CORPORATE STRATEGIC PLAN 2018–2022
01249 446699 enquiries@chippenham.gov.uk chippenham.gov.uk
Corporate Strategic Plan 2018 – 2022 1 Foreword May 2017 was a significant month for Chippenham Town Council with the local elections and a fresh Council featuring eleven new Councillors. New committees were established and a new Mayor, Deputy Mayor, Leader and Deputy Leader of the Council were elected. Alongside all this the new Chief Executive, Mark Smith, joined the Council.
During the following months we began developing the Corporate Strategic Plan for the next four years. After an extensive public consultation process the Corporate Strategic Plan was adopted by Full Council on the 29 November 2017. The four year corporate plan has five key Core Priorities and the overarching aspiration of ‘improving the quality of town life’.
Over the next four years delivery of the actions highlighted by these five Core Priorities will be both exciting and challenging. The Council will determine how to address various challenges including the devolution of assets and services from Wiltshire Council.
The Councillors and Council Officers are looking forward to delivering the new Corporate Strategic Plan 2018–2022 and are determined to ensure that Chippenham continues to remain a town that delivers quality services to communities, residents and people who work within and visit the town.
Cllr Sandie Webb Mark Smith Leader of the Council Chief Executive Chippenham Town Council Chippenham Town Council
2 Corporate Strategic Plan 2018 – 2022 Contents
4 Ward map 5 Ward Councillors 6 Introduction 7 Review of strategic plan 2013–2017 8 Overview of Chippenham town council and its committees 10 Strategic plan priority one 11 Strategic plan priority two 12 Strategic plan priority three 13 Strategic plan priority four 14 Strategic plan priority five 15 Checking progress
Corporate Strategic Plan 2018 – 2022 3 Chippenham Ward Map
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4 Corporate Strategic Plan 2018 – 2022 © OpenStreetMap contributors Your Town Councillors
James Adman INDEPENDENT Michael Merry CONSERVATIVE Hardens and England Cepen Park and Derriads [email protected] [email protected] 01249 446 652 01249 655 274
Desna Allen LIBERAL DEMOCRAT Nick Murry* INDEPENDENT Queens and Sheldon Monkton [email protected] [email protected] 01249 659 503 01249 656 317
Richard Bambury CONSERVATIVE Mary Norton CONSERVATIVE Pewsham Queens and Sheldon [email protected] [email protected] 07939 068 441 01249 650 979
Pete Bishop INDEPENDENT Ashley O’Neill* CONSERVATIVE Monkton Queens and Sheldon [email protected] [email protected] 01249 321 280 01249 653 346 / 07917 760 712
Holly Bradfield CONSERVATIVE Michelle Pearce LIBERAL DEMOCRAT Hardens and England Hardenhuish [email protected] [email protected] 07964 336 720 01249 445 693
Jenny Budgell LIBERAL DEMOCRAT Andy Phillips* CONSERVATIVE Lowden and Rowden Cepen Park and Redlands [email protected] [email protected] 07860 481 487 01249 661 068
Clare Cape* LIBERAL DEMOCRAT Nina Phillips CONSERVATIVE Pewsham Cepen Park and Redlands [email protected] [email protected] 07766 026 595 01249 661 068
William Douglas* LIBERAL DEMOCRAT David Powell LIBERAL DEMOCRAT Hardens and England Hardenhuish [email protected] [email protected] 01249 652 067 01249 651 095
Rajvir Gill INDEPENDENT Chris Ruck CONSERVATIVE Monkton Cepen Park and Derriads [email protected] [email protected] 01249 659 098 01249 765 982
Peter Hutton* CONSERVATIVE John Scragg LIBERAL DEMOCRAT Cepen Park and Derriads Lowden and Rowden [email protected] [email protected] 01249 660 713 01249 657 089
Teresa Hutton CONSERVATIVE Melody Thompson* CONSERVATIVE Pewsham Hardenhuish [email protected] [email protected] 01249 660 713 07717 313 669
Ruth Lloyd LIBERAL DEMOCRAT Sandie Webb INDEPENDENT Cepen Park and Redlands Lowden and Rowden [email protected] [email protected] 01249 657 414 01249 721 281
* These councillors also serve on Wiltshire Council Corporate Strategic Plan 2018 – 2022 5 Introduction
Chippenham is one of the West Country’s most dynamic market towns with a population of over 40,0001.
Chippenham Town Council forms the second tier of local government, after Wiltshire Council, who are the Unitary Council. One of the country’s largest and most active Town Councils in the UK, working within a considered, democratic, framework which is prudent, transparent and respectful of each other and the local community.
The role of the Town Council is to ensure Chippenham is a thriving community and a healthy, vibrant and attractive place in which to work, live and visit. The Town Council does this by working collaboratively, not only as an ambitious and committed team of Councillors and Officers, but also with a range of external strategic partners.
The Town Council is committed to provide excellence in the services and facilities which it delivers, aiming to be responsive, innovative and straightforward in our approach; which is both visible and accessible.
1www.intelligencenetwork.org.uk/population-and-census/
6 Corporate Strategic Plan 2018 – 2022 Review of our Strategic Plan 2013 – 2017
Chippenham Town Council approved its previous Strategic Plan 2013 – 2017 in November 2013.
The strategic themes were based around working collaboratively with partners to create a prosperous and accessible town, rich in heritage and culture, with a strong sense of community.
The plan also included a range of objectives and actions that sought to deliver and enhance our services and facilities.
Some of the highlights were:
• Refurbishment of the Neeld Hall into the Neeld Community and Arts Centre • Providing a new Splashpad at John Coles Park • Planting over 2,000 spring bulbs • Securing funding for Chippenham Museum from Art Council England’s ‘Ready to Borrow’ scheme • Receiving Heritage Lottery Funding for the ‘Unity and Loyalty’ exhibition and project.
Each of the above helped contribute to our overarching aspiration to ‘improve the quality of town life’.
Corporate Strategic Plan 2018 – 2022 7 Overview of Chippenham Town Council and committees
We have 24 Councillors representing eight wards who are each elected every four years.
They form committees, who are decision making bodies, which set the budget and decide how funds are spent. Council meetings are open to the public with a 30-minute public question time session at the start of each meeting, when the public can raise issues and ask questions. These meetings are usually held at the Town Hall.
During May each year at the Annual Council Meeting, a Mayor and Deputy Mayor are elected. The Mayor is the town’s First Citizen and its ambassador at public, civic and ceremonial events. At the same meeting the Council elect a Leader, Deputy Leader, decide on the committee members and appoint Councillors to Chair the committees.
8 Corporate Strategic Plan 2018 – 2022 Strategy and Resources Human Resources committee committee This committee meet four times a year The committee decides the Council’s to discuss staffing matters, training policies, strategies and all aspects of requirements and recruitment. corporate governance. Civic Matters sub-committee Amenities, Culture and Leisure committee Responsible for all Civic Matters for the town including all activities for the The committee oversees the Council’s Mayor, Deputy Mayor, Macebearer, Deputy projects and activities including the Neeld Macebearer and Town Crier. Selects the Community and Arts Centre, Stanley Park Civic Award recipients each year and Sports Ground, Chippenham Museum, John presents awards to individuals and Coles Park and the London Road Cemetery. groups on Civic Sunday. Planning, Environment and Community Donations Transport committee sub-committee
This committee comments on planning This committee meets three times a year applications and is consulted on a range and awards donations to community groups of issues including licensing, street naming, and non-profit making organisations for road closures and future developments. work contributing to the well being of the community.
Corporate Strategic Plan 2018 – 2022 9 Corporate Strategic Plan
01 Provide facilities and services which• support and develop • Ensure that all of our parks and a well connected town, open spaces are accessible to all which promotes health • • Ensure that Chippenham is and wellbeing well connected by working collaboratively with the Strategic Highway Authority and other • Continue to invest in and develop relevant agencies Stanley Park Sports Ground • Secure external funding where • Undertake a strategic needs based possible to develop our existing assessment of Stanley Park offer with regard to sports and cultural facilities • Develop a community based sports and physical wellbeing activity plan • Ensure that we maximise the potential presented by the River • Ensure that all cycle routes within, Avon within our town or connecting, the town are protected and enhanced by working • Develop strategies to continue with appropriate landowners and working with groups that are responsible authorities and support representative of the community opportunities for new or enhanced to encourage health and well being cycle routes • Continue to offer a grant based • Develop and maintain links donation scheme that promotes with transport providers health, well being and cultural development within the community • Ensure that all play areas are safe and of a high standard
10 Corporate Strategic Plan 2018 – 2022 02 An active role in the future development of Chippenham through collaboration with partners and stakeholders
• Develop a Neighbourhood Plan for Chippenham
• Seek to ensure that the Council is involved in future planning decisions affecting the town
• Play an active part in the development of the town in areas that are within our control
• Pursue new partnership opportunities to enhance services and assets, supporting the development of the town and community
• Encourage and influence sustainable development within the town
• Develop a strategy to allocate developer contribution to ensure infrastructure is developed and targeted appropriately
Corporate Strategic Plan 2018 – 2022 11 03 Maintain and enhance opportunities to create a green, clean • Achieve local, regional and safe environment and national recognition through recognised award schemes • Maintain Purple Flag status through collaborative • Work with partners to working with partners consider possibilities for additional trees and future • Continue to provide a Town woodland areas in the town Centre CCTV service and seek to extend this provision • Develop interpretation panels for all of our • Work with a range public spaces of partners to provide initiatives to ensure the • Develop an environmental town remains a safe place policy • Insure the cleanliness of • Seek to extend and the town centre remains improve our green spaces at a high standard by and floral display reviewing schedule priorities and investing • Investigate the opportunity in additional resources for renewable energies within our estate and • Continue to invest in and vehicle fleet develop our outside facilities
• Seek opportunities to work • Reduce waste and increase collaboratively to utilise reusing and recycling within the green spaces and river our own operations frontage within the town
12 Corporate Strategic Plan 2018 – 2022 04 To promote Chippenham as a destination market town based on our rich heritage, history and culture • To extend outreach and education programmes to continue to support community arts and heritage • Work collaboratively to develop a culture and tourism strategy which • Encourage a range of events for recognises the unique heritage and the benefit of the community character of the town • Secure external funding where • Continue to invest in and possible to develop our existing develop the Museum and to offer with regard to our amenities, preserve and interpret our leisure and cultural facilities heritage for the inspiration, learning and enjoyment of all • Commission or directly deliver a comprehensive community • Develop a customer service strategy events programme
• Develop a volunteer strategy • Continue to develop the Neeld Community and Arts Centre • Influence the preservation and as a hub for culture and arts repair of historic structures with an attractive offer for belonging to third parties the local community
Corporate Strategic Plan 2018 – 2022 13 Effective and efficient 05 use of resources
• Provide strong, clear and consistent leadership at Councillor and officer level
• Ensure that we operate within legislation, regulation, ethical guidelines and best practice
• Remain financially stable to deliver the Council’s priorities
• Manage our finances in line with agreed and legislative requirements
• Invest in our staff and Councillors, providing training opportunities where appropriate
• Take a Council wide holistic approach to managing and mitigating risk
• Develop a multi-channel communication strategy
• Deliver efficiencies in line with agreed targets
• Strive to achieve the Gold Award under Local Council Award Scheme or other accreditation schemes
14 Corporate Strategic Plan 2018 – 2022 Checking progress
The aim is for this Corporate Strategic Plan is to help drive the Council forward over the next four years, delivering the vision of ‘improving the quality of town life’.
The actions contained within this Corporate Strategic Plan 2018 – 2022 will be regularly monitored to ensure progress on delivering the five Corporate Priority outcomes.
Progress will be reported to the Council’s Corporate Management Team on a monthly basis, with officers reporting to Councillors every three months to help monitor performance.
Officers shall produce detailed plans for each individual action which will feed into appraisal targets and performance management processes.
Annual monitoring reports will be produced for the Public, Councillors and the Corporate Management Team.
The Council will update the public on its progress in its Talk Chippenham newsletter, on the website and social media.
Corporate Strategic Plan 2018 – 2022 15 icehousedesign.co.uk Brand & Design: Brand
For more information about the work we do and a calendar of meetings, please visit 01249 446699 [email protected] chippenham.gov.uk chippenham.gov.uk
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Published October 2018