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EAST RIDING OF YORKSHIRE COUNCIL
EAST RIDING OF YORKSHIRE COUNCIL
Business Plan 2009 Update
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Introduction About our Council Our shared ambition Our planning framework Developing our priorities Our corporate priorities Being a well managed authority How we fund our priorities Our expenditure Monitoring our progress Appendices Appendix one Appendix two – Summary of our corporate priorities and LAA Priority Outcomes – How we manage risk
Appendix three – How decisions are made Appendix four Appendix five – Our principal strategies – Senior management structure
East Riding of Yorkshire Council Business Plan Update 2008 - 2011 | 3
Welcome to our Business
We are pleased to present the first update of the 2008-11 Council Business Plan. The purpose of this document is to review the 3 year plan we launched last year to ensure that our objectives and targets accurately reflect our priorities and those of our residents. Our Business Plan links closely to our three year financial strategy which sets out how we will use resources to deliver the work of the Council and ensure we have the money to deliver our priorities. Our priorities are developed in the context of a shared ambition that we and our partners hold for the area reflecting the priorities and aspirations of people living in the East Riding. The plan sets out in broad terms how we will deliver our 7 corporate priorities that have been developed to reflect the needs and aspirations of local people and deliver wider priorities we have agreed with our partners working in the East Riding. These are;
Safer communities - a safe place to work, rest and play Valuing our environment - a green and sustainable future Local problem solving - local solutions to local problems
Councillor Stephen Parnaby OBE Leader of the Council Nigel Pearson Chief Executive
Reducing inequalities - better life chances and choices for all Revitalising our communities - regeneration for a bright future Retaining the East Riding character - building on what makes our area a great place to live Supporting vulnerable people - protecting from harm, promoting independence
To improve the QUALITY of life for our community; earn the RESPECT of the people we serve and build PRIDE in belonging to the East Riding of Yorkshire.
In 2008, the Audit Commission, the Government’s independent watchdog, awarded the Council the maximum four stars following its assessment of our performance and concluded that we are improving strongly. We also performed strongly in the Joint Area Review of Children’s Services with a score of three out of a possible four. Over the forthcoming year we will aim to build on this performance and ensure that we are strongly placed to minimise the impact of the economic downturn locally and, in doing so, maintain an environment for sustainable business growth and a good quality of life for our residents.
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Welcome to Our Business Plan
Throughout the year, we will continue to monitor the local economy with an understanding that a flexible approach is required at this time and that adjustments may need to be made to the plan and budget over the coming year to ensure continued prudent financial management and effective service delivery. Later this year we will publish our performance and financial report for 2008/09. This will show how we are performing against national indicators and our local priorities. This will help our planning process next year. Our Business Plan directs the planning of all the services in the Council. Detailed information on the actions we are taking to deliver our priorities can be found in the specific plan for each Council service. In the plan we refer to a number of other documents or websites that you may find helpful. If you have any problems with accessing any of these please contact: Simon Lowe, Policy and Partnerships Manager, East Riding of Yorkshire Council, County Hall, Beverley HU17 9BA, Tel: (01482) 391422 or Email: email@example.com
The East Riding covers 930 square miles and makes up around 17% of the whole of the Yorkshire region by area. Much of this area is very rural, supported by the main towns of Beverley, Goole and Bridlington and a number of smaller market towns. This geography has given the Council specific challenges in delivering services and involving local people.
About our Council
The culture of our organisation shapes the way we do things. Corporate working has been critical to that sense of purpose, an approach so strong and consistent that it drives everything we do. This approach is exceptional in local government where traditionally a more departmental culture has existed. Being a corporate organisation has instilled good business practices across the Council, provided more resources to our ‘front–line’ services and enabled us to do ‘more with less’ in the delivery of services for our communities. Working relationships between councillors and officers are excellent with a clear understanding of each others’ roles and responsibilities. This relationship was effective from day one and has gone from strength to strength through the many challenges that we have faced over the years. Our councillors provide strong political leadership which ensures we have a clear and sustained view of the direction we need to take; this is complemented by a strong corporate management team that directs the delivery of our plans and aspirations. These core strengths have enabled us to tackle major issues and develop and deliver high quality services, despite being relatively poorly funded. Right from the start we have not had the level of resources enjoyed by other councils of a similar size and character. This means we have had to become excellent at seeking other sources of funding to fulfil our ambitions for the area. We have a strong track record in delivering what we promise. This reputation has brought a considerable amount of new money into the area to undertake major building and infrastructure projects to regenerate our towns and villages, supported by a programme of investment now exceeding £790m.
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About Our Council
About Our Council
Our approach is to tackle complex challenging issues head on - such as those affecting the area due to the current economic climate - and we are not afraid to make and stand by difficult decisions, especially when resources are scarce. This can only be done with the strong leadership and clear direction our corporate culture brings. We have moved swiftly to counter the impact of the economic downturn on the area through accelerating a programme of spending worth £100m over the next three years. Schemes to be accelerated include bringing forward highway and property maintenance work including plans to create between 200 and 350 new Council homes and significant investment to refurbish existing housing stock, fast tracking £19m of highway improvement schemes and replacing the Leisure World complex in Bridlington with a new multipurpose attraction. Packaging the work to be deliverable by local contractors will provide in excess of 500 jobs in the next three years in the construction industry. We have high ambitions for the future of the East Riding, because this area has significant opportunities and potential. We are also highly ambitious for the organisation itself, and, despite the current economic downturn, strive to be, and remain, one of the best councils in the country. This commitment to continuous improvement was formally recognised in 2008 by the Audit Commission who awarded the Council a maximum of four stars in its assessment of our performance, a score that places the Council in the top 5% of all councils in England. As well as receiving top marks in our corporate assessment the latest inspection of services for children and young people rated our provision as ‘good’. We are working closer than ever with other public sector bodies like Humberside Police, NHS East Riding of Yorkshire, Humberside Fire and Rescue Service, voluntary and community groups working in the heart of our communities and the private sector who make a major contribution to the wealth and well-being of the area. Like many councils, we are working with private sector organisations to deliver some of our services. We have established an innovative leading edge strategic partnership with arvato, a member of the international Bertelsmann group, to deliver a range of central services. This partnership requires services to deliver top 10% performance just like other functions managed by us.
This partnership is not just about the delivery of services, but also the establishment of a business centre in the East Riding and the creation of new investment and jobs. We have established a Joint Venture Company with arvato to bring new investment and jobs into the area by winning public and private sector work elsewhere in the country. This partnership established in 2005 has been described by the Audit Commission as exemplary and is already making an impact on service improvement and job creation.
The challenges of delivering high quality services in a very large rural area are complex, but we have taken the opportunity these challenges present to develop and deliver new innovative solutions to the problems associated with access and isolation, for example customer access points in some of our rural schools. From the outset we have placed our residents at the centre of all we do. We take pride in providing a good quality of service, but when we do get things wrong we say so and work hard to put things right for our customers and learn from our mistakes. Our focus on the needs and expectations of residents has driven the development of our award winning Customer Service Network providing first class customer care. The network now extends to 14 Centres and 22 CitizenLinks with direct video-conferencing linkages. This ‘industry standard’ network is still developing; we are now combining customer service centres with libraries and other services and have opened two new multi-purpose centres, in Brough and Market Weighton, with a third facility to open in Pocklington during 2010 to make the best use of our resources and improve access. Options are being considered to open further new multi-purpose centres in other areas. Our vision for the future of the network is to further join up services with those of our partners, for example we are working with the NHS East Riding of Yorkshire to combine Council services with their community health services and we are also delivering services jointly with Her Majesty’s Revenue and Customs from our customer service centre in Goole.
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The Green, Hedon
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About Our Council
2008 saw the completion of the successful redevelopment and refurbishment of the Bridlington Spa. The refurbishment of this local landmark has enabled it to attract tourists, audiences and corporate clients at regional, national and international levels with over 125,000 visitors attending between June 2008 and 31 January 2009. By improving access and internal services and restoring the traditional rooms, the Bridlington Spa will be able to perform to the highest standards for many years to come. From the first days of the Council, we have continued to make the best use of our assets and workforce by paying close attention to efficiency and value for money. We are proud to have one of the best track records in local government for the effective use of resources. We strive to improve the well-being of our employees and have a number of policies and practices in place to meet this goal, for example, we are working in partnership to deliver smoking cessation projects which will benefit the health of staff and residents. Our workforce tells us they are proud to work for a high performing council and our commitment to their training and development and well-being ensures we have the right people with the right skills to deliver excellent services. Despite our success and immense pride in what we do, we are not complacent and we still need to improve. We know where things could be better and have actions in place to drive that improvement. We continually measure ourselves against the best in all sectors through benchmarking and are keen to learn from others providing excellent services. Standards across the local government sector nationally are high and rising and we need to keep pace to stay ahead. We have become one of England’s leading councils through sustained performance. To keep us at the top we have adopted ‘Striding Ahead’ our change management strategy (more detail on which can be found on page 46), which is designed to inspire and drive us to maintaining top 10% performance for all our services. To focus on this aspiration, we established in 1996 simple and powerful new values which still continue to this day and are captured in our vision for the East Riding:
The East Riding is diverse and unique and attracts inward migration from other areas with people seeing the area as a good place to live and work. To ensure we continue to deliver high quality services which meet the needs of residents new and old it is vital that we have a clear vision of how we want the East Riding to look in the future. We need to keep focused on this vision through the difficult times caused by the economic downturn.
Our Shared Ambition
We firmly believe that to secure the best for the people of the East Riding, we need to work closely with everyone who shares an interest in improving the quality of life in the area. We achieve this through our role on the East Riding Local Strategic Partnership. The Partnership brings together public bodies like the Council, Police, NHS East Riding of Yorkshire and Fire and Rescue Service alongside local businesses and community and voluntary groups. As a leading partner, the Council shares the Local Strategic Partnership’s ambition reflecting what people tell us about what is important to their future:
Our shared ambition is for an East Riding where:
• Children and young people have a brighter future • Older people enjoy a healthy independent life • Communities are thriving, prosperous and safe • Regeneration transforms deprived areas and reduces health and other inequalities • We value and care for the diverse character of the area.
In this coming year we will review our Sustainable Community Plan to ensure it continues to reflect what is important in the East Riding and, in particular, ensure it takes account of the economic downturn and its impact on our priorities.
To improve the quality of life for our community; earn the respect of the people we serve and build pride in belonging to the East Riding of Yorkshire.
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Our Planning Framework
Our Planning Framework Our Planning Framework
The diagram overleaf shows how this business plan links to the Sustainable Community Plan – Our East Riding 2006-2016, a plan for the whole of the East Riding shared by all those working together to improve the quality of life in the area and driving what we do in each of our organisations. The Sustainable Community Plan, which was adopted in 2006, was updated in 2008 to reflect new challenges and outlines how we will achieve our ambition for the area. The Sustainable Community Plan can be viewed at:
Our planning framework ensures we use resources effectively and take into account how we are performing and the views and priorities of service users, residents and the wider priorities of national Government when developing our services.
This plan also links directly into our financial plan and informs councillors’ decisions when they are setting the budget for the coming years. Resources are limited and our financial management systems are designed to ensure that we can respond rapidly to changing events and issues whilst minimising risk. Our financial plan can be seen at:
Linked closely to our Business Plan are more detailed strategies and plans often focused on specific groups of people or functions to drive the delivery of our priorities. A list of our key strategies and plans can be seen at Appendix four. Many of these strategies are jointly developed and monitored with our partners. Service plans are our day to day working tools enabling each of our services to turn plans into action, monitor performance and effectively manage their business. Service plans can be viewed at:
This diagram brings the elements of our framework together to demonstrate the strong linkages between each step and the key planning documents.
Since 2006 we have had a Local Area Agreement with our partners and Government to ensure we can deliver on the most challenging issues outlined in the Sustainable Community Plan. The Local Area Agreement was completely revised in 2008 to reflect the Government’s new national priorities and those specific issues that will have a direct effect on residents’ quality of life and are the hardest to tackle in the East Riding. It was refreshed in 2009 and laid the basis for the calculation of the performance reward grant (of approximately £2m) that will be paid should all the targets be achieved in full by the end of the agreement’s three year life. The issues addressed in the Local Area Agreement are so challenging that the Council alone cannot make sufficient impact. Working in partnership with those who hold the same ambition makes success easier to achieve. Performance against the Local Area Agreement is closely monitored and supported not just by us and our partners, but also by the Government Office for Yorkshire and the Humber on behalf of Government Departments. The Local Area Agreement priorities, developed and agreed in partnership, have shaped our business plan for 2008/11. Appendix one shows how these link together and how we align our priorities to the Agreement. The East Riding Local Area Agreement can be viewed at:
Sustainable Community Plan
Local Area Agreement
Council Business Plan
Medium Term Financial Strategy
Council and Partnership Strategies and Action Plans
Service and Performance Plans
Individual and team objectives set through Employee Development Reviews
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Developing Our Priorities
It is important that we focus our effort and resources on the things that matter most in the area. Resources are limited and we cannot address everything at once so we have to prioritise.
The views of local people
It is our policy to consult local people about the services we provide and information about their needs and the needs of their communities. We have a number of key consultation activities which provide us with information as well as gathering regular feedback from users of our services. We take particular care to involve people from hard to reach groups in our consultation including children and young people, the very old, people with disabilities and residents from our small ethnic minority population. Feedback from our Budget Setting Conferences, including a youth conference, which were held between August and November 2008, has helped us allocate funding to support our priorities. We have an area on our website which provides more information on consultation and feedback from local people:
Developing Our Priorities
Some things, whilst important, are not a high enough priority to be effectively resourced from our budget. If we are to provide these services, we have to find funding from elsewhere, for example we have established 8 business centres in the East Riding and have plans to open others. Funding for these developments has come from Yorkshire Forward, Single Regeneration Budget funding, European Regional Development Funds (ERDF) and some funding from the Rural Development Commission. The refurbishment of the Bridlington Spa, described earlier in this plan, was supported by funding from Yorkshire Forward and ERDF.
We also feedback regularly in East Riding News about how residents’ views shape what we do in our ‘Have Your Say’ column.
Priorities in the local area are determined by a number of factors including:
• The views of local people • The views of our partners working in the East Riding • How well our services are currently performing • What we know about our communities • External influences • Regional and sub- regional priorities • National priorities set by Central Government
The views of our partners
We have regular meetings with key partners working in the East Riding. These meetings help us understand their key priorities and pressures and plan the use of resources to address issues which need all of our efforts to be resolved. This is particularly important when we work with these organisations to develop and deliver services. Our key areas for action during 2009/10 were identified and developed at a priority setting workshop attended by members of the Local Strategic Partnership, Elected Members and senior council staff, which was held in September 2008. This process was informed by a series of inputs on key issues facing the East Riding. We have a website which focuses on our partners which has information about how we work together:
We also work with partners on the development and delivery of our Local Area Agreement. Local Area Agreements are a three year agreement between a local area and Central Government and describe how local priorities will be met by delivering local solutions. You can view a copy of our local area agreement at:
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Developing Our Priorities
Developing Our Priorities
How well our services are performing
We monitor the performance of all our services very closely and use this information to improve the quality of the services we provide. Some services provided in the area are delivered by working with other organisations and we monitor their performance with our partners on the Local Strategic Partnership. If services are under performing we need to take action to turn this around and this can include moving resources around to get things back on track. This year, the feedback received from the Audit Commission’s Comprehensive Performance Assessment, the Joint Area Review and the Annual Performance Assessments of Adult and Children’s services has helped to shape our priorities for 2009/10. Further information on the Audit Commission and Ofsted judgements can be found at:
To better understand the needs of the area we will incorporate findings from the development, in conjunction with our partners, of the Joint Strategic Needs Assessment and the Joint Strategic Intelligence Assessment which will enable us to target resources more effectively when tackling health care issues and crime and disorder, respectively.
The impact of the recent economic downturn on the East Riding has influenced our priorities for the coming year. An Economic Downturn Working Group, comprising senior council officers, was initially established to ensure that there is a co-ordinated approach to issues arising from the current economic downturn. Their work will be carried forward by the Sustainable Communities and Transport Action Group, a sub-group of the Local Strategic Partnership. We are also working more widely with partners through the Local Strategic Partnership to improve the prospects of people working and living in the East Riding, for example we quickly provided additional resources for debt advice to support residents in financial difficulties.
Further information on our performance can be found on our website at:
Regional and Sub-regional priorities
We also work closely with other local councils across Yorkshire and the Humber area. In particular, we are working with others to address those big issues which we can only plan effectively on a regional scale, for example issues related to housing needs, transport, climate change, emergency planning and the economy. In particular, we need to work with those organisations who share with us an interest in the economy based around the River Humber. Progress has been made in promoting economic development for key sectors, rural development and investment in the transport infrastructure through working with the Humber Economic Partnership on the development of the emerging Multi-Area Agreement (MAA) for Enterprise, Employment and Skills. The MAA will build on the targeted partnership approaches we have already put in place to improve the skills needs and competitiveness of the sub-region. You can access information about this on:
What we know about our communities
We hold a wealth of local data about the East Riding taken from a range of national and local sources including the National Census and specific research findings. We share this information with our partners to help understand the profile of our communities. You can access this information through the East Riding Data Observatory at:
National priorities set by Central Government
The Government set its priorities in the Comprehensive Spending Review in 2007. These priorities are filtered down to local public services to deliver. These are supported and measured through 188 National Performance indicators against which every council and its partners have to report. A summary of the Government’s priorities can be found at:
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The Spa, Bridlington
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Our Corporate Priorities
To make sure we are best placed to help deliver our ambition for the East Riding within the Sustainable Community Plan, Our East Riding 2006 – 2016, we recognise that as an organisation we need a strong sense of purpose and a clear plan of action. In developing this plan we need to provide clear leadership, and be strong, flexible, innovative and challenging.
Our Corporate Priorities
Having listened to what the people of the East Riding say, considered the national and regional issues and decided which services we need to improve, we agreed 7 corporate priorities for 2008/2011 to ensure we continue to be a responsive top performing council able to deliver our obligations within the Local Area Agreement and longer term ambition for the East Riding in the Sustainable Community Plan. To give focus to the delivery of our 7 corporate priorities, key areas for action for 2009/10 have been identified. These have been developed using the established processes that are detailed in the previous section. Examples of the work that we are going to undertake over the coming year to deliver these key areas for action are highlighted in the following pages.
Our 7 corporate priorities are:
a safe place to work, rest and play
Valuing our environment Local problem solving Reducing inequalities
a green and sustainable future
local solutions to local problems
better life chances and choices for all
Revitalising our communities
regeneration for a bright future
Retaining the East Riding character Supporting vulnerable people
building on what makes our area a great place to live
protecting from harm, promoting independence
Saturday Market, Beverley
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Everyone has a right to feel safe on the streets and in their homes. That is why deterring criminal and antisocial behaviour and tackling substance misuse (especially alcohol), road traffic accidents, the night time economy and violent crime, are top priorities. The East Riding is a very safe place to live as crime is relatively low, but we need to do more to reduce the fear of crime held by local people so they feel confident and safe in their homes, communities and when travelling around the area.
a safe place to work, rest and play
In addition to ongoing work already in place to deliver against this corporate priority, particular areas identified for action during 2009/10 include: • Addressing the causes of antisocial behaviour • Reducing re-offending • Reducing the number of those killed or seriously injured on our roads • Supporting services to vulnerable young people and victims which assist in reducing youth crime • Supporting schools in tackling bullying and provide a greater support to victims • Tackling vehicle crime
A focus on 2009/10
Addressing the causes of antisocial behaviour
We have increased the numbers of drug users in effective treatment over the last year by five per cent and we are working with the NHS East Riding of Yorkshire to increase the availability of treatment for dependent alcohol users. The Drug Interventions team continues to work closely with partners, particularly the Probation Service and the Prolific and Priority Offenders team to engage drug users within the criminal justice system in treatment. Crime prevention initiatives include relaunching the drugs hot line and supporting the Police in high profile operations against drug dealers.
We will continue to work with partner agencies to develop and implement a common approach to supporting ex-offenders into employment and therefore reduce re-offending. This will include promoting appropriate training and work experience opportunities to ex-offenders. We will also work with other agencies to identify and provide a package of support to address the multiple needs of this group of people in assisting them to gain employment.
Reducing the number of those killed or seriously injured on our roads
To improve road safety for all road users, particularly vulnerable user groups, we will work in partnership with Humberside Police, Humberside Fire and Rescue and Safer Roads Humber to deliver a comprehensive programme of engineering, education, training, publicity and enforcement measures over the coming year.
Supporting services to vulnerable young people and victims which assist in reducing youth crime
The Youth Offending Team will be increasing its capacity to ensure that all young people who receive a Final Warning from the Police are assessed and where appropriate offered help to stop them offending. We will also involve more victims of youth crime in dealing with young offenders to ensure young people make amends for the harm they have done and the public has more confidence in the criminal justice system.
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Valuing our environment
Supporting schools in tackling bullying and provide a greater support to victims
The Youth Assembly has been instrumental in devising policies and shaping information on how to beat bullying and the impact of peer led initiatives has long been proven as effective. For example, we have worked with young people to put together the ‘Speak, Solve, Stop’ AntiBullying DVD and pack which will be highlighted as positive work at the regional Cyberbullying Conference. A request has been made for the DVD and pack to be rolled out nationally for schools to download on the Yorkshire and Humber Grid for Learning Website. Within the Healthy Schools initiative all schools have to be able to demonstrate clearly that they safeguard children from bullying; 92% of East Riding Schools have the National Healthy School status and 100% of schools are involved in the scheme. Work with schools delivered in partnership by the Healthy Schools’ team and the Youth Assembly will form the centre of our ongoing strategy to keep schools free from bullying. Furthermore, the Bus Wise Scheme, which will be rolled out during 2009, will provide a consistent and uniform method for pupils, bus companies and schools to report bullying incidents and antisocial behaviour on bus journeys to and from school.
a green and sustainable future
Tackling vehicle crime
Council efforts to tackle vehicle crime are closely linked with our partners in Humberside Police. Alongside police enforcement activity, the Safe Communities team will focus messages to residents on the importance of: • not leaving valuables and other items on display in their vehicles • where possible, parking in well lit streets or securely garaging vehicles • making appropriate checks when buying used cars We will work with police, neighbourhood watch and media partners on encouraging vehicle owners to be more careful about their possessions and offering simple crime prevention advice. The Community Support Bus is also making visits throughout the area to highlight the best ways that people can protect themselves against this and other crimes.
Safeguarding our environment for now and the future covers many aspects of everyday life. Tackling the growing problem of waste is a major challenge and people in the East Riding want more opportunities to recycle. Well maintained roads and footpaths are important for our everyday business of getting around and the cleanliness of our streets and open spaces impact on how we feel about our area. A major challenge for us all is responding to the consequences of climate change including events like the storms which severely affected this area in 2007. We also have a duty to protect the biodiversity of the area which contributes so much to the quality of life we experience in the East Riding.
In addition to ongoing work already in place to deliver against this corporate priority, particular areas identified for action during 2009/10 include: • Maintaining and improving the highway network • Improving recycling • Establishing a framework for reducing risks from coastal erosion and flooding • Enhancing the natural environment • Increasing focus on climate change
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Valuing Our Environment
We are working closely with residents to reach the recycling target set within the Joint Sustainable Waste Management Strategy – Target 45+. We are on track to achieve 45% recycling and composting by 2010.
A focus on 2009/10
Maintaining and improving the highway network
Being a rural authority, we have to manage over 3,500km of road and 3,600km of footpaths for the benefit of a wide-spread population. The maintenance and improvement of the highway network has to focus on making routes to the diverse settlements around the East Riding accessible, safe and sustainable. In 2009/10 we intend to: • maintain the current good condition of the main road network, as these roads provide the distribution routes around the area, supporting the bus and freight networks as well as industry and tourism; • repair and improve the highway drainage systems and restore footways and carriageways damaged by the flooding in 2007 and the winter conditions experienced this year. This work will be funded by Central Government and European Union Grant monies; • maintain our primary pedestrian routes in good condition, and • in consultation with local people, improve the walking and cycling infrastructure throughout the area.
We are working closely with residents to reach the recycling target set within the Joint Sustainable Waste Management Strategy – Target 45+. We are on track to achieve 45% recycling and composting by 2010. The strategy is supporting the delivery of a green waste collection rollout following a successful trial of 20,000 households, the introduction of a kerbside collection of cardboard, a renewed focus on waste minimisation, review and subsequent improvements to the Household Waste Recycling Sites, improved sustainable waste management education in schools and support of businesses to manage their waste more sustainably.
Establishing a framework for reducing risks from coastal erosion and flooding
The review of the Shoreline Management Plan is currently under way and scheduled for completion by January 2010. The Plan helps to establish a framework for reducing risks from coastal erosion and flooding to people and the developed, historic and natural environment. The Integrated Coastal Zone Management Plan will also be reviewed. Both of these plans will ensure that the management of the East Riding coastline is appropriate and sustainable in terms of the local economy, communities and environment.
Enhancing the natural environment
We are completing the Phase 1 Habitat Survey for the whole of the East Riding area. This will allow us to make informed decisions on how best to enhance the East Riding’s natural environment and review the Local Biodiversity Action Plan and Local Wildlife Sites. We will be consulting on the new Biodiversity Action Plan with the East Riding of Yorkshire Biodiversity Partnership, which was recently successfully launched.
Increasing focus on climate change
In June 2007 we signed the East Riding Environmental Footprint Pledge, based on the Nottingham Declaration on Climate Change. The Footprint Pledge commits the Council to produce plans and strategies to address climate change. One of these strategies, The East Riding Climate Change Adaptation Strategy, is currently in its development stage. Its key objective is to outline how we are going to introduce measures to address the negative effects of climate change (e.g. flooding, coastal erosion, dry summers, etc.).
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Local problem solving
local solutions to local problems
We know that when communities face really difficult challenges they pull together with the Council and its partners and find solutions; this was seen very clearly after the storms in June 2007 left many families and businesses struggling with the consequences of flooding. We are building on this energy to involve local people and Town and Parish Councils more effectively in solving local problems and deciding what their local priorities are. We want to encourage everyone in the East Riding to feel valued, part of their community and to take an active interest in improving the quality of life in the area where they live. We also recognise that we have a strong tradition of volunteering in the East Riding, many people commit their own time to support others and improve life in the area but we can do more to harness this commitment by increasing the capacity of the voluntary sector.
In addition to ongoing work already in place to deliver against this corporate priority, particular areas identified for action during 2009/10 include: • Delivering real outcomes which make a difference to people’s lives • Local Action Teams will develop the ‘picture of place’ for each locality • Helping local communities attract external funding • Helping to build capacity in the voluntary and community sector • Developing effective relationships with Town and Parish Councils • Improving local involvement in decision making • Enabling people from different backgrounds to get on better together
A focus on 2009/10
Delivering real outcomes which make a difference to people’s lives
Six multi-agency Local Action Teams (LAT) have been established during 2008/09. Chaired by a ward councillor each team has a membership comprising of the key strategic partners. To ensure that the views of children and young people are taken into account, each LAT includes representative members of the Youth Assembly and a young person from the local area. Each LAT works with local people to understand their communities’ key issues and improve quality of life and well-being. LATs will continue to work with public service organisations to help shape services to the needs of the communities that they serve and, for the start of 2009/10, each will have action plans and a ‘Picture of Place’ to help drive the work forward.
We want to encourage everyone in the East Riding to feel valued, part of their community and to take an active interest in improving the quality of life in the area where they live.
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Local Problem Solving
Local Problem Solving
We will continue to encourage residents from all backgrounds to be involved in our community events and local decision making so that they feel part of the community as well as having their say on the services that we provide.
Developing effective relationships with Town and Parish Councils
The work of Local Action Teams varies from one area to another. To fully reflect local needs and priorities, they work closely with existing multiagency and community partnerships and bodies established in each area including, most importantly, Town and Parish Councils. Local Action Teams will visit Parish Councils with the intention of addressing issues that they have. In addition, we have developed and produced a monthly newsletter, Parish News, to provide information to them.
Improving local engagement in decision making
Local Action Teams are working with communities to understand local priorities, and then help to develop local solutions to these problems. They also work to promote and support opportunities for the involvement of local people by co-ordinating the delivery of local events, taking information to communities and giving them opportunities to discuss local service delivery and development with a range of partners.
Enabling people from different backgrounds to get on better together
We will implement our Single Equality Scheme which will be monitored by councillors, senior officers and residents and, in doing so, will ensure that all our services promote equal access and opportunities for all. Working jointly with the NHS East Riding of Yorkshire, we will continue to encourage residents from all backgrounds to be involved in our community events and local decision making so that they feel part of the community as well as having their say on the services that we provide.
Local Action Teams will develop the ‘picture of place’ for each locality
The Local Strategic Partnership’s Local Action Teams (LATs) have been developing a document called the Picture of Place. The Picture of Place combines social, demographic, economic and service performance data together with headline findings from consultations and supports LATs to focus on the issues that are of greatest relevance to their area. This will support the identification of key local issues so that targeted work can be carried out to address them.
Helping local communities attract external funding
Our external funding strategy recognises the importance of the voluntary and community sector in optimising the use of grant funding in the East Riding. We support community groups to access information about potential sources of funding by offering free access through our website to the ‘GRANTnet’ funding search facility (www.eastriding.gov.uk/grantnet). We work in partnership with local development agencies such as East Riding Voluntary Action Service and Humber and Wolds Rural Community Council through the Humber Funding Advice Workers’ Network to offer funding fairs, training sessions and other events. We offer specific expertise to help local partners in all sectors to access funding from the Regional Development Agency (Yorkshire Forward) and European Union funding streams.
Helping to build capacity in the voluntary and community sector
We have effective relationships with the voluntary and community sector and are building on the success of partnership work established in the first Local Area Agreement. We are creating a new team to ensure wider investment in voluntary and community sector delivery, better value-for-money and increased performance. Through the transformation programme, our services will be looking into how they can support the voluntary and community sector. Furthermore, the introduction of the Voluntary Sector Network will help to build capacity and remove barriers to accelerate growth in the voluntary and community sector.
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Many of us living in the East Riding enjoy a high quality of life, have fulfilling employment, good health, access to warm homes, good educational opportunities and social and leisure activities. However, we know that in some areas life can be very different, for example in some areas of Bridlington the life expectancy of an adult female can be 9 years less and an adult male 7 years less than in other more affluent areas of the East Riding. Access to healthy lifestyles can be hampered by poverty and poor educational attainment and many families living in poverty experience poor housing. These inequalities limit the choices and opportunities open to people and ultimately their chances for a happy, healthy life.
In addition to ongoing work already in place to deliver against this corporate priority, particular areas identified for action include: • Reducing the prevalence of smoking • Increasing physical activity and promoting healthy weight • Reducing the level of hazardous and harmful alcohol consumption • Reducing the level of fuel poverty • Increasing employment among people with a learning disability or mental illness • Improving men’s health, concentrating on people in deprived areas • Reducing the number of teenage conceptions
better life chances and choices for all
A focus on 2009/10
Reducing the prevalence of smoking
We will be working with partners to develop a Tobacco Control Strategy which outlines our joint approach from raising awareness of hazards and preventing young people starting to smoke to supporting smoking cessation services. We will also be working closely with the Local Strategic Partnership on a project which aims to promote the smoking cessation service to employees and service users of all agencies involved in the partnership.
Increasing physical activity and promoting healthy weight
We will work with partners on the development of a healthy weight strategy for the East Riding and work closely with the NHS East Riding of Yorkshire to develop interventions to tackle childhood overweight and obesity. Successful programmes, such as Walking the Way to Health and Healthy Lifestyles, will provide a more targeted approach to helping children and families who need the greatest support. We will work hard to support families in making healthy choices about diet and lifestyle.
Reducing the level of hazardous and harmful alcohol consumption
Through the introduction of the ‘Best Bar None Awards’ scheme, we will work in partnership with licensees to have systems and procedures in place to assist in raising awareness of the potential problems associated with alcohol misuse. We will also work with our partners to finalise the East Riding Alcohol Strategy which will effectively plan a joint approach to tackling alcohol misuse and will build on the recommendations of the recent Review of Alcohol Misuse for Adults, undertaken by the NHS Overview and Scrutiny committee.
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Revitalising our communities
Reducing the level of fuel poverty
Fuel poverty is a significant issue in large parts of the East Riding and we are keen to ensure that available funding is directed towards meeting those households in greatest need. A new Affordable Warmth Strategy is due to be produced in the summer and this will set out how we and our partners intend to deal with this matter. Opportunities are being explored to bring forward further funds to increase the number of properties improved to address both fuel poverty and to make a positive contribution towards protecting and enhancing employment opportunities in the area. We plan to share a training pack with partners which will explain how ‘job carving’ can be done and share the benefits of undertaking this type of review of the workforce.
regeneration for a brighter future
Our key towns and settlements are the busy hubs of our communities, providing employment, access to key services and supplies, social and cultural activities and good quality housing. Given their importance, our principal towns in particular need a vision for the future to enable them to respond to the challenges posed by the economic downturn, meet the needs of their changing populations and overcome issues around access and transport. The infrastructure, public spaces, commercial mix and affordable housing options within the key settlements of Bridlington, Goole, Beverley and Driffield in particular need transforming to assure a bright future for the area.
In addition to ongoing work already in place to deliver against this corporate priority, particular areas identified for action include: • Providing high quality public space, support for business growth and help people into training and work in Bridlington and Goole • Progressing key cultural projects and focus on enterprise development, town centres and the heritage of our market towns • Developing an integrated approach to revitalising South East Holderness • Supporting residents and businesses through the current economic downturn and build confidence in the area • Providing more leisure time opportunities for young people in their communities • Establishing and delivering the Multi-Area Agreement on skills and training
Improving men’s health, concentrating on people in deprived areas
We are working hard with our partners to reduce the growing health inequalities gap between male routine and manual workers and other groups. A major cause of male premature death is smoking, and as well as including this in the Local Area Agreement, work is under way using LSP partners to both target employees who smoke and promote the Stop Smoking Service. Other issues such as excessive weight and alcohol consumption will be tackled through the emerging East Riding Healthy Weight Strategy and East Riding Alcohol Strategy, both of which will be completed in 2009.
Reducing the number of teenage conceptions
We are committed to improving young people’s access to good quality sexual health information, sex education, relationship education and services and support for young parents. We will be involving young people in the development of both the Teenage Pregnancy Strategy and Young People’s Sexual Health Strategy Action Plan and sexual health service provision. Through the creation of a new outreach sexual health post, we are aiming to provide a sexual health service for ‘hard to reach’ young people.
Increasing employment among people with a learning disability or mental illness
We have developed an action plan, with partners, to increase employment among people with a learning disability or mental illness. This includes making application forms and interviews more accessible for those with a disability. We are also investigating ‘job carving’, which is a method of splitting jobs to ensure employers utilise staff skills in the most productive way whilst enabling disabled people to make a valuable contribution to the world of work.
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Revitalising Our Communities
Cultural facilities are vital in supporting the regeneration of local areas and invigorating community spirit.
A focus on 2009/10
Providing high quality public space, support for business growth and help people into training and work in Bridlington and Goole
Bridlington Renaissance strategy - We will continue to deliver the Bridlington Renaissance Strategy and secure the adoption of an Area Action Plan as the planning framework to achieve it. The redevelopment of the Spa was completed in June 2008, and has already had a significant impact. We aim to bring to fruition plans to provide high quality public space in the area surrounding the Spa. The Bridlington park and ride scheme is due to open in spring 2010 and planning work for the town centre development and harbour/ marina will continue, with developer interest likely to be confirmed in 2010. Measures to support business growth and help people into work and training will be further developed through a partnership approach. Goole Renaissance strategy - Goole Renaissance will produce the town’s first full Strategic Development Framework with the support of Yorkshire Forward. This process will build on Goole’s strategic economic importance by supporting new business growth and offering improved cultural, shopping, leisure facilities and services. It will establish the means of securing additional value and encouraging high quality development of individual sites and public spaces in the town. Involving and consulting residents, businesses and local organisations from the outset will build confidence that the plan will be delivered. Existing partnership activity in housing renewal, the rebuild of Vermuyden School and linking local people to job opportunities will continue.
Progressing key cultural projects and focus on enterprise development, town centres and the heritage of our market towns
Strategic Renaissance Plans, with a focus on enterprise development, town centres and heritage and culture are now in place for Driffield, Hornsea and Howden with Beverley’s in preparation. Cultural studies have recently been completed for Howden, Hornsea and Withernsea and we will look to progress key projects, including a replacement for the Hornsea Floral Hall. We will also look to take forward the recommendations of the East Riding Town Centre and Retail Study, with each market town’s partnership having its own prioritised action.
Developing an integrated approach to revitalising South East Holderness
Several local projects, particularly related to health and well-being, will be delivered through partnership working. The Withernsea sea front re-development project, public woodland and town centre improvements will continue to be developed with appropriate funding packages being sought. Options for the use of the old Keyingham primary school as a business skills and community resource centre will be finalised and a development plan for Spurn Point will be progressed. These projects are linked to the finalisation of a long-term vision and action plan for South East Holderness which will be completed in 2009.
Supporting residents and businesses through the current economic downturn and build confidence in the area
Our business advisers based at Business Centres in Beverley, Goole, Bridlington, Driffield, Market Weighton and Brough are available to offer free and confidential advice to any East Riding business. The advisers can share the issues and problems being faced and, where realistic, direct the business to Business Link Yorkshire which acts as the contact for Government support. Where intervention is likely to be of little use, advice on managing the creditors and scheduling debts can be offered or guidance on business closure. In cases of 20+ employee businesses downsizing, advice and support for the company and the staff being threatened by redundancy can be provided by the Council led ‘rapid response team’, which continues to
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Revitalising Our Communities
Retaining the East Riding character
building on what makes the East Riding a great place to live
work in partnership with Yorkshire Forward, Jobcentre Plus, Hull City Council, Business Link Yorkshire, the Learning and Skills Council and the unions to respond to any large scale redundancies occurring across Hull and the East Riding. The support is directed through organising information, advice and guidance sessions for affected employees. Additionally, a confidential, freephone help-line, 0800 9155268, has been set up to ensure that there is a local link, directly to an adviser for urgent help. Recognising that sole traders and smaller firms are busy trying to earn a living and may not be aware of the wider support programme available from organisations like Her Majesty’s Revenue and Customs, Business Link Yorkshire and regional soft loan schemes (loans with generous repayment terms), the advice line can assist in providing the necessary, timely signposting to the right support.
Providing more leisure time opportunities for young people in their communities
We have increased the resources available to the Youth Service and worked closely with the voluntary and community sectors, as well as Town and Parish Councils, in order to help young people access positive leisure time activities. We have also been successful in securing significant external funding to provide 23 play spaces, 3 play spaces in isolated rural communities, a play park and an adventure playground over the next three years. This will result in 2,500 more children and young people accessing quality play space in their local community. Securing further positive leisure time activities for young people is a key priority in our Integrated Youth Support Strategy which has recently been agreed and which will be implemented over the next two years.
Establishing and delivering the Multi-Area Agreement on skills and training
Multi-Area Agreements bring together key players in flexible ways to tackle issues that are best addressed in partnership – at a regional and sub-regional level. During 2009/10, task groups have been identified and will meet to discuss the way in which each local authority can develop skills development and work opportunities across the whole of the Humber sub-region. Representatives from all four local authorities and including staff from Jobcentre Plus, the Learning and Skills Council and Humber Education and Business Partnership will sit on the following task groups: • Work Experience Placements • Group/Public Sector Apprenticeship Scheme • Graduate Internship Scheme • Enterprise Rehearsal Scheme • Young People’s Forum
Public opinion makes clear that our residents consider that the East Riding is a special and unique place to live. People are proud to come from the East Riding and value its way of life both in our towns and in the rural countryside and villages. We feel it is important to retain this special character but recognise we need to build on what is best and move forward rather then preserve the area as a museum piece. A key part of the area is its cultural heritage and the role it plays in recreation and providing good options for how we use our free time. It is also important how we promote tourism in the area, building on our reputation for traditional seaside holidays but also developing new opportunities to attract people to the area.
In addition to ongoing work already in place to deliver against our corporate priorities, particular areas identified for action include: • Mitigating the impact from flooding on areas of key development and local importance • Focusing development growth in key settlements to maintain their sustainability • Increasing the number of affordable homes by lowering the level of development thresholds at which they are required • Managing the release of housing sites to ensure that preferred locations are taken forward first to support sustainable development • Locating renewable energy developments to limit detriment to the landscape • Increasing the volume and value of leisure, business meetings and visits to the East Riding • Increasing community transport schemes to improve access to services, education and employment
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Retaining the East Riding Character
A focus on 2009/10
Mitigating the impact from flooding on areas of key development and local importance
We recognise that flooding is a significant issue affecting large parts of the East Riding. The emerging Local Development Framework will seek to ensure that new development avoids areas at greatest risk of flooding. In certain circumstances it may still be necessary to promote new development in high risk flooding areas and in such cases it will be necessary to manage the risk of flooding for both people living in the new development and in the surrounding area. A key document that will inform such decisions will be the Strategic Flood Risk Assessment which we are currently producing.
Focusing development growth in key settlements to maintain their sustainability
We will continue to concentrate most new development in our market towns and main villages where housing, jobs and services and facilities are located in close proximity. This will be achieved through the determination of planning applications and through the continued preparation of a new planning document, called a Core Strategy, that will identify those settlements where most new development will occur.
A key part of the area is its cultural heritage and the role it plays in recreation and providing good options for how we use our free time.
Increasing the number of affordable homes by lowering the level of development thresholds at which they are required
We are exploring opportunities to reduce this threshold to ensure that more affordable housing is provided to meet the very high levels of need identified in parts of the East Riding. It is intended that a new Affordable Housing Supplementary Development Plan will be produced towards the end of the year which will be used to determine future planning applications and will be incorporated in due course within the Local Development Framework. The approach being developed will have to reflect the current housing market downturn and the pressures faced by developers.
Managing the release of housing sites to ensure that preferred locations are taken forward first to support sustainable development
We prepare plans that identify sites suitable for housing development to meet the area’s future housing needs. We also actively manage the ‘release’ of any allocated greenfield sites until they are needed as part of a five year supply for the area. If allocated sites do need to be released, then this process also considers those sites which are the most ‘sustainable’ against a number of criteria. This exercise ensures that greenfield land is not developed unless it is necessary and that when sites are released they are the most suitable.
Locating renewable energy developments to limit detriment to the landscape
Planning guidance is being prepared on renewable energy development that will be connected to the national grid, such as wind, biomass and solar renewable energy proposals. The guidance will highlight the serious adverse effects that these developments should avoid, including on such matters as important local landscapes, communities and heritage and archaeological features. Potential developers will use these guidelines when they are preparing renewable energy proposals for sites in the East Riding as well as the Council when it is considering planning applications.
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Retaining the East Riding Character
Supporting vulnerable people
Increasing the volume and value of leisure, business meetings and visits to the East Riding
Visit Hull and East Yorkshire will lead on distinctive and high impact marketing through electronic, paper and related media and provide a high quality information service in a visitor friendly and contemporary format. The visitor experience will be enhanced by driving quality improvements and product upgrades and by developing a service culture throughout the East Riding. The redevelopment of the Bridlington Spa as a major conference resource will bring considerable added value to the area and help attract new businesses.
protecting from harm, promoting independence
Increasing community transport schemes to improve access to services, education and employment
We have worked closely with Community Transport Groups within the East Riding for a number of years. Working with the Community Transport Groups we have agreed to a Local Area Agreement that exchanges capital for new buses for extensions to the journey network. The extensions are being measured in terms of new journey opportunities and already shopping trips and after school clubs have been targeted and new transport journeys delivered. The agreement will last 3 years and nearly 200 extra sustainable journey opportunities will be delivered by the end of the period.
One of the most important roles of the Council is to support and champion the needs of vulnerable people in our communities. Children, older people and those with disabilities and long term conditions are particularly vulnerable to harm and a poorer quality of life. When resources are limited we must ensure services to vulnerable people are a top priority. We work closely with other public services and voluntary groups to ensure those with the greatest need are well supported and protected from harm. Independence is very important to all of us but especially so for those who are struggling with health and social problems. We believe that maintaining that independence is critical to the well-being and self-esteem of our residents with special needs and work hard with our partners in all sectors to give vulnerable people good access to advice, support and resources to allow people to manage their own lives for as long as possible.
In addition to ongoing work already in place to deliver against our corporate priorities, particular areas identified for action include: • Enabling children to achieve and maintain a healthy weight • Targeting resources at young people who are at the greatest risk of being excluded from their communities and becoming economically inactive as adults • Ensuring outcomes for the most vulnerable group of young children and young people match those of their peers • Developing family support services to prevent children from becoming ‘looked after’ • Promoting the well-being of older people to safely maintain their independence • Implementing individual budgets in the Haltemprice and Beverley Rural Area • Improving the take up of direct payments • Actively supporting people with a disability or enduring health problems to participate in their communities and achieve the outcomes to which they aspire • Increasing service and support for carers • Addressing unmet need in relation to mental health
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Supporting Vulnerable People
One of the most important roles of the council is to support and champion the needs of vulnerable people in our communities. A focus on 2009/10
Enabling children to achieve and maintain a healthy weight
Levels of overweight and obesity in the East Riding are rising, and our Local Area Agreement makes tackling this issue one of our key priorities. We are working closely with NHS East Riding of Yorkshire through the development of a new healthy weight strategy to deliver a range of interventions from working with new parents to improve their parenting skills around food and physical activity through to oneto-one and group activities with children who have weight issues. This, when coupled with work around schools and play, will act as a real focus in helping children achieve and maintain a healthy weight and prevent health problems from occurring in later life.
Targeting resources at young people who are at the greatest risk of being excluded from their communities and becoming economically inactive as adults
Over the coming year, we will continue to work with young people to help them become positive members of their local communities. We will target those most likely not to continue in education and training or find paid employment, to help them develop the skills for future employment and to raise their aspirations. We will work with local communities to increase involvement in positive youth activities, through projects such as Operation Lifestyle and Youth in Action and through detached youth provision.
Ensuring outcomes for the most vulnerable group of young children and young people match those of their peers
Within our children’s centres we offer a range of services for all parents/carers with children under the age of 5, while at the same time targeting those more vulnerable families, offering them support at an early stage to prevent difficulties later. Our network of children’s centres is growing and by 2010 there will be a total of 20 within the East Riding, each providing outreach services to communities unable to access their nearest centre. As the range of opportunities and activities available through Extended Schools continues to increase, we will strive to ensure that they support the needs of our most vulnerable children and young people and their families.
Developing family support services to prevent children from becoming ‘looked after’
There are six family support teams in the East Riding based in localities offering a range of services to our most vulnerable children and families. A key priority for the teams is to work with schools to increase attendance, to reduce levels of offending and ensure parents have the right strategies and skills to deal with challenging behaviour. In 2009/10 we are increasing our parenting services by attaching advisers to schools; engaging parenting experts to work with the hard to reach and targeting our resources on the children on the edge of care.
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Supporting Vulnerable People
Supporting Vulnerable People
Promoting the well-being of Implementing individual older people to safely maintain budgets in the Haltemprice their independence and Beverley Rural Area
We will develop robust universal information and advocacy services to ensure that everyone has access to the appropriate information and services. We will continue to improve our safeguarding arrangements by establishing a safeguarding team, which will provide a central point of contact and expertise. To minimise financial exploitation of service users, we will increase instances where we look after the affairs of those residents who are unable to do so either through mental incapacity or severe physical disability and this will be supported by an extensive staff training programme. Issues identified around dignity in care standards will be addressed with assistance from in-house staff, who will support providers to improve practice and procedures. As part of the drive to increase choice and control for individuals, we will offer individual budgets to new contacts within the Haltemprice and Beverley Rural Area from April 2009. We will ensure appropriate systems, processes and guidance are in place to support this development and will provide specific and intensive training to the team to enable them to work in a person centred way to ensure people are at the heart of the service. This pilot area will be monitored and results evaluated to inform further development and rollout of individual budgets.
Improving the take up of direct payments
Direct payments are cash payments made to individuals who have been assessed as needing services, in lieu of social service provisions. We will continue to promote the take up of direct payments as these are an important tool in the drive to personalise services for service users and carers. We will do this through our direct payment champions and by increasing the range of services that can be delivered through direct payment, for example by providing a cash payment instead of a standard piece of equipment, individuals will be able to exercise choice as to what they wish to purchase, provided this meets their needs.
Actively supporting people with a disability or enduring health problems to participate in their communities and achieve the outcomes to which they aspire
We will work with disabled children to make sure they are able to contribute to decisions that affect them, to identify their needs earlier so that the services they need are available to help them and increase the availability of short breaks to help families cope.
Increasing service and support for carers
Our Carers Support Service continues to develop and expand the range of services available to carers. We continue to work in partnership with the Carers Advisory Group and other stakeholders to inform our thinking, service design and service developments. Plans for 2009 include a new short breaks service and the introduction of a ‘shop and save’ discount card for carers who have had a carer’s assessment. From April 2009 a new range of information leaflets will be available. This will raise public, professional and voluntary and community sector awareness of carers’ services.
Addressing unmet need in relation to mental health
The first ever National Dementia Strategy was launched on 3 February 2009. The strategy is the Government’s plan which explains what needs to happen to radically transform the quality of life for people with dementia and their carers in the next five years. The strategy sets out 17 recommendations that the Government wants the NHS East Riding of Yorkshire, local authorities and others to take to improve dementia care services. The recommendations are focused on three key themes of: • Raising awareness and understanding • Early diagnosis and support • Living well with dementia Work is taking place locally between the Council, NHS East Riding of Yorkshire and other stakeholders to determine what needs to be done to deliver the implementation plan.
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Being a Well Managed Authority
We must also continue to improve our organisation to help deliver our new corporate priorities. We have identified key actions to enable us to improve the way we use our resources to deliver excellent services.
Being a Well Managed Authority
We have a change strategy to drive the improvement of our organisation which we call Striding Ahead; this reflects our aspirations to be excellent and helps us ensure we are managing the resources of the Council well.
During 2009/10 we will use Striding Ahead to focus on the following improvements to our organisation.
Develop an area approach to performance management to prepare for the Comprehensive Area Assessment (CAA)
In April 2009 the Audit Commission introduced a new national framework for assessing the public sector’s performance. The CAA considers how well partners in an area are working together to deliver better outcomes for local residents. This will be known as the ‘Area Assessment’ and the result will be published nationally every year. The second part to the framework is an ‘Organisational Assessment’. This considers each public body, i.e. Police, Fire Service, PCT and the Council separately and examines how well we are delivering services and providing value for money to local taxpayers. To meet the challenges of this new framework, the Council closely monitors progress against a number of key national performance measures. We will be working closely with our key partners (the Local Strategic Partnership) to ensure that we are using resources most effectively and delivering services to our customers in a way that meets their needs. Quarterly monitoring of performance is considered by the Council’s Cabinet and challenged by the Overview and Scrutiny function. This is described in more detail in the section ‘monitoring our progress’.
Striding Ahead has 5 themes: • Engaging with residents and communities • Reshaping service delivery • Developing our organisation • Working together • Investing in the future
Identify and deliver efficiency savings from process and service reviews
Through a programme of service reviews we will look for opportunities to increase efficiency and save money and to re-invest those savings into frontline service delivery. For example, we will look to improve the efficiency of several internal procedures including the use of ‘drop-in’ centres which enable work to be carried out by staff away from their base location, and a review of agency contracts.
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Being a Well Managed Authority
Being a Well Managed Authority
Bid for Regional Improvement and Efficiency Partnership Funding to support partnership capacity to deliver the LAA and other priorities
The Regional Improvement and Efficiency Partnership (RIEP) has published its funding framework setting out how bids for funding are to be produced and what the priority areas for investment are. Service areas within the Council and partner organisations have been encouraged to draw up funding bids for submission to the RIEP. A number of bids have been submitted and others will follow. We have worked closely with other councils and partners in the Humber sub-region, to ensure a co-ordinated approach and to maximise collaboration and learning across the sub-region.
Along with our health partners we will aim to conduct joint workforce planning approaches. Through proactive marketing and our Local Employment partnership with Jobcentre Plus we aim to attract a diverse workforce and provide a range of routes into employment. We are committed to ensuring that high quality learning and development opportunities are maintained.
Improve performance and planning of minor applications for planning
To achieve better performance a range of initiatives need to be implemented including more cost effective customer consultation and the development of further pre-application discussions. We will look at restructuring to achieve better service delivery and improve the management of workloads and take maximum advantage of e-planning initiatives through increasing the level of application consultations via e-mail, increase the share of planning applications submitted through the Planning Portal and continuing to develop the Planning section website.
Minimise avoidable contact
Customer contact is a very important aspect of our service delivery, but on occasions customers may need to clarify issues or chase progress on requests that they have made. Where customers do have to contact the Council unnecessarily, through no fault of their own, this is called avoidable contact, and we are committed to minimising it. Since October 2008 we have been recording avoidable contact, so that services with higher ‘rates’ can be identified and improvements implemented to minimise the avoidable contact in the future. The initial focus for detailed recording and improvement activity is in Planning Services and Streetscene.
Promote the development of integrated sites for service delivery
We will work in partnership with regional and local partners including NHS East Riding of Yorkshire, Humberside Police, Humberside Fire and Rescue Service, community groups and members of the public to adopt a more coordinated, efficient and customer focused approach towards the provision of services and asset management through the co-location of service facilities and integrated service provision.
Reduce the number of working days lost to sickness absence
We will continue to take a proactive role in monitoring and overseeing the management of continuous absence through a series of managed case conferences. More robust control mechanisms will be introduced to improve the monitoring and management of cumulative absences to ensure that line managers are taking timely and appropriate action to manage absence in their service areas. In addition to ongoing support and a programme of training for managers, a general review of the Attendance at Work Policy will be undertaken.
Develop and implement approaches to address recruitment and retention issues
We will continue to develop and implement approaches to addressing recruitment and retention issues through partnership working with a range of partners and in particular the voluntary sector.
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The following section of our business plan summarises our budget for the next three years. Each year difficult decisions have to be made to balance priorities against the level of Council Tax. This is particularly difficult given our continuing low funding from Government, which is some £100 per head less than the average. We balance this difficult equation by identifying efficiencies and ensuring that we allocate resources in line with our priorities.
How We Fund Our Priorities
How we fund our priorities
Further information on how we will use our resources to deliver our priorities can be found in the Medium Term Financial Strategy at:
• An additional £0.1m will be spent over the next three years to support traffic management, with the aim of reducing the potential for traffic congestion and disruption from works to the highway network. • Significant resources are included in the contingency budget to ensure that existing levels of highway maintenance are sustained.
Local problem solving
- local solutions to local problems
Allocation of Resources to Priorities
It is important to focus our effort and resources on the things that matter most in the area. Resources are limited and we have to prioritise. The Council has allocated its resources towards these priorities and the main highlights are summarised below -
• In 2009/10, after additional funding of £0.2m over a two-year period, the Local Action Teams will be fully resourced and operational and it is planned that a series of local community engagement activities will be arranged. • A Community Development Fund is set up to aid capacity building with the voluntary sector.
- a safe place to work, rest and play
- better life chances and choices for all
• An additional £0.1m has been allocated to the Youth Offending Team to provide additional capacity to improve preventative work, quality assessment, victim work, reparation and mediation and to enhance strategic policy work. • A budget of £0.1m is available to contribute to local community warden schemes and address other community safety issues and concerns as they arise. • We play an active role in a Crime and Disorder Reduction Partnership and the partners co-ordinate their respective resources into priority areas.
• The new Driffield Community Leisure Centre will be funded and provided with additional lifeguard cover for the new learner pool, with additional resources of £0.2m required over the next three years. • Extended schools services are being expanded and it is planned that 20 children’s centres will have become operational by the end of 2009/10. • We have a range of budgets in support of healthy lifestyles including sports development, leisure and a number of services within the area of public protection. • Grant funding for an education welfare officer post covering teenage pregnancy is due to expire and this will be replaced by additional Council budget to allow this work to continue.
Valuing our environment
- a green and sustainable future
• A substantial increase of £4.5m is provided to continue with the implementation of the waste management strategy that includes the further roll out of green waste collection throughout the area.
Revitalising our communities
- regeneration for a bright future
• An additional £0.5m will be provided to the Youth Service over the next two years to improve the leisure time opportunities for young people in their communities.
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How We Fund Our Priorities
We set our budget based on our priorities. The charts below show our day to day (revenue) expenditure on our services and our planned spend on major works and projects in our capital investment programme in 2009/10.
• The revenue costs of major regeneration schemes, that attract significant levels of external funding, are included within our revenue budget. The cost of the works is within our capital investment programme. • Refurbishment works of around £3m have been undertaken at a number of leisure facilities that have now been re-opened and are providing improved services, whilst generating income to help support other services that we provide.
Revenue Budget Capital Budget
Reducing Inequalities £37m Reducing Inequalities £191m Safer Communities £4m Local Problem Solving £3m Safer Communities £2m Local Problem Solving £6m
Retaining the East Riding character
- building on what makes our area a great place to live
• Additional funding of £0.5m provided for the home to school transport budget, concessionary travel arrangements and the continuation of funding towards rural bus services. • As part of planning and development responsibilities site evaluations are to be resourced to establish whether a site can be developed without causing problems with flooding. Almost £0.2m is planned to be spent over the next three years.
Valuing Our Environment £68m
Valuing Our Environment £24m Retaining the East Riding Character £3m Supporting Vulnerable People £22m
Supporting vulnerable people
Revitalising Our Communities £13m
Retaining the East Riding Character £36m Supporting Vulnerable People £116m
Revitalising Our Communities £22m
- protecting from harm, promoting independence
• Additional spend of £10.9m, of which £5.9m relates to inflationary pressures, is planned for Adult Services over the next three years to provide for the transformation of social care and the ever increasing demands of an ageing population. • Savings in excess of £0.1m are to be reinvested into family support services to reduce the need for children to become looked after. • A budget of £0.1m is to be provided to top up disabled facilities grant funding to allow children with very complex needs to have minor works and adaptations completed in their own homes as an alternative to more expensive residential care.
We have a long term strategy for Capital Investment and Asset Management to reflect the long term impact of investment decisions. The strategy has identified our future investment needs and proposes a way forward to improve access to services whilst achieving a sustainable and prudent balance in the long term within our available budget. This strategy is fully reviewed every five years against the framework of the Sustainable Community Plan, the Local Development Framework, Sustainability, Risk and Value for Money including revenue consequences.
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The overall Capital Programme is of the order of £790m with over 1,000 schemes under way and includes some £116m identified for the new incoming programme year. This significant level of investment, showing a major increase on the £3m Capital Programme in 1996, is set by appraising bids against potential funding and the framework criteria including the priorities of the Sustainable Community Plan. The programme is planned on a three year basis allowing a corporate approach for matching and combining proposals against known priorities to achieve the best value for money both in achievement of objectives and in use of resources through forward planning of design and procurement. The future programme now proposed includes significant levels of funding for each area of the Sustainable Community Plan and the more detailed Local Area Agreement priorities to reflect community priorities. The future programme is being examined alongside discussions with local partners to improve service access provision for the community where possible, with improved value for money and efficiency gains through co-location and integrated service provision.
Around a fifth of our income is collected through the Council tax. In 2008/09 an average band D Council tax bill, before parish/town council precepts or special expenses, amounted to £1,379.55. This increased to £1,433.36 for 2009/10. The charts below show the different components of the Council tax bill for a band D household.
East Riding of Yorkshire Council Humberside Police Authority Humberside Fire Authority £156.31 £73.78 £1,149.46
Accelerated Capital Spending
We have agreed that £100m worth of council capital expenditure is brought forward over the next three years to provide jobs in the current economic climate. Previously the Capital Programme was between £80m to £90m a year for the next three years, the acceleration of spend, means an extra £30m of investment for the next three years. Schemes accelerated include major projects such as a £16m redevelopment of the Leisure World site in Bridlington, which will create a multi-purpose centre providing a range of community services beyond the current offering. Road-users will benefit from £12m of works to upgrade six roundabouts and one mile of road on the A164 between the Humber Bridge and Beverley in a plan which will also create around four miles of footway and cycle-paths. There are also proposals to create between 200 and 350 new council homes and significant further investment to refurbish existing housing stock to meet decent homes standards. Packaging the work to be deliverable by local contractors will provide in excess of 500 jobs in the next three years in the construction industry.
East Riding of Yorkshire Council Humberside Police Authority Humberside Fire Authority £162.41 £76.66 £1,194.29
Since the council was set up in 1996 it has gone from having the 44th highest council tax to 252nd out of 354 councils.
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Monitoring Our Progress
It is important that we keep people informed about how we are doing. We will report on progress against our corporate priorities in our Annual Performance and Financial Report, which we will publish annually.
Monitoring Our Progress
In addition to our Annual Performance and Financial Report we will also keep people up to date with our progress in East Riding News through stories about the real difference we are making to people in our communities. We monitor our performance closely to ensure that councillors and officers are able to make informed decisions on improving service delivery. The Corporate and Senior Management Team receive quarterly monitoring reports on progress being made against our priorities. Directorate Management Teams hold quarterly performance review meetings to monitor progress on critical performance indicators and undertake service plan updates. In addition to regular monitoring by senior officers, every three months the Council’s Cabinet reviews performance against our key priorities by considering performance against key indicators which measure how well we are doing. Councillors who are portfolio holders have a specific responsibility for monitoring performance in the areas they lead on behalf of the Cabinet. Our Overview and Scrutiny Committees will monitor progress and may decide to undertake a closer review of areas that are not performing well. Councillors act as ‘Critical Friends’ supporting and championing services with a ‘critical’ eye on performance issues, which need to be challenged and explored when progress is not being made. Quarterly performance health check meetings are held between a crosssection of relevant service managers, performance officers, relevant Portfolio Holders and partners to discuss current performance of either a particular indicator or a theme of indicators which have been highlighted as persistently under performing. The Local Strategic Partnership will monitor the progress of the Local Area Agreement and will share that information with the Government Office for Yorkshire and the Humber. We have developed an improvement plan to address issues raised through the Comprehensive Performance Assessment which was undertaken in 2008. Progress made against this improvement plan will be monitored and reported on quarterly. Through the new Comprehensive Area Assessment, the Audit Commission will work with the Government in 2009 to assess how well we are performing both as an individual organisation and in partnership with local services to improve the quality of life for local people. More information on this assessment can be found at:
A diagram outlining in more detail the steps we take in monitoring our performance can be seen overleaf.
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Performance Reporting Framework
Performance Reporting Framework
EDRs - Personal Objectives
Key: Community Plan & LAA
LSP LSP/Members Members Officers/Members Officers
Council Business Plan
Service & Performance Planning
National Indicators, LAA and Local targets Capital and Revenue Budget Setting
Service Performance Quarterly Reviews
Quarterly Critical PI Report to SMT/CMT
Business Plan and Revenue Monitoring Review
Portfolio Holder Briefings
Critical Friends Meetings
Performance Health Checks
LAA performance report to LSP Board
Quarterly Performance Exception Report to the Overview Management Committee
O&S Annual Work Plan Reviewed and Agreed
Overview and Scrutiny Committee Meetings
Government Officer for Yorkshire and the Humber Review
Report to Cabinet
Community Plan Review (including LAA Delivery Plan)
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Appendix One Appendices
Further information which can help you understand how we manage our business can be found in the appendices in the next section of this plan
Summary of our corporate priorities Corporate Priorities
Safer Communities Anti Social Behaviour in the East Riding is minimised Valuing our Environment Waste and waste residuals are minimised Local Problem Solving Local people and organisations are shaping local decisions Reducing Inequalities Children and young people lead active lives and enjoy their free time Revitalising our Communities Residents have good access to service and employment Retaining the East Riding Character Residents enjoy a range of activities in their leisure time Supporting Vulnerable People Vulnerable children and young people are identified and supported in their development Children and young people are safe from harm
Residents feel safe in the East Riding
The environment of the East Riding is valued and improved
LAA Priorities Outcomes
There is a strong thriving third sector supporting residents in the East Riding
Children and young people have access to a range of activities and support to help them prepare for adult life Children and young people are healthy and happy
The economy is sustainable with growth in new investment especially in areas where regeneration is required The local workforce has the skills required by local employers
Communities are cohesive and individual differences are respected
The number of people killed and seriously injured on the road is minimised Drug and alcohol abuse is minimised
The impact of climate change in the East Riding is managed well
Local people work with agencies to improve the quality of life in the area
There is a range of affordable accommodation options available to local residents
Older and vulnerable people are supported to live independently Resources are targeted at the most vulnerable
Health and social care and other well being services work closely together to improve quality and accessibility Residents choose healthy life styles
Serious violent crime including domestic violence is minimised Re-offending is minimised
Housing standards are improved for the most vulnerable
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How we manage risk
All complex organisations must ensure they manage risk to ensure they can deliver their priorities effectively. Risks cannot always be removed but, through our risk management processes, we aim to keep risk to a reasonable level. Risk management is built into all of our corporate planning and decision making processes and forms part of our project management and partnership working. The risks associated with the delivery of this plan form our Strategic Risk Register. The risks in the Register are monitored by senior managers and the Cabinet every three months to ensure controls continue to be effective, to consider new emerging risks and any changes to the level of risk, for example the Register was recently updated to include the risks associated with poor data quality. • Significant service failure (for example, child abuse, or failure to meet the needs of residents) leading to increased and sustained external inspection or legal action • Failure to develop and implement good strategies to address our priorities • Significant failure or loss of ICT systems including telecoms, data, systems software and hardware • Failure to attract external investment in the East Riding • Failure to plan for and respond to major incidents or emergencies (for example, extreme weather, terrorism, pandemic flu) • Lack of capacity within our workforce • Failure to recruit and retain skilled workforce to meet service needs
Strategic risks are those that could prevent us achieving our medium to longterm plans. These risks include some issues which apply to particular services and a number of risks that cut across all our services. Key strategic risks we have identified include: • Failure of partnership arrangements or contractors/suppliers to deliver agreed results or services • Changes to partners’ priorities or resources impacting on our service delivery and priorities
• Increasing inadequacy and uncertainty of Government funding to enable us to deliver services and meet increased demands • Failure to plan changed service strategy, policy or delivery to take account of available funding • Failure to manage the Council’s assets (for example, buildings, bridges, highways and open spaces) caused by - lack of funding, service failures, poor maintenance, poor risk assessments and controls • Unprofessional conduct by employees leading to significant service failure, loss or legal action • Failure to understand or meet the needs of the community • Failure to deliver commitments or meet the rising expectations of the community • Poor data quality and timeliness of data impacting on the quality of decisions • Inadequate resources of change programmes and projects resulting in failure to deliver, wasted resources or reductions in existing service provision to implement new initiatives • Demographic changes resulting in increasing demands for services or a lack of community cohesion
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How decisions are made
• Lack of capacity within the market and/or funding to implement the personalisation of social care • Failure to take into account environmental and heritage issues across all areas of the Council We have 67 councillors in the East Riding representing 26 Wards. Following the local elections in May 2007 the Conservative Group hold the majority of these seats. There are 46 Conservative members, 12 Liberal Democrat members, 4 Independent members, 3 Labour members, 1 Conservative member (unaffiliated) and 1 Social Democratic Party member. Our councillors are committed to listening to the views of residents, partners and businesses and responding to those views in shaping the delivery of our services. Councillors are democratically accountable to residents of their ward. The overriding duty of councillors is to the whole community, but they have a special duty to their electors, including those who did not vote for them.
Operational risks are the day-to-day risks associated with running a service. They form part of our service planning process and are monitored and reviewed alongside service performance. Major changes to operational risk are reported through the Senior Management Team so that any potential impact on the strategic risk profile can be assessed.
The Cabinet Partnership risk
We continue to work with our partners to ensure risk management arrangements within our key partnerships are effective. All the targets in the LSP’s Local Area Agreement have had a risk assessment which is monitored regularly to account for changes impacting on their delivery, for example the economic situation. The Cabinet is the part of the Council which is responsible for most of the decisions except for specific regularity decisions, for example about planning and licensing, and is made up of a Leader elected by the Council and nine Cabinet Members. Decisions which the Cabinet has to make are in line with the Council’s overall policies and budget. If it wishes to make a decision which is outside the budget or policy framework, this must be referred to the full Council consisting of all our councillors, to decide. The Cabinet also advises the Council on all corporate polices, plans and strategies.
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The Cabinet has ten Members with specific duties, known as ‘portfolios’.
The portfolio holders are:
Key Strategic Issues Cllr Stephen Parnaby OBE (Leader of the Council) Environment, Waste, Recycling, Strategic Highways and Planning Cllr Symon Fraser
Overview and Scrutiny
One of the ways that our councillors make a difference is through the work they undertake on overview and scrutiny committees. Overview and scrutiny in the East Riding is a councillor led function that is there to hold the Cabinet to account, undertake policy development, monitor our performance, challenge service improvements, review the work of partners and undertake in-depth reviews. We have one co-ordinating committee (Overview Management Committee), 7 individual committees and a number of time-limited review panels that all feed into our democratic process. Since May 2008, the committees have looked at a wide range of issues including: • alcohol misuse for adults (review panel)
Children,Young People and Schools Cllr Penny Peacock
Policy, Performance and Strategic Partnerships Cllr Jonathan Owen (Deputy Leader of the Council)
Adult and Carer Services Cllr Richard Harrap
Corporate Support Services Cllr Margaret Chadwick
• postnatal depression • car parking in the East Riding (review panel) • domestic violence • fuel poverty
Cultural Services, Housing and Public Protection Cllr Jane Evison
Community Engagement/ Local Economic Development Cllr Andy Burton
• healthy eating for children and young people • the Environment Agency’s flood defence plan • the Local Strategic Partnership • child and youth obesity
Health, Diversity and Voluntary Groups Cllr Ros Jump
Highway Maintenance, Streetscene and Emergency Planning Cllr Matthew Grove
• tourism • social care transformation plan
The Cabinet, which meets approximately every month, has decided that all its decision making meetings will be open to the public, except where exempt or confidential matters are discussed. You can read more about the Cabinet, including the dates and locations of meetings at: http://www.eastriding.gov.uk/cr/legal-and-democratic-services/democratic-services/the-cabinet
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Our principal strategies
Following the recent Comprehensive Performance Assessment inspection, areas for development were identified for scrutiny. Work is being undertaken to increase the use of performance and value for money information by our Overview Management Committee to identify key items for scrutiny. In addition, recommendations made by our committees and review panels are monitored and reported back to ensure that the overview and scrutiny function is making a difference to our residents, businesses and visitors. You can read more about the overview and scrutiny function on our website www.eastriding.gov.uk/cr/legal-and-democratic-services/democraticservices/overview-and-scrutiny On our web-pages you can access our agendas, minutes, annual report and find information on how members of the public and local organisations can be involved with overview and scrutiny. Alternatively, you can email our Scrutiny team at firstname.lastname@example.org. Issues that the Overview and Scrutiny Committee will be looking at over the coming year are being finalised and will be approved by the Council’s Cabinet in May 2009. On page 11 we explained that our priorities are supported and delivered through a group of key strategies which outline where we are now, where we want to be and how we are going to get there. The list below provides information on key Council strategies which underpin the delivery of our Business Plan and the key partnership strategies which are jointly developed and monitored with our partners.
Key council strategies Capital Investment and Asset Management Strategy Customer Contact Strategy ICT Strategy Medium Term Financial Strategy Procurement and Commissioning Strategy Value For Money Strategy Workforce Strategy Key partnership strategies East Riding Sustainable Community Plan 2006-2016 Children and Young People’s Plan East Riding Local Development Framework Health Strategy Economic Development Strategy 2007-2011 Joint Sustainable Waste Management Strategy Local Transport Plan 2 Older People’s Strategy Partnership Plan for Reducing Crime and Disorder 2008-2011 Rural Strategy Where you can find it Contact Asset Strategy admin support team tel: (01482) 393908, email: property. email@example.com www.eastriding.gov.uk/council-and-democracy www.eastriding.gov.uk/council-and-democracy www.eastriding.gov.uk/council-and-democracy www.eastriding.gov.uk/cr/finance/pensions/council-procurement www.eastriding.gov.uk/council-and-democracy www.eastriding.gov.uk/council-and-democracy Where you can find it www.lsp.eastriding.gov.uk www.eastriding.gov.uk/cfas/brighter-future/childrens-plan www.eastriding.gov.uk/planning/ldf www.lsp.eastriding.gov.uk www.eastriding.gov.uk/business-and-economy/strategies-programmes-partners-andfunding/strategies www.target45plus.org.uk/target45 www.eastriding.gov.uk/atoz/details.aspx?id=755 www.eastriding.gov.uk* www.safecommunities.eastriding.gov.uk www.eastriding.gov.uk/business-and-economy/strategies-programmes-partners-andfunding/strategies
*currently under revision, due for publication at www.eastriding.gov.uk September 2009 68 | East Riding of Yorkshire Council Business Plan Update 2008 - 2011 East Riding of Yorkshire Council Business Plan Update 2008 - 2011 | 69
Senior Management Structure
Our day to day management is led by a team of senior managers who work very closely together to manage resources, develop services and drive performance in accordance with the decisions and policies made by councillors. As this chart is subject to change, an up to date version can be found at www.eastriding.gov.uk/cx/ ace-comm/marketing---corporate/ management-structure
Corporate Man agement and Senior Management Teams
Chief executive NIGEL PEARSON
Director of public health DR TIM ALLISON
Director of planning and economic regeneration ALAN MENZIES
Director of corporate resources SUE LOCKWOOD
Director of policy, partnerships and improvement STEVE BUTTON
Director of children, family and adult services ALISON WALLER
Director of environment and neighbourhood services NIGEL LEIGHTON
Director of energy from waste HUW ROBERTS
Head of planning and development management PETER ASHCROFT
Head of legal and democratic services MATHEW BUCKLEY
Head of performance and strategic partnerships ANN WOODWARD Deputy to the director
Assistant director (children and young people services) PHILIP HOLMES Deputy to the director
Head of streetscene services JOHN SKIDMORE Deputy to the director
Head of economic development PAUL BELL
Head of finance CAROLINE LACEY
Head of resource strategy BRIGETTE GILES
Head of improvement and learning MIKE FURBANK
Head of housing and public protection SALLY BURNS
Head of community and sustainable development PAUL BELLOTTI
Interim head of support and procurement services DAVID MORLEY
Head of asset strategy KRISTAN LIVINGSTON
Head of child care services JULIE JENKINS
Acting head of culture and information RICHARD PRIMMER
Project director Building Schools for the Future MALCOLM SIMS
Head of inclusion services DENISE SHAW
Acting head of infrastructure and facilities DAVE WAUDBY
Corporate Management Team
Head of human resources DAVID SMITH
Head of adult services ROSY POPE
Senior Management Team (heads of service)
Head of business management LAURAINE WALKER
Joint appointment with East Riding of Yorkshire Primary Care Trust
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If you would like more information on this Council Business Plan please contact: Ann Woodward, Head of Performance and Strategic Partnerships, County Hall, Beverley, East Riding of Yorkshire, HU17 9BA Telephone: (01482) 391420 Email: firstname.lastname@example.org
This plan is available in electronic format on the Council’s website: www.eastriding.gov.uk/council-and-democracy East Riding of Yorkshire Council will, on request, provide this document in Braille, audio or large print format. If English is not your first language and you would like a translation of this document into any other language, please telephone (01482) 393939.
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