Business and Budget Planning 2019/20 MVDC BUSINESS AND BUDGET PLANNING 2019/20
CONTENTS
1) Introduction 3
2) Council Strategy 2019-24 5
3) Corporate Values 6
4) Annual Plan 7
5) Performance Indicators 9
6) Business Plans 14
7) Strategic Risk Register 73
8) Revenue Budget Summary 80
9) Capital Programme 81
10) Council Minutes for Budget Proposals 82
11) Council Tax Resolution 85
12) Fees and Charges Principles 87
13) Fees and Charges Schedule 88 INTRODUCTION
The financial outlook for Mole Valley District Council (MVDC) contains a degree of uncertainty: • The implementation of the changes to the local government funding system, (Fair Funding and Business Rates Retention), was originally intended for April 2019. However, this has been deferred, by one year, to April 2020. Consequently the magnitude of any fall in the Business Rates retained by MVDC will not be confirmed until late 2019. • Both the Joint Waste Contract and the Asset Investment Strategy are not yet fully implemented, and the final financial benefit is not yet confirmed, although it is clear that both will generate a significant financial gain. • Equally, it is too early to confirm the increase in revenue from ‘pay and display’ charges implemented in August 2018.
Therefore the principles of caution, prudence and focus on value for money that have characterised the Council’s approach to its budget in recent years, have been maintained while setting the budget for 2019-20 and for the medium term financial plan.
Any further significant additions to the Capital Programme will either require funding from a ‘capital receipt’, (sale of a Council asset), or from borrowing. Therefore in considering such spending it is imperative to consider the business case, and to understand / accept the impact on the revenue budget (in broad terms, capital spending of £1m will create capital financing cost of £50,000 pa, to be funded from the revenue budget).
Our approach is to ensure that our business and budget planning processes are fully integrated and that resources are allocated in line with corporate priorities.
Council Strategy 2019-24
The Council Strategy sets out MVDC’s vision and priorities for the next five years. The strategy also includes our core values and four guiding principles, which inform our approach to decision-making.
Annual Plan 2019-20
The Annual Plan sets out MVDC’s objectives which demonstrate how it will deliver the commitments for each of the Council Strategy priority outcomes. These objectives have been drawn from the suite of Business Plans that are in place across the organisation.
Business Plans
Each service area produces a Business Plan. These plans support the delivery of our priorities, as set out in the Council Strategy. Each plan includes the net expenditure for the business area.
Managing risk
Risk management arrangements underpin the Council Strategy priorities. Risk is the uncertainty that an event or an action will adversely affect an organisation’s ability to achieve its objectives and to successfully achieve its plans and strategies. How successful the Council is in dealing with the risks it faces can have a major impact on the achievement of its priorities and service delivery to the community. A risk can also be an opportunity that enhances and accelerates the achievement of service objectives.
3 At the time of publication there are eight strategic risks that relate to; rental income from key properties; Corporate Health and Safety; ICT (risk of hacking and operational resilience); the Document Management System; data protection &information governance; organisational capacity to deliver; and safeguarding. Each Business Plan sets out challenges and opportunities for their area of work. This is underpinned by detailed service risk registers for each business area.
Monitoring progress
The Council Strategy provides the framework for reporting the Council’s performance to Members. Progress is reported through regular business and budget reports to Cabinet meetings, enabling Members to identify how the Council is progressing towards achieving its priorities.
4 Council Strategy 2019 - 2024
Vision A place where a beautiful environment, enterprise and opportunity combine, creating a vibrant place to live, work, and enjoy.
Guiding Principles
Putting People Openness and Acting Living within our First Accessibility Sustainably means
Ensuring a people Listening to and Meeting the needs of Be mindful of current focussed culture engaging with people, the present without and future costs in our and giving clear, in our organisation timely and transparent compromising future approach to delivering to provide the best information that enables generations requires and developing possible experience residents, businesses, responsible decision- services. and services for our and visitors to help making and innovation. residents, businesses, themselves, while still providing support for and visitors. those who need it.
Priorities Together with our local communities and partners we will:
Community Environment Prosperity Wellbeing
Active communities and A highly attractive area with A vibrant local economy with support for those who need it housing that meets local need thriving towns and villages
• Promote opportunities for residents • Protect and enhance the natural • Work towards making Mole Valley of all ages to live safe, healthy and and built environment, and ensure a prime business location with fulfilling lives our areas of natural beauty and improved infrastructure to attract wildlife are well looked-after • Foster community spirit, encouraging and retain creative, entrepreneurial individuals, families and communities and innovative talent to support each other especially in • Promote sustainable development times of particular need that takes into account social, • Continue to drive the economic and environmental transformation of Leatherhead • Support individuals and families factors, including protection of Town Centre and promote the who find themselves unintentionally the Green Belt homeless, seeking to minimise character, culture and economy of Dorking disruption to education and • Encourage the creation of employment affordable housing to meet local • Work with rural communities needs and explore innovative • Encourage participation in sports, and businesses to enhance their methods of delivery leisure, cultural and educational strengths and address their activities, to promote responsible enjoyment of our parks, open spaces, • Encourage and support residents challenges, helping them thrive heritage and countryside and businesses to reduce the and become more sustainable amount of waste that is produced • Tackle environmental and community and facilitate the recycling and • Promote Mole Valley as a place anti-social behaviour by working with reuse of materials for people to spend their leisure partners to deliver education and time and support local businesses effective enforcement • Work with other agencies to to maximise opportunities from • Represent the interests of Mole Valley lessen the impact of environmental recreation and tourism residents by actively pursuing the pollution, paying particular attention effective provision of Health and to air quality and flooding Social Care services
We Listen Trust Care Respect Lead February 2019 5 MVDC Values
We Listen
We always put ourselves in our customers’ shoes.
We will always take the time to listen actively and to explain our reasoning for the decisions we make.
If we have to make difficult decisions we do so having considered all the issues We Respect
We are all different. We all matter.
Even if we do not agree with each other we respect our different opinions.
We value our relationships and treat each other as we would want to be treated. We Care
Many of the decisions we make affect peoples’ lives. We remember this in everything we do.
We care about our customers and each other and we care about Mole Valley
We are passionate about ensuring the best for our residents and communities We Trust
We trust each other to do the right thing, acting with integrity and for the right reasons at all times
We work hard to build the trust of our customers and partners
We trust ourselves to innovate and continually improve the way we work We Lead
We take pride in what we do
We take ownership for all that we do
We are ambitious for Mole Valley and ensuring the best for our residents and communities
6 ANNUAL PLAN 2019/20
Ref 5-year Council Strategy Priorities Annual Plan Objectives 2019/20 Cabinet Member Executive Head Business Unit with for: of Service for: lead delivery responsibility: ENV1 Protect and enhance the natural and built Deliver a programme of works to ensure our Parks and Open spaces are managed Wellbeing Community Parks environment, ensuring our areas of natural with biodiversity in mind: and, complete a programme of work identifying and beauty and wildlife are well looked-after assessing ‘high risk’ trees
ENV2 Promote sustainable development that takes Consult on the draft Local Plan which sets out the Council’s planning policies for the Planning Policy Place & Planning Policy into account social, economic and use and development of land in Mole Valley Environment environmental factors, including protection of the Green Belt ENV3 Encourage the creation of Affordable Develop a new planning policy for inclusion in the new Mole Valley Local Plan Planning Policy Place & Planning Policy Housing to meet local needs and explore requiring the provision of Affordable Housing in new residential developments Environment innovative methods of delivery Publish a new Affordable Housing Strategy Planning Services Community Housing & Housing ENV4 Encourage and support residents and Implement measures to reduce single use plastics; promote the Refill scheme; and, Environment Place & Environmental businesses to reduce the amount of waste consider the introduction of water bottle refill stations in Leatherhead and Dorking, Environment Services that is produced and facilitate the recycling including working with Surrey Waste Partnership and reuse of materials Work with Joint Waste Solutions to promote waste recycling and reuse. Environment Place & Waste Environment Develop an Electric Vehicle Charging strategy which supports the ambitions of SCC Wellbeing People & Strategy and and MVDC Projects Corporate Support Develop a strategy for MVDC Depot provision Strategy & Assets Resources Property
ENV5 Work with other agencies to lessen the Support the Environment Agency in its engagement activities with members and Prosperity Prosperity Investment and impact of environmental pollution, paying residents in relation to flooding in Leatherhead and Fetcham Regeneration particular attention to air quality and flooding PRO1 Work towards making Mole Valley a prime Provide support to start up, small and medium sized enterprises (SMEs); and Prosperity Prosperity Economic business location with improved maximise the occupancy of commercial, industrial, and retail properties in the District Development infrastructure to attract and retain creative, Deliver phase two of the parking refurbishment programme and plan for future Wellbeing People & Strategy and entrepreneurial and innovative talent phases; and conduct research and analysis of parking in Mole Valley Projects Corporate Support
PRO2 Continue to drive the transformation of Develop a Town Markets Strategy and implementation plan for Dorking to help Prosperity Prosperity Economic Leatherhead Town Centre and promote the provide business opportunities and create a new experience for shoppers Development character, culture and economy of Dorking
Continue implementation of Transform Leatherhead Masterplan including engaging a Prosperity Prosperity Investment and delivery partner for Claire House and James House; commencing the securing of a Regeneration delivery partner to undertake the redevelopment of the Swan Centre; commissioning feasibility studies arising from the options identified from the Transport Modelling; commence masterplanning of Bull Hill; commence masterplanning of the Riverside Park and associated consultations; progress options for sustainable transport, and; work with other stakeholders to maximise the impacts and benefits Support the development of plans for Pippbrook House Strategy & Assets Resources Property PRO3 Work with rural communities and businesses Develop the next phase of the Rural Community Strategy taking into account the People & Rural People & Strategy and to enhance their strengths and address their outputs from the Rural Summit Mole Valley Projects Corporate Support challenges, helping them thrive and become more sustainable
7 Ref 5-year Council Strategy Priorities Annual Plan Objectives 2019/20 Cabinet Member Executive Head Business Unit with for: of Service for: lead delivery responsibility: PRO4 Promote Mole Valley as a place for people to Agree a way forward to support tourism and the visitor economy People & Rural People & Strategy and spend their leisure time and support local Mole Valley Projects Corporate Support businesses to maximise opportunities from recreation and tourism CWB1 Promote opportunities for residents of all In line with the Wellbeing Strategy, working with partners to develop activities that Wellbeing Community Mole Valley Life ages to live safe, healthy and fulfilling lives focus on reducing social isolation and keeping people independent in their own homes for longer. To deliver the objectives highlighted in the review of the Wellbeing Strategy in Wellbeing Community Wellbeing summer 2017, with specific focus on getting and keeping children, young people and older people more active and tackling mental health and social isolation CWB2 Foster community spirit, encouraging Develop response to the recommendations made from the Listening Project in North Wellbeing Community Wellbeing individuals, families and communities to Leatherhead support each other especially in times of particular need Commission a masterplan and feasibility study for a community hub on the site Strategy & Assets Resources Property known as Kingston Road Recreation Ground, informed by engagement with relevant asset owners, stakeholders and residents
CWB3 Support individuals and families who find Develop a new Homelessness Strategy for 2020-2025 Planning Services Community Housing themselves unintentionally homeless, & Housing seeking to minimise disruption to education and employment CWB4 Encourage participation in sports, leisure, Continue to deliver improvements to play equipment in the District, focusing on the Wellbeing Community Parks cultural and educational activities, to promote skatepark at Leatherhead Leisure centre and the extension to the skate park at King responsible enjoyment of our parks, open George V Playing Fields in North Holmwood spaces, heritage and countryside CWB5 Tackle environmental and community anti- Establish and embed the new Mole Valley Joint Enforcement Team Wellbeing Community Community Safety & social behaviour by working with partners to Enforcement deliver education and effective enforcement CWB6 Represent the interests of Mole Valley Engage in the development of the joint Health and Social Care 5-10 year Strategic Wellbeing Community Wellbeing residents by actively pursuing the effective Plan; and, ensure the Council contributes to the discussions about future plans for provision of Health and Social Care services the Epsom and St Helier Trust configuration of services
8 MVDC Performance indicators 2019/20 (monitored by the Cabinet)
2019/20 Priority: ENVIRONMENT Target Housing: net number of additional dwellings (net number of 1a 4411 additional dwellings completed per annum) Housing :number of affordable homes 1b 502 (actual number of affordable homes completed in the year) Number of missed bins per 100,000 collections (cumulative year to date figure calculated from the number of reported 2 80 missed bins divided by the number of properties visited for scheduled collections of refuse and recycling) Percentage of waste sent for recycling, reuse and composting (cumulative year to date figure, calculated by 3 61.5% comparing the amount of waste sent for recycling, reuse and composting against the total waste collected) Residual waste per household (number of kilograms of Lower than 4 residual household waste collected per household) previous year The number of organisations signed up to the 5 30 Water Refill scheme
2019/20 Priority: PROSPERITY Target Percentage of council tax collected (calculated, as a cumulative year to date figure, from the total council tax 6 99.2% payments received compared to the total amount payable in that year) Percentage of business rates collected (calculated, as a cumulative year to date figure, from the total business rate 7 98.8% payments received compared to the total amount payable in that year) Overall business rateable value of the district (total rateable Context 8 value held on the Local Valuation List for Mole Valley in respect indicator of the business properties situated within the Mole Valley area) Cost of services (net revenue budget divided by population of Same or lower 9 Mole Valley) than previous year Percentage of major applications processed within 13 weeks (cumulative figure over assessment period of the 10a 63% number of applications processed within timescales against total received) Percentage of non-major applications processed within 8 weeks (cumulative figure over assessment period of the 10b 79% number of applications processed within timescales against total received) Percentage of major development decisions overturned on appeal (cumulative figure over assessment period of 10c 8% applications that are subsequently overturned on appeal against total received) Percentage of non-major development decisions 10d 8% overturned on appeal (cumulative figure over assessment
1 Based on a three-year rolling average 2 This target will remain the same until the completion of a new planning policy for inclusion in the new Mole Valley Local Plan requiring the provision of affordable housing in new residential developments. An average of 150 homes should be provided over a three year period.
9 2019/20 Priority: PROSPERITY Target period of applications that are subsequently overturned on appeal against total received) Percentage of planning enforcement investigations commenced within timeframe (cumulative year to date figure 11 of the number of planning enforcement investigations 70% commenced within a specified timeframe that accords with the Council’s adopted Enforcement Plan Priorities)
2019/20 Priority: COMMUNITY WELLBEING Target Percentage of Telecare calls answered within 60 seconds (this is the most recent month figure, generated from 12 97.5% Telecare’s call handling system, which automatically records all answering times) Number of households in temporary Bed & Breakfast Context 13a accommodation (actual number of all households in indicator temporary Bed & Breakfast at the end of the month) Number of families with children in temporary Bed & Breakfast accommodation for longer than six weeks 13b (actual number of households with children and/or expecting a 0 child in temporary Bed & Breakfast for longer than six weeks at the end of the month) Number of 16 or 17 year olds in temporary Bed & Breakfast accommodation for longer than six weeks 13c 0 (actual number of 16 or 17 year olds in temporary Bed & Breakfast for longer than six weeks at the end of the month) Number of homelessness preventions and relief (cumulative year to date figure of the number of households Context 14 prevented or relieved from becoming homeless, through advice indicator offered by the housing team) Percentage of food businesses with a ‘Scores on the door’ of 3 or over (this is an ‘as is now’ figure at the end of the 15 93% month, which represents the number of business assigned an hygiene rating of 3 or over, by the environmental health team) Number of Management Plans (outlined for MVDC owned 7 short-term countryside sites) plans 16 2 long-term plans Percentage of eligible cases responded to in 2 working days by Joint Enforcement Team (a case is considered to be 17 eligible if it relates to anti-social behaviour that falls within the 75% remit and legislative powers of the JET)
2019/20 CUSTOMER SATISFACTION Target Community Transport customer satisfaction (annual 18 95% customer survey result) Fairfield Centre customer satisfaction (annual customer 19 90% survey result) Telecare Service – customer satisfaction score following 20 use of alarm service (this is the most recent month figure, 98.5% calculated from surveys with customers)
10 PERFORMANCE INDICATORS 2019/20
Title Description Reason for monitoring
ENVIRONMENT
Housing Net number of additional The district needs more a) net number of dwellings completed per annum; housing to meet the Housing additional dwellings number of affordable homes Delivery Test target 1. completed in the year introduced by government. b) number of affordable More affordable homes are homes needed. Missed waste bins Cumulative year to date figure Waste collection is an calculated from the number of important service and reported missed bins divided by customers expect it to be 2. the number of properties visited reliable for scheduled collections of refuse and recycling Recycled waste Cumulative year to date figure, Reducing waste and calculated by comparing the increasing recycling is good 3. amount of waste sent for for the environment and recycling, reuse and composting saves money being spent on against the total waste collected landfill Residual waste Number of kilograms of residual 4. household waste collected per household Water Refill Scheme Number of organisations signed 5. up to the Refill Scheme PROSPERITY
Council tax collection Calculated, as a cumulative year Collecting money owed to to date figure, from the total MVDC is essential to allow 6. council tax payments received us to carry out the services compared to the total amount we provide payable in that year Business rates collection Calculated, as a cumulative year Once business rates to date figure, from the total payments have been pooled 7. business rate payments received centrally they are then compared to the total amount redistributed and help pay payable in that year for local services Economy health check Total rateable value held on the This is a context indicator Local Valuation List for Mole that will help provide a health 8. Valley in respect of the business check on the local economy properties situated within the Mole Valley area Cost of services Expenditure per head of the ‘Living within our means’ is 9. Mole Valley population one of our guiding principles
11 Title Description Reason for monitoring
Speed of processing Cumulative figure over Like all planning authorities planning applications assessment period of the MVDC is expected to make a) major number of applications good decisions on planning b) non-major processed within timescales applications as quickly as against total received possible 10. and Quality of processing Cumulative figure over planning applications assessment period of c) major applications that are b) non-major subsequently overturned on appeal against total received Planning enforcement Cumulative year to date figure of Reacting to complaints in a investigations the number of planning timely manner upholds enforcement investigations MVDC’s reputation and 11. commenced within a specified maintains and enhances timeframe that accords with the wider confidence in the Council’s adopted Enforcement planning system Plan Priorities COMMUNITY WELLBEING
Telecare alarm calls Most recent month figure Alarm calls are made by generated from the Telecare call customers needing urgent 12. handling system, which attention and it is important automatically records all that they are dealt with answering times promptly Temporary bed and a) Number of households living Use of bed and breakfast breakfast in bed and breakfast at the end can cause hardship to accommodation of the month families, particularly when a) number of households b) Number of households (with they are located outside of b) families with children children and/or expecting a child) Mole Valley It is expensive c) 16 and 17 year olds who have been living in bed and and should only be used as 13. breakfast for more than six a last resort. weeks at the end of the month c) Number of 16 or 17 year olds living in bed and breakfast for longer than six weeks at the end of the month Households prevented or Cumulative year to date figure of No one should be homeless relieved from becoming the number of households - if homelessness is not homeless prevented or relieved from prevented MVDC will receive becoming homeless, through statutory homelessness 14. advice offered by the housing applications, which can lead team to hardship for families and increased expenditure on bed and breakfast Food hygiene standards This is an ‘as is now’ figure at the Raising hygiene standards end of each month which increases public confidence represents the number of in food establishments in 15. businesses assigned a hygiene Mole Valley rating of 3 or over, by the environmental health team
12 Title Description Reason for monitoring
Countryside estates Number of Management Plans Residents expect value for outlined for MVDC owned money and effective 16. countryside estates management of our countryside estates Anti-social behaviour Percentage of eligible cases Responding to anti-social responded to in 2 working days behaviour quickly is by Joint Enforcement Team (a important to residents case is considered to be eligible 17. if it relates to anti-social behaviour that falls within the remit and legislative powers of the JET)
Customer Satisfaction A number of customer Feedback from customers Surveys satisfaction surveys will be enables us to improve undertaken including: services 18. a) Community Transport b) Day Centre c) Telecare Service
Progress against these performance indicators, and the key objectives, which underpin the Council Strategy priorities, will be reported to the Cabinet on a regular basis.
13 Business Plans Glossary The references below show how the objectives in the business plans link to the Council Strategy
GP1 Putting People First: Ensuring a people focussed culture in our organisation to provide the best possible experience and services for our residents, businesses, and visitors GP2 Openness and Accessibility: Listening to and engaging with people, and giving clear, timely and transparent information that enables residents, businesses, and visitors to help themselves, while still providing support for those who need it GP3 Acting Sustainably: Meeting the needs of the present without compromising future generations requires responsible decision-making and innovation GP4 Living within our means: Be mindful of current and future costs in our approach to delivering and developing services CWB1 Promote opportunities for residents of all ages to live safe, healthy and fulfilling lives CWB2 Foster community spirit, encouraging individuals, families and communities to support each other especially in times of particular need CWB3 Support individuals and families who find themselves unintentionally homeless, seeking to minimise disruption to education and employment CWB4 Encourage participation in sports, leisure, cultural and educational activities, to promote responsible enjoyment of our parks, open spaces, heritage and countryside CWB5 Tackle environmental and community anti-social behaviour by working with partners to deliver education and effective enforcement CWB6 Represent the interests of Mole Valley residents by actively pursuing the effective provision of Health and Social Care services ENV1 Protect and enhance the natural and built environment, and ensure our areas of natural beauty and wildlife are well looked-after ENV2 Promote sustainable development that takes into account social, economic and environmental factors, including protection of the Green Belt ENV3 Encourage the creation of affordable housing to meet local needs and explore innovative methods of delivery ENV4 Encourage and support residents and businesses to reduce the amount of waste that is produced and facilitate the recycling and reuse of materials ENV5 Work with other agencies to lessen the impact of environmental pollution, paying particular attention to air quality and flooding PRO1 Work towards making Mole Valley a prime business location with improved infrastructure to attract and retain creative, entrepreneurial and innovative talent PRO2 Continue to drive the transformation of Leatherhead Town Centre and promote the character, culture and economy of Dorking PRO3 Work with rural communities and businesses to enhance their strengths and address their challenges, helping them thrive and become more sustainable PRO4 Promote Mole Valley as a place for people to spend their leisure time and support local businesses to maximise opportunities from recreation and tourism
14 Benefit Service 2019/20
Business Overview
Our main purpose is to support all members of our local communities, including some of the most vulnerable, with financial assistance and advice, to allow them to remain living in their homes and therefore maintain family life. This is best done by efficiently administering the national Housing Benefit Scheme and Mole Valley’s own Local Council Tax Support Scheme.
We are responsible for:
The continued payment of Housing Benefit and Council Tax Support for existing customers New Claim awards for Pensioners and certain Working Age customers Ensuring payments are correct and that any overpayments are collected efficiently Investigating people who commit fraud against the schemes we administer Providing advice and support on a range of Welfare Benefits Delivery of any Welfare Reforms
Challenges and opportunities
Universal Credit commenced within Mole Valley in October 2018 for most working age people that would have otherwise claimed Housing Benefit. This continues to place demands upon the service with greater need for advice and support to be given to customers who now have to deal with more remote central agencies.
During this time of change, the service continues to face challenges in both retaining existing staff and being able to attract experienced professionals to implement the agenda of welfare reform.
Similarly, given the amount of changes in the area of welfare reform and the speed of change often required to implement those changes, keeping staff trained and up to date continues to be a challenge. Staff need to be able to adapt quickly to changes and new ways of working with the continued move towards data exchange and the development of new I.T. solutions.
15 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 CWB1 Continue to deliver Welfare Reforms including the impacts the Benefit Cap, - Under Occupancy Charge and the continued roll out of Universal Credit. GP2 Work with our Housing team and other partners including the voluntary sector, especially Citizens Advice (who will take the primary role in Universal Support) - and other public bodies to provide advice and support to claimants claiming Universal Credit or impacted by other welfare reforms. CWB3 Target limited discretionary support in the form of Discretionary Housing Payments to those shown to be most vulnerable, to help them keep their - homes and avoid becoming homeless. GP1 Continue to manage and develop staffing resources in an ever challenging - market where such skills and experience are in short supply. GP1 Continue to explore and adopt new technologies and ways of working to improve the customer experience of the service and ensure that resources are - used in the most effective, efficient way. GP1 Start to explore and understand the need and design of any new Council Tax - Support Scheme that could potentially be in place for 2020/2021
Resources
Cash limit: £408,000 net expenditure
Budgeted posts: 16 full time equivalents
Business Manager: Rob Boxall, Benefit Manager
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor Chris Hunt, Planning Services and Housing
16 Building Control 2019/20
Business Overview
Our main purpose is to ensure that building work in the District complies with the requirements of the Building Regulations 2010 and the Building Act 1984.
We are responsible for:
Checking deposited information, plans and calculations for compliance with the Building Regulations Inspecting building work to ensure it meets the Building Regulations, including energy efficiency, accessibility and safety Responding to Dangerous Structure reports Processing Demolition Notices Maintaining the Register of Initial Notices Maintaining the Register of Competent Persons Scheme Notifications Providing building control data to MVDC’s Building Control monitoring systems
Challenges and opportunities
The Southern Building Control Partnership is the brand name for the shared building control service which has been created by bringing together the former building control teams of Mole Valley, Reigate & Banstead and Tandridge. The Partnership went live in June 2017 and is providing the building control service for the three local authority areas from the Dorking and Oxted hubs. During 2019/20 we will be looking to grow the Partnership by delivering a high quality, wide ranging and competitive building control service both within and outside the partnership’s area.
17 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Growing the Partnership’s client base by providing a resilient, wide ranging, - effective, efficient and modern building control service. GP1 Continue to fine tune the Partnerships IT systems and ensuring the back office - support is fully operational to deliver agile working practices. GP1 Undertake pre-contravention intervention to prevent less than acceptable work - from being built GP1 Providing advice about building construction and new Building Regulations to - our customers. GP1 Look for new partners to bring in more work and charge income -
GP1 Promote the Southern Building Control Partnership -
Resources
Cash limit: £78,000 net income
Budgeted posts: nil
Southern Building Control Partnership has an establishment of up to 25.4 full time equivalent staff. of which four are former MVDC staff.
Business Manager: Mark Simpson, Head of Building Control (Southern Building Control Partnership)
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Chris Hunt, Planning Services and Housing
18 Communications 2019/20
Business Overview
Our main purpose is to engage with residents and businesses via planned, audience targeted, multi-channel media campaigns and to support our members with building their multichannel communications skills. We promote Mole Valley District Council’s services and priorities throughout our work and seek to enhance and protect the organisation’s reputation.
We manage internal and external communications and engagement. We are responsible for ensuring our residents and businesses are informed about the services and support MVDC and our partners deliver.
We retain a strong emphasis on digital channels and look to expand our digital presence and engagement. We work on behavioural change campaigns and look to respond to growing trends by promoting increased use of our digital services by residents and businesses.
Challenges and opportunities
By communicating effectively, we can ensure our residents are aware of the services we offer them and enhance and protect Mole Valley District Council’s reputation. By getting to know our audience better, we can highlight the groups that have been traditionally perceived as ‘hard to reach’ and work to ensure our messaging is correctly targeted.
Using digital communication, we are able to reach some people more quickly and obtain better and more frequent engagement than via traditional forms of media. We are mindful of those individuals and groups who may not be reached via digital channels and target our messaging and communications appropriately.
We manage an increasing range of digital channels and the expectations from residents for instantaneous and continual engagement.
We recognise the national decline in readership of local, printed weekly media and constantly seek new, more effective methods of reaching residents with our news. We compete for the attention of our residents as they experience an increasingly crowded digital information flow/overload, as news is digested in short headlines from numerous digital sources.
We are aware of the challenges of ‘dis-information’, false information deliberately spread to deceive, particularly prevalent within social media sites. Dis-information challenges for us are around how factually incorrect information can be rapidly spread by individuals on social media. We work to become a constant, trusted and reliable source of information for our residents and businesses.
We understand the ethics around use of people’s personal data and look to build trust with all our audiences around our use of data within the law and further, within what is commonly perceived as acceptable, appropriate use.
We understand that the speed of digital change is the fastest it has ever been and the slowest it will ever be. We keep up to date with the most relevant and popular styles of communication and use our digital channels to promote an approachable, friendly ‘face’ of Mole Valley.
Increasingly we work with partner organisations and commercial organisations to strengthen our messages, our reputation and our voice within the community. 19
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1+ Communications Campaigns – Continue to work across the organisation to promote services and initiatives in line with the Council Strategy. Support joint - campaigns developed by partners. GP1, GP2, ENV4, PR01, PR02, PR03, PR04, CWB1, CWB2, CWB4 GP1 Better Engagement – Project to work on better understanding our audiences, GP4, their channel preferences and how to engage better with the people in our - GP2 district. This will include improved use of technology where appropriate and improved planning of multi-channel campaigns. GP1+ Dorking Halls – A significant part of the team’s annual ongoing work (0.8 fte), marketing and promoting the full range of events. 2018/19 saw successful completion of re-brand and accompanying new website. We will be looking - closely at how to measure success of the ongoing marketing strategy and support the growing reputation of the venue. PR02, PR04, CWB1, CWB4 GP1+, Transform Leatherhead – A significant part of the team’s annual ongoing GP2, work (0.8 fte), communicating and engaging with all residents and businesses PR02 in Leatherhead and beyond about this major MVDC project. Continue to - support the Transform Leatherhead team in promoting all aspects of the project, including managing reputation. CWB1+ Mole Valley Life – Major promotional campaign for newly branded Mole Valley Life. - CWB2, CWB4, CWB5 GP2 Digital Communications skills – Implement an on-going programme to - build/support digital communications skills for members. GP1, MVDC Website – Design and produce a new corporate MVDC site for launch - GP2 within 2020/21.
Resources
Cash limit: £282,000 net expenditure
Budgeted posts: 5.6 full time equivalents + 1 Apprentice
Business Manager: Liz Rice, Communications Manager
SLT Lead: Executive Head of Service (People and Projects)
Cabinet Member: Councillor Corinna Osborne-Patterson, People and Rural Mole Valley
20
Community Safety & Enforcement 2019/20
Business Overview
Our main purpose is to provide a response to community safety issues, including tackling anti- social behaviour, and to ensure that the operational parking service is effective in delivering both on and off street enforcement.
We are responsible for:
Effective management of both on and off street parking in Mole Valley, ensuring that the Council’s off street car parks are properly managed and enforced and on street parking restrictions are properly enforced on behalf of Surrey County Council Working with partners to develop and deliver the Council’s strategic response to community safety activity, including the Council’s duty under Prevent, tackling domestic abuse and supporting the police to tackle issues such as child sexual exploitation and serious and organised crime (including modern day slavery) Providing an operational response to anti-social behaviour including enforcement activity Supporting and developing the statutory East Surrey Community Safety Partnership (ESCSP) and maintaining links to the County-wide Community Safety Board Maintaining and developing the CCTV network for addressing and deterring crime and anti- social behaviour and providing reassurance Leading the Safety Advisory Group and closing roads for public events Managing the Community Grants process
Challenges and opportunities
The Joint Enforcement Team is a newly established team for 2019/20 and therefore it is difficult to predict the level of demand for the team to carry out enforcement activity and the back-office support requirements. It is anticipated that the level of work will continually increase as the team becomes established so it will be necessary to monitor these demands to ensure that there are sufficient resources in place.
Continue to work closely with Surrey County Council to establish the ongoing relationship between our organisations for the enforcement of on-street parking. We will need to ensure that a close relationship is maintained with the Parking Strategy lead to ensure that any operational parking changes agreed with Surrey County Council are achievable.
21 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 CWB5 Launch the Mole Valley Joint Enforcement Team on 1st April 2019 (subject to the approval of necessary budget) to tackle environmental anti-social Y behaviour through education and enforcement. The work throughout 19/20 will be to evolve, develop and embed this important new service. CWB5 Deliver a comprehensive multi-agency response to complex cases of Anti- social Behaviour by taking the lead on co-ordinating Joint Action Groups and - the Community Harm and Risk Management Meeting GP1 Embed Environmental Anti-social Behaviour Enforcement processes -
GP1 Develop the JET and Parking IT systems in line with Firm Step roll-out -
GP1 Develop MVDC Anti-social Behaviour web pages to ensure information is clear and on-line reporting methods are available -
GP4 Review how cash collection is undertaken at the Council and assess the - potential to take the service ‘in house’ GP4 Review Parking Services procurement procedures and contracts -
Resources
Cash limit: £ Community Safety and Wellbeing 143,000 net income Parking 2,334,000 net income Total 2,477,000 net income
Budgeted posts: 12 full time equivalents
Budgeted posts for Wellbeing included in relevant Business Plan
Business Manager: Patrick McCord, Community Safety, Wellbeing and Parks
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor David Hawksworth, Wellbeing
22 Customer Services 2019/20
Business Overview
The Customer Services Unit (CSU)’s main purpose is to act as the first point of contact for MVDC at Pippbrook reception, the HelpShop in Leatherhead, and when telephoning 01306 885001. The team is responsible for delivering high levels of customer care and resolving the majority of enquiries at the first point of contact. This in turn enables services to focus on addressing more complex and/or technical matters that more directly affect the delivery of our priorities.
The CSU also has responsibility for managing the authority’s formal complaint handling process, processing Subject Access Requests and for handling all Freedom of Information (FOI) requests within the statutory timeframe of 20 working days.
The Customer Care Manager also leads on the delivery of the Council’s Customer Care Programme including the development and delivery of the Customer Services Strategy 2019-24.
Challenges and opportunities
The development of a new Customer Services Strategy for Mole Valley presents an opportunity for us to review and improve our processes and evaluate our channels of communication. This will help enable the customer to get the information and/or service that they require at the right time and as efficiently as possible.
Although our first point of contact resolution statistics are high, there are further opportunities to improve the customer experience through the shared priority of putting the customer at the heart of what we do. Customer Care training is now an annual occurrence which supports the Council’s guiding principle of ‘Putting People First’. Developing a culture of customer care brings with it a number of opportunities including learning from our customers’ experience and gaining feedback that can assist in identifying ways in which services/processes can be improved.
For 2019/20 there is an opportunity to review and improve service delivery through the implementation of a new corporate Customer Relationship Management (CRM) system. This will provide greater opportunity for residents to self-serve at a time to suit them, while also enabling the CSU to provide support for those who require assistance. The CSU will face some challenges during implementation as they will need to operate two CRM systems simultaneously and therefore training will be a key factor.
Further challenges are presented through factors that cannot always be predicted. These include bad weather, staff turnover and the high volume of FOI requests received which are often of a complex nature.
23 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 Support the implementation of the new CRM system. This will involve working GP1 with all service areas in terms of implementation and service delivery. There - will also be a specific impact on the CSU during implementation GP1 Implement actions from the Customer Services Strategy 2019-24 -
GP4 Identify opportunities to widen the remit of the Customer Services Unit to improve the customer experience and support the delivery of cost-effective - services GP1 Continue to work with services to promote and develop a culture of customer care across the organisation. Support and encourage the Customer Care - Champions to provide relevant advice and assistance to their teams to enable them to deliver good and consistent customer care
Resources
Cash limit: £492,000 net expenditure
Budgeted posts: 14.31 full time equivalents + 1 Apprentice
Business Manager: Louise Bircher, Customer Services Manager
SLT Lead: Executive Head of Service (People and Projects)
Cabinet Member: Councillor Corinna Osborne-Patterson, People and Rural Mole Valley
24 Democratic and Electoral Services 2019/20
Business Overview
Our main purpose is to manage all aspects of the democratic process and this includes:
Ensuring Council decision-making complies with legal requirements - producing agendas and minutes for meetings and giving procedural advice Supporting the Council’s overview and scrutiny function which provides a check and balance on the activities and decisions of the Executive, reviews performance and achievements and contributes to policy review and development Supporting Executive and Scrutiny Working Groups Supporting elected Members Managing elections; and Maintaining the electoral register
Democratic Services is also responsible for a number of corporate wide functions:
Ensuring business continuity across the organisation Ensuring Mole Valley District Council is fully prepared for its role in the event of an emergency or major incident, including compliance with statutory requirements and working as a Category 1 responder with multi agency partners including Surrey County Council, other District and Boroughs, the Police and the Environment Agency; and Providing print, courier and post room functions
Challenges and opportunities
Reputational risks if any of the elections or referenda we undertake are not conducted successfully Dependency on IT to deliver our service without interruption; much of the team’s work is undertaken in accordance with deadlines prescribed by legislation, for example the despatch of agendas, the production of the new electoral register each year and election related deadlines such as receipt of candidates’ nominations papers and postal and proxy vote applications The possibility of a snap general election Reputational risks also exist should the team fail to provide a 24 hour response and recovery support to our communities during civil emergencies Loss of key members of the team
25 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Ensure all of our eligible electors are able to vote through the successful GP2 management of the Mole Valley District Council Elections taking place on 2nd - May 2019 GP1 Undertake any referenda (e.g. Neighbourhood Development Plans) as they - GP2 come forward). GP1 Help ensure all eligible electors are registered to vote in accordance with the GP2 requirements of Individual Electoral Registration as part of the annual canvass exercise to be undertaken from August through to the end of November, - culminating with the production of the new electoral register on 1st December 2019. GP1 Complete the annual postal vote refresh, to commence in January. This project - GP2 will be completed in March 2019, in time for the Elections taking place in May. GP1 Undertake any further Community Governance Reviews following receipt of the - GP2 appropriate petitions. GP1 Review and update our Emergency and related Plans. - GP4 GP1 Undertake a business continuity exercise to test internal processes and ensure - GP4 individual business continuity plans are robust.
Resources
Cash limit: £1,080,000 net expenditure
Budgeted posts: 12.8 full time equivalents
Business Manager: Arabella Davies, Democratic and Electoral Services Manager
SLT Lead: Executive Head of Service (People and Projects)
Cabinet Member: Councillor Corinna Osborne-Patterson, People and Rural Mole Valley
26 Depot 2019/20
Business Overview
Our main purpose is to manage the MVDC Depot in Curtis Road, Dorking and the Depot at Pixham Lane to provide or commission a range of services to support the operation of Council premises and activities in local communities.
We are responsible for: Managing that part of the depot not leased to contractors, including the general stores, vehicle workshop, Foodbank stores and community volunteer stores Management of the MVDC vehicle fleet Maintenance of sewer pumps for two sites on behalf of Clarion Housing Administering the garden waste service Erecting and replacing street names Installing signs and barriers for community events Delivering sacks and equipment to schools, community groups for litter picks Commissioning contractors to grit car parks in severe weather Maintaining a stock of sandbags for flood mitigation and supplementing stocks when required Operation of Dorking Market in partnership with Surrey Markets
Challenges and opportunities
When mobilisation of the Joint Waste Contract took pace in August 2018, MVDC’s team of Environmental Operatives which provided a range of environmental services transferred to Amey who are delivering the contract. As a result, some of the work previously carried out by the former Environmental Services Operatives is now being delivered by Amey or by other contractors delivering related services on behalf of MVDC. In April 2019, the Street Cleaning contract will be taken over by Amey from Veolia. Consequently accommodation currently used by Veolia will no longer be required to deliver the street cleaning contract. There are also uncertainties about the future of the sewer pump contract, provision of sandbags and maintenance of the vehicle fleet. These are all issues that will need resolving in 2019/20.
27 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP3 Maintenance of the MVDC vehicle fleet -
GP3 Maintenance of the sewer pumps at Oakfields, Wallis Wood and Hookwood - Cottages, Headley for Clarion Housing ENV5, Ensuring delivery of the Winter Maintenance Plan - CWB2
Resources
Cash limit: Included in Waste business plan
Budgeted posts: 2.6 full time equivalents
Business Manager: Alan Taylor, Depot Manager
SLT Lead: Jack Straw. Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Patricia Wiltshire, Environment
28 Development Management 2019/20
Business Overview
Our main purpose is to manage all forms of “development” within the District. Such management can include working with potential applicants “pre-application”, determining planning applications, dealing with applications post-development and addressing issues such as unauthorised development via the planning enforcement process.
We are responsible for:
Determining 18 different types of planning and other related applications for new development, alterations to existing buildings and the change of use of land and buildings within statutory time limits Ensuring Mole Valley Development Plan policies are implemented and national planning guidance is followed Defending the Council’s decisions at Appeal or Judicial Review Undertaking formal enforcement action or negotiating with contraveners as appropriate to address planning “harm” Ensuring protected trees are regulated and new protection orders are made as appropriate Offering pre-application advice Protecting and enhancing the District’s recognised historic assets
Challenges and opportunities
In common with other local authorities, the Development Management Service faces the twin challenges of losing key experienced town planners and the difficulty in recruiting suitable replacements. Any reduction in the Team’s capacity could lead to a drop in performance and failure to meet national and local targets. This would have a negative reputational impact and could lead to MVDC becoming a “standards authority” whereby applicants bypass MVDC and submit applications for planning permission to the Planning Inspectorate who would receive the application fee.
It is for the Planning Inspectorate to decide whether an appeal against MVDC’s refusal of a planning application is determined by written representations, a hearing or public inquiry. The latter are resource hungry in terms of officer time and costly because a barrister and specialist witnesses will probably be required to defend MVDC’s decisions.
In terms of performance, it is important to meet national KPIs otherwise there is a danger of being designated as a “standards authority”. When a local planning authority becomes a “standards authority”, developers are entitled to bypass the local planning authority and submit their major applications direct to the Planning Inspectorate for consideration. The planning fee is also paid to the Planning Inspectorate. This would have both financial and reputational consequences.
There is a reputational issue at this time related to planning enforcement. A new KPI is being introduced to measure reaction time to complaints being received.
29 The Council instigated an LPA Peer Review of the DM service which helped identify areas of strength and those that could be improved. A number of recommendations have been made and the next year will be an opportunity to implement them (with Member support).
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Process all planning applications within statutory timescales -
GP3, Determine applications in accordance with Development Plan and other ENV2 material considerations. Successfully defending all decisions made by the - Council at appeal.
GP1 Implementation of any Peer Review recommendations adopted by the Council -
GP1 Investigation and resolution of Planning Enforcement Complaints -
ENV1 Making Tree Preservation Orders where appropriate -
Resources
Cash limit: £466,000 net expenditure
Budgeted posts: 14.97 full time equivalents
Business Manager: Mark Turner, Development Management Manager
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Chris Hunt, Planning Services and Housing
30 Dorking Halls 2019/20
Business Overview
We are responsible for:
The operation of Dorking Halls to provide a high quality offering at a cost which represents good value to the council tax payer Providing a balanced range of live arts and entertainment, catering to a wide range of people Presenting a year round programme of films and event screenings Operating the bar/cafe and catering facilities at the venue Making our facilities and staff expertise available for hire to local community groups, arts organisations and for commercial and business use
Challenges and opportunities
All services offered by Dorking Halls are also provided by many other venues, so the facility operates in a very competitive market place with continually rising customer expectations. Changes beyond our control can have significant effects, such as the proximity of larger capacity venues which promoters may choose for their shows in preference to Dorking Halls as they can make more money.
It is also vital to keep up to date with technological advances, particularly with regard to cinema, which can dramatically change the whole business in a very short time (such as digital cinema). Cinema is also in constant competition with advances in home entertainment technology.
The changing nature of activities in the venue makes the operation of the café a particular challenge. The process of adjusting the service and the offering to maximise use and income is ongoing.
31 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 PRO4 Cinema and event screenings – providing a range of new films and live and - CWB4 recorded event screenings across our three digital cinema screens. CWB4 Promote a range of screenings to target hard to reach sectors of the community, including Dementia Friendly, Autism Friendly, subtitled and - screenings for people caring for babies. PRO4 Live events – providing a programme of live arts and entertainment events to CWB4 appeal to a wide range of people, while maximising income generating - GP4 opportunities. GP4 Hire and special events – increasing income and use of our four rooms by - promoting their hire to potential customers. GP4 Business development – seeking new sources of income and maximise - revenue from advertising, sponsorship and membership schemes. GP4 Catering - development of the café and catering services to improve the - offering, increasing turnover and financial return to the council. GP4 Venue development - ensuring competitiveness and future viability of the GP3 venue by planned maintenance of the asset, improvements to the physical - environment and exploring capital schemes which can increase income and reduce costs. GP1 Continue to seek and respond to customer feedback and retain Customer - GP2 Service Excellence accreditation.
Resources
Cash limit: £175,000 net expenditure
Budgeted posts: 19 full time equivalents, plus casuals
Business Manager: Keith Garrow, Dorking Halls Manager
SLT Lead: Paul Anderson, Executive Head of Service (Resources)
Cabinet Member: Councillor Charles Yarwood, Strategy and Assets
32 Economic Development 2019/20
Business Overview
The Council adopted the Economic Prosperity Strategy in March 2018, and it has the following long term economic vision:
“By 2028, Mole Valley will be widely recognised as a prime business location attracting the most creative, entrepreneurial and innovative talent. A productive environment that is optimistic, dynamic and vibrant, enabling businesses to thrive and achieve their aspirations whilst offering a great quality of life within beautiful countryside”.
We are responsible for implementing the Mole Valley Economic Prosperity Strategy, including:
Providing and signposting advice, support and opportunities to encourage businesses to start, grow and stay in Mole Valley Producing Spotlight, MVDC’s quarterly economic monitoring report Keeping abreast of economic issues as they affect businesses locally and engaging with business groups such as the Chambers of Commerce on how to respond to these issues Working with colleagues to ‘think business’ when developing relevant Council policies in order to maximise opportunities for businesses to flourish in the District Collaborating with the Coast to Capital Local Enterprise Partnership (LEP), the Gatwick Diamond Initiative, Surrey County Council and other Surrey local authorities to promote the sub-region’s economy, secure investment and take advantage of opportunities to attract additional funding streams
Challenges and opportunities
The Economic Development team has an important contribution to make towards encouraging prosperity in Mole Valley but the biggest challenge comes from the fact that the success of the local economy is contingent on a huge variety of factors including housing, transport, skills, schooling, the investment landscape, planning, plus macro-economic trends and central government policy. Economic uncertainties associated with Brexit and also the changing nature of the High Street adds further complexity to the picture.
It is in MVDC’s interest to keep its local economy healthy as a key way of serving its residents and creating a resilient place that promotes wellbeing. When there is low or low quality employment, councils are at the front line, dealing with the negative outcomes this produces – poor health and mental health, social isolation, homelessness and poverty. It is therefore important for the Economic Development team to work closely with other Council teams to identify opportunities for businesses to prosper in Mole Valley.
Events related work previously undertaken within Economic Development must be appropriately transitioned, discontinued or undertaken in a different way. There is reputational and relationship risk for the Council if this is not planned, managed and communicated sensitively.
33 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 PRO1 Establish a business support programme to advise and assist start-up, small and medium sized businesses, including the implementation of Tractivity, a Y software solution shared by all Surrey authorities. PRO1 Establish a business enquiries service aimed at maximising occupancy of Y commercial, industrial and retail properties within Mole Valley PRO1 Improve engagement with decision makers from critically important and larger - businesses within the District e.g. by organising business breakfasts PRO1 Review the business elements of the MVDC website and work with Communications team colleagues to create a dedicated economic - development microsite for Mole Valley PRO1 Participate in the implementation of the new CRM solution and the new customer services strategy to ensure that businesses are appropriately - supported and associated workflows are developed with business needs in mind. PRO1 Work with a commercial provider to develop a business database and directory - for Mole Valley PRO1 Facilitate initiatives to promote links between schools and businesses in the - District PRO2 Help the Transform Leatherhead team to have access to representative views from the business community on the future of the town through regular - meetings of the Leatherhead Business Reference Group and found the equivalent group in Dorking PRO2 Develop a Town Markets Strategy and implementation plan for Dorking and Leatherhead to help provide business opportunities and create a new experience for shoppers [working with colleagues e.g. Transform Leatherhead Y team, and partners such as Leatherhead Chamber of Commerce and the BID in Dorking] PRO2 Improve dialogue between MVDC, the Dorking BID and other Dorking groups - to enable more collaboration on realising the potential of Dorking PRO3 In partnership with the Strategy and Corporate Support team, establish reliable - mechanisms for engaging with rural businesses in the District PRO4 In partnership with the Strategy and Corporate Support team, identify and pursue opportunities for working with colleagues and partners to strengthen the - visitor economy ENV2 Work with Planning Policy to ensure that the new Local Plan contains policies - that positively and proactively encourage sustainable economic growth
Resources
Cash limit: £206,000 net expenditure
Budgeted posts: 3.4 full time equivalents
Business Manager: Candida Goulden, Interim Economic Development Manager
SLT Lead: Emma Day, Executive Head of Service (Prosperity)
Cabinet Member: Councillor Simon Edge, Prosperity
34 Environmental Health 2019/20
Business Overview
Our main purpose is to protect residents, communities and businesses from harm; to improve the health and wellbeing of residents; and to fulfil our statutory responsibilities. For our new shared service this will apply equally across both Mole Valley and Tandridge, drawing on the skills and experience of staff across the partnership to better protect residents and support business.
We are responsible for the following statutory responsibilities:
1. Food hygiene and safety, including food poisoning and infectious diseases 2. Health and Safety at Work 3. Environmental Protection, including air pollution, contaminated land, dog control 4. Statutory nuisances, such as noise, light and odour 5. Ensuring minimum standards for private sector housing, and administration of disabled facility grant applications (Mole Valley only) 6. Licensing, including alcohol and public entertainment 7. Taxi licensing (Mole Valley only)
Challenges and opportunities
The service relies on a small number of staff to provide a range of statutory functions and specialist and professional services. The service can be vulnerable to changes in demand and to potential crisis situations such as major food poisoning or infectious disease outbreaks.
Whilst the Councils have formed a partnership with governance arrangements and a structure for the teams, in practice, the operation of the service is not aligned. One of the main challenges for us in the next few years is to develop the shared service partnership and this includes the integration and standardisation of policies and processes.
The shared service incorporates the professional disciplines of Environmental Health and Licensing, with both partner service teams operating within a unified management structure. This allows shared expertise and economies of scale to provide a broad and effective service base for the communities of Mole Valley and Tandridge while maintaining local responsiveness, choice and identity. There is also opportunity to better co-ordinate the work of officers involved in dealing with environmental issues such as air quality and contaminated land.
Working in this way will allow us to create capacity to be innovative, pro-active and to develop new opportunities through partnership work with Surrey County Council Trading Standards and commercial businesses. We will consider the request by Tandridge DC that the shared service takes on responsibility for delivering the taxi licensing, animal warden and private sector housing services.
35
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP4 Take the next steps in the development of the shared service partnership. During the year it is planned to:
a. Work towards the integration of budgets and financial monitoring b. Investigate and propose to the Board the best solution for the - integration of IT systems c. Consider the request by Tandridge DC that the shared service takes on responsibility for the delivery of the taxi licensing , animal warden and private sector housing services cons GP1 Protect residents through our regulatory, prevention, advisory and enforcement roles including programmes of inspections and responding to residents and - community concerns. GP1 Ensure that all food intended for human consumption that is manufactured, - prepared or supplied within the district complies with food safety requirements. GP1 Administer Disabled Facilities Grants (DFG's), a statutory ‘means-tested’ financial grant which aims to ensure that disabled persons have adequate - facilities and access around the home.
Resources
Cash limit: £473,000 net expenditure
Budgeted posts: 20.28 full time equivalents (6.9 FTEs are fully recharged to Tandridge DC)
Business Manager: David Hine, Strategic Partnership Manager
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Patricia Wiltshire, Environment
36 Environmental Services and Sustainability 2019/20
Business Overview
Our main purposes are to provide a day to day link with Joint Waste Solutions (JWS) to ensure delivery of the joint household waste collection contract and street cleaning service in Mole Valley; deliver initiatives to facilitate the recycling and reuse of materials; and provide advice on initiatives and policies to reduce the impact of environmental pollution.
We are responsible for:
Liaising with Joint Waste Solutions over the day to day issues arising from the operation of the waste collection and street cleaning contracts Providing a link with Grundon who manage the recycled household waste collected in Mole Valley at the materials recycling facility in Leatherhead Ensure waste collection data is available from JWS for monitoring Delivering projects that have environmental benefits Provide advice on sustainability issues, including the provision of the sustainability implications of proposals in reports to Cabinet
Challenges and opportunities
Since the transfer of staff in the Environmental Services Team to Joint Waste Solutions as a consequence of the mobilisation of the joint waste contract, there has been no dedicated staff resource in the organisation to deliver the residual environmental services tasks, and address related priorities in the Council Strategy. The new Environmental Service resource will be tackling these issues, working closely with Joint Waste Solutions and identifying opportunities providing advice and help in delivering environmental initiatives for the organisation in line with the Council Strategy.
37
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 ENV4 Promote the water Refill Scheme across the District Y
ENV4 Introduce initiatives to eliminate single use plastics across the organisation Y including where services are delivered under contract ENV4 Arrange for the installation of water refill stations in Dorking and Leatherhead Y town centres. ENV4 Understand the best practice for the provision of electric vehicle charging Y points and disseminate across the organisation and to partners
Resources
Cash limit: Included in Waste business plan
Budgeted posts: 1 full time equivalent
Business Manager: Jack Straw, Executive Head of Service (Place and Environment)
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Patricia Wiltshire, Environment
38 Financial Services 2019/20
Business Overview
Our main purpose is to provide financial support, advice and expertise to ensure the services provided by the Council continue to be cost effective.
We are responsible for:
Ensuring robust financial stewardship of Council resources Leading the design and implementation of a sound financial strategy Providing financial advice and challenge to support the Council in carrying out its functions
Challenges and opportunities
Our challenge is to sustain the council’s financial resilience in the face of significant funding reductions over the next 2-3 years. The current medium term financial strategy has set a balanced budget, but there is a high degree of uncertainty relating to the level of business rates that will be retained by MVDC and whether the financial benefits from the Asset Investment Strategy, Joint Waste Contract and increase in parking income will be fully realised. We need to provide robust financial support on these and any other new initiatives.
We also need to learn from this year’s experience of producing an audited statement of accounts to the earlier statutory deadline of 31st July and identify further opportunities to streamline the process, and improve communications with the external auditors.
Retaining skilled staff in a highly competitive market (with ‘pulls’ both locally, including other local authorities offering attractive comparative salaries, and from London) will be a significant challenge.
There are opportunities to continue to streamline existing processes and to further add value to the Council. These will be brought together in a programme of service development, to be implemented over the next two years.
39 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP2 Co-ordinating regular budget monitoring to keep Members and management GP3 informed of the latest financial position. - GP4 GP2 Producing unqualified statement of accounts for 2018/19, in line with the - statutory deadlines. GP2 Co-ordinating the annual update of the Medium Term Financial Strategy for GP3 and formulating a budget for 2020/21. - GP4 GP2 Providing financial support and advice to officers and Members. GP3 - GP4 GP1 Putting in place 2 year service development plan and implementing Year 1. -
Resources
Cash limit: £ Financial Services 532,000 net expenditure Corporate Costs 1,828,000 net expenditure Total 2,360,000 net expenditure
Budgeted posts: 7.34 full time equivalents
Business Manager: Danaë Fiedler, Interim Financial Services Manager
SLT Lead: Nick Gray, Deputy Chief Executive and Director of Finance
Cabinet Member: Councillor Metin Huseyin, Finance, Performance and Risk
40 Housing 2019/20
Business Overview
Our main purpose is to provide housing advice, prevent homelessness, ensure the fair allocation of housing association homes and facilitate the development of new affordable homes.
We are responsible for:
Housing options advice Homelessness and prevention of homelessness Emergency accommodation Private rent bond scheme Housing register and the Housing Allocations Scheme Nominations to housing associations Syrian Vulnerable Person Resettlement Programme Housing strategy, policy and partnerships. New affordable homes, and through the planning application process the collection of commuted sums in lieu of affordable housing being provided on site Contributing to the Local Plan affordable housing policy Bringing empty homes back into use, within existing resources
Challenges and opportunities
Challenges
Managing the affect of the gradual roll out of Universal Credit and potential impact on those households who may accrue rent arrears and face the threat of homelessness.
Reducing the Council’s need to use bed and breakfast accommodation for homeless households, and preventing families from living there for more than 6 weeks.
Securing accommodation for those who have complex needs.
Developing new affordable homes in Mole Valley is challenging because the area has many planning constraints and is an expensive place for housing associations to develop.
Anticipating change in the economy such as increased interest rates and reduction in employment levels that could lead to hardship and possible homelessness for some households
Opportunities
The development of the new Local Plan for Mole Valley presents the opportunity to review the affordable housing policy to ensure a reasonable proportion of affordable homes can be delivered and for new sites to be identified for housing development.
Potential to bid for government funding programmes to provide move on accommodation for those with support needs and where possible those with complex needs.
41 Business Objectives
The business unit’s key areas of work for 2019/20 are summarised in the table below.
Council Objective Included in Strategy Annual Ref Plan 2019/20 ENV3 Achieve an average of 50 new affordable homes completions per year over 3 PRO3 years in line with the Council’s current Planning Policy - CWB1 ENV2 Develop the affordable housing policy for the new Local Plan and publish an ENV3 Affordable Housing Strategy PRO3 Y CWB1 GP3 CWB1 Prepare a new Homelessness Strategy to cover 2020-2025 CWB3 GP1 Y GP3 GP2 CWB1 Procure a new provider for the East Surrey Outreach Service (service for rough CWB3 sleepers and sofa surfers) - GP1 GP1 Update the housing software to improve customer service and efficiency GP2 - GP3 GP4 CWB1 Commission a stock condition survey to develop a long term maintenance plan CWB3 for the emergency housing in order to inform annual budget planning -
CWB2 Support the development of applications for Community Sponsorship for the - resettlement of Syrian refugees
Resources
Cash limit: £642,000 net expenditure
Budgeted posts: 13.5 full time equivalents
Business Manager: Alison Wilks, Strategic Housing Manager
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor Chris Hunt, Planning Services and Housing
42 HR and OD 2019/20
Business Overview
The purpose of the advisory side of the HR function is to provide the framework and professional advisory support for service delivery. OD refers to organisational development, supporting and contributing to strategic delivery and decision making and identifying areas that we can focus on to continue to improve and develop the organisation and mitigate strategic recruitment/retention risk. HR and OD work is very wide ranging, including policy and strategy development, targeted formal and informal advice on employee relations issues, performance, conduct, recruitment, workforce planning, on-boarding and exit processes, leading on infrastructure improvements as well as managing an outsourced payroll contract. Accuracy of pay (as the visible end product) entirely depends on effective in-house implementation of starter, leaver and contract changes to ensure compliance with internal processes and decisions. Dedicated resource responds to individual transactional and employee-led issues where needed in order to channel as much focus as possible on service delivery.
Using the insight gained across all service areas on the basis of extensive employee and manager interaction and leveraging data from our HR systems, the Strategic Lead for HR and OD operates as an integrated member of the Strategic Leadership Team. This function is for the purpose of facilitating, supporting and contributing to senior level decision-making particularly in relation to change programmes, alignment of the organisation with strategic priorities and development of strategy to mitigate our identified recruitment and retention risk.
We are responsible for:
The full range of employment support from recruitment and organisational induction programmes, policy development, the provision of management training, advice on performance, development, casework and employment law, change programmes, workforce planning, the provision of the Council’s occupational health and workplace counselling services and outsourced payroll contract Providing insight on HR implications and advice on recommended process to support and mitigate any risks associated with strategic decisions The maintenance and provision of data relating to our workforce either to enable us to meet our legal obligations, to support identified priorities or to provide greater management insight into the nature of our workforce and any underlying trends or pattern. Working as part of SLT to ensure strategic HR decisions, policies, direction of travel and resources are aligned with business need, recommending change where appropriate Working with business managers assisting to ensure their people are performing at their best, advising when issues arise or when changing demands require service re-alignment Conducting or advising on staff engagement through both formal and less formal means
Challenges and opportunities
The key challenge for our service is to strike a balance between resilience, stability and agility. The team is small and multi-skilled requiring high degrees of flexibility to meet the varied and competing demands for strategic, advisory, consultative and transactional activity from across the organisation. The challenge is to manage expectations for all these types of demands whilst focussing on the future and the proactive work that will deliver strategic benefit (particularly in relation to stability and resilience), such as workforce planning. All levels of the organisation have different views of the purpose and added value of the service depending on their point of need. For employees the purpose is to provide
43 assistance for transactional activities (payslips and personnel matters). One area of high visibility is payroll – this therefore requires focussed, resilient, sufficiently skilled and stable resource. To managers the purpose is to recruit, assist and advise on performance (including casework as and when it arises). Our challenge is therefore to ensure we provide good enough levels of service on these aspects without detracting from proactive aspects where our collective skills and experience can add value and potentially reduce costs – i.e. to lead on improvements to our infrastructure in key areas such as recruitment, training and development. There is therefore an obvious opportunity to use technology to enable the team to be more productive, less reactive to individual transactional issues and enabling alignment of appropriate resource to priority areas that will make a strategic difference to public services. Technology also provides the solution to the growing requirement for complex reporting (e.g. Gender Pay Gap, transparency, audits and end of year finance); an increased focus on areas such as fraud and risk; and increasing legislative and national local government changes. This enables the team to be in a position to seamlessly provide accurate data, as well as keeping up to date with new requirements, reflecting the changes in our policies and procedures, assisting managers at all levels to understand implications, managing impacts and implementing without compromising normal business requirements. As with any organisation our services are reliant on having a healthy workforce therefore providing the framework and support to encourage and facilitate employee wellbeing is crucial. It can be a challenge to find the right balance between holding to account for performance standards and supporting employees to deliver their best particularly when teams are so reactive to variable customer demands.
Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Implement OD strategy recommendations requiring HR or OD support - GP1 Streamline interaction between the HR and OD team and the rest of the - organisation including implementing a helpdesk for employee queries GP4 Consider whether to renew outsourced payroll contract and exploit benefits of - software to support more efficient management processes GP1 Play a key role in supporting roll out and implementation for a (new) managed - service for temporary resources (MSTAR)
Resources
Cash limit: £417,000 net expenditure
Budgeted posts: The HR and OD team comprise a headcount of just over 5 full time equivalents (6 employees) with widely varying skillsets and expertise. Due to the complex nature of the work and the need to interact at all levels to maximise opportunity to deliver on priority areas there is overlap with business management and strategic leadership of the team.
Business Managers: Charlie Skinner/Sue Scott
SLT Lead: Kate Ivackovic, Strategic Lead HR and OD
Cabinet Member: Councillor Osbourne-Patterson, People and Rural Mole Valley
44 ICT 2019/20
Business Overview
Our main purpose is to maintain and enhance the security, integrity and availability of data and business applications held and used by Mole Valley District Council, partners, and the public. We are also responsible for: 1. developing and maintaining an ICT strategic plan and work programme in line with the Council Strategy. 2. providing, developing and maintaining appropriate ICT infrastructure, telephony, networking, applications and data/information & spatial information storage to support the business requirements of the service delivery units and citizen self-service. 3. reviewing and authorising business unit decisions to engage with third party ICT solution providers, including requiring that such solutions meet appropriate security thresholds. 4. developing connections and relationships across service departments, with partner authorities and other organisations in order to identify, agree and develop improved or shared service opportunities. Challenges and opportunities
The main challenges facing ICT during 2019/20 are: 1. Managing expectations of ICT delivering ‘always-on’ ICT services against a ‘9 to 5’ budget and where many services actually come direct from 3rd parties, not from ICT. 2. Addressing ‘end of life’ technology (notably as used for Disaster Recovery and the Planning website) to safeguard future services for staff and for the wider community. 3. Retaining skilled staff in a highly competitive market (with ‘pulls’ both locally, including other local authorities offering attractive comparative salaries, and from London). 4. Supporting the delivery of change in an environment which is still growing its capabilities and capacity for doing this. There are opportunities to: 1. Strengthen significantly Disaster Recovery (by enacting the previous agreement and funding for a major upgrade to the ICT environment which supports MVDC). 2. Support the Council’s move towards ‘New Ways of Working’ by completing the rollout of Laptops to 275 staff. 3. Aid staff retention by making MVDC ICT a more attractive job choice through provision of ‘best in class’ technical training, which also benefits those supported by these staff. 4. Support MVDC in developing its change delivery capability by sharing relevant good practice experience and expertise gained in other organisations, as well as reinforcing existing good practices within MVDC.
45 5. Improve cross-team communication, both by taking own action and supporting that of others.
Business Objectives
The business unit’s key areas of work for 2019/20 are shown below.
Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Supporting the project delivery of a new Customer Relationship Management - GP4 solution GP3 Completing the rollout of Laptops (started during 2019/20) - GP4 GP3 Enhancing the ICT Disaster Recovery infrastructure and processes - GP4 GP3 Tendering (during 2019/20) for a telephony solution for use for Financial Years - GP4 2020/21 to 2023/24 GP3 Replacing or retiring ICT solutions reliant on Windows Server 2008 (which GP4 reaches end of life January 2020 and will be unsupported by Microsoft) which, - because of security considerations, cannot be operated after January 2020
Resources Resources
Cash limit: £1,104,000 net expenditure
Budgeted posts: 11.6 full time equivalents
Business Manager: Mark Russell, ICT Manager
SLT Lead: Paul Anderson, Executive Head of Service (Resources)
Cabinet Member: Councillor Charles Yarwood, Strategy and Assets
46 Investment and Regeneration 2019/20
Business Overview
We are responsible for delivering the Transform Leatherhead programme and the Asset Investment Strategy:
1. Delivering the Transform Leatherhead programme in accordance with the ambitions set out in the Transform Leatherhead masterplan, through managing the programme and the individual different projects that make up the overall programme, involving and working with other MVDC services where the projects are linked to, or directly affect, those services. Examples of such services include Communications, Parking, Waste and Street Cleaning, Economic Development and Planning Policy 2. Supporting a broad and complex network of Transform Leatherhead stakeholders, ensuring effective engagement with residents, landowners and businesses, as well as ensuring effective co-ordination of delivery partners 3. Redeveloping MVDC assets in accordance with the Transform Leatherhead objectives. 4. Maximising opportunities to secure external funding of the Transform Leatherhead programme 5. Acquiring and managing investment properties and MVDC’s companies, Mova Property Limited and Mova Holdings Limited, in accordance with MVDC’s Asset Investment Strategy
Challenges and opportunities
Challenges/risks include:
As an intelligent client, the team needs to ensure it appoints the right specialist advisors Gaining/retaining the support/engagement of internal and external stakeholders for the Transform Leatherhead vision and the need to actively manage expectations so as to retain credibility To achieve the Transform Leatherhead objectives, significant external funding will need to be secured (with MVDC contributing match funding) Aligning the objectives and development projects comprised within the Masterplan with planning policy, stakeholders expectations and deliverability A risk that suitable delivery partners for the Transform Leatherhead projects cannot be secured If the AIS portfolio and/or the Mova companies are not properly managed, it creates a risk of loss to MVDC
Opportunities include working with other public and private sector landowners to increase the scope of the Masterplan and to leverage in private sector investment.
47 Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 PRO2 Work with key internal stakeholders and other service areas to make best use of the resources available within MVDC to secure the Transform Leatherhead Y vision. PRO2 Programme and project managing the different initiatives and projects making ENV5 up the Transform Leatherhead programme. Key objectives for 2019/2020 are: 1. Completion of the improvement works to the Swan Centre; 2. Develop a digital strategy and public realm strategy for Leatherhead High Street/town centre; 3. Commence the procurement of a development partner for the Swan Centre Masterplan; 4. Procure a development partner for the Claire House and James House site; 5. In partnership with SCC, commission the relevant feasibility study to Y progress recommendations arising from the Transport Modelling report and to support grant funding applications; 6. Work with SCC to identify a sustainable transport improvements package capable of securing funding; 7. Work with Parking Strategy and Parks service areas in relation to the Car Parking Strategy and progressing concepts for the wider Riverside Park; 8. Continue to support the Environment Agency’s Middle Mole flood alleviation project. GP4 Procure a managing agent and an investment advisor for the AIS property Y portfolio.
Resources
Cash limit: £ Investment and 410,000 net expenditure Regeneration Asset Investment Strategy 1,050,000 net income Total 640,000 net income
Budgeted posts: 5.5 full time equivalents
Business Manager: Andrew Ward, Investment and Regeneration Manager
SLT Lead: Emma Day, Executive Head of Service (Prosperity)
Cabinet Member: Councillor Simon Edge, Prosperity
48 Legal Services 2019/20
Business Overview
Our main purpose is to provide a comprehensive legal service to the Council including the provision of advice and assistance to teams, officers and members. We also continue to assist in ensuring that the Council complies with its statutory duties and that the risk of legal challenges is minimised.
We are responsible for assisting all departments with legal work and, in particular, dealing with and advising on all aspects of the following areas:
Contract, procurement and commercial activities
Property transactions (purchases, sales, leases, licences, rights and development agreements), management of the Council’s property portfolio including landlord and tenant responsibilities and proving annual reports to the Charity Commission on the Council’s charitable land holdings
Regulatory – Planning, Environment, Environmental Health & Licensing, Housing (including Affordable Housing) and Housing/Council Tax Benefits and Fraud allegations, and
Corporate law – Corporate Governance, Data Protection and Freedom of Information
Challenges and opportunities
The service relies on a small number of staff to provide expert advice, support and assistance on local government, corporate, contract and procurement, property and regulatory law and procedure. Whilst advice and assistance can be sought on all areas of law, the team has to concentrate on the core areas. When there is demand for large, urgent or unusual pieces of work, or when new areas of law arise, additional resource may need to be brought in at that stage. The Surrey Solicitors’ Group has a resilience model in place which provides for mutual sharing arrangements. The Group is also identifying new opportunities under a Surrey Legal Services Framework Agreement under which external firms of solicitors and barristers’ chambers provide support at favourable rates. The team participate in a number of cross-authority initiatives where either it or another team has taken the lead on the provision of legal advice for the initiative and this informal method of working minimises duplication of effort and maximises use of resources and expertise. Through the Surrey Solicitors’ Group, the recent setting up of a new Legal Managers’ Group, and some special interest groups, the team has the benefit of building a network which is utilised by the team wherever possible.
49 Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 PRO1 Assist the Investment and regeneration team with advice and assistance PRO2 regarding contract, procurement and property matters in relation to MVDC’s - PRO5 Transform Leatherhead program (and the Asset and Investment Strategy ENV3 more generally) CWB1 Advise Mole Valley Life- predominantly with contract, procurement and data - CWB7 protection issues GP1 To complete the GDPR implementation project - GP4 GP3 To continue to advise on the legal aspects of MVDC procurements and - implications of joining a Procurement Shared Service ENV1 To offer development control and enforcement advice to MVDC’s Planning - ENV2 team ENV1 To provide advice and assistance to MVDC’s planning policy team to reduce - ENV2 the risk of a successful challenge to the Local Plan implementation ENV4 To provide advice to the Joint Enforcement Team (once set up), specifically in CWB6 relation to litigious matters - ENV1 To advise Parks including in relation to the Deepdene trail - PRO3 To offer proactive, reactive and transactional advice on property matters to potentially include: relocation of the depot to Randall’s Road, Barnett Wood - Lane development agreement, Pippbrook House (CHiP/ East Dorking Regeneration Scheme) GP1 To advise Human Resources regarding legal implications of reprocuring GP2 MVDC’s payroll contract - GP3 CWB1 To advise on contract and property issues in respect of any new disaster - recovery solution
Resources
Cash limit: £350,000 net expenditure
Budgeted posts: 5.5 full time equivalents
Business Manager: Tom Penlington, Legal Services Manager
SLT Lead: Emma Day, Executive Head of Service (Prosperity)
Cabinet Member: Councillor Metin Huseyin, Finance, Performance and Risk
50 Mole Valley Life 2019/20 (formerly Community Support Services)
Business Overview
Our main purpose is to promote independence and dignity, offering solutions to our residents who may require assistance in their everyday lives. Mole Valley Life also works closely with Health & Social Care along with partners in the Voluntary and charity sectors to ensure that there are clear referral pathways so that all residents can find the right individual tailored solutions reducing social isolation and allowing them to remain in their own home.
We are responsible for supporting the Council’s Community Wellbeing priority: Mole Valley Life signposts relevant services and provides information for residents to keep them informed of both MVDC and local services, including seasonal information Technology Enabled Care Services - providing Technology Solutions, which offer reassurance and assistance to allow older persons and vulnerable residents of Mole Valley, Reigate and Banstead and beyond to keep their independence and remain at home Mole Valley Life also provides a commercial service monitoring alarms, dealing with out-of- hours services and lone worker monitoring for other districts and boroughs, housing associations, charities and businesses Community Transport services provides safe, accessible and affordable transport to its residents and community groups. The service enables elderly residents and those with mobility problems, including wheelchair users, to reduce social isolation by promoting social interaction The Fairfield Centre and Wellbeing Centre which provide stimulating activities and a welcoming environment for active retired people to socialise, and a hub of information, support and activities for those suffering from memory loss and dementia, and their Carers
Challenges and opportunities
20.7% of Mole Valley are over 65 years old* and the projections are for this to continue to increase to 23.3%* by 2020 as life expectancy also increases. 14.7% of the Mole Valley residents are living longer with day to day activities limited by long term illness or disabilities* which increase their vulnerability. The health and social care system is encouraging the management of conditions at home rather than in a health or residential setting and our services are vital in that regard. 10.4% of the population are providing unpaid care* (* 2011 Census) The service has faced dramatic cuts in its funding from Surrey County Council grant funded activity including extended Technology Enabled Care Services and elements of Community Transport (CT). Surrey CC are looking to tender their technology offer in 2019 In 2025 BT are switching off the PTSN and ISDN Lines. This means that all Alarms currently used in the homes will need replacing There is increased competition from national ‘personal’ alarm providers which are driving prices down and presents challenges within the market place when contracts come up for renewal We continue to provide a variety of monitoring services and we need to continue to look at ways of being more competitive and diversifying the business to compete. Mole Valley Life has been successful in winning new business on a regular basis and will continue to bid for opportunities, building relationships with innovators to seek opportunities and solutions
51 Further opportunities for Telecare exist by closer working with our colleagues and partners in Health and Adult Social Care, taking a holistic approach to tackling key areas such as social isolation, and building an integrated model to transform and deliver services in the future.
Business Objectives The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 CWB1 Develop the Hospital to Home Support Service and further opportunities to CWB2 create community connections, continue working with our D&B partners and - CWB6 the voluntary sector to provide opportunities/ events and improve referral pathways to improve the overall health and wellbeing of our residents CWB1 Investigate the Wellbeing services available, especially around Falls Prevention and Dementia support for sufferers and their Carers, and develop activities that focus on reducing social isolation, and the development of a Y skill. To promote further by holding ‘Safety Days’ to inform our older and vulnerable residents what is available to them within MVDC CWB1 To continue to seek innovation and new technology including Smart Home GP1 Solutions in order to be the ‘technical’ experts for our residents, Growing the TEC business by attending trade fairs and seeking new business in order to develop relationships with local and national businesses, building a network - of clients. Continue to develop relationships with our partners in Health and Adult Social Care, to continue close working and develop our ability to deliver TECS. GP3 Develop a road map for the digital pathway including providing a strategy in order to be ready when BT switch off the PSTN and ISDN network in 2025, including upgrading to a new digital solution for the contact centres call - answer platform. GP3 To relocate the Support Team to Pippbrook in order to facilitate better and more cohesive working relationships with ASC and other MVDC departments - CWB2 Further enhancing the options within Community Transport, focusing on reducing social isolation, and developing new options and grow revenue from Home to School contracts investigating other options outside of section 19 - permits.
Resources
Cash limit: £290,000 net expenditure
Budgeted posts: 36.40 full time equivalents
Business Manager: Stuart Cole, Community Support Services Business Development Manager
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor David Hawksworth, Wellbeing
52
Parks 2019/20
Business Overview
Our main purpose is to ensure that the Council’s parks and open spaces are managed in a way that allows residents to improve their health and wellbeing, exercise, relax and enjoy and safeguard the natural environment in line with the objectives set out in our Wellbeing Strategy. We also have a duty of care to ensure the safety of all users of Mole Valley District Council’s sites.
We are responsible for:
309 hectares of land, 10 allotment sites 7 skate parks 16 Parks 79 other sites 17 playgrounds Management of 50,000 trees Management of Dorking Cemetery. Two grounds maintenance contracts 1 Grade II* listed park and garden, 1 Grade II listed park and garden and 8 SNCI sites
Challenges and opportunities
The key challenges are (1) to ensure best value for managing our grounds maintenance and arboricultural contract with Idverde and Surrey Wildlife Trust. (2) Ensuring the security and long-term condition of our sites, both making them robust, accessible and also controlling the effects of pests and diseases such as Oak Processionary Moth and Ash die back as well as maintaining the natural environment and recreation facilities. (3) Building on the success of the recent Heritage Lottery Funded Deepdene Trail and ensuring we build on the momentum of people involvement and more external funding. This presents us with an opportunity to seek best value for money to ensure our assets are being maintained to a good standard and contribute to a high aesthetic and ongoing rich ecological value, ensuring our areas of natural and cultural heritage are well looked after.
Develop robust long-term management plans for sites the Council owns.
The Parks team are in the second year of updating its tree inventory, through inspection and recording. This is to ensure that the Council has identified the extent and condition of its tree stock to ensure the compliance with our statutory duty of care.
A new policy regarding memorial benches or trees that people may wish to purchase will be drafted to enable a consistent, easy to understand way for donations from the public to be dealt with. It will seek to offer a range of different options along with potential costs and a new agreement that will be signed by the giver of the donation and which will set out the responsibilities for how their donation will be managed in the future.
The Parks team will be involved in the Transform Leatherhead project with the development of the plans for the riverside quarter and Claire House and James House site.
53 Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 CWB4 The Deepdene Trail Project is of major significance and the Heritage Lottery Funded element has been completed. External funding is being sought to - create a visitor car park through the Rural Development Programme for England (RDPE) growth programme CWB4 Continue to deliver improvements to play equipment in the District, focusing on the skatepark at Leatherhead Leisure centre and the extension to the Y skate park at King George V Playing Fields in North Holmwood ENV1 Deliver a programme of works to ensure our Parks and Open spaces are managed with biodiversity in mind ensuring that the ecology of each site and - its historic and cultural usage are preserved and enhanced ENV1 Further develop the security of the Council’s Parks and open spaces -
ENV1 To deliver the projects in the Capital programme including lighting for - Meadowbank skatepark ENV1 Complete the mapping of the ‘high risk’ tree areas; zone areas according to risk and hazards and build up a robust inventory and monitoring regime of the Y Council’s arboricultural stock to ensure the Council is meeting its duty of care and is protected from potential litigation ENV1 Monitor and take necessary action to mitigate pests and diseases including Oak Processionary Moth, Ash Die Back and reassess all parks and wooded - areas CWB4 Work with the Friends of Deepdene in helping to manage the 70 acre Deepdene site, and recruit more volunteers and look to build on this for other - sites. Continue delivering walks and talks to the local community - particularly residents in the North Holmwood area
Resources
Cash limit: £528,000 net expenditure
Budgeted posts: 5.6 full time equivalents
Business Manager: Patrick McCord, Community Safety, Wellbeing and Parks
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor David Hawksworth, Wellbeing
54 Planning Policy 2019/20
Business Overview
Our main purpose is to ensure that MVDC has an up to date Local Plan. The Local Plan sets out planning policies against which planning applications are decided. It also establishes how much and where new development should be located. It is through the Local Plan that the land use implications of the Council’s corporate priorities for housing, the environment and economic prosperity can be delivered via the statutory planning process. We also carry out projects to enhance the character and appearance of Mole Valley’s towns, villages and countryside.
We are responsible for:
1. The preparation of the Future Mole Valley Local Plan 2. Preparation and updating of supplementary planning documents 3. Updating the Community Infrastructure Levy 4. Providing and maintaining brownfield and self build registers 5. Countryside conservation 6. Conservation area enhancement and promotion of heritage assets 7. Providing policy advice on planning applications 8. Responding to neighbouring authorities’ plans under the duty to cooperate 9. Responding to changes in aviation, in particular relating to Gatwick Airport 10. Providing support to local communities preparing neighbourhood development plans
Challenges and opportunities
In preparing a new Local Plan we have to assess the District’s need for new homes, jobs and other requirements and then identify sufficient land to meet them where possible within the constraints on development. The challenge is to determine how many new homes and jobs can be accommodated in the District and where they should go, taking account of the Green Belt and other policies of restraint, and the capacity of the District’s infrastructure. We will attempt to resolve the competing pressures for development and the need to safeguard the environment of our towns, villages and countryside through close engagement with local communities during the preparation of the new Local Plan for Mole Valley and in response to opportunities as they arise.
Reviewing the Community Infrastructure Levy and its use to provide infrastructure.
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below:
55 Council Objective Included in Strategy Annual Ref Plan 2019/20 ENV2 Agree and publish a draft preferred options Local Plan for consultation GP3,4 (Regulation 18), Summer 2019 ENV1,3, 4 Y PRO1,2,3 CWB1,3,5 ENV3 Develop a new planning policy for inclusion in the new Mole Valley Local Plan requiring the provision of affordable housing in new Y residential developments ENV2 Agree and publish a Community Infrastructure Levy preliminary draft GP2,4 charging schedule for consultation, Summer 2019 Y PRO2/CWB3 GP1,3 Review representations to Regulation 18 Local Plan consultation and - preliminary draft charging schedule, Autumn 2019 ENV2 Agree and publish a submission version Local Plan for consultation GP3,4 (Regulation 19), Winter 2019/20 ENV1,3, 4 Y PRO1,2,3 CWB1,3,5 ENV2 Agree and publish a Community Infrastructure Levy draft charging GP2,4 schedule for consultation, Winter 2019/20 Y PRO2 / CWB3 ENV2 Submit Local Plan for examination, Spring 2020 GP3,4 ENV1,3, 4 Y PRO1,2,3 CWB1,3,5 ENV2 Submit CIL charging schedule for examination, Spring 2020 GP2,4 Y PRO2 CWB3 GP1 Implement recommendations of the Planning Improvement Board - arising from the Planning Peer Review
Resources
Cash limit: £480,000 net expenditure
Budgeted posts: 6.27 full time equivalents.
Business Manager: Guy Davies, Planning Policy Manager
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor David Harper, Cabinet Member for Planning Policy
56 Planning Support 2019/20
Business Overview
Our main purpose is to provide the back office functions that enable the Planning Service to operate efficiently and effectively; provide the first point of contact for more technical planning advice and ensure our systems reflect the needs of those who use the planning service.
We are responsible for:
The administrative and technical management of the departmental databases, document management system, and website Technical support and administration of planning applications, planning appeals and enforcement cases Reporting on internal Development Management KPIs and submitting returns to Government on new development Provision of the management and maintenance of online statutory Planning and Enforcement Registers Provision of the statutory Land Charges service Providing the Planning Information Service through the day to day interaction with customers for non-routine planning enquiries The administration of the CIL (Community Infrastructure Levy) function Maintenance of the Building Control register, providing information to other parties specifically on commencements and completions Creating, maintaining and updating the local land parcel gazetteer and providing a street naming and numbering service Maintenance of electronic spatial data
Challenges and opportunities
Taking on responsibility for street naming and numbering and the Local Land and Property Gazetteer within the team has been challenging but it has opened up opportunities to identify some breaches of planning control (e.g. where applications are made for new addresses where planning permission hasn’t been granted).
The administration of the Community Infrastructure Levy is now embedded into the Team’s work but understanding the complex legislation around it is a challenge.
There remains uncertainty about when the Land Registry will take responsibility for MVDC’s Local Land Charges registers. It is also not clear what the transfer of responsibility will mean in terms of income to MVDC as a result of a decline in work on property searches that will come about.. However, MVDC will still retain responsibility for maintaining the Local Land Charges Register and for completing CON29 searches, with the result that a substantial amount of work will remain
We are half way through the digitisation of our historic microfiche records. There will be a lot of housekeeping required to ensure all digitised records are available online.
Our current document management system (Causeway) is likely to be supported for the next two years only. It will be important to agree a replacement system this year.
57 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP3 1. Timely administration of planning applications and alleged breaches of planning control. Compliance with the legislative requirements to notify - statutory consultees and neighbours, and meet deadlines for decisions, and appeals. GP3 2. Maintaining accurate electronic records and ensuring that planning documents are in the correct format and available for everyone to view - online (Statutory Planning Register). GP3 3. Delivering the statutory Land Charges service. We aim to complete 90% of - standard searches within five working days from receipt. GP3 4. Managing the administration and collection of the Community Infrastructure - Levy. GP3 5. Ensure that the receipt of Building Control information is accurate and - entered into Mole Valley’s database. GP3 6. Completion of the Microfiche Tender project, managing the return and - correction (if required) of the digitised data. GP3 7. Ensuring that the function of the Local Land and Property Gazetteer is - correctly managed/maintained. GP3 8. Ensuring that GIS functions are covered and maintained, to ensure that the - provision of spatial data is delivered as appropriate. GP1 9. Ensuring the delivery of the Street Naming and Numbering Service in a - timely and efficient manner GP1 10. Keeping under constant review the cost effectiveness, efficiency, transparency and accessibility of our information and to make service improvements where appropriate. We continue to support and work - towards more effective systems that use technology to provide better processes and a better customer service.
Resources
Cash limit: £285,000 net expenditure
Budgeted posts: 13.07 full time equivalents
Business Manager: Brenda Rogers, Planning Support Manager
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Hunt, Planning Services and Housing
58 Property 2019/20
Business Overview
The Property Team leads on the management, development, acquisition and disposal and maintenance of all property owned, occupied or to be acquired by Mole Valley District Council within the District boundary.
The team is responsible for:
Managing Council occupied properties, including Statutory compliance Managing non-operational properties such as industrial buildings, land and office buildings, apart from property acquired by Mova Property Holdings (see Investment & Regeneration) Managing property on behalf of the Thomas Flack Trust Planning, implementing and monitoring works to repair, improve and replace the Council's buildings Dealing with enquiries with regard to land ownership and property running costs Maximising income , asset and land value through property and asset management, redevelopment and selective acquisitions and disposals together with planned and reactive maintenance Managing a programme of property projects agreed through an SLT sponsored project programme
Challenges and opportunities
These challenges and opportunities include:
Maximising the rental income that MVDC depends upon as part of its revenue funding and ensuring that via comprehensive asset management void and rent free periods are kept to a minimum Increasing rental income through selected investment and development opportunities within the District where appropriate Aggregation of maintenance contracts and effective tendering of service from external contractors Ensuring that in its capacities as occupier and landowner that MVDC fulfils its obligations to users, occupiers and members of staff Recruitment and retention of staff Identifying opportunities to generate income and capital from the estate Managing the expectations that projects, community interaction and financial returns can be delivered along with the day to day reactive works, against a finite set of resources via efficient resourcing and management Continue to engage with property market contacts and develop new contacts both in the public & private sectors to inform and influence the Council’s overall property approach and decision making
59 Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Support the delivery of the Customer Services Strategy through the delivery of a project to improve the physical nature of Pippbrook Reception. During - 2019/20 the project will be defined and specified in order to meet the requirements of the Strategy GP4 Adopting a revised Asset Management Plan by May 2019 and delivering the - work streams set out in the plan GP4 Managing Statutory Compliance, inspections, data gathering, review, updating information on the Atrium asset management system on an ongoing - basis PRO2 Support Community Hub in Pippbrook in the development of plans for PRO2 Pippbrook House. If there is not a satisfactory solution – to revisit options Y PRO4 developed through the East Dorking Regeneration plan GP4 GP3 Agreeing extensions to the joint venture agreements to develop housing in - GP4 North Leatherhead GP3 Managing the operational and investment estate and progressing revenue or GP4 capital generating projects with the optimum use of resources. There will be - PRO1 a specific focus on The Foundry and Church Street workshops with schemes PRO2 to be facilitated by March 2020 ENV4 Develop a strategy for MVDC Depot provision by September 2019 Y GP4 CWB2 Commission a masterplan and feasibility study for a community hub on the site known as Kingston Road Recreation Ground, informed by engagement Y with relevant asset owners, stakeholders and residents. CWB3 Support Housing to conducting a stock condition survey to develop a - maintenance plan for the emergency housing properties by November 2019 GP3 Develop a specification for and procure a new property management system - by March 2020
Resources
Cash limit: £1,509,000 net income
Budgeted posts: 12.6 full time equivalents
Business Manager: Coralie Holman, Property Manager
SLT Lead: Paul Anderson, Executive Head of Service (Resources)
Cabinet Member: Councillor Charles Yarwood, Strategy and Assets
60 Revenues and Exchequer 2019/20
Business Overview
Our main purpose is to collect the Council Tax and Business Rates, and to deal with the administration of creditors, debtors, cash management and banking services.
We are responsible for:
1. Levy and recovery of Council Tax in accordance with current legislation and Council Policies 2. Levy and recovery of Business Rates in accordance with current legislation and Council Policies 3. Levy and recovery of Business Improvement District (Dorking) 4. Issue of invoices for debts owed to the Council, including community alarm, garden waste, allotments, and commercial rents 5. Payment of invoices by way of cheques and Bank Automated Credit (BACS) 6. Residual cashiering serviced dealing with incoming cheques and the payment kiosks. 7. Bank reconciliations 8. Reconciliations from Services to the General Ledger
Challenges and opportunities
To ensure that the collection rates for Council Tax and Business Rates remain at the levels achieved in previous years.
To ensure that Business Improvement District levy collection is achieved. There are currently no targets, although we achieved 96.17% in year 1 and have set 96.5% as our target for year 2.
To monitor the effect of the Local Council Tax Support Scheme and Universal Credit on Council Tax collection rates, so that we can react to any review of requirements made by central government.
Within the Exchequer team to continue to review internal practices to ensure that sundry debt and commercial rent can be maximised.
To ensure that performance within the teams is unaffected by potential staffing changes and minimise the affect of those changes on the service provided to the customer and authority. Recruitment and retention is a key issue in the Revenues Team and there will be a specific focus on recruiting to vacant posts.
We record and provide regular reports on recovery progress and identify changes and minimise the affect of those changes on the service provided to the customer and the authority.
Continue our work with CSU on the new CRM system which will provide a great opportunity to move forward with channel shift and provide a better service for our customers. The new CRM will empower our Customers to self serve.
61 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP4 Levy, administration and collection of Council Tax -
GP4 Levy, administration and collection of Business Rates -
GP1 Levy, administration and collection of Dorking Business Improvement District -
GP1 Review systems and processes to identify improvements in the delivery of the service, increase self service and channel shift as part of the corporate CRM - project GP3 Administration and collection of Sundry Debts -
GP3 Pay invoices within the 30 day deadline -
GP3 Reconciliation of the Council Bank Accounts -
Resources
Cash limit: £443,000 net expenditure
Budgeted posts: Revenues 10 full time equivalents Exchequer/Accounts 5 full time equivalents
Business Manager: Liz Huish, Revenues & Exchequer Manager
SLT Lead: Paul Anderson, Executive Head of Service (Resources)
Cabinet Member: Councillor Metin Huseyin, Finance, Performance and Risk
62 Risk Management and Performance 2019/20
Business Overview
Our main purpose is to oversee MVDC’s corporate planning, risk and performance activities and to ensure that the Council operates a governance framework which complies with legislative requirements and reflects sound governance principles and management processes. The team is responsible for managing the internal audit contract, providing a corporate fraud and investigation service and for providing the insurance function on behalf of the organisation.
We are responsible for:
Risk Management Health and Safety Policy and Arrangements Performance Management Management of the Internal Audit function Corporate Governance Corporate Fraud and Investigation Service Strategic and Business Planning Insurance function Project Management Arrangements Equalities and Diversity
Challenges and opportunities
Two key challenges are (1) assisting the organisation to prioritise competing demands, and (2) ensuring agreed business objectives across all services are realistic and deliverable. This presents an opportunity for us to update our approaches to project management, risk management and performance reporting. We need to ensure that the organisation continues to adhere to high standards of corporate governance at a time when public services continue to face rising demand and declining resources. In particular, our governance arrangements need to keep up with the changing nature of how the Council is organised and financed. The Corporate Fraud and Investigation Service provides the organisation with the opportunity to ensure public resources are protected and reach those most in need. An increased focus on social housing tenancy fraud will make a positive impact in this area of work.
63 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below:
Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Lead on Business and Budget planning arrangements for 2020/21 (with the - Finance Team) GP1 Continue to roll out and embed project management approach -
GP3 Continue to raise fraud awareness; Implement activities identified from Fraud Risk Assessment; strengthening controls in place; and continue active - investigation into allegations across the organisation GP1 Implement improved arrangements for performance management -
GP1 Maximise benefit of the Internal Audit function through successful on- - boarding of new Internal Audit provider ENV4 Contribute to the successful implementation of the Joint Enforcement Team by ensuring proper process are in place for the investigation of incidents of fly - tipping
GP1 Continued focus on Health and Safety to ensure robust policy, arrangements and procedures are in place and actioned -
GP1 Embed best practice corporate governance, performance improvement and risk management arrangements, in light of changes to how MVDC is - organised and financed
Resources
Cash limit: £287,000 net expenditure
Budgeted posts: 4.0 full time equivalents [Fraud &Investigation resource included in Benefits/Housing Business Plan;
0.2 FTE Insurance Officer under SLA with Surrey County Council]
Business Manager: Jane Nottage, Risk Management and Performance Manager
SLT Lead: Executive Head (People and Projects)
Cabinet Member: Councillor Metin Huseyin, Finance, Performance and Risk
64 Strategic Leadership Team 2019/20
Business Overview
Our main purpose is to have overall responsibility for the leadership, co-ordination and management of the organisation’s activities.
Challenges and opportunities
Mole Valley District Council (MVDC) is an ambitious organisation that provides a range of public services which contribute to making Mole Valley a beautiful environment, enterprise and opportunity combine, creating a vibrant place to live, work and enjoy.
SLT aims to ensure that in all Council activities, the organisation:-
puts people first is open and accessible acts strategically lives within its means and that all staff, and those working on behalf of MVDC, demonstrate its values.
However, we know that there is still work to do and challenges to overcome in order to achieve this consistently.
Recruitment continues to be an issue, particularly for certain posts Our capacity to deliver may not be sufficient to match our ambitions Despite MVDC’s balanced budget, severe financial pressures on our partners will undoubtedly impact on our residents and on our organisation. Likewise, our resources will be insufficient to support all our ambitions – it is essential that we ensure we are well placed to attract external funding to support key projects such as Transform Leatherhead and delivery of the Local Plan The needs of those who use our services are changing, we must respond appropriately New technology offers significant opportunities to do things differently, the organisation must ensure that it can identify these opportunities and seize them We are always looking for ways we can improve the services we offer. Following a peer review we have identified ways we could improve our planning service Councils are complex organisations and officers and members, particularly those new to local government, need support
65 Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 GP1 Implement priority actions within the Organisational Development Strategy in order to improve recruitment and retention and ensure that MVDC continues - to be an employer of choice. (By March 2020, Lead officer - Strategic Lead for HR and OD) GP1-4 Review the new approach to business & budget planning introduced in 2018/19 and implement any necessary improvements (By October 2019, Lead Officer – Deputy - Chief Executive) GP1-4 Review the new approach to project management introduced in 2018/19 and implement any necessary improvements (By October 2019, Lead Officer - - Executive Head (People and Projects)) GP1,4 Work with Partners including Surrey County Council, Coast to Capital, Homes England and Gatwick Diamond Initiative Ltd to ensure that we are well placed - to attract external funding and that we deliver the services and initiatives that residents need. (Ongoing, Lead Officer – All of SLT) GP1,2 Oversee the implementation of the new Customer Services Strategy (Start - April 2019, Lead Officer – Executive Head (People and Projects)) GP1,2,3 Oversee the development of a technology infrastructure and business architecture which enables the council to deliver improved service delivery (Ongoing, Lead - officers (Executive Heads (People and Projects) and (Resources)) GP1-4 Having regard to the new Council Strategy, articulate how the organisation needs to transform over the next 5 years. This work to include a vision for - joint working and shared services. (By December 2019, Lead Officer – Chief Executive) ENV2 Work with members of the Improvement Board to implement the GP1-4 recommendations of the Planning Peer Review (By March 2020, Lead Officer - – Chief Executive and Exec Head (Place and Environment)) GP1 Review both members and staff induction processes. (Lead Officer – Chief Executive) -
GP1 Lead the roll out and implementation for a (new) managed service for - temporary resources (MSTAR). (Lead Officer - Exec Head (Prosperity)) GP1 Explore the possibility of establishing a new shared service for procurement. - (Lead Officer - Exec Head (Prosperity))
Resources
Cash limit: £770,000 net expenditure
Budgeted posts: 7 full time equivalents
Business Manager: Karen Brimacombe, Chief Executive
SLT Lead: Karen Brimacombe, Chief Executive
Cabinet Member: Councillor Vivienne Michael, Leader
66 Strategy & Corporate Support ] 2019/20 Business Overview
A flexible resource assisting SLT to deliver its strategic aims.
We are responsible for:
1. Leading on and supporting some of the Council’s strategic projects and initiatives, such as the Rural Community Strategy, Destination Management Plan and Car Park five year strategy 2. The delivery of Mole Valley Youth Voice, Junior Youth Voice and the annual Youth Showcase 3. Leading and delivering on the Council’s commitment to supporting the Armed Forces and Military personnel through initiatives such as the Armed Forces Covenant, and employee recognition scheme 4. The delivery of key corporate events, such as the Youth Showcase and Remembrance Commemorations and supporting partnership events within Dorking and Leatherhead 5. Providing support to the Strategic Leadership Team (SLT), Leader and Chairman of the Council
Challenges and opportunities
The main challenge that faces the team is ensuring there is sufficient resource available to deliver the wide programme of work that sits with the service and remain sufficiently adaptable to suit the needs of the organisation.
This will be managed appropriately by prioritising projects and initiatives in a programme of work, and reviewing available resource on a regular basis. Many of the projects rely on the support and contribution of external partners, which is not guaranteed. By building on existing strong relations with our partners we will seek to agree priorities and outcomes in advance in an effort to ensure success.
Looking forward, there are opportunities to enhance partnership working and continue to strengthen our links with the local communities.
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20 PRO 1 Car parking strategy ; Review Councils charging policy to ensure we maximise usage of our car parks - Review the provision of permits ensuring a consistent and fair approach is adopted
67 PRO1 Deliver phase two of the parking refurbishment programme and planning for Y phase three and phase four ENV4 Develop an Electric Vehicle strategy, which supports Surrey’s and MV ambitions, ensuring we build a fit for purpose infrastructure going forward. Y Deliver trials across two key sites. PRO4 Consider the findings of the Wheels, Feet and Hooves study and agree a way Y forward. PRO3 Oversee the delivery of the Rural Community Strategy 19/20 Develop the next phase of the strategy taking into account outputs Y from the rural summit PRO4 Develop and deliver a programme of corporate events, such as the Rural - Community Summit and Youth Showcase. GP1 Lead the implementation of the new CRM / DMS system. -
GP1 Undertake a detailed options appraisal to identify best solution for
unsupported DMS GP1 To review and redefine the organisations military ambition, following the - relocation of the DMRC Headley Court. GP1 Understand impact, collate and deliver an effective consultation response to - service changes within Surrey County Council
Resources
Cash limit: £ Strategy and Corporate Support 286,000 net expenditure Corporate Projects 15,000 net expenditure Total 301,000 net expenditure
Budgeted posts: 2 full time equivalents
Business Manager: Executive Head of Service (People & Projects)
SLT Lead: Executive Head of Service (People & Projects)
Cabinet Member: Initiative specific including: Councillor Osborne-Patterson - Rural Community Strategy, Destination Management Councillor David Hawksworth – Youth, Car Parking Councillor Vivienne Michael - Military Cllr Corinna Osborne-Pat Cllr Corinna Osborne-Patterson, Cycling and Community Resilience and Community Resilience
68 Waste contract 2019/20
Business Overview
Our main purpose is to ensure the delivery of waste, recycling and street cleaning services to Mole Valley through the management of the Joint Waste Contract with Amey.
We are responsible for:
The collection of refuse, recycling, food waste and garden waste from over 37,000 households Ensuring all adopted highways are kept clean, including the emptying of litter and dog waste bins and clearing leaf fall in the autumn Maximising recycling in order to reduce costs and protect the environment Providing Government with waste and street cleaning data
Challenges and opportunities
The collection of household waste and keeping Mole Valley’s streets clean are front line services. Residents have high expectations that the services will be delivered efficiently, effectively, on budget and time.
Joint Waste Solutions (JWS) is the brand name of the four local authorities (Elmbridge, Mole Valley, Surrey Heath and Woking) which have come together and entered into a joint contract with Amey to deliver household waste collection and street cleaning services across the four authorities.
The joint waste contract was mobilised in Mole Valley in August 2018. The street cleaning element of the contract will commence on 1st April 2019. During 2019/20 it is anticipated that Amey will want to introduce changes to the collection rounds in the interests of improved efficiency. The new street cleaning contract is different to the previous contact. It will require streets are kept clean at all times rather than requiring streets to be cleaned a specified number of times regardless of whether they need cleaning.
During 2019/20 JWS will also be delivering on a variety of innovative solutions to waste collection, recycling and disposal across the County following the amalgamation with the Surrey Waste Partnership and parts of the County Council’s waste disposal operations.
69
Business Objectives
The business unit’s key areas of work for 2019/20 are set out in the table below: Council Objective Included in Strategy Annual Ref Plan 2019/20
ENV4 Monitor the delivery of the joint waste contract in Mole Valley -
ENV1 Mobilise the new street cleaning contract which starts on 1st April 2019 -
CWB5 Support the work of the Mole Valley Joint Enforcement Team -
ENV4 Work with Joint Waste Solutions to promote waste recycling and reuse Y
Resources
Cash limit: £2,398,000 net expenditure (includes cash limit for Depot and Environmental Services)
Budgeted posts: nil (All JWS staff are employed by Surrey Heath Borough Council as the administering authority for the joint waste contract)
Budgeted posts for Depot and Environmental Services & Sustainability included in relevant Business Plan
Business Manager: Matt Smyth (Joint Waste Solutions)
SLT Lead: Jack Straw, Executive Head of Service (Place and Environment)
Cabinet Member: Councillor Pat Wiltshire, Environment
70
Wellbeing 2019/20
Business Overview
Our main purpose is to improve community wellbeing and social inclusion.
We are responsible for:
Arts and sports ad cultural development, delivering major district-wide events such as Arts Alive and the Surrey Youth Games, together with a diverse programme of activities which aim to increase opportunities for inclusive participation Developing projects which support the Wellbeing and Corporate Strategy Managing and monitoring the Council’s contracts with the leisure operators at Dorking Sports Centre and Leatherhead Leisure Centre to ensure Mole Valley residents receive high quality leisure facilities and service in line with the Council’s wellbeing priorities and values
Challenges and opportunities
Ensuring appropriate resourcing within the team at a time of rising demand for our services. With an aging population and rising adult and child obesity rates we need to ensure that we are doing all we can to encourage physical and mental activity, taking a preventative approach in order reduce the need for medical intervention and in doing so enhancing the quality of life of our residents. With specifically identified pockets of relative deprivation where the health and wellbeing outcomes for residents can be lower and more of a challenge to address, we need to ensure that all our services and initiatives are both targeted and accessible to all. Contract management of our two leisure contracts to ensure that residents are receiving a good level of service and that the council’s assets are being maintained to high standard.
Business Objectives
The business unit’s key areas of work for 2019/20 are summarised below:
71 Council Objective Included in Strategy Annual Ref Plan 2019/20 CWB1 To deliver the objectives highlighted in the review of the Wellbeing CWB4 Strategy in summer 2017, with specific focus on getting and keeping Y children, young people and older people more active and tackling mental health and social isolation. CWB4 To work with Active Surrey to ensure Surrey Youth Games is developed and delivers against the council’s objectives for young people. -
CWB1 Establish a Junior Park Run in Mole Valley in the grounds of Leatherhead - CWB4 Leisure Centre. CWB1 Working with the Economic Development Team looking to establish Ping CWB4 Pong Parlours in Dorking and Leatherhead to make use of vacant retail - units to engage young people and families in table tennis and physical activity. CWB1 Delivery of Friday Night Projects in targeted areas in Dorking and CWB4 Leatherhead to provide positive and diversionary activities for young - CWB5 people and increase levels of physical activity. CWB4 Work with the parks team to promote and increase the use of the district’s CWB5 skate parks and recreation grounds, making the most of the investment in - enhancing and refurbishing the skate parks. CWB1 To establish a weekly Diabetes Walk and Talk on the Walk For Health CWB4 programme open to all those pre and post diabetic, complete with an - educational classroom based session post walk. CWB5 Working in partnership with the Arts Alive Committee to develop, enhance and raise the profile of the 2019 Arts Alive Festival with a particular focus on the launch and finale events, to attract a wider audience and ensure - that it meets the objectives and priorities set out in the reviewed Wellbeing Strategy. CWB2 Develop response to the recommendations made from the Listening Y Project in North Leatherhead (ROR) CWB6 Engage in the development of the joint Health and Social Care 5-10 year Strategic Plan; and, ensure the Council contributes to the discussions Y about future plans for the Epsom and St Helier Trust configuration of services.
Resources
Cash limit: Included in Community Safety and Enforcement Business Plan
Budgeted posts: 4 full time equivalents
Business Manager: Patrick McCord, Community Safety, Wellbeing and Parks
SLT Lead: Rachel O’Reilly, Executive Head of Service (Community)
Cabinet Member: Councillor David Hawksworth, Wellbeing
72
MOLE VALLEY DISTRICT COUNCIL
Strategic Risk Register
This register details the strategic risks faced by Mole Valley District Council in relation to achieving the priorities as defined in the Corporate Strategy. It also notes the current mitigation action being taken to control these risks. The Register is owned by the Chief Executive.
Corporate Priorities
1. Environment - a highly attractive area with housing that meets local need 2. Prosperity - a vibrant local economy with thriving towns and villages 3. Community wellbeing - active communities and support for those who need it
Summary Matrix – key strategic risks after mitigation C1d Loss of rental income from key properties Catastrophic C3 Health and Safety 5
Major C3, C4b C5 C4b IT – hacking 4 C4c IT – resilience IMPACT Moderate C1d, C4c 3 C7, C8 C4d Document Management System Minor C4d
2 C5 Data Protection/Information Insignificant 1 Governance Remote Possible Likely Probable Highly 1 2 3 4 Probable C7 Organisational capacity to deliver 5
PROBABILITY C8 Safeguarding
73 Mole Valley District Council Strategic Risk Register
Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 C1d Loss of rental income from key Probability Impact - Proactive, rational and flexible Cabinet EHoS Probability Impact properties approach to rents negotiations. Member Resources N/A 4 4 16 -Good understanding of the (Strategy & 3 3 9 (new risk retail market locally and Assets) Dec 18) Rents from the property portfolio is a nationally. key source of income. The changing - Positive relationship with retail market is affecting demand and tenants and Swan Centre rental levels are falling. Managing Agents. -Monitoring of tenant covenant strength in relation to AIS properties C3 Corporate Health and Safety Probability Impact Cabinet EHoS Probability Impact - Corporate Health and Safety Member (People 5 5 MVDC needs to provide services in a 25 Policy, arrangements and (Finance, and 2 4 8 safe manner that protects the health procedures in place Performan Transform and safety not just of its employees but - Regular reviews of health and ce and ation) also members of the public, trainees, safety arrangements by Health Risk) contractors and Members and Safety consultant If we fail to have good Health and - Health and Safety action plan Safety arrangements in place, this in place could lead to loss of service and / or - Employee induction includes preventable accidents to staff, focus on Health and Safety and contractors, public or others all employees provided with affected by our undertakings. . This Health and Safety Guidance is of particular importance due to the - Health and Safety risk nature of some of the services we assessments in place for all provide to the public and vulnerable service areas people. - Lone working procedure in place - Fire risk assessments in place This risk is informed by a number of for relevant Council properties factors, including: - Arrangements with partner Compliance with Health and organisations/contractors to Safety at Work Act ensure appropriate Health and Civil Duty Safety requirements are in place Moral and Public Duty
1 Within previous 6 months.
74 Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 C4 IT systems Probability Impact Cabinet EHoS Probability Impact b -IT Security Policy in place and Member Resources 5 5 25 updated regularly (Strategy & 2 4 8 b) Risk of hacking - Regular communication and Assets) All IT systems contain vulnerabilities. awareness in place for all staff Once exposed there is a danger period -Access to systems and data is where systems are particularly strictly controlled and data is vulnerable to attack. held securely in order to ensure it is only available as permitted and not at risk of loss or compromise - Regular testing of the ICT security perimeter of firewalls, monitoring for new vulnerabilities of systems and a cycle of ensuring all system versions are up to date is in place - Regular patching cycle of service infrastructure - Risk assessment on basis of industry knowledge and government information provided by the National Cyber Security Centre. - Action plan in place in response to LGA/NCSC audit C4c IT Systems Probability Impact Cabinet EHoS Probability Impact - IT Strategy in place and Member Resources 4 4 3 c) Operational Resilience 16 updated regularly (Strategy & 3 9 - Automated centralised back- Assets) MVDC needs to make sure that its staff up of data and systems is in and IT systems are available to deliver place should a systems or data the services for which it is responsible. recovery be needed - Improved on-site If we fail to do this, there could be a arrangements for physical major breakdown and disruption of environment (e.g. air con) systems that leads to an inability to - Corporate ICT priorities set deliver key services. out in Organisational Business Continuity Plan This risk is informed by a number of - Alternative working factors, including: arrangements in place for staff
75 Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 - Capital Investment agreed to Majority of MVDC staff based invest in Disaster Recovery at Pippbrook arrangements to ensure MVDC IT systems hosted at has robust arrangements in Pippbrook place to ensure that in the event Increased agile working of a major incident – ICT service provision can continue.
C4d Document Management System Probability Impact Cabinet EHoS Probability Impact -Engagement with affected Member (People & The current Document Management 4 3 12 teams. At a service level, initial (People Transform 4 2 8 N/A and Customer Relationship appraisals of options have been and Rural ation) and (new risk Management system is provided by a undertaken Mole EHoS Dec 18) small supplier who has stated that the -Planned workstream for 2019 to Valley) and (Resource system will become unsupported at an undertake a detailed options Cabinet s) unspecified date in the short to medium appraisal to identify the best Member term. solution and to develop a project (Strategy plan to deliver the change and The Firmstep CRM system provides the -Regular engagement with Assets) solution to Customer Relationship system supplier Management for all service areas and provides the DMS solution for most of them. However, it will not provide a DMS solution for the Benefits, Revenues and Planning teams and an alternative solution is required. If we fail to have a DMS in place for Benefits, Revenues and Planning it could lead to reduced levels of customer service in these areas and the inability to access certain information and documents.
C5 Data Protection/Information Probability Impact Cabinet EHoS Probability Impact Governance - Data Protection Policy Member Prosperity MVDC needs to make sure that 5 5 25 approved by Council and (Finance, 3 4 12 personal data is secure and that an updated periodically Performan individual's right to privacy is protected. - Data protection training and ce and updates for new and existing Risk)
76 Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 If we fail to effectively act on and staff embed standards and procedures that - Member Training on enable us to do this, this could lead to a responsibilities under loss of public trust and financial appropriate Code of Conduct for penalties to the organisation. new and existing Members - Certification obtained on This risk is informed by a number of disposal of confidential issues, including: information Potential breaches in - Information Asset Register in confidentiality enabling access place to confidential data - Records Retention Policy in Loss of data place and implemented - Data sharing protocols in place and implemented -Data protection considerations identified for all new projects and processes -Software systems fully GDPR compliant -Compliant use of email by staff/Members -Statutory requirement for Data Protection Officer -Completion of high risk contract variations
C7 Organisational capacity to deliver SLT Chief Probability Impact Probability Impact A workforce planning approach Executive MVDC needs to ensure that the which ensures the right number (Head of 3 3 9 organisation has the capacity to of people with the right skills and Paid achieve the priorities in the Corporate 4 4 16 behaviours are employed in the service has Strategy and to ensure the effective right place at the right time to delegated delivery of services. deliver the organisation’s short responsibili and long-term objectives. There ty in the If the organisation ceases to have are a number of controls in constitution capacity to deliver services this could place including: for staffing have serious implications particularly in matters) relation to statutory services ultimately - Enhancing our employer brand leading to service failure. Capacity and ensuring this is underpinned problems increase turnover and by working practices that absence and adversely affect wellbeing position MVDC as an employer and productivity levels. This sets up a of choice enabling us to attract
77 Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 negative cycle, further reducing and retain high quality resources, damaging service levels and employees increasing financial cost to the Council. - Efficient and effective If there is a significant gap between recruitment and retention demands on employees and what they processes with targeted HR can realistically deliver, the risk of support and advice provided to hidden problems causing damage hiring managers (once discovered) increases. - Performance and Development Review process linked to This risk is informed by a number of assessment of risk areas within issues including: teams - Business and budget planning Ability to recruit and retain process aligned with the talented staff capacity of the organisation Effective prioritisation of key - Succession planning and talent workstreams management informed by a Ability to respond to additional robust evidence base priorities - Maximising our usage of the Managing public expectations Apprenticeship scheme to of service delivery increase development opportunities particularly in hard to recruit areas. - Two way communication arrangements in place to enable positive engagement across the organisation
C8 Safeguarding Probability Impact Cabinet EHoS Probability Impact -Policies and procedures for Member (Communit N/A MVDC needs to ensure that all 3 4 12 safeguarding in place and for y) 3 3 9 (New risk employees are aware of the reviewed as appropriate. Wellbeing Dec 18) organisation’s responsibilities in relation -Procedures in place for Mole to safeguarding children and vulnerable Valley Life services including adults. Telecare -All employees undertake This means being able to identify signs foundation level awareness of concern and knowing when to share training for safeguarding and information and to report those. new employees undertake this as part of their induction. MVDC also needs to ensure that there -Safeguarding forms part of the is an appropriate response in place in Terms of Reference of the the event of a Domestic Homicide Corporate Governance Board.
78 Ref Movement Risk owner Risk owner Residual risk level (after existing Description of the risk Inherent risk level (no controls) Controls in place at MVDC of Residual – Member – Officer controls) Risk 1 review or involvement in a serious case -Bi-annual undertaking of S11 review. audit from Children’s Safeguarding Board Failure to fulfil our responsibilities in -Representation on the Surrey relation to safeguarding could lead to Adult Safeguarding Board and significant harm or death of a child or local Children’s Safeguarding vulnerable adult and the potential groups ensuing legal action and reputational -Involvement in Surrey Lead damage for the authority. Member and Lead Officer group chaired by SCC Cabinet lead Member -Chair authority for Safeguarding Lead officers Group -Involvement in Adult Safeguarding Board Quality Assurance activity.
EHoS = Executive Head of Service
Additions / deletions in last 12 months:
Deleted: C1b – Funding streams. February 2018
C1c – Asset Investment Strategy. December 2018
Added : C7 - Organisational capacity to deliver. February 2018
C1d – Loss of rental income from key properties. December 2018
C4d – Document Management System. December 2018
C8 – Safeguarding. December 2018
79
REVENUE BUDGET SUMMARY
2019/20 base budget £000
Environment Waste, Street Care & Sustainability 2,398 Councillor Wiltshire Environmental Health & Licensing 473 2,871
Wellbeing Parks & Landscapes 528 Councillor Hawksworth Mole Valley Life 290 Community Safety & Wellbeing (143) Parking (2,334) (1,659)
Strategy & Assets Dorking Halls 175 Councillor Yarwood Property : Asset Management (1,509) ICT 1,104 (230)
Planning Policy Planning Policy 480 Councillor Harper 480
Planning Services & Building Control (78) Housing Development Management 466 Councillor Hunt Planning Support 285 Housing 642 Benefits 408 1,723
Finance, Performance & Strategic Leadership Team 770 Risk Financial Services 532 Councillor Huseyin Corporate Costs 1,828 Revenues & Exchequer 443 Legal Services 350 Risk Management & Performance 287 4,210
People & CSU 492 Rural Mole Valley Human Resources 417 Councillor Osborne-Patterson Democratic Services 1,080 Communications 282 Strategic Corporate Support 286 Corporate Projects 15 2,572
Prosperity Economic Development 206 Councillor Edge Property : Regeneration & Investment Team 410 Asset Investment Strategy (1,050) (434)
Total net services revenue 9,533
New portfolios were agreed by Cabinet for 2018/19, so there are no comparative figures for previous years' budgets.
80 CAPITAL PROGRAMME – 2018/19 TO 2021/22
Total Spend in Remaining Budget Capital previous Programme years 2018/19 2019/20 2020/21 2021/22 £000 £000 £000 £000 £000 £000
Active major projects
Car Parks (multi –year) 1,000 0 100 350 250 300
Deepdene Trail 929 929 0 0 0 0
Dorking Halls Refurbishment 270 0 270 0 0 0
Emergency Accommodation 1,100 743 357 0 0 0
Joint Waste Services 4,000 0 4,000 0 0 0
Leatherhead Church Street 656 787 0 0 0 0 (Developers Contributions)
Leatherhead High Street - units 1,176 0 1,176 0 0 0 21 and 23
Leatherhead Youth Football Club 942 942 0 0 0 0
Meadowbank Centre Dorking 6,502 6,502 0 0 0 0
Meadowbank - land 2,000 2,000 0 0 0 0 contamination
Property Projects 150 126 0 0 0 0
Transform Leatherhead - Swan 330 28 302 0 0 0 Centre Car Park Refurbishment
Transform Leatherhead - Swan 885 74 811 0 0 0 Centre Improvements
Total active major projects 19,940 12,131 7,016 350 250 300
Annual Capital Expenditure
Affordable Housing 1,375 0 60 315 500 500
Capitalised Salaries 175 0 175 175 175 175
Community Grants 74 0 74 74 74 74
Dial-a-Ride Vehicle 50 0 50 50 50 50 Replacement (multi-year)
Disability Adaptions 665 0 665 665 665 665
Playground Refurbishments 60 0 60 60 60 60
Telecare Equipment (multi Year) 50 0 50 50 50 50
Total active major projects & 22,389 12,131 8,150 1,739 1,824 1,874 annual capital expenditure
Minor projects 1,995 568 1,092 1,332 500 500
Asset Acquisition 1,875 0 1,875 0 0 0
Asset Investment Strategy 100,000 51,650 48,350 0 0 0
Total Capital Programme 126,259 64,349 59,467 3,071 2,324 2,374
81 Extract from the Minutes of the meeting of the Council held on 12th February 2019 at Pippbrook, Dorking from 7.00pm to 10.03pm
54. 2019/20 BUDGET AND COUNCIL TAX RESOLUTION The Council considered the Cabinet’s recommendations with regards to the 2018/19 Budget and Council Tax resolution. Councillor Metin Huseyin proposed and Councillor Vivienne Michael seconded the recommendations as set out on pages 3 and 4 of the agenda. It was noted that on page CL38 of the agenda, the date of the assessment for the Equalities Impact Assessment should read January 2019. The Council debated the recommendations in full. A recorded vote was taken in accordance with Standing Order 26.6. RESOLVED: (i) That the proposed Budget for 2019/20, as outlined in Appendix A, be set at £9,533,000. (ii) That the MVDC element of Band D Council Tax for 2019/20 be set at £178.56, representing a 2.9% increase on 2018/19, in line with the Government announcement that Council Tax can be increased, without triggering a referendum, by up to 3.0%. (iii) That the proposed Capital Programme, as outlined in Appendix B, be approved. (iv) That the capital grants outlined in Appendix D, Tables 3, and 4 are approved for 2019/20. (v) That the budget allocation of the Small Grants Community Fund outlined in Appendix D Table 2 is approved. (vi) That the scope of the Small Grants Community Fund is expanded to accept applications for improvements to community buildings up to £5,000. (vii) That the Concurrent Service Payments for 2019/20 be noted. (viii) That the Section 151 Officer’s statement concerning the 2019/20 budget and the medium term financial outlook for the Council be noted. (ix) That the level of Members’ Allowances increases in-line with the Local Pay Award for Local Government Staff, as recommended by the Independent Remuneration Panel.
82
MOLE VALLEY DISTRICT COUNCIL
COUNCIL TAX RESOLUTION 2019/20
1. That it be noted that on 12th February 2019 the Council calculated the 2019/20 Council Tax Base
(a) for the whole Council area as 40,957 equivalent Band D properties
(b) for dwellings in those parts of its area to which a Parish precept relates: 8,862 equivalent Band D properties
2. The Council calculated that the Council Tax requirement for the Council’s own purposes for 2019/20 (excluding Parish precepts) is £7,313,282.
3. That the following amounts be calculated for the year 2019/20 in accordance with Sections 32 to 36 of the Act:
(a) £49,855,000 the Council’s estimated gross expenditure - being the aggregate of the amounts that the Council estimates for the items set out in Section 32(2)(a) to (e) of the Act.
(b) £40,322,000 the Council’s estimated gross income - being the aggregate of the amounts that the Council estimates for the items set out in Section 32(3)(a) to (c) of the Act.
(c) £9,533,000 the Council’s estimated net expenditure or “budget requirement” - being the amount by which the aggregate at 3(a) above exceeds the aggregate at 3(b) above, calculated by the Council, in accordance with Section 32(4) of the Act
(d) £2,219,719 the Council’s central government funding (revenue support grant, transitional grant and new homes bonus grant) plus retained business rates plus interest on investments plus balance on the Collection Fund - being the aggregate of the sums which the Council estimates will be payable for the year into its general fund in respect of government grant, retained non domestic rates, new Homes Bonus and interest on investments, increased or decreased by the amount of any sums which the Council estimates will be transferred in the year to or from its Collection Fund to its General Fund in accordance with Section 97(4) of the Local Government Finance Act 1988 (Council Tax surplus).
(e) £7,313,282 the Council’s Council Tax Requirement – being the amount at 3c above, less 3d above, in accordance with s31A of the Act, as amended by the Localism Act 2011
(f) £178.56 the average band D Council Tax - being the amount at 3(c) above less the amount at 3(d) above, divided by the amount at 1(a) above, calculated by the Council, in accordance with Section 33(1) of the Act, as the basic amount of its council tax for the year.
(g) £327,091 the sum of the parish precepts (excluding grant) set by the thirteen Parish Councils - being the aggregate amount of all special items referred to in Section 34(1) of the Act.
4. To note that Surrey County Council and the Police & Crime Commissioner for Surrey have issued precepts to the Council in accordance with Section 40 of the Local Government Finance Act 1992 for each category of dwellings in the Council’s area as indicated in the table below.
83 5. That the Council, in accordance with Sections 30 and 36 of the Local Government Finance Act 1992, hereby sets the aggregate amounts shown in the tables below as the amounts of Council Tax for 2019/20 for each part of its area and for each of the categories of dwellings.
6. The statutory basis of the calculations is the Local Government Finance Act 1992 with subsequent amendments in the Localism Act 2011 and the Council Tax (Demand Notices) (England) Regulations 2011, which came into effect from 1 April 2012.
7. The precept levels of other precepting bodies have been received. These are detailed below.
Parish Councils
8. The Parish Council Precepts for 2019/20 are detailed below and total £327,091 with an average Band D Council Tax figure of £186.55 for 2019/20. A grant of £12,661 has been allocated from MVDC to compensate Parishes for reductions in the tax base due to the Council Tax Support Scheme.
Surrey County Council
9. Surrey County Council has set a Band D Council Tax of £1,453.50, an increase of 2.99% (£42.21) over the previous year.
Police & Crime Commissioner for Surrey
10. The Police & Crime Commissioner for Surrey has set a Band D Council Tax of £260.57, an increase of 10.15% (£24.00) over the previous year.
84
COUNCIL TAX RESOLUTION - TABLE (1) COUNCIL TAX SCHEDULE 2019/20
Precepting Authority Valuation Bands
A B C D E F G H £p £p £p £p £p £p £p £p
Surrey County Council 969.00 1,130.50 1,292.00 1,453.50 1,776.50 2,099.50 2,422.50 2,907.00 PCC for Surrey 173.71 202.67 231.62 260.57 318.47 376.38 434.28 521.14 Mole Valley District Council 119.04 138.88 158.72 178.56 218.24 257.92 297.60 357.12
TOTAL NON PARISH 1,261.75 1,472.05 1,682.34 1,892.63 2,313.21 2,733.80 3,154.38 3,785.26
Part of the Council's area Valuation Bands
A B C D E F G H Parish of: £p £p £p £p £p £p £p £p
Abinger 1,280.47 1,493.89 1,707.30 1,920.71 2,347.53 2,774.36 3,201.18 3,841.42 Betchworth 1,278.07 1,491.09 1,704.10 1,917.11 2,343.13 2,769.16 3,195.18 3,834.22 Brockham 1,277.65 1,490.60 1,703.54 1,916.48 2,342.36 2,768.25 3,194.13 3,832.96 Buckland 1,291.99 1,507.33 1,722.66 1,937.99 2,368.65 2,799.32 3,229.98 3,875.98 Capel 1,298.53 1,514.96 1,731.38 1,947.80 2,380.64 2,813.49 3,246.33 3,895.60 Charlwood 1,306.33 1,524.06 1,741.78 1,959.50 2,394.94 2,830.39 3,265.83 3,919.00 Headley 1,288.03 1,502.71 1,717.38 1,932.05 2,361.39 2,790.74 3,220.08 3,864.10 Holmwood 1,281.01 1,494.52 1,708.02 1,921.52 2,348.52 2,775.53 3,202.53 3,843.04 Leigh 1,280.89 1,494.38 1,707.86 1,921.34 2,348.30 2,775.27 3,202.23 3,842.68 Mickleham 1,283.11 1,496.97 1,710.82 1,924.67 2,352.37 2,780.08 3,207.78 3,849.34 Newdigate 1,269.97 1,481.64 1,693.30 1,904.96 2,328.28 2,751.61 3,174.93 3,809.92 Ockley 1,292.47 1,507.89 1,723.30 1,938.71 2,369.53 2,800.36 3,231.18 3,877.42 Wotton 1,271.17 1,483.04 1,694.90 1,906.76 2,330.48 2,754.21 3,177.93 3,813.52
Remainder of District 1,261.75 1,472.05 1,682.34 1,892.63 2,313.21 2,733.80 3,154.38 3,785.26
Part of the Council's area Valuation Bands
A B C D E F G H Parish of: £p £p £p £p £p £p £p £p
Abinger 137.76 160.72 183.68 206.64 252.56 298.48 344.40 413.28 Betchworth 135.36 157.92 180.48 203.04 248.16 293.28 338.40 406.08 Brockham 134.94 157.43 179.92 202.41 247.39 292.37 337.35 404.82 Buckland 149.28 174.16 199.04 223.92 273.68 323.44 373.20 447.84 Capel 155.82 181.79 207.76 233.73 285.67 337.61 389.55 467.46 Charlwood 163.62 190.89 218.16 245.43 299.97 354.51 409.05 490.86 Headley 145.32 169.54 193.76 217.98 266.42 314.86 363.30 435.96 Holmwood 138.30 161.35 184.40 207.45 253.55 299.65 345.75 414.90 Leigh 138.18 161.21 184.24 207.27 253.33 299.39 345.45 414.54 Mickleham 140.40 163.80 187.20 210.60 257.40 304.20 351.00 421.20 Newdigate 127.26 148.47 169.68 190.89 233.31 275.73 318.15 381.78 Ockley 149.76 174.72 199.68 224.64 274.56 324.48 374.40 449.28 Wotton 128.46 149.87 171.28 192.69 235.51 278.33 321.15 385.38
Remainder of District 119.04 138.88 158.72 178.56 218.24 257.92 297.60 357.12
85
COUNCIL TAX RESOLUTION - TABLE (2) PARISH YEAR ON YEAR COMPARISON
2018/19 2019/20 Parish Councils Tax Precept Council Tax Precept Council Council Base Tax Base Tax Tax Band D Band D Increase £ £ £ £ £ Abinger 952 26,000 27.27 960 27,000 28.08 0.81 Betchworth 542 12,850 23.67 542 13,250 24.48 0.81 Brockham 1257 29,552 23.49 1278 30,434 23.85 0.36 Buckland 301 13,286 44.10 303 13,771 45.36 1.26 Capel 1674 97,135 58.05 1677 92,500 55.17 -2.88 Charlwood 1021 68,496 67.14 1029 68,790 66.87 -0.27 Headley 342 13,500 39.51 342 13,500 39.42 -0.09 Holmwood 420 12,500 29.70 433 12,500 28.89 -0.81 Leigh 444 12,772 28.80 445 12,772 28.71 -0.09 Mickleham 226 6,900 30.51 228 7,300 32.04 1.53 Newdigate 866 9,700 11.25 871 10,720 12.33 1.08 Ockley 433 18,000 41.49 434 20,000 46.08 4.59 Wotton 319 4,015 12.60 321 4,554 14.13 1.53
8,798 324,706 8,862 327,091
The figures above show the precept only and do not include any other grants to Parish Councils.
86 Fees and Charges Principles
Contribution 1. Charges should maximise income unless there is a clear decision not to the to do so. Corporate 2. Discretionary services should be charged on the basis of full cost Plan and recovery. If not, any subsidy from the tax payer should be the result of a Finances decision to financially support the cost of providing the service.
3. Fees and charges policies will reflect key commitments, corporate priorities and fit with the Council’s Medium Term Financial Strategy.
4. The Council will take a firm stance on fee dodgers
5. Payment in advance and non cash payments will be encouraged to ease collection and minimise collection costs.
6. Fee and charge levels should not be providing subsidies to commercial operators from council tax payers.
7. Where considerations are solely commercial, the budget manager should be free to set charges to maximise income.
Concessions 8. Concessions for services should be justifiable and consistent
9. Council controlled concessions should have regard to Council objectives
10. Council controlled concessions offered to commercial operators or other local authorities should be tightly controlled
11. Where the impact of increases in charges is high, consideration should be given to phasing over time.
12. Charges should be determined in the context of those levied by other similar providers. Consistency 13. Charges should be reviewed and revised, at a minimum, annually
14. There should be consistency between charges for similar services
15. There should be a rational scale in the charge for different levels of the same service
87 Fees & Charges - ENVIRONMENT Section I Basic % Charge Charge VAT Change £ Change Inc VAT Charge Inc Service Area Fee or Charge 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments Environmental Health Environmental Pollution Contaminated land – site specific research (per hour) £83.00 £0.00 £0.00 Delete Delete as no longer used Environmental Permits Part A (low) n/a £1,343.00 £0.00 £1,343.00 0.00% £0.00 Statutory fee - New Environmental Permits Part A (medium) n/a £1,507.00 £0.00 £1,507.00 0.00% £0.00 Statutory fee - New Environmental Permits Part A (high) n/a £2,230.00 £0.00 £2,230.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 1 (low) n/a £79.00 £0.00 £79.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 1 (medium) n/a £158.00 £0.00 £158.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 1 (high) n/a £237.00 £0.00 £237.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 2 (low) n/a £113.00 £0.00 £113.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 2 (medium) n/a £226.00 £0.00 £226.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 2 (high) n/a £341.00 £0.00 £341.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 3 (low) n/a £228.00 £0.00 £228.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 3 (medium) n/a £365.00 £0.00 £365.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 3 (high) n/a £548.00 £0.00 £548.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 4 (low) n/a £772.00 £0.00 £772.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 4 (medium) n/a £1,161.00 £0.00 £1,161.00 0.00% £0.00 Statutory fee - New Environmental Permits Part B 4 (high) n/a £1,747.00 £0.00 £1,747.00 0.00% £0.00 Statutory fee - New Animal Welfare Pet shops £154.00 £0.00 £0.00 Delete Delete to be replaced by fees below Animal boarding establishments £154.00 £0.00 £0.00 Delete Delete to be replaced by fees below Dog breeding premises (L) £107.00 £0.00 £0.00 Delete Delete to be replaced by fees below Joint boarding and breeding £223.00 £0.00 £0.00 Delete Delete to be replaced by fees below Riding stables (vets fees payable in addition) £107.00 £0.00 £0.00 Delete Delete to be replaced by fees below Animals Boarding Establishment n/a £214.06 £0.00 £214.06 0.00% £0.00 New fee yet to be agreed by Licensing Committee Home Boarding n/a £205.73 £0.00 £205.73 0.00% £0.00 New fee yet to be agreed by Licensing Committee Doggy Day Care n/a £205.73 £0.00 £205.73 0.00% £0.00 New fee yet to be agreed by Licensing Committee Selling animals as pets n/a £214.06 £0.00 £214.06 0.00% £0.00 New fee yet to be agreed by Licensing Committee Dog breeding n/a £214.06 £0.00 £214.06 0.00% £0.00 New fee yet to be agreed by Licensing Committee Hiring out of horses n/a £214.06 £0.00 £214.06 0.00% £0.00 New fee yet to be agreed by Licensing Committee Animals for exhibition n/a £214.06 £0.00 £214.06 0.00% £0.00 New fee yet to be agreed by Licensing Committee
Dangerous wild animals (vets fees payable in addition) £107.00 £110.00 £0.00 £110.00 2.80% £3.00
Zoos (L) (4 year licence) (vets fees payable in addition) £467.00 £480.00 £0.00 £480.00 2.78% £13.00 Micro-chipping £25.00 £25.00 £0.00 £25.00 0.00% £0.00 Stray Dog Charges - office hours Day 1 £42.00 £0.00 £0.00 Delete Delete as no longer used Day 2 £80.00 £0.00 £0.00 Delete Delete as no longer used Day 3 £85.00 £0.00 £0.00 Delete Delete as no longer used Day 4 £128.00 £0.00 £0.00 Delete Delete as no longer used Day 5 £136.00 £0.00 £0.00 Delete Delete as no longer used Day 6 £139.00 £0.00 £0.00 Delete Delete as no longer used Day 7 £155.00 £0.00 £0.00 Delete Delete as no longer used Stray Dog Charges - out of office hours Same day collection and return £68.00 £0.00 £0.00 Delete Delete as no longer used Stray Dog Charges - out of office hours 1 Day collection and kennels £106.00 £0.00 £0.00 Delete Delete as no longer used Stray dog with ID - first time FREE FREE £0.00 Delete Delete as no longer used Stray dog without ID - first time Add Officer time £42.00 £0.00 £0.00 Delete Delete as no longer used Stray dog with ID - second and subsequent Add Officer time £42.00 £0.00 £0.00 Delete Delete as no longer used Stray dog without ID - 2nd and subsequent Add Officer time £42.00 £0.00 £0.00 Delete Delete as no longer used Return of stray dog (kennel fees paid in addition) £95.00 £100.00 £0.00 £100.00 5.26% £5.00
88 Fees & Charges - ENVIRONMENT Section I Basic % Charge Charge VAT Change £ Change Inc VAT Charge Inc Service Area Fee or Charge 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments Hackney carriage vehicles (new and renewal - annual) - Environmental Health Hackney carriages and Private Hire (1) £369.00 £378.00 £0.00 £378.00 2.44% £9.00 400 max (can readvertise higher fee)
Private hire vehicle: metered (new and renewal - annual) £369.00 £378.00 £0.00 £378.00 2.44% £9.00 400 max (can readvertise higher fee) Non metered (new and renewal) £333.00 £341.00 £0.00 £341.00 2.40% £8.00 400 max (can readvertise higher fee) Private hire operator (annual) £305.00 £0.00 £0.00 Delete as no longer used Private hire operator (5 years) £305.00 £400.00 £0.00 £400.00 31.15% £95.00 400 max (can readvertise higher fee) Combined HC/PHV driver (new - 3 years) £92.00 £94.00 £0.00 £94.00 2.17% £2.00 Combined HC/PHV driver (renewal - 3 years) £92.00 £94.00 £0.00 £94.00 2.17% £2.00 Transfer - vehicle to vehicle £150.00 £154.00 £0.00 £154.00 2.67% £4.00 Transfer - no vehicle test required £82.00 £84.00 £0.00 £84.00 2.44% £2.00 Replacement vehicle plate - (2) £18.00 £18.00 £0.00 £18.00 0.00% £0.00 Replacement internal licence fee £13.00 £13.00 £0.00 £13.00 0.00% £0.00 Replacement driver's badge £12.00 £13.00 £0.00 £13.00 8.33% £1.00 Missed Appointment fee n/a £22.50 £0.00 £22.50 New fee Drivers Pack n/a £10.00 £0.00 £10.00 New fee Food Safety Act 1990 Export certificates (unless set by statute) £135.00 £140.00 £0.00 £140.00 3.70% £5.00 HMO Licence fee n/a £687.00 £0.00 £687.00 0.00% £0.00 No increase to be applied as this fee was only introduced in Licensing Act Street trading consents (per pitch, 1 day a week, p.a) £642.00 £658.00 £0.00 £658.00 2.49% £16.00
Sexual Entertainment Venues (SEV) - Initial application £2,893.00 £2,965.00 £0.00 £2,965.00 2.49% £72.00 SEV - Annual renewal £1,448.00 £1,484.00 £0.00 £1,484.00 2.49% £36.00 SEV - Transfer £491.00 £503.00 £0.00 £503.00 2.44% £12.00 SEV - Variation £985.00 £1,010.00 £0.00 £1,010.00 2.54% £25.00
SEV - If application withdrawn prior to Committee hearing £985.00 £1,010.00 £0.00 £1,010.00 2.54% £25.00 SEV - If application rejected by Committee £1,448.00 £1,484.00 £0.00 £1,484.00 2.49% £36.00 Skin piercing etc – premises (R) £79.00 £79.00 £0.00 £79.00 0.00% £0.00 No increase to be applied Skin piercing etc – person (R) £61.00 £61.00 £0.00 £61.00 0.00% £0.00 No increase to be applied Environmental Health Scrap Metal Dealers Act 2013 Site Licence new 1 Oct 13 £474.00 £486.00 £0.00 £486.00 2.53% £12.00 Site Licence (Renew)1 Oct 13 £474.00 £486.00 £0.00 £486.00 2.53% £12.00 Site Licence (Variation) 1 Oct 13 £237.00 £243.00 £0.00 £243.00 2.53% £6.00 Collectors Licence 1 Oct 13 £237.00 £243.00 £0.00 £243.00 2.53% £6.00 Collectors Licence (Renew) 1 Oct 13 £237.00 £243.00 £0.00 £243.00 2.53% £6.00 Collectors Licence (Variation) 1 Oct 13 £237.00 £243.00 £0.00 £243.00 2.53% £6.00 Gambling Act (New Applications) Betting Premises (excluding Tracks) £2,526.00 £2,589.00 £0.00 £2,589.00 2.49% £63.00 3000 max Betting Premises (excluding Tracks) - stat maximum Gambling Act (Annual Fee) applies £600.00 £600.00 £0.00 £600.00 0.00% £0.00 Statutory maximum of £600 Gambling Act Application to Vary Betting Premises (excluding Tracks) £1,412.00 £1,447.00 £0.00 £1,447.00 2.48% £35.00 1500 max Gambling Act (App to trsfr) Betting Premises (excluding Tracks) £1,116.00 £1,144.00 £0.00 £1,144.00 2.51% £28.00 1200 max Gambling Act App for re-instatement Betting Premises (excluding Tracks) £1,116.00 £1,144.00 £0.00 £1,144.00 2.51% £28.00 1200 max Gambling Act (App for provisional statement) Betting Premises (excluding Tracks) £2,527.00 £2,590.00 £0.00 £2,590.00 2.49% £63.00 3000 max Gambling Act (License App) Betting Premises (excluding Tracks) £1,116.00 £1,144.00 £0.00 £1,144.00 2.51% £28.00 1200 max
89 Fees & Charges - ENVIRONMENT Section I Basic % Charge Charge VAT Change £ Change Inc VAT Charge Inc Service Area Fee or Charge 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments Bingo premises - new application £2,526.00 £2,589.00 £0.00 £2,589.00 2.49% £63.00 3500 max Bingo premises - annual fee £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1000 max Bingo premises - application to vary £1,750.00 £1,750.00 £0.00 £1,750.00 0.00% £0.00 1750 max Bingo premises - application to transfer £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max Bingo premises - application for re-instatement £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max
Bingo premises - application for provisional statement £3,280.00 £3,362.00 £0.00 £3,362.00 2.50% £82.00 3500 max Bingo premises - application for license £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max Adult Gaming Centre - new application £1,925.00 £1,973.00 £0.00 £1,973.00 2.49% £48.00 2000 max Adult Gaming Centre - annual fee £642.00 £658.00 £0.00 £658.00 2.49% £16.00 1000 max Adult Gaming Centre - application to vary £898.00 £920.00 £0.00 £920.00 2.45% £22.00 1000 max Adult Gaming Centre - application to transfer £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max Adult Gaming Centre - application for re-instatement £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max Adult Gaming Centre - application for provisional statement £1,925.00 £1,973.00 £0.00 £1,973.00 2.49% £48.00 2000 max Adult Gaming Centre - application for license £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1200 max Betting Premises (track) - new applications £2,500.00 £2,500.00 £0.00 £2,500.00 0.00% £0.00 2500 max Betting Premises (track) - annual fee £964.00 £988.00 £0.00 £988.00 2.49% £24.00 1000 max Betting Premises (track) - application to vary £1,250.00 £1,250.00 £0.00 £1,250.00 0.00% £0.00 1250 max Betting Premises (track) - application to transfer £768.00 £787.00 £0.00 £787.00 2.47% £19.00 950 max
Betting Premises (track) - application for reinstatement £768.00 £787.00 £0.00 £787.00 2.47% £19.00 950 max Betting Premises (track) - application for provisional statement £2,500.00 £2,500.00 £0.00 £2,500.00 0.00% £0.00 2500 max Betting Premises (track) - application for license £768.00 £787.00 £0.00 £787.00 2.47% £19.00 950 max Family Entertainment Centre - new application £1,925.00 £1,973.00 £0.00 £1,973.00 2.49% £48.00 2000 max Family Entertainment Centre - annual fee £642.00 £658.00 £0.00 £658.00 2.49% £16.00 750 max Family Entertainment Centre - application to vary £898.00 £920.00 £0.00 £920.00 2.45% £22.00 1000 max Family Entertainment Centre - application to transfer £768.00 £787.00 £0.00 £787.00 2.47% £19.00 950 max
Family Entertainment Centre - application for reinstatment £950.00 £950.00 £0.00 £950.00 0.00% £0.00 950 max Family Entertainment Centre - application for provisional statement £1,604.00 £1,644.00 £0.00 £1,644.00 2.49% £40.00 2000 max Family Entertainment Centre - application for license £768.00 £787.00 £0.00 £787.00 2.47% £19.00 950 max Lotteries Initial Fee £40.00 £40.00 £0.00 £40.00 0.00% £0.00 Statutory fee Lotteries annual fee £20.00 £20.00 £0.00 £20.00 0.00% £0.00 Statutory fee
90 Fees & Charges - ENVIRONMENT Section I Basic % Charge Charge VAT Change £ Change Inc VAT Charge Inc Service Area Fee or Charge 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments Environmental Health Licensing Act Photocopying fee (per page) £0.58 £1.00 £0.00 £1.00 72.41% £0.42 Pest Control Rats/ Mice £46.50 £38.75 £7.75 £46.50 0.00% £0.00 No increase in cost of service from provider Wasp Nest £46.50 £38.75 £7.75 £46.50 0.00% £0.00 No increase in cost of service from provider Additional nest £16.00 £13.33 £2.67 £16.00 0.00% £0.00 No increase in cost of service from provider Bed Bugs £46.50 £42.50 £8.50 £51.00 9.68% £4.50 Increase in cost of service from provider Fleas £46.50 £42.50 £8.50 £51.00 9.68% £4.50 Increase in cost of service from provider Cockroaches £46.50 £42.50 £8.50 £51.00 9.68% £4.50 Increase in cost of service from provider Other Insects £46.50 £42.50 £8.50 £51.00 9.68% £4.50 Increase in cost of service from provider Squirrels £46.50 £42.50 £8.50 £51.00 9.68% £4.50 Increase in cost of service from provider Rats/ Mice Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Wasp Nest Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Additional nest Qualifying benefits £10.50 £9.17 £1.83 £11.00 4.76% £0.50 Bed Bugs Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Fleas Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Cockroaches Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Other Insects Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 Squirrels Qualifying benefits £31.00 £26.25 £5.25 £31.50 1.61% £0.50 DISCRETIONARY RATES Waste & Street Clng Refuse Special Collections Single item £40.00 £40.00 £0.00 £40.00 0.00% £0.00 Half load £79.00 £0.00 £0.00 Delete Delete Full load £139.00 £0.00 £0.00 Delete Delete Each additional item (maximum 9 items) £10.00 £10.00 New Waste & Street Clng Refuse Garden Waste Annual charge - garden waste £56.50 £56.50 £0.00 £56.50 0.00% £0.00 No change Sale of waste containers £40.00 £40.00 £0.00 £40.00 0.00% £0.00 Sale of 2nd hand GW container £20.00 £0.00 £0.00 Delete Delete Deposit on GW containers £15.00 £0.00 £0.00 Delete Delete
Waste & Street Clng Refuse Sale of refuse/recycling containers - 240l £50.00 £50.00 £0.00 £50.00 0.00% £0.00 Sale of refuse/recycling containers - 140l £30.00 £30.00 £0.00 £30.00 0.00% £0.00
New development - indoor and outdoor food waste bins n/a £10.00 £0.00 £10.00 New
New development - 2 wheeled food waste bin (inc deliver) n/a £50.00 £0.00 £50.00 New
New Development - new/replace residuial 4 wheeled bin n/a £320.00 £0.00 £320.00 New New Development - new/replacement recycling 4 wheeled bin n/a £320.00 £0.00 £320.00 New
Waste & Street Clng Markets Dorking Regular Full Stall £50.00 £50.00 £0.00 £50.00 0.00% £0.00 Regular Half Stall £27.00 £27.00 £0.00 £27.00 0.00% £0.00 Casual Full Stall £66.00 £66.00 £0.00 £66.00 0.00% £0.00 Casual Half Stall £35.00 £35.00 £0.00 £35.00 0.00% £0.00 Street Cleaning Removal of graffiti ( per m2) £55.00 £0.00 £0.00 Delete Delete Removal of fly-tip from private land £190.00 £0.00 £0.00 Delete Delete WASTE & STREET CLEANING - STATUTORY RATES - not possible for MVDC to change these: they are set by legislation Waste & Street Clng JET Failure to nominate key holder (within an alarm notification area) or to notify local authority in writing of £52.50 - nominated key holders' details £52.50 - £84.00 £84.00 £0.00 £52.50 - £80.00 No change Noise from dwellings £80 - £120 £80 - £120 £0.00 £80 - £110 No change Noise from licensed premises £550.00 £550.00 £0.00 £500.00 -9.09% -£50.00
91 Section I Fees & Charges - FINANCE PERFORMANCE & RISK % £ Charge Basic VAT Change Change Inc VAT Charge Charge Inc Service Area Fee or Charge 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments
DISCRETIONARY CHARGES
Issue of standard consents and certificates under Legal Legal RTB transfers £90.00 £90.00 £0.00 £90.00 0.00% £0.00 Unilateral Undertakings £325.00 £415.00 £0.00 £415.00 27.69% £90.00 Brings MVDC in line with other authorities
Colour paper copy of Statement of Accounts (free Finance Financial Services via website) £15.00 £0.00 £0.00 Delete
92 Fees & Charges - PEOPLE & RURAL MOLE VALLEY Section I
Charge Basic VAT Charge Inc % Change £ Change Inc VAT Charge VAT Service Area Fee or Charge 2018/19 2019/20 2019/20 2019/20 2019/20 2019/20 Notes/Comments STATUTORY CHARGES
Democratic Services Electoral Registration Full Electoral Register (Data Copy) £317.00 £317.00 £0.00 £317.00 0.00% £0.00 Full Electoral Register (Paper Copy) £490.00 £490.00 £0.00 £490.00 0.00% £0.00 Edited Electoral Register (Data Copy) £59.00 £59.00 £0.00 £59.00 0.00% £0.00 Edited Electoral Register (Paper Copy) £140.00 £140.00 £0.00 £140.00 0.00% £0.00
93 Fees & Charges - PLANNING SERVICES & HOUSING Section I Basic % £ Charge Charge VAT Change Change Inc VAT Service Area Fee or Charge 2018/19 2019/20 2019/20 Charge Inc VAT 2019/20 2019/20 2019/20 Notes/Comments Planning Copying of documents A3 and A4 per sheet £0.83 £0.17 £1.00 £1.00 Copying of documents A1 and A2 per sheet £5.00 £5.00 £1.00 £6.00 20.00% £1.00 Copying of documents A0 per sheet £6.00 £5.83 £1.17 £7.00 16.67% £1.00 £6.50 and £6.50 and 0.60p for 0.60p for each each Copies of documents from microfiche other than Decision additional additional £6.50 and 0.60p for each Copying of documents Notices (FOC) copy copy additional copy
1 set (x6) of Ordnance Survey Location Plans £30.75 £25.63 £5.13 £30.75 0.00% £0.00
Joint purchase of sets of Location and Block Plans £54.35 £54.35 £0.00 £54.35 0.00% £0.00 High Hedges £725.00 £761.25 £0.00 £761.25 5.00% £36.25 Planning Land Charges Personal Search (statutory fee) £0.00 £0.00 £0.00 £0.00 £0.00 Standard Search Fee (Form LLC1) £45.10 £45.10 £0.00 £45.10 0.00% £0.00
Standard Search Fee (CON29 Part 1 Enquiries) £207.90 £178.25 £35.65 £213.90 2.89% £6.00 Part 2 Optional Enquiries (CON290) £20.80 £17.50 £3.50 £21.00 0.96% £0.20
Additional Enquiries (composed by the enquirer) £35.00 £0.00 £0.00 Delete Additional Parcel of Land (Form LLC1) £9.47 £9.47 £0.00 £9.47 0.00% £0.00 Additional Parcel of Land (CON29) £35.28 £29.40 £5.88 £35.28 0.00% £0.00 Planning Misc Form LLC1 Fee (search in the register only) £45.10 £45.10 £0.00 £45.10 0.00% £0.00 **Additional parcel of land for a Form LLC1 search £9 each Misc (up to a maximum of £138.00) £9.47 £9.47 £0.00 £9.47 0.00% £0.00 Misc Search in a single part of the register £16.30 £16.30 £0.00 £16.30 0.00% £0.00 Registration of a charge in Part 11 of the register (light Misc obstruction notices) £85.00 £85.00 £0.00 £85.00 0.00% £0.00 Filing a definitive certificate of the Lands Tribunal under rule Misc 10 (3) £3.15 £3.15 £0.00 £3.15 0.00% £0.00 Filing a judgement, order or application for the variation or cancellation of any entry in Part 11 of the register (light Misc obstruction charges) £8.40 £8.40 £0.00 £8.40 0.00% £0.00 Inspection of documents filed under rule 10 in respect of each Misc parcel of land £3.15 £3.15 £0.00 £3.15 0.00% £0.00
Office copy of any entry in the register (not including a copy or Misc extract of any plan or document filed pursuant to these Rules) £2.65 £2.65 £0.00 £2.65 0.00% £0.00 Misc Duplicate copy of a completed search £10.50 £10.50 £0.00 £10.50 0.00% £0.00 Misc Search Cancellation Policy Misc Cancellation on day of submittance Free Free Cancellation on day after submittance - a charge will be made for such cancellations, which will be deducted from the refund Misc given £42.00 £42.00 £0.00 £42.00 0.00% £0.00 Misc Local Plan £35.00 £35.00 £0.00 £35.00 0.00% £0.00 Misc Proposals Map (to include Core Strategy) £35.00 £35.00 £0.00 £35.00 0.00% £0.00 Misc Core Strategy £15.00 £15.00 £0.00 £15.00 0.00% £0.00 Misc Dorking Area Action Plan £15.00 £15.00 £0.00 £15.00 0.00% £0.00 Misc Any other document £15.00 £15.00 £0.00 £15.00 0.00% £0.00 Misc Self Build Register: Initial assessment £25.00 £25.00 £0.00 £25.00 0.00% £0.00 Misc Self Build Register: Annual review £10.00 £10.00 £0.00 £10.00 0.00% £0.00
94 Fees & Charges - PLANNING SERVICES & HOUSING Section I Basic % £ Charge Charge VAT Change Change Inc VAT Service Area Fee or Charge 2018/19 2019/20 2019/20 Charge Inc VAT 2019/20 2019/20 2019/20 Notes/Comments
Planning Misc Name Change - House £50.00 £52.00 £0.00 £52.00 4.00% £2.00 Name Change - Block of Flats Replaced Replaced Name Change - Block of Flats - Per unit in Block Replaced Replaced Name Change - Block of Flats £100.00 £103.00 £0.00 £103.00 3.00% £3.00 Name Change - Block of Flats - per unit in block £25.00 £26.00 £0.00 £26.00 4.00% £1.00 Name Change - Block of Flats - Additional Replaced Replaced Street Name Change - 19 or less properties Replaced Replaced Street Name Change - 20+ Properties Replaced Replaced Street Name Change £750.00 £770.00 £0.00 £770.00 2.67% £20.00 Street Name Change - per property in street £50.00 £52.00 £0.00 £52.00 4.00% £2.00 Administration £100.00 £103.00 £0.00 £103.00 3.00% £3.00 Naming & Numbering for new developments - first plot Replaced Replaced Naming & Numbering for new developments - per plot - 2 to 50 Replaced Replaced
Naming & Numbering for new developments - per plot - 50+ Replaced Replaced Street Naming - new devlopments - per street £300.00 £310.00 £0.00 £310.00 3.33% £10.00 Naming / Numbering - new developments - per plot £50.00 £52.00 £0.00 £52.00 4.00% £2.00
Planning Development Management Pre-Application Advice - Householder £95.00 £83.13 £16.63 £99.75 5.00% £4.75 Pre-Application advice : residential (1-3 units) £355.00 £310.63 £62.13 £372.75 5.00% £17.75 Pre-Application advice : residential (>4 units) £950.00 £831.25 £166.25 £997.50 5.00% £47.50 Pre-Application advice : residential (10-49 units) £1,200.00 £1,050.00 £210.00 £1,260.00 5.00% £60.00 Pre-Application advice : residential (50+ units) By negotiation By negotiation Pre-Application advice : commercial (<1,000 sq m) £355.00 £310.63 £62.13 £372.75 5.00% £17.75 Pre-Application advice : commercial (>1,000 sq m) £950.00 £831.25 £166.25 £997.50 5.00% £47.50 Pre-Application advice : commercial (>3,000 sq m) By negotiation By negotiation Pre-Application advice : change of use £355.00 £310.63 £62.13 £372.75 5.00% £17.75 Pre-Application advice : shop front £75.00 £65.63 £13.13 £78.75 5.00% £3.75 Pre-Application advice : advertisements £75.00 £65.63 £13.13 £78.75 5.00% £3.75 Pre-Application advice : other developments £600.00 £525.00 £105.00 £630.00 5.00% £30.00
£1,016.16 to £967.77 to Planning Building Control Cat A : New build house/flat - dependant on no. of dwellings £3,957.67 £3,769.21 Incl VAT £1,029.17 to £2,309.17 6.34% £61.40 £481.35 to £458.43 to Cat B : Domestic extensions - dependant on scale of works £1,123.13 £1,069.65 Incl VAT £468.33 to £1,493.33 2.16% £9.90 Cat C : Domestic alterations - dependant on nature of £133.71 to £127.34 to alteration £802.24 £764.04 Incl VAT £245.83 to £1365.00 93.10% £118.50 Cat D : Non domestic extensions and new build - dependant £499.18 to £475.41 to on floor area £1,426.18 £1,358.27 Incl VAT £694.20 to £1,837.50 46.00% £218.79
Cat E : All other non domestic work - dependant on nature of £106.96 to £101.87 to alteration £641.79 £611.23 Incl VAT £256.66 to £1269.17 151.90% £154.79
95 Fees & Charges - PLANNING SERVICES & HOUSING Section I Basic % £ Charge Charge VAT Change Change Inc VAT Service Area Fee or Charge 2018/19 2019/20 2019/20 Charge Inc VAT 2019/20 2019/20 2019/20 Notes/Comments STATUTORY CHARGES Application Fee - set by Central Government, periodically Development Management upgrated; separate schedule available
Housing Temporary Accommodation (weekly) Rents are 60% of the LHA to be affordable&only increased if 60% hasn't been reached. Includes 1 new £102.50 £102.50 £0.00 £102.50 0.00% £0.00 unit. Rents are 60% of the LHA to be affordable&only £130.15 £130.15 £0.00 £130.15 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £276.67 £276.67 £0.00 £276.67 0.00% £0.00 increased if 60% hasn't been reached Rents for these units aren't 60% of LHA hence the £92.13 £94.43 £0.00 £94.43 2.50% £2.30 increase Rents are 60% of the LHA to be affordable&only £195.22 £195.22 £0.00 £195.22 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £195.22 £195.22 £0.00 £195.22 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £195.22 £195.22 £0.00 £195.22 0.00% £0.00 increased if 60% hasn't been reached £0.00 £130.15 £0.00 £130.15 £130.15 New unit and rent set at 60% of the LHA Rents are 60% of the LHA to be affordable&only £127.91 £127.91 £0.00 £127.91 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £127.91 £127.91 £0.00 £127.91 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £107.20 £107.20 £0.00 £107.20 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £127.91 £127.91 £0.00 £127.91 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £130.15 £130.15 £0.00 £130.15 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £195.22 £195.22 £0.00 £195.22 0.00% £0.00 increased if 60% hasn't been reached Rents are 60% of the LHA to be affordable&only £127.91 £127.91 £0.00 £127.91 0.00% £0.00 increased if 60% hasn't been reached
£127.91 £118.83 £0.00 £118.83 2.50% -£9.08 Rent for this unit isn't 60% of LHA hence the increase
96 Fees & Charges - PROSPERITY Section I Basic % £ Charge Charge VAT Charge Change Change Inc VAT Inc VAT Service Area Fee or Charge 2018/19 2019/20 2019/20 2019/20 2019/20 2019/20 Notes/Comments
Prosperity Economic Development Banner Site - installation & removal n/a £0.00 £0.00 Delete Hire (2 weeks) n/a £0.00 £0.00 Delete
Banner Site - hire, installation & removal £380.00 £320.00 £64.00 £384.00 1.05% £4.00 Christmas Trees £50.00 £40.00 £8.00 £48.00 -4.00% -£2.00
Market Fee £220.38 £0.00 £0.00 Delete no plans to do French market
97 Fees & Charges - STRATEGY & ASSETS Section I % Charge Basic VAT Change £ Change Inc VAT Charge Charge Inc Service Area Fee or Charge 2019/20 2020/21 2020/21 VAT 2020/21 2020/21 2020/21 Notes/Comments DORKING HALLS - DISCRETIONARY RATES Dorking Halls Grand Hall am £672.00 £585.00 £117.00 £702.00 4.67% £30.00 pm £816.00 £710.00 £142.00 £852.00 4.62% £36.00 Hire fees are set 12 months ahead Eve £1,602.00 £1,400.00 £280.00 £1,680.00 5.12% £78.00 of our normal budget process, Out of hours (per hour) £288.00 £250.00 £50.00 £300.00 4.35% £12.00 therefore, you are agreeing the Martineau Hall fees for 2020/21 in 2019/20 am £434.40 £380.00 £76.00 £456.00 5.22% £21.60 pm £534.00 £465.00 £93.00 £558.00 4.71% £24.00 Eve £954.00 £835.00 £167.00 £1,002.00 5.30% £48.00 Out of hours (per hour) £240.00 £210.00 £42.00 £252.00 5.26% £12.00 Hire fees are set 12 months ahead Masonic Hall of our normal budget process, am £246.00 £215.00 £43.00 £258.00 5.13% £12.00 therefore, you are agreeing the pm £276.00 £240.00 £48.00 £288.00 4.55% £12.00 fees for 2020/21 in 2019/20 Eve £426.00 £370.00 £74.00 £444.00 4.41% £18.00 Out of hours (per hour) £114.00 £100.00 £20.00 £120.00 5.56% £6.00
Vaughan Williams Room £150.00 £130.00 £26.00 £156.00 4.17% £6.00 Hire fees are set 12 months ahead VW (hourly rate) £36.00 £36.00 £0.00 £36.00 0.00% £0.00 of our normal budget process, Community Rate Grand Hall therefore, you are agreeing the am £366.00 £350.00 £70.00 £420.00 15.52% £54.00 fees for 2020/21 in 2019/20 pm £462.00 £425.00 £85.00 £510.00 10.96% £48.00 Eve £960.00 £840.00 £168.00 £1,008.00 5.26% £48.00 Out of hours (per hour) £289.20 £150.00 £30.00 £180.00 -39.57% -£109.20 Community Rate Martineau Hall Hire fees are set 12 months ahead am £300.00 £225.00 £45.00 £270.00 -10.42% -£30.00 of our normal budget process, pm £372.00 £275.00 £55.00 £330.00 -11.86% -£42.00 therefore, you are agreeing the Eve £696.00 £500.00 £100.00 £600.00 -14.55% -£96.00 fees for 2020/21 in 2019/20 Out of hours (per hour) £240.00 £125.00 £25.00 £150.00 -39.47% -£90.00 Community Rate Masonic Hall am £150.00 £130.00 £26.00 £156.00 4.17% £6.00 pm £228.00 £145.00 £29.00 £174.00 -25.00% -£54.00 Hire fees are set 12 months ahead Eve £288.00 £220.00 £44.00 £264.00 -8.70% -£24.00 of our normal budget process, Out of hours (per hour) £114.00 £60.00 £12.00 £72.00 -38.89% -£42.00 therefore, you are agreeing the fees for 2020/21 in 2019/20 Vaughan Williams* £132.00 £75.00 £15.00 £90.00 -33.33% -£42.00 VW (hourly rate) £30.00 £24.00 £0.00 £24.00 -20.00% -£6.00
98 Fees & Charges - STRATEGY & ASSETS Section I
% Charge Basic VAT Change £ Change Inc VAT Charge Charge Inc 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20 Notes/Comments Cinema Adult £8.90 £7.50 £1.50 £9.00 1.12% £0.10 All prices include VAT Concessions £6.70 £5.58 £1.12 £6.70 0.00% £0.00 Monday Special £5.00 £4.17 £0.83 £5.00 0.00% £0.00 Groups of 10+ £5.00 £4.17 £0.83 £5.00 0.00% £0.00 3D Adult £9.90 £8.33 £1.67 £10.00 1.01% £0.10 3D Concession £7.70 £6.42 £1.28 £7.70 0.00% £0.00 3D Monday Special £5.00 £0.00 £0.00 Delete Delete when added to entrance fees total Cinema Booking fee Cinema £1.50 £2.08 £0.42 £2.50 66.67% £1.00 percentage increase less than 5% Shows Booking fee Theatre £1.50 £1.67 £0.33 £2.00 33.33% £0.50 Hire Credit Card transaction fee £0.00 £0.00 £0.00 £0.00 £0.00
99 Section I Fees & Charges - WELLBEING Basic % £ Charge Charge VAT Change Change Inc VAT Charge Inc Service Area Fee or Charge 2019/20 2020/21 2020/21 VAT 2020/21 2020/21 2020/21 Notes/Comments DISCRETIONARY RATES Parks and Open Space Allotments Full plot £80.00 £82.00 £0.00 £82.00 2.50% £2.00 Full plot - concession £69.00 £70.00 £0.00 £70.00 1.45% £1.00 Half plot £40.00 £41.00 £0.00 £41.00 2.50% £1.00 Allotment fees are set 12 months ahead of our Half plot - concession £34.50 £35.00 £0.00 £35.00 1.45% £0.50 normal budget process, therefore, you are Water Charge £1.00 £1.00 £0.00 £1.00 0.00% £0.00 agreeing the fees for 2020/21 in 2019/20 Use of open spaces for profit making events £620.00 £525.00 £105.00 £630.00 1.61% £10.00 Administration fee for events £84.00 £71.67 £14.33 £86.00 2.38% £2.00
Basic % £ Charge Charge VAT Change Change Inc VAT Charge Inc 2018/19 2019/20 2019/20 VAT 2019/20 2019/20 2019/20
Parks and Open Space Cemetery Purchase fee - burial (adult) £894.00 £916.00 £0.00 £916.00 2.46% £22.00 Purchase fee - burial (child) £280.00 £287.00 £0.00 £287.00 2.50% £7.00 Purchase fee - cremated remains £412.00 £422.00 £0.00 £422.00 2.43% £10.00 Interment - child under 12 months £184.00 £188.00 £0.00 £188.00 2.17% £4.00 Interment - child to 18 years £367.00 £376.00 £0.00 £376.00 2.45% £9.00 Interment - adult £961.00 £985.00 £0.00 £985.00 2.50% £24.00 Interment - cremated remains (child under 12 months) £54.00 £55.00 £0.00 £55.00 1.85% £1.00 Interment - cremated remains (12 months and over) £244.00 £250.00 £0.00 £250.00 2.46% £6.00 Non purchase reserve adjacent space for 10 years Headstone or memorial - burial space* £369.00 £378.00 £0.00 £378.00 2.44% £9.00 Headstone or memorial - cremated remains space* £211.00 £216.00 £0.00 £216.00 2.37% £5.00 Headstone or memorial - childs burial space* £148.00 £151.00 £0.00 £151.00 2.03% £3.00 Use of chapel £155.00 £159.00 £0.00 £159.00 2.58% £4.00 Search fee - up to five searches for names for one applicant £51.00 £43.33 £8.67 £52.00 1.96% £1.00 Additional inscription* £101.00 £103.00 £0.00 £103.00 1.98% £2.00 Rates trebled for non parishioners Parks and Open Space Lettings VAT is not chargeable on certain block bookings of Football Pitch with changing room Adult £130.00 £110.83 £22.17 £133.00 2.31% £3.00 sports facilities (10 or more sessions) VAT is not chargeable on certain block bookings of Pitch with changing room Junior £82.00 £70.00 £14.00 £84.00 2.44% £2.00 sports facilities (10 or more sessions) VAT is not chargeable on certain block bookings of Pitch only Adult £65.40 £55.83 £11.17 £67.00 2.45% £1.60 sports facilities (10 or more sessions) VAT is not chargeable on certain block bookings of Pitch only Junior £41.00 £35.00 £7.00 £42.00 2.44% £1.00 sports facilities (10 or more sessions) 10% discount for charter standard clubs
100 Section I Fees & Charges - WELLBEING Basic % £ Charge Charge VAT Change Change Inc VAT Charge Inc Service Area Fee or Charge 2019/20 2020/21 2020/21 VAT 2020/21 2020/21 2020/21 Notes/Comments Waste & Street Clng JET Nuisance parking £100.00 £100.00 £0.00 £100.00 0.00% £0.00 Abandoning a vehicle £200.00 £200.00 £0.00 £200.00 0.00% £0.00 Litter £80.00 £80.00 £0.00 £80.00 0.00% £0.00 Street litter control notices and litter clearing notices £80.00 £80.00 £0.00 £80.00 0.00% £0.00
Unauthorised distribution of literature on designated land £80.00 £80.00 £0.00 £80.00 0.00% £0.00 Graffiti and fly posting £80.00 £80.00 £0.00 £80.00 0.00% £0.00 Failure to produce authority (waste transfer note) £320.00 £300.00 £0.00 £300.00 -6.25% -£20.00
Failure to furnish documentation (waste carrier's licence) £320.00 £320.00 £0.00 £320.00 0.00% £0.00 Offences in relation to waste receptacle £80.00 £80.00 £0.00 £80.00 0.00% £0.00 Breach of a Public Spaces Protection Order (including dog fouling and alcohol consumption) n/a £80.00 £0.00 £80.00 New Failure to comply with a Community Protection Notice n/a £80.00 £0.00 £80.00 New £52.50 - £52.50 - Offences under dog control orders £84.00 £84.00 £0.00 Delete Replaced by Breach of the Public
Failure to nominate key holder (within an alarm notification area) or to notify local authority in writing of nominated key £52.50 - holders' details £52.50 - £84.00 £84.00 £0.00 £52.50 - £80.00 No change Noise from dwellings £80 - £120 £80 - £120 £0.00 £80 - £110 No change Noise from licensed premises £550.00 £550.00 £0.00 £500.00 -9.09% -£50.00
101 Section I Fees & Charges - WELLBEING Basic % £ Charge Charge VAT Change Change Inc VAT Charge Inc Service Area Fee or Charge 2019/20 2020/21 2020/21 VAT 2020/21 2020/21 2020/21 Notes/Comments
Community Services Day Centres Membership charges Single £13.00 £11.25 £2.25 £13.50 3.85% £0.50 Couple £18.50 £15.83 £3.17 £19.00 2.70% £0.50 if on pension credit £7.00 £6.04 £1.21 £7.25 3.57% £0.25
Community Services Day Centres Casual lettings £26.50 £22.08 £4.42 £26.50 0.00% £0.00 Hairdressing (per day) £37.00 £30.83 £6.17 £37.00 0.00% £0.00 Hairdressing (per 1/2 day) £27.50 £22.92 £4.58 £27.50 0.00% £0.00
Community Services Day Centres Chiropody and Aromatherapy (per day) £31.50 £26.25 £5.25 £31.50 0.00% £0.00 Chiropody and Aromatherapy (per 1/2 day) £25.50 £21.25 £4.25 £25.50 0.00% £0.00
Community Services Day Centres Meals (2 course) - Fairfield only £4.90 £4.17 £0.83 £5.00 2.04% £0.10 Dial A Ride (DAR) Fares – per zoned journey £0.00 £0.00 Deleted Deleted Membership – per annum £26.00 £26.00 £0.00 £26.00 0.00% £0.00 Community transport bus hire - per ½ day £50.00 £41.67 £8.33 £50.00 0.00% £0.00 Additional Mileage for hire £0.80 £0.67 £0.13 £0.80 0.00% £0.00 NEW Out of area - extra mileage n/a £0.00 £0.00 Deleted Community transport - Scheduled £3.00 £3.00 £0.00 £3.00 0.00% £0.00 NEW DAR - up to 5 miles £4.00 £4.00 £0.00 £4.00 0.00% £0.00 NEW DAR- up to 10 miles £6.00 £6.00 £0.00 £6.00 0.00% £0.00 NEW Additional Mileage over 10 miles £0.85 £0.85 £0.00 £0.85 0.00% £0.00 Membership - Couple per annum £50.00 £50.00 £0.00 £50.00 0.00% £0.00 NEW Group Membership - Non-Funded £25.00 £25.00 £0.00 £25.00 0.00% £0.00 NEW Group Membership - Funded £50.00 £50.00 £0.00 £50.00 0.00% £0.00 NEW Group Membership - Statutory £100.00 £100.00 £0.00 £100.00 0.00% £0.00 NEW Community Services Handyman
Telecare - Community Alarm General – DD per week £4.50 £4.60 £0.00 £4.60 2.22% £0.10 Non Registered Disabled are standard rated for VAT
- invoiced per week £4.50 £4.60 £0.00 £4.60 2.22% £0.10 Non Registered Disabled are standard rated for VAT
Admin charge per Invoice £6.00 £5.00 £1.00 £6.00 0.00% NEW - Removes additional charge on weekly invoice Safe staff – per week £7.00 £6.00 £1.20 £7.20 2.86% £0.20
Community Services Park House Hire charge - per half day session £90.00 £77.08 £15.42 £92.50 2.78% £2.50
Parking Pay & Display - Village Car Parks Minimum 30 minutes £0.50 £0.42 £0.08 £0.50 0.00% £0.00 No further increases planned 1 hour to 10 hours £1 per hr £1 per hr incl VAT £1 per hr No further increases planned 10 hours to All Day £10.00 £8.33 £1.67 £10.00 0.00% £0.00 No further increases planned Pay & Display - Town Centres Minimum 1 hour £1.00 £0.83 £0.17 £1.00 0.00% £0.00 No further increases planned 1 hour to 10 hours £1 per hr £1 per hr No further increases planned 10 hours to All Day £10.00 £8.33 £1.67 £10.00 0.00% £0.00 No further increases planned
Parking Seasons tickets Per annum £950.00 £1,203.00 £158.33 £950.00 0.00% £0.00 No further increases planned Monthly (all car parks) £105.00 £87.50 £17.50 £105.00 0.00% £0.00 No further increases planned Residents £350.00 £291.67 £58.33 £350.00 0.00% £0.00 No further increases planned Disabled Temporary Badge £20.00 £20.00 £0.00 £20.00 0.00% £0.00 No further increases planned
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