Agenda item

To view a presentation on Blueprint Uttlesford.

The Chief Executive said that Blueprint Uttlesford was a change programme.  

There were four objectives: -

Policy objectives

Mainly driven by Members but the Chief Executive said that he would ensure there was a link between the Corporate Plan and what this programme would deliver.

Systems and structures

The Chief Executive said that changes to the senior staff structure had been completed and included the new Planning Director who was due to start shortly and the new Assistant Director of Finance who would start in August as well as structures in other areas including Planning.

The Chief Executive said that he had started the process to change the performance culture in the organisation and this was reflected in the upcoming GAP Committee.  A new approach would be taken whereby a service area would be chosen and a qualitative discussion regarding the service would take place.  He said that this would not only cover the figures but all aspects of the service in order to drive improvements to performance outcomes.

Financial savings

The Chief Executive said that there was good news. The amount of monies initially put aside in the budget for the potential loss of income, due to major applications going direct to the Planning Inspectorate could now be reduced.

He said the amount added into the budget was £500k in each year for two years and he was now confident that this could be revised down to £200k per year.

In addition to this saving he said that the Government had also decided that they were not yet ready to replace the New Homes Bonus scheme.  This meant that the relief provided would remain for at least another year, adding an extra £1m of income. 

The net impact was as follows: 

Previous savings required and agreed in February:

•      2022/23 – nil

•      2023/24 - £1 million

•      2024/25 - £1 million

•      2025/26 - £800,000

•      2026/27 - £800,000

•       

Revised figures announced today:

•      2022/23 – nil

•      2023/24 - £400,000

•      2024/25 - £1 million

•      2025/26 - £1 million

•      2026/27 - £800,000

The Chief Executive said that only two major applications had gone through to the Planning Inspectorate so far, which was a vote of confidence in the Planning department.  He said that Planning had taken the initiative and spoken to Developers and as a result Developers had continued to put their applications through UDC.

Councillor Evans added that there was a further initiative within the Planning department to discuss with the Inspectorate the retention of some fees if developers went directly to them.  This was an acknowledgement that a great deal of the work was being carried out within UDC. 

The Chief Executive was confident that the £400k savings for next year had already been found through commercialisation including an increase in rental income and better use of the London Road building.  He said that this avoided service reviews for at least another year.

Behaviours and culture

The Chief Executive said it was important to get the culture right in order to drive best behaviours and performance.

He gave three examples of how the change in behaviours were affecting outcomes for Uttlesford residents:-

The extension of external partnerships with the NHS, and the recognition that a large proportion of residents used hospitals out of the designated area for Uttlesford.   This included conversations at Member and Officer level with those who commissioned services at Addenbrookes and Broomfields in order to represent residents and gain positive outcomes for them.

Through the Local Plan, ensuring that the additional demands on infrastructure were addressed as much as possible by developers and landowners.  As well as formulating a plan to deal with the historic infrastructure deficit by building better partnerships focusing on issues around water, roads, schools, GP practices and Broadband. 

Through the DWP meeting vulnerable residents face to face at sites within UDC hosted by the Parish Councils.

In response to questions from Members the Chief Executive said: -

·         The Shire Hill depot was owned by UDC and would be sold or rented out.

·         The impact of Blueprint Uttlesford had been front loaded to look at equalities, environment and health impacts and the development of an anti-poverty strategy would be used to establish gaps and to use targeted interventions to deal with poverty disadvantage. 

The meeting ended at 9.00pm.