Community Matters Corporate Plan 2020-2024

Delivering a prosperous and putting the community first CORPORATE PLAN 2020-2024

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Introduction Vision

Our corporate plan plays an important role in making sure the To secure a vibrant and prosperous New Forest, guided by the people Council’s objectives are met for the people and communities we serve and working in partnership with others to enhance the in the area. It sets out the overarching quality of lives for all by: commitments and vision for the Council over the next four • Understanding local needs and creating a balanced, healthy years, the priorities of each Portfolio, and the values that community who feel safe, supported and have access to services; underpin the delivery of the plan. • Protecting the special character of the New Forest and responding The plan focuses on the challenges we face, and all that we pro-actively to environmental challenges; and can do as an organisation to address them. It recognises • Working with others to maintain a vibrant local economy that brings the financial constraints in which we operate, builds on the opportunities to the area. strong financial position we have created and the services our community wants. We remain ambitious in setting priorities that matter to the people of the New Forest and we put our Values community first. Our values underpin the council’s vision and Our commitments include tackling the accelerating impact of priorities by shaping the way we work. climate change, new approaches to providing more homes Community for local people, responding to the specific needs of our • We understand that our residents and customers communities, maintaining the unique and special qualities of are at the centre of what we do. the environment, improving health and wellbeing and economic prosperity for the area both now and for the future. Teamwork • We respect the contribution of others, and value The plan builds on the foundations already laid out, maintaining those who work for the benefit of our community. our commitment to excellence in service delivery. Integrity • We act fairly, openly and with financial responsibility in all that we do. Services • We use our energy, skills, curiosity and resources to deliver the best sustainable outcomes. Ambition • We are passionate about leaving things better than we found them

3 CORPORATE PLAN 2020-2024 Leader and Corporate Affairs PORTFOLIO

‘Delivering a prosperous New Forest and putting our community first’

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Portfolio holder Priorities introduction • Excellence in services to our residents and There is continued continuing to maintain front line services. commitment to • Being an employer of choice. delivering modernised • Working with regional partners to ensure the and innovative services, prosperity of the New Forest area. putting our community • Ensuring effective democratic engagement first. This will be done and representation. alongside an electoral review to ensure effective democratic representation for all our Key activities residents. • Deliver the Organisational Strategy and continued Partnership working remains a key priority to roll out of the smarter working initiative. achieve more together. This includes working • Respond to the outcomes of the staff survey with the Local Enterprise Partnerships to and deliver the HR Strategy to support recruitment co-ordinate and actively encourage businesses and retention. and appropriate infrastructure connectivity • Annual review of the economic investment in the opportunities; delivering a prosperous New Forest. New Forest. • Work with the Local Government Boundary Commission to deliver the Electoral Review in Recognising the importance of our people in support of electoral equality and effective local delivering high quality services we will strive to government for the New Forest area. be an employer of choice, providing flexible and modern workspaces and technology through the smarter working initiative.

Cllr Barry Rickman Leader and Corporate Affairs

5 CORPORATE PLAN 2020-2024 Planning and Infrastructure PORTFOLIO

‘Encouraging development that meets local needs and enhances the special qualities of the environment’

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Portfolio holder Priorities introduction • Delivering the vision of the local plan and Delivering the vision encouraging development that meets local of the local plan and needs and delivers positive, economic, social and environmental outcomes. ensuring a mix of homes • Working with partners, applicants and to meet the needs of developers to ensure a positive, timely and residents is core to this enabling attitude to development. portfolio. The approach • Using contributions to deliver projects that to development must mitigate the impact of development on the be proactive and natural environment. enabling, encouraging • Ensuring building control are engaged at the development that meets earliest stage to make future in development projects safe. local needs whilst • Working with Partnership for South delivering positive economic, social and authorities on a Joint Strategy and environmental outcomes for the district. Statement of Common Ground to address Aligned to this is the delivery of a range of future growth and unmet housing need. green infrastructure projects, funded through developer contributions that enhance the special qualities of the environment. We will also work with partners across south Hampshire Key activities to develop a joint spacial strategy which will provide part of the robust evidence base for the • Enable the delivery of development set out in the next local plan. Greater emphasis will be placed Local Plan supported by appropriate infrastructure. Town

National Park • Ensure that all development within the district is Martin on the early engagement with building control Hale resilient to climate change and creates healthy to add value to development proposals and Furzley environments for our residents to live in. Godshill Ashford Winsor ensure that buildings are safe. Modernisation of Totton Brook Frogham • Deliver additional open space, play equipment, Bartley Hyde Eling car parking will ensure up to date facilities and Woodlands sports provision, cycling and walking opportunities Ashurst Linwood contribute towards air quality and support the and habitat creation areas. Ellingham Lyndhurst local economy. Bank Hythe • Increase the number of developments that use

Ringwood Hardley NFDC Building Control Service. Fawley Burley Beaulieu Blackfield • Progress work on the Joint Strategy for Langley East Cllr Edward Heron Thorney Hill South Hampshire. Sway Lepe Avon Boldre Planning and Infrastructure Tiptoe Norleywood Bashley East End • Review car parking infrastructure and technology. Hinton

Everton Downton 7 Milford-on-Sea © Crown copyright and database rights 2017 Ordnance Survey 100026220 Housing Services PORTFOLIO

‘Creating balanced communities and housing options that are affordable and sustainable’ CORPORATE PLAN 2020-2024

Portfolio holder Priorities introduction • Meeting local housing needs and promoting Providing more homes sustainable growth. for local people • Increasing the supply of high quality continues to be a key affordable homes. • Improving the housing circumstances of issue and much of the those most in need. focus is on delivering • Enabling the best use of housing to meet the the Housing Strategy needs of local people, including support for a to ensure we meet the strong high quality private rented sector. wider housing needs of the district; creating balanced communities and housing options Key activities that are affordable and sustainable. • Deliver the key priorities identified within the Housing Strategy 2018. The Council is committed to providing more • Provide 600 new council homes by 2026 across council houses, eradicating the use of Bed social rent, affordable rent and shared ownership & Breakfast accommodation and reducing tenures, including within New Forest villages. homelessness. Building effective relationships • Reduce homelessness through the provision with private rented sector landlords and agents of multi-agency support to sustain homes and through a Landlord’s forum will help improve tenancies and through the increase in access to private sector rented homes. standards, maintain confidence in the sector • Protect the health and safety of tenants in private and improve access to our clients. This position rented properties. is reflected in the priorities. • Minimise the use of emergency Bed & Breakfast accommodation for homeless households. Cllr Jill Cleary • Design, deliver and enhance a multi-agency Housing Services approach and housing pathway to achieve long term accommodation solutions to end rough sleeping in the district. • Implement a new strategy to tackle empty properties and bring them back in to use. • Promote and implement greener housing initiatives when maintaining council stock and in the development of new council dwellings.

9 CORPORATE PLAN 2020-2024 Community Affairs PORTFOLIO

‘Keeping our communities safe and listening to their needs’

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Portfolio holder Priorities introduction • Putting customers at the centre of what we The work to modernise do and how we do it. service delivery in • Modernising customer services and response to our responding to changing needs. customer’s changing • Engaging with partners and the community to needs and digital inform and contribute towards wider service outcomes. demands remains a • Ensuring the New Forest remains a safe place key focus. The move to live, work and visit. towards 24 hour access • Supporting the arts and cultural heritage of to Council services, using the New Forest. technology to enhance our service delivery will be an important element of this. It is recognised that the fear of crime is an important issue and we will engage with the Key activities community to manage this fear, whilst keeping • Implement the new NFDC digital platform and our communities safe through the delivery of corporate website with enhanced functionality the Safer New Forest priorities. designed around the customer. We are committed to meaningful engagement • Understand and respond to residents expectations with town and parish councils to ensure we are in the delivery of customer services. listening to the needs of our local communities • Provide grant funding to community groups and charitable organisations who help deliver the and we will continue to support the district’s council’s objectives in the community. arts and cultural heritage. • Engagement with town and parish councils through the information bulletin and a review of Cllr Diane Andrews our Statement of Partnership. Community Affairs • Deliver the Safer New Forest Partnership Plan.

11 CORPORATE PLAN 2020-2024 Finance, Investment and Corporate Services PORTFOLIO

‘Enabling service provision and ensuring value for money for the council tax payer’

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Portfolio holder Priorities introduction • Protecting front line services through sound Financial constraints financial planning, including the collection and the funding for local of taxation with appropriate support for individuals and businesses. authorities will remain • Modernisation and innovative use of ICT to a challenge and there enhance operational efficiencies across all is an ongoing need to services. respond to this to ensure • Using investments to support financial the continued provision resilience and the local economy. of frontline services • Supporting the migration to universal credit. which are underpinned by efficient and effective support services. Investment in ICT will be instrumental in Key activities delivering flexibility and efficiencies. The acquisition and managing of quality assets • Deliver the Council’s Medium Term Financial Plan. to ensure new income generations, and a return • Modernise our corporate and line of business ICT on investment, will help support the council’s applications. financial resilience and ensure value for money • Identify sites and opportunities in line with the for the council tax payer. Commercial Property Investment Strategy. • Commence trading and acquire properties through We will continue to invest in our assets to the Council’s Residential Property Company. ensure fit for purpose facilities and those in our • Deliver improved infrastructure to support community impacted by welfare reform will be operational services. supported with the migration to universal credit. • Continue to manage the impact of Universal Credit and related welfare reforms and the migration from Cllr Jeremy Heron Housing Benefit. Finance, Investment and Corporate Services

13 CORPORATE PLAN 2020-2024 Leisure and Wellbeing PORTFOLIO

‘Improving the health and wellbeing of our community’

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Portfolio holder Priorities introduction • Working with partners to improve the health Improving the health and wellbeing of our residents. and wellbeing of • Ensuring that public health prevention our community and principles are embedded within core services of the council. sustaining a healthy lifestyle legacy for future • Increase the levels of physical activity within the district. generations is the key • Providing affordable and accessible leisure focus of the Portfolio; facilities. collaborating with partner agencies through the Health and Wellbeing Boards to ensure that wider health outcomes are achieved. Key activities

We will work to join up activity to enable these • Provide strategic leadership across the district outcomes and embed key health prevention through the New Forest Health and Wellbeing principles in our core services to support both Board to improve the lives of local residents. physical and mental health. • Develop and deliver a Health and Wellbeing Strategy focusing on: The continued provision of affordable and - Physical Health accessible leisure facilities is an important - Mental Health aspect of creating and sustaining active - Tackling Health Inequalities communities to prevent ill health and improve opportunities. - Creating Healthier Communities • Create a Leisure Facilities Strategy to ensure the infrastructure exists to enable increased levels of Cllr Mark Steele physical activity. Leisure and Wellbeing • Deliver the strategic objectives set out in the review of NFDC leisure centres.

15 CORPORATE PLAN 2020-2024 Environment and Regulatory Services PORTFOLIO

‘Working to tackle climate change and enhancing our special environment’

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Portfolio holder Priorities introduction • Taking actions that address the impact of We recognise public climate change locally. concern over the • Working with others to protect and enhance accelerating impact of our natural environment. Climate Change, the • Reducing waste and increasing recycling. damage to nature with • Ensuring regulatory services are delivered for habitat erosion and the benefit of our residents, businesses and visitors. the disappearance of cherished wildlife. We share this challenge and we will work with others to take actions to protect Key activities and improve our environment which will be at the heart of all our decisions. • Develop and deliver an overarching Environment Strategy which will set out our actions to protect Environmental risks to health will also be the local environment and reduce our impact on prioritised to reduce carbon emissions and climate change. improve air quality. Managing our coastline • Develop a new, modern Waste Strategy for the remains a priority to protect communities from Council. the impacts of erosion with partnership working • Develop investment plans to enable identification being instrumental to this. of partnership funding options and delivery of flood & coastal erosion projects. Our regulatory services will also continue to • Respond to future challenges through the help protect our residents from risks to health development of a new Tree Strategy. by working with businesses and improving the • Work with partners on initiatives to reduce the knowledge and choice for local residents and levels of littering and fly tipping. visitors by publishing inspection ratings. • Improve the air quality of the area. • Maintain a safe environment for our residents Cllr Alison Hoare and local businesses, by carrying out statutory Environment and Regulatory Services inspections and following up on complaints. • Deliver the licensing policy responding to legislation and addressing the challenges faced. • Continue to provide more land to meet the demand for burial space.

17 CORPORATE PLAN 2020-2024 Economic Development PORTFOLIO

‘Helping local businesses to grow and prosper’

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Portfolio holder Priorities introduction • Continuing to work with partners and Economic wellbeing businesses to grow the New Forest economy. is central to a thriving • Supporting improvements in broadband and community and within mobile connectivity. this portfolio there is • Helping businesses, industries and High a continued focus on Streets respond to social, environmental and technological changes and innovation. helping local businesses • Continuing to promote the New Forest as a to grow and prosper. filming destination. Increased broadband and mobile connectivity remains a key objective to achieving this. We will engage with the wider business community Key activities and promote skills development through • Identify all businesses within the district and target the increased take up of apprenticeships engagement. and upskilling of the economically active • Work with partners and other council services to population of the New Forest. improve broadband and mobile connectivity. There is an increasing need to respond to • Work in partnership to increase the uptake of the social, environmental and technological apprenticeships and upskilling opportunities. challenges to businesses through supporting • Encourage inward investment for the New Forest. our high streets to thrive and diversify, and • Establish one online point of entry to the council by providing support for specific industries for businesses. including forestry and agriculture. Building on the success of Film New Forest in supporting the local economy, there is an opportunity to extend the promotion of the New Forest as a destination for the wider digital creative industries.

Cllr Michael Harris Economic Development

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Action plan and achievement measures

The following pages contain the plan of specific actions that will directly contribute towards the delivery of the priorities within each portfolio. These actions will be refreshed annually to keep them up to date. Achievement indicators for each portfolio have been identified to help monitor progress against the delivery of the priorities and provide tangible measures of success.

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Leader’s and Corporate Affairs Planning and Infrastructure Housing Community Affairs Finance, Investment and Leisure and Wellbeing Environment and Regulatory Economic Development Corporate

Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions

• Annual review of the economic investment in • Deliver actions in Housing Delivery Action • Provide 600 new council homes by 2026 • Implement a modern customer led • Balanced budget agreed annually in February • Development and delivery of the New Forest • Develop an Environmental Strategy which will • Using County Intelligence Unit identify all the New Forest Plan and monitor through an annual report to • Prevent the homelessness of at least 60% Website during 2020/21 in response to • Deliver the ICT strategy to modernise Health & Wellbeing strategy during 2020/21 identify local actions to address the impact of businesses within the District and prioritise • In partnership with the LEP support funding Cabinet of clients deemed to be threatened with changing customer’s needs, working applications and infrastructure with an annual for consideration by Community Overview climate change engagement activity bids to government to enable improvements • Introduce a new pre-application advice homelessness with Customer Task & Finish Group and update to Corporate Overview and Scrutiny and Scrutiny panel • Cabinet approval of Waste Strategy by • Create an ‘Invest in the New Forest’ Website in infrastructure service for 2020 to provide support for • Monitor and review the delivery of monitored by the Community Overview Panel • Quarterly meetings of the New Forest Health December 2021 during 2020/21 to support inward investment • Council submission to the Boundary applicants the Allocation Policy 2019 for annual and Scrutiny Panel • Identify opportunities and progress the & Wellbeing Board • Delivery of Tree Strategy, in response to to the area Commission on ward boundary proposals to • Develop and deliver an annual programme of consideration by the Housing Overview & • Greater engagement with Town & Commercial Property Investment and the • Development of Health & Wellbeing Board future challenges, reporting to Environment • Establish an online single point of entry to the support electoral equality by February 2020 recreational mitigation projects Scrutiny Panel Parish Councils following the Task & Residential Property Investment Strategies strategic priorities Overview and Scrutiny Panel council for businesses by 2020 and implement ward boundary changes for • Review all Supplementary Planning • Work with the Task & Finish Group to develop Finish Group review of the Statement of for monitoring by Corporate Overview and • Facilities Strategy adopted as part of the • Develop of business case for future flood and • Identify options for improved connectivity in 2023 quadrennial District elections Documents and the Community Infrastructure and deliver the new Private Sector Housing Partnership Scrutiny Panel Local Plan erosion risk management projects at Barton- the District and develop an Action Plan • Implement actions to make the council an Levy Process Strategy by 2020/21 • Undertake community safety • Continue to work closely with the Department • Deliver the outcomes from the Health & on-Sea and Milford-on-Sea • Work in partnership to increase the uptake of engagement workshops and deliver employer of choice • Design and deliver new ICT system to • Deliver at least 40 units of council owned for Work and Pensions, New Forest Citizens Leisure Review and monitor the achievement • Work with the Environment Agency to apprenticeships and upskilling opportunities, the Community Safety conference bi- modernise delivery of the service by 2021 emergency accommodation by 2021/22 Advice and stakeholders on supporting of the wider objectives through the develop the business case for the including Solent Apprenticeship Hub and annually residents through the migration to Universal Community Overview & Scrutiny Panel to Lymington Flood & Coastal Erosion Project New Forest Training Academy • Increase the market share for Building Control • Design, deliver and enhance a multi-agency • Report on the delivery of Safer New Credit reporting to Corporate Overview and to ensure the safety of development approach and Housing pathway through twice • Monitor delivery of Mytime Active contract for • Development of a Clean Air Strategy to • Continue to actively promote the New Forest yearly multi-agency forums and meetings with Forest Partnership Plan to the Community Scrutiny Panel Dibden Golf Centre to improve participation identify actions which will improve air quality as a filming destination for the wider creative • Actions and recommendations from car operational partners. Overview & Scrutiny Panel • Deliver new depot facilities to support in golf and associated activities reporting to across the district digital industries parking review to be reported Environment • Improve standards by setting up a Landlord’s operational services during 2021 Community Overview and Scrutiny Panel • Work with partners on initiatives such • Work with Development Management to roll Overview & Scrutiny Panel by March 2021 forum to meet six monthly by 2020 as ‘Operation Wolf’ as part of fly tipping out Employment and Skills Plans on all major • Implement a new strategy to tackle empty enforcement and continue to promote development properties by the end of 2020 behavioural change on littering reporting back to Environment Overview and Scrutiny Panel Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators

• Proportion of service performance indicators • Increase in the number of houses completed • Number of additional council homes delivered • Increase in services available online • Maintain high level of Council Tax collected • Increase in physical activity in adults (%) • Reduced carbon footprint for the New Forest • Increase in S106 agreements containing above or on target (%) each year (As set out in the Annual Authority (Number) (Number) (%) • Increase in physical activity in children (%) area and District Council employment and skills plan (Number) • Increase in vacancies filled first time (%) Monitoring Report) (Number) • Increase in prevention Duty cases • Increase in unique user visits to the • NNDR collected (%) • Reduction in inactivity levels (%) • Increase in Household waste sent for reuse, • Increase in apprenticeships within the District • Increase in infrastructure investment in the • Increase in the number of mitigation projects successfully prevented (%) website (Number) • Achieve a balanced budget with reasonable recycling and composting (%) (Number) New Forest delivered each year (Number) • Net increase in the number of private sector • Increase in customer ease of use score Council Tax increases (%) • Reduction in the number of flytipping • Increase in Businesses engaged in economic • Total amount of Community Infrastructure lease properties (%) (%) • Increase the value of commercial investment incidents (Number) development programme (Number) Levy (CIL) spent (£) • Reduction in private sector property • Increase in number of engagement (%) • Increase in food establishments which have a • Increased uptake in investment platform (%) • Increase in the total amount of open space inspections resulting in Category 1 hazards (%) activities (Number) • Increase the value residential investment (%) satisfactory or good food hygiene rating (%) • Increase in broadband connectivity (%) play and sports provision and cycling and • Increase in rough sleepers entering • Increase in the number of people who • Reduction in ICT downtime as a result of the • Increase in coastal funding to achieve the • Increase in subscribers to ‘Helping local walking infrastructure delivered each year accommodation pathway (%) feel safe from the fear of crime (%) ICT Strategy (Number) specific actions (%) businesses grow’ e-news (Number) (hectares) • Reduction in the number of Households in • Increase in NFDC Building Control Market external emergency B&B accommodation at Share (%) year end (Number)

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Leader’s and Corporate Affairs Planning and Infrastructure Housing Community Affairs Finance, Investment and Leisure and Wellbeing Environment and Regulatory Economic Development Corporate

Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions Specific actions

• Annual review of the economic investment in • Deliver actions in Housing Delivery Action • Provide 600 new council homes by 2026 • Implement a modern customer led • Balanced budget agreed annually in February • Development and delivery of the New Forest • Develop an Environmental Strategy which will • Using County Intelligence Unit identify all the New Forest Plan and monitor through an annual report to • Prevent the homelessness of at least 60% Website during 2020/21 in response to • Deliver the ICT strategy to modernise Health & Wellbeing strategy during 2020/21 identify local actions to address the impact of businesses within the District and prioritise • In partnership with the LEP support funding Cabinet of clients deemed to be threatened with changing customer’s needs, working applications and infrastructure with an annual for consideration by Community Overview climate change engagement activity bids to government to enable improvements • Introduce a new pre-application advice homelessness with Customer Task & Finish Group and update to Corporate Overview and Scrutiny and Scrutiny panel • Cabinet approval of Waste Strategy by • Create an ‘Invest in the New Forest’ Website in infrastructure service for 2020 to provide support for • Monitor and review the delivery of monitored by the Community Overview Panel • Quarterly meetings of the New Forest Health December 2021 during 2020/21 to support inward investment • Council submission to the Boundary applicants the Allocation Policy 2019 for annual and Scrutiny Panel • Identify opportunities and progress the & Wellbeing Board • Delivery of Tree Strategy, in response to to the area Commission on ward boundary proposals to • Develop and deliver an annual programme of consideration by the Housing Overview & • Greater engagement with Town & Commercial Property Investment and the • Development of Health & Wellbeing Board future challenges, reporting to Environment • Establish an online single point of entry to the support electoral equality by February 2020 recreational mitigation projects Scrutiny Panel Parish Councils following the Task & Residential Property Investment Strategies strategic priorities Overview and Scrutiny Panel council for businesses by 2020 and implement ward boundary changes for • Review all Supplementary Planning • Work with the Task & Finish Group to develop Finish Group review of the Statement of for monitoring by Corporate Overview and • Facilities Strategy adopted as part of the • Develop of business case for future flood and • Identify options for improved connectivity in 2023 quadrennial District elections Documents and the Community Infrastructure and deliver the new Private Sector Housing Partnership Scrutiny Panel Local Plan erosion risk management projects at Barton- the District and develop an Action Plan • Implement actions to make the council an Levy Process Strategy by 2020/21 • Undertake community safety • Continue to work closely with the Department • Deliver the outcomes from the Health & on-Sea and Milford-on-Sea • Work in partnership to increase the uptake of engagement workshops and deliver employer of choice • Design and deliver new ICT system to • Deliver at least 40 units of council owned for Work and Pensions, New Forest Citizens Leisure Review and monitor the achievement • Work with the Environment Agency to apprenticeships and upskilling opportunities, the Community Safety conference bi- modernise delivery of the service by 2021 emergency accommodation by 2021/22 Advice and stakeholders on supporting of the wider objectives through the develop the business case for the Hurst Spit including Solent Apprenticeship Hub and annually residents through the migration to Universal Community Overview & Scrutiny Panel to Lymington Flood & Coastal Erosion Project New Forest Training Academy • Increase the market share for Building Control • Design, deliver and enhance a multi-agency • Report on the delivery of Safer New Credit reporting to Corporate Overview and to ensure the safety of development approach and Housing pathway through twice • Monitor delivery of Mytime Active contract for • Development of a Clean Air Strategy to • Continue to actively promote the New Forest yearly multi-agency forums and meetings with Forest Partnership Plan to the Community Scrutiny Panel Dibden Golf Centre to improve participation identify actions which will improve air quality as a filming destination for the wider creative • Actions and recommendations from car operational partners. Overview & Scrutiny Panel • Deliver new depot facilities to support in golf and associated activities reporting to across the district digital industries parking review to be reported Environment • Improve standards by setting up a Landlord’s operational services during 2021 Community Overview and Scrutiny Panel • Work with partners on initiatives such • Work with Development Management to roll Overview & Scrutiny Panel by March 2021 forum to meet six monthly by 2020 as ‘Operation Wolf’ as part of fly tipping out Employment and Skills Plans on all major • Implement a new strategy to tackle empty enforcement and continue to promote development properties by the end of 2020 behavioural change on littering reporting back to Environment Overview and Scrutiny Panel Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators Achievement indicators

• Proportion of service performance indicators • Increase in the number of houses completed • Number of additional council homes delivered • Increase in services available online • Maintain high level of Council Tax collected • Increase in physical activity in adults (%) • Reduced carbon footprint for the New Forest • Increase in S106 agreements containing above or on target (%) each year (As set out in the Annual Authority (Number) (Number) (%) • Increase in physical activity in children (%) area and District Council employment and skills plan (Number) • Increase in vacancies filled first time (%) Monitoring Report) (Number) • Increase in prevention Duty cases • Increase in unique user visits to the • NNDR collected (%) • Reduction in inactivity levels (%) • Increase in Household waste sent for reuse, • Increase in apprenticeships within the District • Increase in infrastructure investment in the • Increase in the number of mitigation projects successfully prevented (%) website (Number) • Achieve a balanced budget with reasonable recycling and composting (%) (Number) New Forest delivered each year (Number) • Net increase in the number of private sector • Increase in customer ease of use score Council Tax increases (%) • Reduction in the number of flytipping • Increase in Businesses engaged in economic • Total amount of Community Infrastructure lease properties (%) (%) • Increase the value of commercial investment incidents (Number) development programme (Number) Levy (CIL) spent (£) • Reduction in private sector property • Increase in number of engagement (%) • Increase in food establishments which have a • Increased uptake in investment platform (%) • Increase in the total amount of open space inspections resulting in Category 1 hazards (%) activities (Number) • Increase the value residential investment (%) satisfactory or good food hygiene rating (%) • Increase in broadband connectivity (%) play and sports provision and cycling and • Increase in rough sleepers entering • Increase in the number of people who • Reduction in ICT downtime as a result of the • Increase in coastal funding to achieve the • Increase in subscribers to ‘Helping local walking infrastructure delivered each year accommodation pathway (%) feel safe from the fear of crime (%) ICT Strategy (Number) specific actions (%) businesses grow’ e-news (Number) (hectares) • Reduction in the number of Households in • Increase in NFDC Building Control Market external emergency B&B accommodation at Share (%) year end (Number)

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