Woking Borough Council Corporate Strategy - Effective partnerships

Our objective: Develop the systems, processes, and culture that enables the Council to meet its Best Value duty.

We will achieve this through:

• developing an Organisational Development plan to equip the council with the skills and culture to discharge its Best Value obligations
• upgrading the council’s housing systems to deliver service improvements
• implementation of a Property Management system
• launching a new and more accessible council website
• rollout of new contact centre technology to improve the customer experience
• upgrading the council’s primary finance system

Outcomes:

• a responsive, customer focussed organisation.
• implementation of improved systems across several directorates
• website upgrade enabling customers to self-serve effectively
• improved budget monitoring, accountability, and transparency
• council systems better integrated

Success measures:

• improved data quality across systems to enable better performance management.
• reduction of officer time spent on tasks that can be automated via system enhancement.
• increased numbers of residents and businesses completing online transactions through self-service.
• improved resident/staff satisfaction.

Our objective: Ensure effective governance to enable rounded decision-making, based on a proper understanding of options and their consequences (including financial, legal and risks) which are tested through appropriate scrutiny.

We will achieve this through:

• strengthening the performance of council’s wholly owned companies through more effective governance of the relationship with the companies.
• embedding a new and enhanced committee reporting template.
• strengthening the Forward Plan process.
• strengthening the council’s Overview and Scrutiny arrangements.

Outcomes:

• effective oversight applied to the management of council companies.
• stronger alignment between the companies to the council’s priorities.
• members presented with clear advice and guidance, including the full implications of proposed decisions.
• an Overview and Scrutiny function that adds value and strengthens the council’s decision-making process.
• a well planned/considered Forward Plan.

Success measures:

• company business cases approved by the council and Government
• clear decisions relating to the future of wholly owned companies
• members feel sufficiently informed in their decision-making
• an Overview and Scrutiny function that is valued by Members and is compliant with statutory guidance
• a forward plan that effectively represents the pipeline of planned council activity

Our objective: Staff are developed and supported to deliver high performing and cost-effective services.

We will achieve this through:

• developing a pay and progression strategy to ensure staff are rewarded
• developing a strategy and action plan for equalities, diversity, and inclusion
• reviewing and updating the council’s recruitment and retention strategy

Outcomes:

• council services are provided by a knowledgeable and skilled workforce
• equalities, diversity, and inclusion considerations are evident as part of council decision-making processes
• employees are engaged and motivated
• processes are consistent and transparent

Success measures:

• Positive employee survey results.
• Change programmes create efficiencies and improvements across the council.
• Survey results indicate employees feel the organisation is fair and diverse.
• The strategies are developed and agreed.
• Employment terms have been reviewed.

A council that works in partnership with all communities to deliver positive outcomes and engages with residents to design more efficient and effective services.

Our objective: Ensuring residents continue to benefit from a range of leisure, cultural and community facilities across the borough, including through unlocking the contribution of voluntary and community groups.

We will achieve this through:

• procuring a new leisure contractor to effectively run our leisure centres
• working with partners to support the sustainability of community arts and culture venues
• delivering the Community Asset Transfer Scheme to safeguard valued community assets such as centres for the community and pavilions

Outcomes:

• leisure operator mobilised successfully to deliver sustainable leisure services
• residents are engaged and have access to leisure, arts, and cultural activities
• community assets remain available to resident groups and residents

Success measures:

• new leisure contract commences at the end of 2025 in line with programme
• management fee increasingly covers costs
• centres for the community and pavilions successfully transferred to groups

Our objective: Responsible planning and development to support local place-shaping and the delivery of well-designed homes of all tenures.

We will achieve this through:

• adopting a sound Local Plan that facilitates the delivery of the spatial objectives of the Corporate Plan
• working with partners to develop proposals for Sheerwater redevelopment
• adopting a Design Code to steer high quality place-making
• implementing a new Community Infrastructure Levy (CIL) charging schedule and associated projects list
• increasing Member knowledge and awareness of statutory responsibilities in bringing forward a new Local Plan

Outcomes:

• a Local Plan that defines the place we want Woking to be - adequate homes and opportunities for a vibrant economy
• investment in the local area and new homes built and occupied
• realisation of capital receipts to support the council's housing stock
• certainty for residents around plans for new development and infrastructure
• CIL information available to partners

Success measures:

• new homes delivered and sale of land completed in line with timeframe
• new Local Plan consultation stages delivered in line with project plan
• the council passes gateway assessments set by the Planning Inspectorate
• delivery of the infrastructure identified
• delivery of Members training programme

Our objective: Reach out and listen to our communities and act on their feedback.

We will achieve this through:

• developing a tenant engagement strategy that builds on the results of our tenant satisfaction survey
• consult and engage residents, partners, and businesses in relation to the development of the new Local Plan
• maximise opportunities for co-designing services with residents

Outcomes:

• tenant satisfaction survey provides a platform to take forward suggestions and benchmark progress
• increased future engagement
• residents, partners, and businesses given the opportunity to engage in the shaping of their communities
• revamped website developed taking account of resident feedback and usage

Success measures:

• completion and adoption of a resident engagement strategy
• follow-up survey to evidence improved outcomes
• evidence of a high number of responses to statutory Local Plan engagement