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Business and Budget Planning 2019/20 MVDC BUSINESS and BUDGET PLANNING 2019/20

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Business and Budget Planning 2019/20 MVDC BUSINESS and BUDGET PLANNING 2019/20 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
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