruited Arts, Leisure Report to Internal
conjunction with community partners and & Democracy OSP on the
community partners submitted a bid for funding outcome of the bid
celebrating and to support this action by March 2020
promoting the role of and have reported
Nuneaton priory in the upon the priory
creation of Nuneaton. Project by March
2022.
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