Corporate Plan 2006/09 Historic District... Becoming ’s Premier Community Towards an outstanding St Albans City and District

People in St Albans city and district know what a great place it is in which to live. It is attractive and prosperous, with a well-educated population, good housing and a strong sense of community. The challenge facing St Albans City & District Council is to protect and enhance our heritage and environment while offering direction and leadership as the district develops and changes to meet new economic opportunities. The council is committed to improving the quality of life for everyone in the area through its facilities and services, while pursuing its ambition to make St Albans city and district a truly outstanding place in which to live, work and to visit. This is the first time the council has produced a three year medium term corporate plan, which sits within the overall long term vision and aims of the council. It is important that the council plans ahead so the budget can be set for the next few years to let staff and local residents know what is going to be delivered. In identifying our priorities for action over the next three years, we have relied heavily on feedback from local residents and organisations. This Corporate Plan sets out those priorities, and explains exactly what we will do to achieve them.

1 Historic St Albans District becoming Hertfordshire’s premier community Our vision To preserve and enhance the distinctive character of St Albans City and District, making it an outstanding place in which to live and work and to visit, where everyone enjoys a range of quality and efficient services in a progressive, caring and environmentally concerned community.

St Albans district is a pleasant area of Hertfordshire, just 20 miles from central London, with excellent road and rail links to London and the rest of Britain. The district’s population, of about 130,000, is based mainly in St Albans, Harpenden, Wheathampstead, , London Colney, Redbourn, Park Street, Chiswell Green and Bricket Wood. House prices are among the highest in Britain, and rates of deprivation and crime levels are also amongst the lowest. Although the district has low levels of deprivation, there are pockets where deprivation is higher than the national average. Many of the services the council provides are helping to tackle deprivation and improve quality of life, for example, providing a decent standard of council housing, affordable and accessible leisure facilities, working with partners to improve community safety, reduce crime and anti-social behaviour and working to improve the health of residents. Hertfordshire is the most densely populated county in the UK and continuing housing development is a sensitive issue, as is the lack of affordable housing. The proximity of London is important with many thousands of people commuting to work in the capital. However, there is a strong local business economy, based mostly on offices, small businesses, shopping and tourism. St Albans itself is a modern city shaped by over 2,000 years of development. In Roman times, when it was known as Verulamium, it was one of the most important towns in Britain. This has left the city with a rich archaeological heritage, much of which remains to be explored. This heritage, along with the city’s ancient cathedral, makes St Albans an increasingly popular tourist destination. A 2005 MORI report showed that around six in ten (67%) residents were satisfied with the way the council provides its services. The council intends to increase this level of satisfaction and this Corporate Plan explains some of the things we are doing to achieve this.

2 Looking to the future

In planning for the future of St Albans district, the council has used several methods to establish the views of local people on how it can be improved. We have commissioned MORI to carry out regular surveys of residents and we have sought the opinions of organisations across the area.

Community Strategy Many local organisations have worked in partnership to produce A Vision for St Albans and District (A Community Strategy), which sets out their ideas on how St Albans district can become an even better place. The work of this group, known as the Local Strategic Partnership, has been influential in establishing the council’s aims. We are also guided by central government and by the priorities of the controlling political group on the council. The priorities for the Local Strategic Partnership are: A district that is more business friendly, with better local transport A safer district A cleaner and greener district A healthier district A district where everyone can enjoy and have access to learning, leisure and the arts regardless of age, ability or ethnic background The Community Strategy is being reviewed in 2006/07 as the existing one will come to an end.

Local Development Framework The council is responsible for producing a Local Development Framework, which comprises a series of statutory development plan documents, setting out policies and proposals for future development within St Albans City and District to 2021. This policy document will have close links with the Corporate Plan and the Community Strategy.

Local Area Agreement The Corporate Plan also reflects the countywide Local Area Agreement, which was agreed in March 2006. It is a partnership agreement between St Albans City and District Council, Hertfordshire District Councils, Hertfordshire County Council and other partners including the health service and the police. The partners have signed up to meeting stretching targets to improve services in respect of four main areas of work. They are: Children and young people Economic development and enterprise Safer and stronger communities Healthier communities and older people

If the targets are met, the Government will provide funding to be spent on further improvements in the county. 3 Views of our residents Information from the 2005 Residents’ survey undertaken by MORI identifies some key areas in which the council and its partners could focus attention in order to improve local residents’ quality of life, as well as helping to strengthen the council’s (and partners’) reputation: condition and maintenance of roads and pavements road congestion safeguarding the environment (linked to perceptions of new developments/ amount of new housing, etc) tackling fear of crime and anti-social behaviour ensuring continuing high standards in key environmental services, most notably, refuse collection and recycling continuing to strengthen council communications, particularly in working to tell people where money is spent and how the council is providing good value for money in its activities

This Corporate Plan, which will be reviewed annually, takes account of all these influences, and sets out what we intend to do to make St Albans city and district an even better place in which to live and work, and to visit. In particular, we have identified five aims, which reflect the aspirations of local people and gives the council a clear direction as to where it should be focussing its efforts and resources.

Tell me more... You can find out more details of the council’s plans and strategies by visiting its website www.stalbans.gov.uk or by phoning the council’s public relations section on 01727 819316. These documents are available in other formats and languages.

4 Our long term aims to achieve our vision

Aim 1 – To build a community that is open, fair and inclusive We will build a community that is open, fair and inclusive, where people support each other and participate in the democratic processes that affect their lives.

Aim 2 – To work in partnership for the health and well being of the community We will work in partnership with others to bring improvements in health, education, community safety, transport and continuing prosperity.

Aim 3 – To cherish and promote our heritage, arts and culture We will conserve our heritage and enhance opportunities to experience culture and the arts.

Aim 4 – To safeguard the environment We will protect and nurture the natural environment by safeguarding the greenbelt from inappropriate development and promoting sustainability and the recycling and reduction of waste.

Aim 5 – To ensure the District is a desirable place in which to live and work We will promote sustainable housing and infrastructure with a cleaner, greener living environment and recreational facilities for the whole community to enjoy. We have already made considerable progress towards achieving these aims but there is more to do. On the following pages, we look at each aim, and identify the priorities that will help us to achieve that aim. We then specify what action residents can expect to see being taken over the next year and what the intended outcomes are.

5 Building a community that is open, fair and inclusive Aim 1 – To build a community that is open, fair and inclusive

We will build a community that is open, fair and inclusive, where people support each other and participate in the democratic processes that affect their lives. We have already: Created a new Customer Service Centre in the Civic Centre at St Albans to make it easier for residents to access services Produced five editions of the “Community News” newspaper to keep residents more informed Increased support for the Youth Council as a forum for young people living in the district and held a speed dating event for young people to talk to councillors Worked with partners to undertake an audit of shops and services and publishing a guide detailing accessible buildings in the district Increased the percentage of council buildings, which are accessible to people with disabilities from 39% in 2002/03 to 89% in 2005 Increased the percentage of residents satisfied with the way the council provides them with information from 44% in 2002 to 52% in 2005 Achieved the top score in the county for making planning services available electronically via the web

Between 2006 and 2009 our priorities will be:

What How Outcome When Communicating By implementing the Increase in percentage Dec council policies communication strategy of residents who are 2008 and decisions in a action plan to increase the satisfied with the way the user friendly form. percentage of residents council provides them satisfied with the way the with information from 52% council provides them with in 2005 to 60% in 2008. information. (Measured via Residents’ survey).

7 What How Outcome When Including the By investigating models To be determined. Will April public in the (e.g. area committees), depend on whether 2007 democratic which enable area or model is consultative process and in ward, based participation or decision-making. devolved decision to occur. taking. By piloting one of these models locally.

By reviewing the role and delegated powers of parish councils to fit with any new devolved model adopted.

By increasing the number Increase number of people Dec of people who register on register by 1%. 2006 to vote.

Developing By undertaking a campaign Increase in percentage of Dec improved access in 2006 to encourage residents who contact the 2008 to services in the residents to use the web council via the web from district. to access services. 2% in 2005 to 10% in 2008.

By providing a face-to-face Increase in number of March service in Harpenden, residents accessing 2007 mirroring that provided at district council services the council offices in at Harpenden (establish St Albans. baseline by March 2007).

By developing a new 75% of calls, for services March telephone service centre. included, dealt with at first 2008 point of contact, with standards for call answering times.

By increasing the number Increase in number of March of services provided in people accessing services 2008 different parts of the outside of St Albans. district. Increase in percentage of Dec residents saying it is easy 2008 to get information from the council from 62% in 2005 to 75% in 2008. 8 What How Outcome When cont... By undertaking a follow up 100% of council buildings March (Developing audit of council buildings accessible. 2009 improved access to ensure they are fully to services in the accessible for less able district). people.

Promoting Disabled Go Establish baseline for March website, which provides number of hits on website. 2007 information on access to services and facilities in the community.

9 Working in partnership for the health and well being of the community Aim 2 – To work in partnership for the health and well being of the community

We will work in partnership with others to bring improvements in health, education, community safety, transport and continuing prosperity. We have already: Implemented designated zones in St Albans City Centre, Harpenden Town Centre and Clarence Park to control anti-social drinking in public places Installed CCTV cameras in Harpenden Town Centre, London Colney High Street, Whitecroft shops and Batchwood Nightclub to tackle crime, anti-social behaviour and provide public reassurance Provided £105,000 of additional funding and signed a service level agreement with the county council for increasing the number and quality of road and pavement repairs carried out Delivered a programme of holiday activities for young people aged 11-18 in the District Created an innovative toddlers’ splash park in Verulamium Park Instigated a pilot project of healthy walks for mums at the school gate

Between 2006 and 2009 our priorities will be:

What How Outcome When Working with By establishing and Reduce the percentage of Dec partners to improve publicising an Anti-Social people who say anti-social 2008 community safety Behaviour Action Line. behaviour is a serious and reduce anti- problem from 20% in 2005 social behaviour. By extending the Youth to 10% in 2008. Action Programme started in 2005 – see page 13.

11 What How Outcome When Reducing the By publishing a quarterly fear of crime. newsletter, to be distributed with free newspapers, informing public of facts around crime, disorder, anti-social behaviour, drug and Increase in the percentage alcohol misuse and of people who say they establishing two-way feel safe walking alone Dec dialogue with specific outside after dark from 2008 communities. 55% (2005 level) to 66% in 2008. By increasing investment in CCTV to monitor town/village centres and areas around pubs noted for anti-social behaviour.

Reducing By working with the Local The Local Strategic Dec deprivation in Strategic Partnership to Partnership will agree 2006 wards with implement projects to specific targets for Sopwell deprivation levels reduce deprivation in the during 2006. higher than the following wards: national average. Sopwell Targets for Batchwood will Dec Batchwood be agreed in 2007. 2007 By working in the other Targets for these wards To be five wards with levels of will be agreed once the agreed deprivation higher than the projects begin. national average. (London Colney, Park Street, Colney Heath, St Peter's, Cunningham).

Developing and By working in partnership 150 people through the March delivering projects with the Primary Care Trust scheme in year one via GP 2008 to encourage to develop and deliver an and self referral. healthy living. exercise and well being referral scheme to enable people from priority groups to develop the confidence, skills and motivation they need to become and remain physically active and in good mental health. 12 What How Outcome When Cont... By increasing the total Baseline data to be Ongoing (Developing and number of visits to the collected in 2006/07. from delivering projects council’s sport and leisure March to encourage centres by priority groups 2006 healthy living). e.g. young people, ethnic minority people, disabled people.

Developing and By developing and Increase council staff car 2008 implementing implementing a Green sharing from 3% in 2005 Green Travel Plans. Travel Plan, playing our to 6% in 2008. part in the Local Strategic Partnership’s (LSP) Green Travel Plans project. (Link to aim 4)

Developing By working with partners Percentage of identified Summer activities for to engage young people target group attending at 2006 children and identified as being at risk least one session per and young people. of offending in the Youth week during the summer 2007 Action Programme. holidays (40% in 2006, 50% in 2007).

By encouraging young Increase in number of March people to visit leisure young people visiting 2007 centres. leisure centres (Establish baseline in 2007).

13 Cherishing and promoting our heritage, arts and culture Aim 3 – To cherish and promote our heritage, arts and culture

We will conserve our heritage and enhance opportunities to experience culture, leisure and the arts. We have already: Completed the Hypocaust building to cover the in situ Roman Mosaic in Verulamium Park Provided a diverse programme of events and exhibitions in 2005/06, on subjects such as Roman artifacts at Verulamium Museum, and on Life in the 1950s at the Museum of St Albans Entered into a contract for a cinema to be developed on Bricket Road, St Albans Received a special award from the St Albans Civic Society for the “Vintry Gardens and Romeland” urban design scheme

Between 2006 and 2009 our priorities will be:

What How Outcome When Promoting the By creating a new heritage Town Hall used by more March District’s heritage. experience in the court visitors/users per annum 2008 room, police cells and (Establish baseline in judges room at the 2007/08). Town Hall.

By making the Town Hall available for accessible and flexible use by commercial and voluntary organisations.

15 What How Outcome When Developing our By providing new museum Maintain visitor numbers March museums. displays in different at 2005/06 levels, given 2007 locations in St Albans. the national downturn in museum attendance.

By developing the Increase school visits from March Verulamium Museum site. 28000 (2005/06) to 31000 2007 By improving Clock Tower (2006/07) and 34000 and displays. (2007/08). March 2008

Supporting By developing a new Target date for cinema to 2009 the arts. cinema complex in the be open by 2009 (subject centre of St Albans. to planning permission).

By developing the biennial Annual programme of July St Albans Festival into an festival events in place. 2007 annual event in partnership Increase number of people March with the International attending arts venues 2007 Organ Festival. (establish baseline in 2007).

Providing facilities By implementing the Replacement of 2009 to enable people recommendations of the Westminster Lodge to undertake sport feasibility study for by 2009. and have active developing / redeveloping lifestyles. sporting and leisure facilities including the replacement of Westminster Lodge by 2009.

16 What How Outcome When Tourism. By implementing the Increase visitors and 2009 annual tourism events tourism spending in the plan, including Residents district (as measured by First weekend. the East of Tourist Board’s model) by 6%.

17 Safeguarding our environment Aim 4 – To safeguard our environment

We will protect and nurture the natural environment by safeguarding the greenbelt from inappropriate development and promoting sustainability and the recycling and reduction of waste. We have already: Introduced the choice of wheeled bins for the collection of green waste for 12,000 properties Assessed planning applications to identify the environmental implications of the development and recommend conditions (ongoing) Undertaken an energy audit of the council offices and museums and made changes to improve efficiency including the installation of machines providing constant hot water to replace kettles Published and consulted on a Statement of Community Involvement which explains how the public will be consulted on the Local Development Framework

Between 2006 and 2009 our priorities will be:

What How Outcome When Sustainability: Continuing to By implementing the Meet government targets March promote recycling. council’s recycling strategy for recycling household 2006 for the kerbside collection waste of 30% by 2006. of recyclable materials on a weekly basis on the same day as refuse collection, throughout the district (subject to public consultation).

Promoting energy By implementing the Reduction in energy March efficiency and the actions agreed following consumption in the 2009 use of renewable the energy audit to council offices by 20% energy. improve energy efficiency by March 2009. of the council offices (e.g. updating equipment and staff awareness strategy).

19 What How Outcome When Reviewing and By producing a Local Local Development 2009 implementing Development Framework, Framework published. policies for the which will contain protection of the appropriate policies ready green belt and for consultation in 2006/07 resisting over based on the county-wide development of agreement for no more the district for than 7,000 extra homes housing. being built in the district by 2021.

Reducing By implementing staff car Increase staff car sharing March congestion on our sharing scheme, as part of from 3% in 2005 to 6% 2007 streets resulting in the Green Travel Plan in 2008. a reduction of (see aim 2). atmospheric and other pollution By evaluating possible Decision regarding March levels. pedestrianisation of pedestrianisation in line 2007 St Peters Street in with stakeholders’ views. conjunction with the county council.

By producing a Community Reduction in levels of 2010 Climate Change Strategy nitrogen dioxide in Air and Action Plan, focusing Quality Management Areas on reducing air pollution to 40 micrograms per at the Peahen junction kilogram. and Air Quality Management Areas.

20 What How Outcome When Participating with By responding to Submission of responses As other bodies to proposals for the to expansion proposals appropriate campaign for the expansion of Luton and planning applications. protection of the Airport and taking part in district, eg oppose the Luton Airport over-development Consultative Committee of Luton Airport. by calling for a public inquiry if appropriate.

21 Ensuring the District is a desirable place to live and work Aim 5 – To ensure the District is a desirable place in which to live and work

We will promote sustainable housing and infrastructure with a cleaner, greener living environment and recreational facilities for the whole community to enjoy. We have already: Implemented the Cleaner District hotline for reporting abandoned vehicles, litter, graffiti, fly tipping and other incidents of untidiness across the District Developed a new play area at Sandringham Crescent, St Albans Provided 10 affordable housing units and 18 shared ownership units in 2005 Set up a mediation scheme with Relate to help reduce homelessness caused by family breakdown or similar circumstances Provided funding for increased cleaning around the lake in Verulamium Park Been accredited as an “Investor in People” demonstrating how we value and develop our staff to enable them to provide good services

Between 2006 and 2009 our priorities will be:

What How Outcome When Increasing By providing affordable 70 Shared ownership March provision of housing at the following homes. 81 Rented homes. 2009 affordable and sites: Aubrey Avenue 8 Affordable homes. decent homes. (8 shared ownership and 20 Intermediate homes. 2 rented units), 13 Intermediate key Sleapshyde Lane worker units. (3 rented homes), Keswick Close (6 affordable homes), Offas Way 2 (2 bungalows), Frogmore Park Street (22 shared ownership, 22 rented, 20 intermediate units), City Station (54 rented, 40 shared ownership and 13 intermediate key worker units).

23 What How Outcome When Cont... By purchasing up to 10 properties per annum. March (Increasing 10 street properties 2007, provision of per annum. 2008 & affordable and 2009 decent homes). By providing a special 8 special needs units. Oct needs housing project for 2006 physically disabled people, identifying a site in partnership with a Registered Social Landlord to accommodate 8 units. March By developing a scheme Site identified. 2009 for frail elderly people in partnership with County Council and a housing association.

By negotiating a target 185 affordable homes. March level of 35% affordable 2009 housing with developers on large sites.

Providing By implementing the Joint increased services Protocol for 16/17 year for homeless olds in partnership with people. Children Schools and Families. Reduction in homeless By developing a crash acceptances by 8% per pad and mediation annum by 2009 (number March scheme in partnership of people meeting 2009 with Herts Young criteria to be accepted Homeless. as homeless).

By reviewing the Council's Homelessness Strategy.

Reducing the By developing a strategy 50% reduction by 2010. 2010 number of by April 2006 to meet the households in national target of a 50% temporary reduction by 2010. accommodation. 24 What How Outcome When Making the district By continuing the Cleaner Removal of 100% of fly March a cleaner place. District campaign to tipping within 5 working 2007 encourage people to notify days of reporting. the council of litter, fly tipping and graffiti etc. Removal of 100% of graffiti March within 5 working days of 2007 reporting or 24 hours if racist, sexist or offensive.

Preserving and By producing a Green enhancing parks Spaces Strategy and and green spaces. action plan that guides the future management of the district’s green spaces. Continue to achieve a level of satisfaction with the Dec By implementing district’s green spaces of 2008 management plans for: around 83%. Clarence Park Rothamsted Park Verulamium Park

Road and By providing funding for Reduction in the Dec pavement pavement repairs of percentage of residents 2008 maintenance. £75,000. who think the condition of the roads is a serious By lobbying the county problem from 45% in council and reviewing the 2005 to 40% in 2008. way we work with them to improve the roads in the district.

Supporting staff By encouraging home 10% of staff working from Dec to enable them to working for staff where it home at least one day a 2008 deliver good is appropriate to do so week. services. (links to Green Travel Plan – aim 2).

Investors in By retaining Investors in Investors in People March People. People accreditation accreditation retained. 2009 following the successful attainment of it in December 2005.

25 Improving Our Efficiency

We will meet government targets for efficiency savings, arising from the 2004 Gershon review of public spending. The savings of 2.5 per cent will be achieved without affecting the quality of service through more effective working, greater use of partnerships in the procurement of services, and the increasing influence of e-Government. The money saved will be used to improve services.

Ref Description 2006/07 Target LOC CP 2 The percentage of efficiency savings achieved 2.5% = £758,000 against the baseline of 2004/05 expenditure.

LOC CP 3 The percentage of efficiency savings achieved 1.25% = £379,000 against the baseline of 2004/05 expenditure that are cashable.

Our latest estimates show that we are on line to exceed the Gershon efficiency target of 2.5% efficiency savings per annum over the three years 2005/06 to 2007/08 set by the government. The council has for many years sought ways of achieving value for money for our ratepayers and we are continually looking at areas to achieve efficiencies without any loss of quality of service. Measures already in place that are achieving savings in the areas of procurement, effective working, and e-government include: Housing maintenance contracts negotiated at rates below the level of inflation; Cash free front office where multi skilled staff deal with visitors to our offices; Improved throughput of planning and building control requests. We continue to look at our work processes and change them where appropriate so that we work more efficiently. For example, we have introduced an electronic reporting system for Internal Audit and a new management reporting system for our Finance Department. These are expected to further contribute to improved efficiencies.

How we will deliver

We will monitor our progress in several ways: We will look to increase the level of satisfaction among residents, as indicated in MORI surveys, from the present level of 67 per cent We will compare our performance with that of other councils Each year the government tells us how we are doing compared with other councils. The latest available figures for the whole country, for 2004/05, show we are among the best in the country for 33 per cent of the indicators on which we are judged. Overall 65 per cent of indicators were above the average for all district councils. 26 Some of the highlights over the last two years have been: The average time for processing new benefit claims was 17 days in 2004/05. This is significantly better than the district council average of 36 days and improved further in 2005/06 to 11 days. The percentage of the council’s buildings accessible to people with disabilities has increased from 39% in 2002/03 to 68% in 2003/04. Performance in 2004/05 reached 82%, and 89% in 2005/06. The percentage of local land charge searches carried out within 10 working days fell to 45% at the end of 2003 but improved to 100% in 2004/05. This level of performance continued in 2005/06. The time taken to process planning applications improved in 2004/05. Only 26% of minor applications were processed within 8 weeks in 2003/04 and this improved to 62% in 2004/05. The processing of other applications has also improved from 57% in 2003/04 to 82% in 2004/05, and figures for 2005/06 show further improvement. The percentage of interactions with the council that can be carried out electronically has improved from 64% in 2004/05 to 96% in 2005/06.

The council’s corporate vision and aims are under pinned by a well-motivated, well-trained and effective workforce.

The council achieved Investors in People (IIP) accreditation in December 2005. This has been a result of the commitment and dedication of everyone in the council. We have been working towards Investors in People for several years, building on the valuable skills and experience of staff. A number of initiatives have been introduced, such as a management development programme for over 60 managers, a new appraisal scheme, linked to corporate vision and aims, National Vocational Qualifications, undergraduate planning placements, Modern Apprentices and a range of health promotion measures. Having achieved this award, we will be working with staff to keep up the momentum and ensure that these initiatives are fully embedded.

Further initiatives planned for 2006 include health promotion events, further management development workshops, frequently asked questions for general HR issues, and streamlining the recruitment and selection process. We will meet government targets for efficiency savings, arising from the 2004 Gershon review of public spending. The savings, of 2.5 per cent, will be achieved without affecting the quality of service through more effective working, greater use of partnerships in the procurement of services, and the increasing influence of electronic service delivery. The money saved will be used to improve services.

27 Working with partners

We are committed to working in partnership with many organisations that affect the lives of people in the district. These include the county council, the police, the NHS (through the primary care trust) and voluntary and community groups. As a district council, we don’t repair roads and pavements – this is the responsibility of the county council. We are however making the county council very aware of residents’ dissatisfaction over the state of roads and pavements, and are working with the county to speed up repairs by agreeing a service level agreement which will state what should be done and when. Regular monitoring meetings are held two or three times a year to review progress with the pavement repairs programme we are funding, and to look at general highways maintenance and traffic congestion issues. We are going to review the current relationship in the light of residents’ dissatisfaction. We don’t manage traffic congestion – this again is the responsibility of the county council. We are working with partners on a comprehensive traffic management system to help reduce congestion, as well as negotiating for improvements on behalf of residents. We don’t provide health facilities – but we are helping to ensure a healthy future by working closely with the Primary Care Trust, which provides health care in the district. We are working jointly on projects, such as establishing smoking clinics, which will promote healthy living in the district. We don’t deal directly with crime – but we are working with the police on initiatives such as the Pub Watch scheme and Community Involvement days, which help to reduce the level of crime. We also work with the Fire & Rescue service to reduce the opportunities for arson.

Have your say... We have listened closely to the views of local residents in producing this plan. The more we know about your needs, the better able we are to provide services that meet them. We canvas opinions through surveys and from a panel of 1,000 residents, whose membership changes regularly. We also use on-line consultations which allow you to read about a current issue on our website (www.stalbans.gov.uk), and e-mail your response. Your feedback is very important as everything we do is influenced by you. By working together – councillors, staff, residents and partners – we know we have the drive and energy to make St Albans city and district a truly outstanding place for everyone.

28 What do we do?

St Albans City & District Council provides services for nearly 130,000 residents, as well as businesses and visitors to the area. Did you know...

We deal with over 6,000 phone calls every week We collect 763 tonnes of refuse from 56,000 properties each week We collect 173 tonnes of dry recyclable waste each week for reprocessing We collect 50 tonnes of garden waste each week for composting We regularly sweep 58,722km of roads and pavements Each year there are about 870,000 visits to our swimming pools and leisure centres Performances at arts venues attracted some 500,000 attendances a year More than 94,000 people visit our museums each year We determine nearly 3,000 planning applications a year We process 4,000 local land searches a year Last year we visited some 1,000 households to talk about community safety during Community Involvement Days We collect £73 million in council tax and £44 million in business rates We assess and pay benefits claims of £22 million Each year we issue about 500 charity collection licences We license about 300 taxis We issue liquor licences and enforce their conditions We compile the register of people eligible to vote and run elections We issue more than 7,900 bus permits for people over 60 and people with disabilities We maintain three cemeteries, two gardens of rest and one chapel and provide burials for about 250 people every year We carry out about 25,000 housing repairs a year This leaflet can be obtained in alternative formats, e.g. in braille, large print, on audio tape, or e-mail by contacting the council’s public relations department on telephone: 01727 819317/6 The District Council Offices textphone number is 01727 819570. The service is for customers with a hearing impairment.

Telephone: 01727 866100

Telephone: 01727 866100

St Albans City and District Council St Peter’s Street St Albans AL1 3JE Telephone: 01727 866100 www.stalbans.gov.uk