Woking Borough Council Corporate Strategy - High performing council

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

Our objective: Effective use of our estate to deliver maximum value for money and support the council’s place-shaping responsibilities.

We will achieve this through:

• creating a finance section that has the right skills and capacity in place
• finalising historic accounts to meet statutory reporting requirements and return to the statutory timetable for 2025/26
• delivery of a balanced Medium Term Financial Strategy with clearly identified savings and mitigations to close budget gaps
• developing and implementing a debt reduction strategy
• identifying a council-wide financial envelope which is not dependent on commercial activity

Outcomes:

• training and support for budget holders
• improved financial transparency and decision-making
• better skills internally to plan and deliver the MTFS and assess financial proposals
• enhanced budget management and forecasting
• enhanced accountability and transparency in the use of public funds

Success measures:

• use of financial forecast to inform robust strategic decision-making
• councillors and officers recognising the council’s duty in all financial business and using public resources responsibly
• a ‘right sized’ budget for the council focused on delivering to citizens
• a balanced Housing Revenue Account and a sustainable Housing service
• implementation and use of robust financial, budgeting, and accounting systems

Our objective: Effective use of our estate to deliver maximum value for money and support the council’s place-shaping responsibilities.

We will achieve this through:

• implementation of an asset review and subsequent rationalisation plan
• addressing energy management issues to reduce consumption and costs
• developing and implementing a Strategic Asset Management Plan (SAMP) that supports the council’s strategic priorities and place-shaping agenda
• creation and delivery of a robust maintenance capital works programme

Outcomes:

• a clear strategy that enables the prioritisation of effort and works
• a SAMP that will manage the pipeline of asset disposals over a defined period and level out council assets verses debt
• an approach to link estate management and place-shaping through the Local Plan
• implementation of capital works to increase income where appropriate

Success measures:

• streamlined, effective maintenance planning and escalation process implemented
• achieving annual disposal targets and meeting criteria set out by Commissioners
• development/adoption of a capital works programme based on condition surveys
• reduction in administrative overheads

Our objective: Effective approach to the commissioning, procurement, and contract management of organisations that supply goods and services to the council.

We will achieve this through:

• reviewing and enhancing procurement and contract management processes
• ensuring the council is compliant with the Procurement Act 2023 requirements
• developing and adopting a Commercial Strategy

Outcomes:

• assurance that the council is achieving Best Value in relation to procurement
• contract Standing Orders updated to reflect new requirements
• training provided to staff based on specific requirements
• Corporate Contract Register fully up to date to drive management information
• pipeline of procurement/contract activity
• clarity around the approach and implementation of commercial activity across the council

Success measures:

• new Contract Standing Orders adopted
• ongoing review of procurement and contract savings opportunities
• new procurement and contract management frameworks developed
• savings delivered via procurement activity
• improved Government Commercial Assessment Framework score
• fewer direct awards/exemptions issued due to greater rigour around processes
• the adoption of an updated commercial framework that reflects best practice and takes account of planned procurement and contract management improvements

Our objective: Effectively manage the relationship with the council’s wholly owned companies in a way that ensures the public interest is protected.

We will achieve this through:

• delivery of full business cases for council wholly owned companies in order to support the council’s strategic priorities
• undertaking an assessment of company compliance with the Company Governance Framework

Outcomes:

• review the future of the council’s companies in order to best protect the public purse, reduce debt, and meet the council’s strategic objectives
• ensure value for money in relation to investment and disinvestment decisions
• ensuring robust and effective commercial governance is in pace and fit for purpose

Success measures:

• reduction in council exposure to risk associated with companies
• consistent quality of business cases and commercial decision-making
• clear assessment of the viability of wholly owned companies to inform clear decision-making and next steps

Our objective: Tackle the legacy issues confronting the council rigorously, to best protect the public interest.

We will achieve this through:

• reviewing historic charges to the Housing Revenue Account (HRA) to ensure they are fair and legitimate, including costs relating to the : Regeneration Scheme, and taking corrective action where necessary
• development of a response to the publication of the Grant Thornton Value for Money Review

Outcomes:

• tenant rents used correctly/effectively
• clarity and assurance around the HRA ringfence arrangements
• clearly defined next steps and actions in relation to the Grant Thornton review i.e. historic loan arrangements and associated decisions/governance

Success measures:

• a HRA that is clear and transparent with all subsidies removed
• increased confidence in the council dealing with legacy issues and meeting expectations of Government and Commissioners
• successfully extracting the council from legacy arrangements where possible