ENFIELD COUNCIL

The London Borough of Enfield (Meridian Water Strategic Infrastructure Works) Compulsory Purchase Order 2020

Appendix 6

Peter George

24 March 2021

Ref: PCU/CPOP/Q5300/3258664

Creating a lifetime of opportunities in Enfield Enfield Corporate Plan 2018-2022 2018

www.enfield.gov.uk FOREWORD FOREWORD CONTENTS

I am honoured to have been We want to make Enfield a place elected as Leader of Enfield where people feel safe in their homes Council and look forward to and when they are out and about in building on the achievements the Borough. We will work with the that have been made in recent Mayor of London, the Police and CONTENTS years, working together with other partners to deliver initiatives my colleagues and the wider that increase feelings of security, community to make Enfield a tackle crime, and develop community better place for everyone. resilience. The Council will play its part in supporting young people and help to Enfield has many strengths and is FOREWORD...... 03 engage them in positive activities. full of potential, we have a young and EXECUTIVE SUMMARY...... 04 growing population; an emerging Running through everything the Council and strengthening business sector; is going to do is a commitment to ABOUT ENFIELD...... 06 an ambitious regeneration and reducing the inequality experienced housebuilding programme; and an by people across the Borough. We will THE PEOPLE AND THE PLACE...... 08 Councillor Nesil Caliskan attractive natural environment with over protect our most vulnerable residents Leader of Enfield Council GOOD HOMES IN WELL-CONNECTED NEIGHBOURHOODS...... 08 100 parks. Sustained by committed and work to improve the health, [email protected] SUSTAIN STRONG AND HEALTHY COMMUNITIES...... 10 council staff and effective partnership education and skill levels to enable BUILD OUR LOCAL ECONOMY TO CREATE A THRIVING PLACE...... 12 working, this progress has been made everyone to fulfil their potential. in spite of continuing austerity and The Council, in common with all local OUR GUIDING PRINCIPLES...... 14 ongoing reductions in local government, has changed significantly government funding. COMMUNICATE WITH YOU...... 14 in recent years and this transformation WORK WITH YOU...... 16 In this new plan, we set out Enfield will carry on. We will regularly review WORK SMARTLY FOR YOU...... 17 Council’s vision, aims and priorities for our role, our services and the ways the next four years. The Council will they are delivered in response to the DELIVERING DIFFERENTLY...... 18 continue to play a full part in supporting challenges we face. What will not our Borough to move ahead. By change is our commitment to having KEY STRATEGIES AND CONTACT...... 20 prioritising our objectives, continuing the best interests of Enfield’s residents to manage our resources effectively at the heart of everything we do. and exploring new and innovative ways of providing services, we will deliver real improvements to the lives and wellbeing of our residents. Over the next four years we will continue with our regeneration programme and seek new ways to accelerate our affordable housing provision and council homes to create vibrant new communities.

2 Creating a lifetime of opportunities in Enfield Enfield Council 3 EXECUTIVE EXECUTIVE ENFIELD CORPORATE PLAN 2018-2022 SUMMARY EXECUTIVE SUMMARY SUMMARY EXECUTIVE Corporate Plan Framework – CreatingCREATING a lifetime of opportunities A LIFETIME in Enfield OF OPPORTUNITIES IN ENFIELD

THE PEOPLE AND THE PLACE Delivering for everyone in Enfield over the next four years:

Good homes in well-connected Sustain strong and Build our local economy neighbourhoods healthy communities to create a thriving place

— Continue our pioneering approach to regeneration to create — Protect those most in need by continuing to deliver the — Work with local businesses and partners to develop a thriving, affordable neighbourhoods and places. services and safeguarding measures they rely on. strong and competitive local economy and vibrant town centres that benefit all residents. — Increase the supply of affordable, quality housing options — Work smartly with our partners and other service providers for ownership, social rent and private rent. so that as many people as possible are able to live — Support residents to take more responsibility and play a independent and full lives. greater role in developing active and safe communities. — Drive investment in rail, roads and cycling infrastructure to — improve connectivity and support economic development. — Build measures into all our strategies and projects that will Enable people to reach their potential through access — help improve public health and people’s wellbeing. to high quality schools and learning; and create more Create an enterprising environment for businesses to opportunities for training and employment. prosper with world-class digital infrastructure and access — Work with partners to make Enfield a safer place by tackling — to the right skills and networks. all types of crime and anti-social behaviour; and protecting Embrace our diversity, culture and heritage and work on the local urban and green environment. reducing inequalities to make Enfield a place for people to enjoy from childhood to old age.

OUR GUIDING PRINCIPLES We will:

Communicate with you Work with you Work smartly for you

— Be responsive, effective and consistent in our — Be honest about what we can deliver and provide advice — Manage resources smartly and reinvest income wisely to communications with residents. when we are not able to. deliver excellent value for money. — Develop new partnerships across the public, private, — Listen carefully to what our residents need and use this — Engage with residents to measure and evaluate our services. voluntary and community sectors to deliver better outcomes information to improve our services. — Collaborate across the Borough and beyond to develop for residents. — Promote Enfield widely to ensure that the Borough new ways of working. — Increase access to digital services and transactions and make receives the maximum benefit from national, regional better use of data to understand the needs of our residents. — Value the workforce across the Borough and enable them and sub-regional programmes. to deliver services effectively and efficiently.

4 Creating a lifetime of opportunities in Enfield Enfield Council 5 ENFIELD ABOUT ABOUT ENFIELD ABOUT ENFIELD Education Making the most of Enfield’s potential —— 58,000 children in education —— Soil Association ‘Silver Food for Life’ award recognising the quality and healthiness of school meals —— 21% of pupils achieve AAB or better at A-Level —— 97% of schools rated good or outstanding Communities by Ofsted —— 5th highest population in London with 332,127 residents —— 23% of population under 16 (London average 20.5%) —— 13% of population 65 and over Transport (London average 11.5%) —— 4 Underground stations on the Piccadilly line —— 35% of residents born overseas ENFIELD with 15.2m entries and exits per year —— 178 languages or dialects spoken including Turkish, —— 18 railway stations with a total of 21m entries M25 Somali, Polish, Bengali, Albanian and Greek CREWS and exits per year HILL —— 12th most deprived borough in London —— 41 day bus routes, 7 school-day only services and 6 night bus routes — TURKEY — 10 out of 21 wards among the 20% A10 ENFIELD most deprived in England STREET LOCK —— 80% of car trips in Enfield are of cycle-able length CHASE —— 22% of children under 20 live in low HADLEY income households WOOD

GORDON HILL COCKFOSTERS TOWN ENFIELD Economy HIGHLANDS HIGHWAY —— 69% of working age residents employed ENFIELD TOWN SOUTHBURY Environment —— 15% health, human and social care activity jobs —— London’s most northerly borough PONDERS (London average 10%) END —— Covers 31.7 square miles — GRANGE — 5.5% construction jobs (London average 3.5%) BUSH —— 40% of Borough designated as Green Belt SOUTHGATE HILL — PARK JUBILEE — 5% manufacturing jobs (London average 2%) —— 130 parks and open spaces — WINCHMORE — 92.6% of companies in Enfield are ‘micro’ businesses with 0-9 employees LOWER HILL —— 113 play areas for children (including housing sites) EDMONTON

EDMONTON Heritage and Culture SOUTHGATE PALMERS GREEN GREEN GREEN —— 3 theatres – Dugdale, Chickenshed and Millfield NEW Housing SOUTHGATE UPPER A406 EDMONTON —— 17 libraries —— 59% of residents own their own home BOWES —— Museum of Enfield in Dugdale Centre —— 17% of homes are rented from the Council and/or Housing Associations —— 479 listed buildings —— 9th cheapest borough in London to rent —— Forty Hall Grade I listed Jacobean Mansion House —— 1,900 homes a year needed to keep up with projected population growth includes museum and extensive grounds —— 22 conservation areas —— 5 registered parks and gardens Health —— Tottenham Hotspur FC training complex —— Gap between life expectancy and healthy life expectancy still wide located in north east Enfield – 15 years for men and 20 years for women living in poor health. —— Queen Elizabeth II Stadium hosts home matches —— 61% of adults overweight or obese of Enfield Town FC, along with other events —— 42% of children overweight or obese by 10/11 years old —— Lee Valley Athletics Centre accessible —— Smoking rates in the young Turkish population are 28% higher for community and athlete use than the Enfield average (13%) Source: Various sources from Enfield Council. —— 4 leisure centres, pool and bowls hall

6 Creating a lifetime of opportunities in Enfield Enfield Council 7 THE PEOPLE AND AND PEOPLE THE THE PLACE THE PEOPLE AND THE PLACE THE PLACE THE THE PEOPLE AND Good homes in well-connected neighbourhoods

We will: —— Working with the public and Create an enterprising environment private sector to deliver decent, for businesses to prosper with CASE STUDY Deliver regeneration to safe housing that meets residents’ world-class digital infrastructure create thriving, affordable needs. and access to the right skills and The £6bn Meridian Water replacement library and public realm neighbourhoods and places by: networks by: development will provide 10,000 improvements. —— Maximising development —— Developing high quality supported —— Creating places to live, work and homes and thousands of jobs over opportunities around well-connected accommodation for older people, The Alma Estate is over 50 years’ enjoy, and boosting the night- its 20-year programme, as well as transport locations. people with learning and/or physical old and in need of modernisation. Meridian Works – a workshop for disabilities, and mental health issues time economy by encouraging Supported and designed by —— Ensuring that health needs are built makers and artists. to promote independent living. communities, businesses and residents of the estate, the into housing, infrastructure and developers to invest in vibrant and A brand new rail station at £150m redevelopment will deliver service design to improve wellbeing Drive investment in rail, roads and attractive town centres. Willoughby Lane will also be 993 new homes, jobs, shops, a and encourage active lifestyles. cycling infrastructure to improve —— Working with the private sector to delivered, due to be completed in host of community facilities and —— Delivering initiatives to improve connectivity and support economic drive economic development and PIONEERING REGENERATION 2019. green spaces and public realm standards in the private rented development by: Creating thriving and sustainable improvements. help new and innovative businesses By 2026, over 1,000 new homes sector and tackle rogue landlords. —— communities Reducing congestion, improving to settle in Enfield – with a special will be built at Ponders End. Of The development will take 10 years air quality and encouraging people focus on Meridian Water. —— Working with local authorities across We will deliver much needed new these, 167 homes will be delivered to complete. to walk and cycle through the the Local London sub-region to —— Creating high-skilled and better paid homes and jobs across the Borough as part of the £40m Electric Quarter continued implementation of Cycle promote long-term growth which jobs and opportunities, and ensuring as part of several large-scale redevelopment, which will also Enfield and associated active travel benefits everyone. residents have the skills to access regeneration schemes. include shops, community space, a programmes. the job market at all levels. Increase the supply of affordable —— Promoting the early delivery of four- —— Investing in excellent IT and digital housing including ownership, tracking of the West Anglia Mainline infrastructure including full fibre private rent, council housing to increase rail capacity and prepare connectivity that benefits both CASE STUDY and other social rent by: for Crossrail 2. businesses and residents. —— Delivering planned housing —— Contributing to the Crossrail 2 When asked what would encourage There is also a full programme of renewal and estate regeneration business case and campaigning for residents to cycle more, their number activities including cycle training, programmes. the release of Strategic Industrial one response was safer cycle routes. bicycle maintenance workshops, Land (SIL) to secure sites for community bike markets and guided —— Reducing reliance on temporary We are transforming the Borough housing. bike rides to encourage people accommodation by offering a range by creating over 40km of safe and to get on their bike. The project is of housing options including for —— Working with central government, secure cycle routes to better connect being delivered in phases, with a those on lower incomes. the GLA and other partners to our high streets and town centres series of major projects across the develop infrastructure that will help and the amenities they offer. Borough complete by 2021. Once to deliver significant economic Public realm improvements will this initial network is in place, our growth, new homes and health- CYCLING IN ENFIELD benefit the whole community whilst ambition is to generate a five-fold promoting environments. Investing in safe, active travel cycle routes will offer a convenient, increase in cycling levels, enabling 80% of car trips in Enfield are of healthy and environmentally friendly approximately 25,000 daily journeys cycle-able length yet less than 1% travel option. by bicycle. INNOVATION HUB FOR BUSINESSES of total journeys are made by bike – meaning the Borough has one of the As London’s second largest industrial location and manufacturing employment corridor, lowest cycling rates in London. Enfield is already a powerhouse in food and drink, logistics, construction and manufacturing. Now the Borough has the opportunity to become an innovative and collaborative environment for creative, green, digital and low carbon technologies. Estates such as Brimsdown Business Estate and Montagu Industrial Estate are being transformed into state-of-the-art spaces for exciting businesses such as the Camden Town Brewery, which has opened its second brewery in Enfield.

8 Creating a lifetime of opportunities in Enfield Enfield Council 9 THE PEOPLE AND AND PEOPLE THE THE PLACE THE PEOPLE AND THE PLACE THE PLACE THE THE PEOPLE AND Sustain strong and healthy communities

We will: —— Improving services for young people, including young offenders to reduce CASE STUDY Protect those most in need by youth crime, improve health and continuing to deliver the services wellbeing, increase active participation Joyce Avenue and Snells Park, and crime and anti-social behavior, as and safeguarding measures they in education, employment and Moree Way and Lytchet. well as fewer reports of robbery, rely on by: training, and build confidence. assault and sexual offences. —— Collaborating with mental health The teams have been working services to ensure the most closely with the Council’s Community Other initiatives led by the Council’s Build measures into all our Safety Unit, sharing information and Community Safety Unit that are vulnerable are able to access strategies and projects that help resources and making environmental contributing to the safety of those services when they need them. improve people’s health by: HEALTH IN ALL improvements such as putting up living, working and studying in the —— Continuing to deliver a range of —— Ensuring that improving the POLICIES (HIAP) fencing to protect residents from Borough, include a campaign to initiatives that help to prevent or public’s health is a priority and Making health a priority in crime. To date, they have made 571 tackle violence against women, reduce homelessness. that addressing long-term public decision making SAFER ESTATES arrests for a wide range of suspected issuing Criminal Behaviour Orders health challenges such as obesity —— Working with the Police and other POLICING TEAMS offences including murder, road against anti-social behavior, remain high on the agenda despite Long-term conditions such as partners to make Enfield a safer traffic offences, drug possession and providing safety visits to previous continuing financial challenges. diabetes, arthritis and heart Making Enfield a safer place to live place to live, work and study whilst supply, and possession of a weapon. offenders, delivering engagement failure, which can be managed Since 2016, the Safer Estates ensuring a robust response to crime. —— Delivering a ‘Health in all Policies’ activities for young people, and the but not cured, account for 70% The teams have also been tackling approach that gives due-consideration Policing Teams have been patrolling installation of CCTV. —— of the NHS budget. However, the problem of prostitution – their Prioritising vulnerable children, young to health in decision-making across five priority council estates in the over 50% of these could be efforts resulting in a reduction in people and families, and engaging all policy and service areas. Borough – The Shires, Ayley Croft, with communities on decision making avoided through changes to so that services can be targeted —— Involving partners, residents and the people’s lifestyles. voluntary sector in the development where they are most needed. Health in All Policies (HIAP) and delivery of projects to tackle is an approach that seeks to SAFEGUARDING ADULT SOCIAL CARE —— Engaging with adults at risk of abuse health challenges and encourage ensure that the Council is doing or neglect to ensure they receive the behaviour change. The protection of vulnerable Adult Social Care works with personalised support they need to all it can to create and improve people in our community is a top around 10,000 people a year —— Working directly with care leavers to live happy, fulfilled lives. people’s physical and social priority for the Council. We work across a range of partnerships, improve access to and engagement environments, as well as making with our partners, including the including Health and the Voluntary with adult mental health support Work smartly with our partners and the best use of our existing Police and those at risk of harm Sector. We continue to prioritise services. other service providers so that as community facilities so that so that people are: front line services by: many people as possible are able residents feel empowered to —— Safe and able to protect —— Working with more people earlier to live independent and full lives by: Work with partners to protect the mutually support each other to local urban and green environment themselves from abuse and to help them maintain or regain —— Working with other public sector improve their lifestyles and reach and make Enfield a safer place neglect. independent living skills. organisations, housing associations their full potential. through tackling all types of crime and the Citizens Advice Bureau, and —— Treated fairly and with dignity —— Reducing the number of and anti-social behaviour by: HIAP seeks to make ‘the healthy with the voluntary sector to ensure choice the easy choice’. This and respect. people admitted to hospital for —— Reducing our carbon footprint and services that residents need are will mean that people will walk avoidable reasons. improving air quality by investing in —— Protected when they need delivered as efficiently and effectively and cycle because their streets renewable energy and recycling. to be. —— Making sure that people do not as possible. are safe and pleasant; children stay in hospital any longer than —— Maintaining and improving our parks Last year, we received over 7,000 —— Developing prevention and early will eat more healthily because they need to. and green spaces, and keeping our contacts to our Multi-Agency intervention measures to promote they have better access to fruit streets and public spaces clean, Safeguarding Hub and just over —— Giving people more choice and independent living and wellbeing. and vegetables; and tobacco safe and tidy. consumption will become 1,200 of those went on for further control over the services they need. —— Engaging with our health and voluntary investigation. This year, we are —— Enhancing our very successful leisure increasingly abnormal. Our priority for the year ahead sector partners to ensure people developing a plan across the centres and promoting a range of is to secure the right kind of with mental health problems, learning Our ultimate goal is for residents Council to tackle the growing physical activities for people of all ages. accommodation for people across and/or physical disabilities, and older to be healthier and less problem of modern slavery and a range of needs. people can access health and social —— Continuing to develop work with our dependent on the NHS and human trafficking. services and lead independent lives for partners and communities to tackle social care services. as long as possible. crime, with a particular focus on serious youth violence.

10 Creating a lifetime of opportunities in Enfield Enfield Council 11 THE PEOPLE AND AND PEOPLE THE THE PLACE THE PEOPLE AND THE PLACE THE PLACE THE THE PEOPLE AND Build our local economy to create a thriving place

Work with local businesses and Enable people to reach their partners to develop a strong and potential through access to high CASE STUDY competitive local economy and quality schools and learning; and vibrant town centres that benefit create more opportunities for Orchardside, which provides facilities TACKLING INEQUALITY all residents by: training and employment by: for secondary school children requiring The Council will be working over —— Providing support to retain and —— Ensuring that educational attainment short-term support before they return the next four years to reduce develop existing businesses in is above the national average with to mainstream education. The new the inequality that local people Enfield while helping those who are an aspiration to be in the top 20% of building replaces the outdated facilities experience on a daily basis. Low considering relocating to the area. local authority areas nationally. housed in the school’s previous income is a major issue that makes buildings and provides areas for —— —— it more likely that households will Promoting the London Living Making sure every child has a school specialist and general teaching and be claiming benefits. It also has a Wage through procurement and place and continuing to improve the extensive outdoor space for PE and negative effect on people’s ability engagement with businesses and school estate to provide a fit-for- recreation. It is also being used out A RICH HISTORY AND SCHOOLS EXPANSION to find affordable housing. This effective employment practices. purpose educational environment. of hours as a flexible space for the CULTURE PROGRAMME inequality is highlighted by the —— Delivering initiatives to enable our —— Continuing with the planned community. Providing a fit-for-purpose fact that the median income in high streets and town centres to expansion of provision for pupils Enfield can trace its roots as educational environment In addition, we are developing the former Enfield’s wealthiest ward was more thrive and attract people to live, with special educational needs and far back as the Roman times Minchenden School site to provide Key than twice the income in Enfield’s work and visit. disability (SEND) and developing in the early 1st Century. The We are continuously working to Stage 4 & 5 education for 126 pupils with poorest ward (a difference of more internship and employment Borough had grown into an meet the demand for new primary Autism. The £11m refurbished buildings than £25,000). and secondary school places in Support residents to take opportunities for young people and important business hub by the will provide the school with specialist the Borough, which is currently Moreover, 35,000 Enfield residents more responsibility and play a adults with learning disabilities and 14th Century, and a favourite and general teaching spaces; separate expected to peak in 2022/23. This are earning an hourly rate below greater role in developing active mental health issues. royal hunting ground by the non-teaching areas and ancillary spaces; communities by: 16th Century. It was during the includes increasing the capacity the London Living Wage, with —— Making better use of employment a separate dining hall; and play areas and 18th and 19th Centuries, Enfield within special schools and the 22% of children now living in low —— Collaborating with residents and agencies and organisations offering landscaped surroundings. Southgate made a significant contribution provision of education for some of income households. People from businesses to expand the part support for work readiness and job College, which is situated opposite the towards industry and science, the most acute special needs. Pakistani, Bangladeshi, mixed, they play in looking after their seeking. school, will provide valuable opportunities with the construction of the Royal black and other ethnic groups are communities. In January 2018, we opened for joint working and an easier transition Small Arms Factory and the most likely to be working in low —— Embrace our diversity, culture and a £10.7m new school called to higher learning for pupils. Producing and providing social care manufacturing of light bulbs and pay jobs. Additionally, disabled heritage and work on reducing services, working collaboratively radio valves. people are less likely to be in work inequalities to make Enfield a place with local communities to tackle than able-bodied people and are for people to enjoy from childhood Following the slow decline of loneliness and reduce dependency more likely to be in low paid work. to old age by: manufacturing, the Enfield of for those with support needs. CASE STUDY Debt is also a major issue, with —— Providing strong local leadership today has transformed itself —— Involving a wide range of residents residents in one area of Enfield to increase positive interaction, into a creative and innovative and young people in supporting and along with the community, libraries collectively amassing over £247m address issues and build resilience borough, with an abundance of are spread across the Borough. in outstanding unsecured personal and delivering our early intervention cultural offerings and historical within local communities. Together, they provide a wide range of loans, which roughly equates to programme for children and families, sites for residents and visitors to —— library and council services alongside £2,000 per household in Enfield. and a varied, attractive range of Promoting the Borough’s enjoy. The Dugdale Arts Centre community activities. youth activities across the Borough. achievements to local, sub-regional and Millfield Theatre offer a Our focus will be on increasing and national organisations across —— Encouraging greater use of libraries wide range of plays and music Our libraries continually develop the amount of affordable the public and private sectors. as facilities to support community to choose from. In addition, new ways of working so that we can accommodation for local residents; participation and volunteering; job —— Embracing Enfield’s market town there is an annual programme of provide a range of library services, encouraging businesses to move whilst supporting initiatives that deliver clubs and information and advice; setting and ensuring our high streets festivals, fairs, sporting events to the Borough and employ local health and employment outcomes, learning environments for all ages and town centres thrive and attract and independent film screenings LIBRARIES people; enabling people to reach volunteering opportunities, learning and abilities; and micro-business people to live, work and visit. across the Borough. Forty Supporting community participation their potential by providing high and education, and access to IT and development. Hall, built in 1632 on the former quality schools and more training —— Providing opportunities for all Enfield has four flagship libraries information for our residents; bringing grounds of Henry VIII’s Elysing opportunities; and reducing communities to meet and enjoy that can be found at Edmonton together council services, external Palace, is one of a number of health inequalities and a wide range of cultural events Green, Enfield Town, the Ordnance partners and communities to support historical sites which are a must improving wellbeing. and activities which celebrate the Unity Centre and Palmers Green, participation, cohesion and growth. see for visitors. Borough’s diversity.

12 Creating a lifetime of opportunities in Enfield Enfield Council 13 OUR GUIDING PRINCIPLES OUR GUIDING PRINCIPLES PRINCIPLES OUR GUIDING GUIDING OUR Communicate with you

We will: There are currently six LOCAL LONDON Be responsive, effective and programmes within the Our work with Local London – a partnership with seven other London boroughs making the case to government for consistent in our communications Customer Experience Strategy: with residents by: further powers and funding – has secured long-term benefits to improve the health, wellbeing and job prospects of our residents through new sub-regional programmes. —— Providing residents with regular 1. Learning, development and cultural change – investing in communications on all council The national Work and Health Programme is now being delivered by Local London, providing better and staff across frontline services to activities as well as giving them more targeted support for local residents with health and disability challenges, who are trapped in long-term ensure that they have the skills greater control over the content unemployment, through £39.5m of government funding. and frequency of updates and their and support they need to deliver From next year, the Government’s adult education budget will be devolved to the Mayor of London, with Local preferred communications channels. the customer promise. London expected to play a major role in improving the educational and career prospects of young adults in Enfield 2. Customer journey improvement —— Integrating the approach for emails, and the wider sub-region. digital marketing campaigns and – process and service re-design social media engagement whilst work, using what customers CUSTOMER experience and need as our maintaining more traditional EXPERIENCE STRATEGY communications for those not able guide, starting with three Delivering a positive experience to journeys: planning enquiries, to access online channels. ENFIELD customers housing repairs, and recruitment and induction. Listen carefully to what our Delivering services to residents

residents need and use this and businesses, enabling people 3. Customer insight and BARNET information to improve our to report and request services, performance management – HARROW services by: dealing with enquiries and enabling making sure staff and managers HARINGEY WALTHAM REDBRIDGE FOREST —— Implementing our Customer people to access information – are have the data we need to make Experience Strategy to ensure that core to the business of the Council. effective decisions and target HAVERING BRENT residents’ interactions with the resources appropriately. HACKNEY That’s why we are developing a CAMDEN ISLINGTON BARKING Council are positive and address AND DAGENHAM Customer Experience Strategy 4. Demand management – finding NEWHAM their needs. TOWER HILLINGDON to support our aim of delivering a and fixing the errors that lead to EALING HAMLETS —— Developing a range of ways for consistently positive experience to high customer contact levels, WESTMINSTER residents to provide feedback and all our customers by 2021. as well as developing ways we ideas to develop and improve services. can enable greater self-help and K&C The strategy will include a promise SOUTHWARK GREENWICH self-service. H&F to be friendly and helpful, clear and HOUNSLOW Promote Enfield widely to ensure LAMBETH BEXLEY concise, and to act with honesty 5. Enhancing the digital offer for the WANDSWORTH that the Borough receives the RICHMOND-UPON LEWISHAM and respect. customer – improving the website -THAMES maximum benefit from national, and the Enfield Connected We have already started testing our regional and sub-regional account within it, so that new approach and will continue to programmes by: customers get reliable information MERTON — review progress to 2021 and beyond. KINGSTON — Developing an overarching narrative and resolution of service requests. -UPON- THAMES for use across campaigns to inform BROMLEY key stakeholders of the benefits of 6. Face to face access centres – making council and partner SUTTON working with and investing in Enfield. CROYDON services more accessible —— Engaging in national, regional through libraries. and sub-regional programmes to enhance Enfield’s reputation across London and beyond. —— Playing an active role in Local London and ensuring that Enfield benefits from increased devolution of decision- making powers and resources.

14 Creating a lifetime of opportunities in Enfield Enfield Council 15 OUR GUIDING PRINCIPLES OUR GUIDING PRINCIPLES OUR GUIDING PRINCIPLES PRINCIPLES OUR GUIDING GUIDING OUR Work with you Work smartly for you

We will: —— Developing innovative approaches We will: Develop new partnerships across Increase access to digital services to generating income and reducing the public, private, voluntary and and transactions and make better Be open and transparent about Target resources smartly and costs to maximise our investment in community sectors to deliver use of data to understand the what we are able to deliver by: reinvest income wisely to deliver front-line services. better outcomes for residents by: needs of our residents by: —— Ensuring our services continue to be excellent value for money —— Implementing a regional adoption —— Investing in core IT infrastructure effective, focused on customer need and reduce inequality by: Value the workforce across the agency and new safeguarding and enhancing the rationalisation, and deliver the required outcomes —— Continuing to make best use of all Borough and enable them to arrangements in line with new integration and consolidation of as simply as possible. available financial resources and deliver services effectively and government legislation. business solutions to support balance risks and opportunities. —— Developing a clear service offer to efficiently by: effective services for staff, residents —— Working closely with the voluntary manage residents’ expectations and —— Developing a workforce strategy —— Ensuring effective governance is in and customers. and community sectors to support advising them of alternative solutions for 2018-21 that will identify the key NEW WAYS OF WORKING place to support the efficient and sustainable service provision, —— Exploring the use of software where the Council is not able to challenges the Council faces and set smart delivery of our services. Like many other local authorities focus financial support on where innovations to automate provide a specific service. out actions to ensure we are able in the UK, we are facing —— Maximising the procurement of it is needed most, encourage non-complex processes. to recruit, retain and motivate the —— Improving communications and unprecedented and continued services and assets to support local co-production of activities, and right people with the right skills and —— Developing our growing reputation as collaboration with the public, private pressure on our finances, which businesses and residents wherever integrate voluntary and community behaviours, doing the right things. a digital council by using technology and voluntary and community has forced us to act more possible. activity into the Council’s strategic where sensible to improve the sectors to provide accurate and up- —— Using the evidence from the Cultural commercially to ensure we objectives. customer experience and reduce costs. to-date signposting and advice. Audit to ensure that the Council has keep delivering the services our a greater focus on the customer, residents need and deserve. Engage with residents to measure improves staff engagement and That’s why we have invested DIGITAL ENFIELD and evaluate our services by: influence, makes better use of £124m in Housing Gateway, a Providing digital infrastructure to connect people —— Engaging with parents, carers and rewards and develops a fair and local property company which other users to co-produce future effective appraisal system. We want to establish a world class digital infrastructure in Enfield that benefits has bought and refurbished service developments across Adult everyone – to provide fast, reliable and future-proofed digital connectivity for —— Providing staff with the most more than 500 properties in and Children’s Services. the future well-being of our residents, businesses and public services. appropriate IT equipment and Enfield, to help more than —— Delivering comprehensive software and a new digital 3,000 households living in That’s why we are developing a Digital Enfield Strategy to help us embed consultation programmes on workspace to make managing work temporary accommodation, a digital approach to all policies in order to support the needs of residents, services and taking action to easier, whilst supporting improved to find permanent homes they employers and partners by improving digital skills; connecting people to address issues where required. internal communication and working can genuinely afford to live in employment pathways; and providing infrastructure and connectivity to attract practices. – saving the Council more than new businesses to Enfield. Progress will be reviewed in 2020. —— Involving residents in the £4.3m to date. development of our customer service programmes. We have also set up CULTURAL AUDIT Independence and Well Being Changing the way we work Collaborate across the Borough Enfield, a private company and beyond to develop new ways of Driving Efficiency Through launched in 2016, which Over recent years – in response to the continued pressure on our finances and working by: Technology Award delivers high quality services, increasing demand from residents – the Council has had to transform the way —— Encouraging local businesses to Winner encouraging elderly residents it operates and delivers services. However, it was felt that the culture of the engage with the Council on projects and those with disabilities organisation and the way staff worked had not kept pace with these changes. A that will benefit the Borough and its to live independently, while recent staff survey showed that there was general agreement that people wanted to residents. also generating revenue for work in an organisation where they felt empowered to make decisions, be innovative, the Council by offering these open and honest, felt supported, and would work together to resolve problems. —— Working with partners to ensure services to other organisations Staff felt that at present these behaviours were not being actively encouraged. services are simple to understand in the Borough. and easy to access. 60% of our staff live in the Borough. They are vital to delivering a good customer experience and therefore, we are developing a culture change programme to transform the way we work. Staff at all levels are involved in designing initiatives that will enable people to work in a way that encourages new ideas, improves the way services are run, delivers a better experience for customers, keeps staff happy and motivated, and rewards hard work.

16 Creating a lifetime of opportunities in Enfield Enfield Council 17 DIFFERENTLY DIFFERENTLY DELIVERING DELIVERING DIFFERENTLY DELIVERING DELIVERING DIFFERENTLY

£39.5m government funding for Local London to provide more targeted Customer support for residents with health and disability challenges Experience £6bn Over 1,000 £550,000 value of Meridian Water, delivering Strategy saved per year from 10,000 new homes and thousands new homes to deliver consistently positive reducing and dimming of new jobs for the Borough at Ponders End by 2026 £4.2m customer experience by 2021 2018 street lights refurbishment of Edmonton Green

Library – 20,000 books, state of Winner Driving Efficiency Through the art IT and free wifi, study space Aspiration to £150m 192 Technology LGC awards 623 Alma Estate redevelopment, and a dedicated museum frontline health and care staff trees planted in 2018 and be in top 20% delivering 993 new homes, jobs, received Making Every Contact at least 400 more planned local authority areas nationally shops and community facilities Count training in 2018 for educational attainment Over 5,000 £377,000 babies and mothers visited awarded by Home Office to Over £1m by Health Visitors each year being invested by the Council and Community Safety Team to fund 2,500 its partners to reduce Enfield’s More than 200 a tailored service to those fleeing people supported by Health domestic abuse carbon footprint by 2025 £4.3m Trainers to make lifestyle changes 7,000 saved in temporary accommodation additional people seen and supported costs through 500 properties school places 16 each year by Enfield’s Drug Enfield selected purchased by Housing Gateway for children with special needs provision new police officers funded to New rail and Alcohol treatment service to host de-stigmatisation Hub, keep our housing estates safer to improve resilience for emotional station and mental health wellbeing, at Willoughby Lane in 2019 as part £290,000 Over 40km as part of Thrive LDN programme saved per year by investing in more of Meridian Water development of safe and secure cycle energy efficient office buildings routes to improve connectivity in the Borough

Source: Various sources from Enfield Council.

18 Creating a lifetime of opportunities in Enfield Enfield Council 19 Thank you for taking the time to read our Corporate Plan for 2018- 2022; we hope you found it interesting. If you have any questions or comments, please get in touch as we value your feedback.

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