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Corporate Business Plan2015 - 2019

Final Version12/11/14

Contents

1. Introduction

2. The purpose of our business plan

3. Overall approach to how we will deliver for Cornwall

4. What are we going to do

5. How we will manage the business

corporate business plan 2015-2019 2Final

1. Introduction

Cornwall Council faces further change over the next four years, with current austerity measures likely to continue until at least 2021. By the end of 2019 we will have to save £196m, nearly one-third of the Council’s net budget. During the same period Cornwall will spend nearly £1bn of European and government funding. This gives us a dual challenge: to invest money effectively for the long-term benefit of Cornwall, and to save money to ensure that we have sustainable public services.

Money is not the only factor that will influence our business approach. We want more devolution of power, both from central government to Cornwall and from Cornwall Council to local communities. We also want a single integrated public sector in Cornwall and particularly to see health and social care services joined up. We will have to fundamentally change the way we think and the way we deliver services to respond successfully to these challenges.

At the same time we need to ensure our strategy, business plan and budget reflect the views of elected members, the public, our partners and our staff. We have received hundreds of individual comments and suggestions during our budget consultation and have also consulted on the service area details with Portfolio Advisory Committees. The budget and business plan agreed by full Council take these comments and suggestions into account.

This business plan sets out our journey of change:

Planning and securing resources – We are currently in this stage, which includes our new strategy, this business plan, the budget, our negotiations around government and European funding, our restructuring and integration with health services. This will be our focus for the next four years.

Systems and structural change and implementation – The priority for the first few months of this plan will be delivering the changes we can make immediately to save the £68m needed in this year. We will also prepare for the fundamental changes being made to the delivery of future services. Contractual negotiations will take careful planning, and the integration agenda with health and other parts of the public sector will be both large and complex.

Reshaping and delivering – New approaches to the delivery of public services will begin during this stage and will require large scale cultural change.

Delivery and planning – This will be a time of opportunity. During this stage, we should see better outcomes for the people of Cornwall. This will include thriving communities, devolution of power and assets, integrated public services and a better infrastructure to deliver a stronger economic future.


2. The purpose of our business plan

This business plan takes its direction from our Council strategy. The business plan describes what we want to achieve over set timeframes, explains how we will achieve our aspirations and sets out how we will monitor and measure our progress.

The plan will be refreshed annually to take account of any local or national changes, and we will report our progress in an annual report, which will be published by June each year.

The plan also sets out the key documents and tools we will use to deliver our strategy and to manage the business. These are shown in our organisational development framework, which illustrates the links between the overarching strategy, service strategies and plans.

Our Strategy

The Council Strategy was agreed in September 2014 and sets out the Council’s strategic aim of:

Creating a prosperous Cornwall that is resilient and resourceful. A place where communities are strong and where the most vulnerable are protected.

Our strategy aims to close the economic gap between Cornwall and the rest of the United Kingdom and to build on Cornwall’s strengths and areas of excellence. It has eight strategic themes shown in the diagram below.


Our strategy commits us to:

Championing Cornwall, with elected members working with partners and communities to improve local wellbeing

Being ambitious for Cornwall, spearheading social and economic change as well as protecting and supporting the most vulnerable

Creating a leaner, more resourceful organisation that delivers essential council services in the most efficient and effective way

A new set of values and principles

Central to our strategy is a set of values and principles that will guide us through the difficult decisions we face.

Our values - inform our behaviours

Being proud of and ambitious for Cornwall

Inclusive, engaging and empowering leadership that provides clear direction

Behaving with honesty, respect and trust in one another

Open minded to exploring new ideas

Our principles - inform our decision making

Working closely with partners and communities

Clear priorities based on understanding and evidence

Listening and acting decisively and promptly

Effective two-way communication

Providing choices and opportunities in every aspects of their lives

Supporting equality and social inclusion

Being flexible and responsive in the delivery of services

Above all, acting in the best interests of Cornwall

Our People Strategy will set out our approach to embedding these values and principles, and we will use employee engagement to measure the productivity and morale of our workforce.


3. Overall approach to how we will deliver for Cornwall

Our approach

The savings we need to make during the next four years exceed anything we have faced before, and are of such magnitude that it means we will have to fundamentally change the way we deliver services. We have made savings of £170m since Cornwall Council was formed in 2009 and have already taken advantage of the more obvious efficiency savings to protect front line services.

This of course limits the amount of efficiency savings that are available to us over the next four years and therefore we need to take a different approach in order to deliver on our strategy.

It is not possible to make the total level of savings needed without affecting front line services; however, where possible we have sought to achieve them through staffing savings, taking a more commercial approach, generating funding from additional income, seeking further efficiencies in support services and by working with our community to deliver more services locally.

The shape of the council will change significantly over the next four years, it will become leaner and more commercially focussed, and we will work towards bringing together the public sector in Cornwall and putting our communities more in the driving seat.

We have outlined below our key approaches to delivering the strategy, more detailed information about the specific actions and targets by directorates can be found in section 5.

Ambitious Cornwall – a new approach to devolution

Our approach to devolution is twofold, the first of which is to bring more powers and funding into Cornwall, which will enable us to take greater control of our own destiny. A ‘Case for Cornwall’ will be the blueprint for a new relationship with government, defining Cornwall’s proposals for a genuine transfer of power which will drive economic growth and prosperity through working with our county and unitary partners.

Whilst ambitious, this is realistic and proposals could include:

Greater control of our European spend; The ability to gain a share of increased tax as a result of economic

growth; Joining up the governance arrangements for health with local

Government; and Testing arrangements for new models of public sector budget

provision.

Engaging with our communities


The Council believes that some services can be delivered more effectively at a local level and we will be working with communities to devolve some services and assets to Town & Parish Councils, community groups and the voluntary sector. We will be setting up a new Communities & Devolution team charged with and empowered to deliver ‘at speed’ on our devolution ambitions. We will work across Cornwall with Town & Parish Councils, community groups and the voluntary sector to develop a plan for each area, setting out their asks and our response. It is our aspiration for all areas to have these plans in place over the lifetime of this business plan and to have substantially delivered on them.

Partners working together

The Council believes that some services can be delivered more effectively and efficiently by working in partnership with other organisations, in particular integrating with our Public Sector partners, with whom we have joined up to form the ‘Public Sector Group (PSG)’. The amalgamation of budgets across the public sector will form a key part of our attempt to give Cornwall the freedom it needs to deliver sustainable economic development, and therefore the PSG is committed to developing a single sector budget.

A medium term goal of the PSG is to bring together key functions, and as such we are actively working on five key themes:

Public Sector Digital Strategy;

Estate Management Rationalisation;

Workforce planning;

Integration, Early Intervention & Prevention; and

Financial Inclusion.

We are working with our health colleagues to improve care and support services for everyone in Cornwall. Delivering joined up community care will ensure that these services are protected and we are also prioritising our safeguarding responsibilities to ensure that those who are most vulnerable in our communities are safe. This new model of working will both improve the customer experience and also reduce the cost of care and support.

We will also be looking at whether services can be preserved by delivering them through alternative means, with a particular emphasis for example on partnerships with the voluntary and community sector and with town & parish councils. We have a vibrant and innovative business community and we plan to work with the local private sector to build upon our aspirations for delivering services in a different and more efficient way.


Greater access to essentials for living

As a large rural area with dispersed settlements, access to services, jobs and affordable housing are all key areas of focus in this plan.

Because of this we have protected the rural bus network budget from any reduction keeping it at the existing level and we will proactively work with bus operators to protect key routes so that communities have effective links to work and education. We will also look to integrate our transport facilities for air, rail and buses, to ensure access for our residents.

Highway maintenance remains a challenging but key priority for the Council and we have sought to invest funds to ensure that our highway network is effectively maintained, potholes are fixed and wherever possible we prevent future deterioration. This has been assisted, in the short term, by additional funding secured from central government which has complemented our own funding streams.

We will also implement a new Cornwall wide digital strategy which will see an increasing number of our services become truly effective, online. This will improve access, and save £2m through efficiencies over the next 4 years.

We will also continue to tackle the problem of the lack of quality affordable housing, by reviewing our allocations policy to favour those with a truly local connection, agree a local plan, and deliver 4,000 affordable homes, with 70% for rent and 30% for sale.

Driving the economy

We are aiming to generate economic growth and raise average incomes in Cornwall by working with the Local Enterprise Partnership (LEP) to maximise the impact of European Union (EU) funding, create jobs, increase productivity and Cornwall’s Gross Value Added (GVA) i.e. the value of goods and services produced in Cornwall. We will invest in projects which both stimulate the economy in the short term and develop our future economy for long term growth.

Stewardship of Cornwall’s assets

As well as being a treasured resource to be protected and enhanced by each generation, Cornwall’s environmental assets are also fundamental to our economic success. We intend to rise to this challenge with our partners through the newly formed Local Nature Partnership and by engaging with and empowering our communities and environmental partners to take more local control of those assets most important to them.

We will create a new environmental strategy which defines the standards of work to be delivered at a local level and strengthens our approach to dealing with extreme weather events, especially in terms of flood prevention and sea defences.

We will also invest in further renewable energy schemes such as solar, wind, wave and geothermal. Through this investment we will seek to keep the benefits in Cornwall by retaining the revenues from energy generation and


providing power for local people. We will also promote a wide range of energy related services and products including a focus on energy efficiency.

Healthier and safe communities

We will work with our partners to improve the health of our communities to close the gap in life expectancy of 9 years that currently exists between our most affluent and most deprived communities.

We will work to open up access to personal health information to help individuals take more control of their own health by integrating our patient records and sharing information.

We will focus on preventing the top 5 causes of premature death: cancer, heart disease, stroke, respiratory disease and liver disease and also prioritise our work in economic activity, housing conditions and insulation to tackle fuel poverty. We will implement the changes to the welfare system through redesigning our approach with our voluntary sector partners to the provision of information and guidance and supporting the new universal credit benefit for those most vulnerable people in our communities.

Being efficient, effective, innovative

We believe that by improving our management arrangements in certain key areas that we can deliver services more efficiently, for example:

We will reshape the organisation so that we can deliver the new future for Cornwall Council, whilst ensuring that we retain the capacity we need to undertake the radical change required to deliver our strategy and the business plan.

We will create a leaner, more resourceful organisation that delivers essential council services in the most efficient and effective way. We will be reducing the size of the Council’s workforce with estimated reductions in posts of circa 1,000 over the next four years and around 360 of these posts will be removed from the structure in time for 2015/16. This will be achieved through the Council’s proven toolkit for change which ensures fairness for employees, opportunity for redeployment where possible and active engagement and consultation with staff and unions. Staff may also work increasingly in different models of service delivery, for example arm’s length companies or partner organisations. A collective agreement with staff has already secured changes to pay and conditions which, together with our structural changes, will result in a reduction to the pay bill of £31m over the lifetime of this business plan.

Following this large restructure, we are committed to helping our staff to develop new skills that fit with the changing nature of our organisation, in particular leadership training with an emphasis on adopting a commercial approach, working effectively with partnerships and enhanced commissioning skills. Our People Strategy will define how the engagement and development of staff will assist with changing the culture of the organisation in line with our new values and principles.


In order to provide better value for money and identify and implement savings we will adopt an organisation wide approach to procurement and contract management. This will be achieved by bringing together a central team with the commercial expertise to drive through improvements across the organisation.

However, we will ensure that this is not at the expense of our local suppliers. For the first time last year we spent more than 50% of our procurement budget with Cornish companies. This is a milestone for us as local spending keeps money circulating within the Cornish economy. We aim to continue to do better.

Alongside this we will refresh the Council’s performance and risk management framework ensuring it is aligned with delivering our strategy and business plan, so that progress can be monitored and understood by Members, staff and the public.

As part of the structural change an improvement team has been set up so that the Council can learn from others and drive forward change and performance improvement based upon best practice and evidence. It will also introduce a corporate wide toolkit for systems and lean thinking reviews to ensure that our systems and processes are efficient and effective and deliver the best possible outcomes for the customer.

Our customers increasingly expect to be able to access services quickly and conveniently, at times and in ways that suit them. Across the Council, and in conjunction with our partners, we will take advantage of digital technologies to deliver simpler and more effective services, delivering services digitally. We will use digital technology to drive better services and lower costs, whilst at the same time ensuring the most vulnerable can still gain access to our services. For this reason, and to drive economic growth, we will seek to use future EU funding to further improve connectivity, increase connection speeds and stimulate demand.

The Council also believes that some services could be better delivered through new models, to ensure that the people of Cornwall continue to receive a high quality service within the current resources of the system. Over the lifetime of this business plan, we will also investigate the way in which we provide and deliver services, with a particular focus on:

o Cultural Services by looking at various models including a potential trust model;

o Economic Development – to enhance delivery and reduce costs through the opportunities around the Local Enterprise Partnership (LEP), European Programme and Cornwall Development Company (CDC) as part of our Group of Companies;


o Face to Face Services (Libraries/One Stop Shops) by developing differing community models including working with parish and town councils; and

o Redesign of Learning Disabilities and Residential Care services to provide modern, specialist, community based services.

We intend to generate income by charging the market rate for discretionary services in order that we may continue to provide them, trading with new partners (both locally and nationally) and by setting up new trading companies/joint ventures.

o We intend to take a more commercial approach to some of our key activities and believe we can raise around £29m more annual income by the end of the five year period.

o Cornwall already has a number of arm’s length relationships to deliver services. It is intended to revisit the governance of these companies and to set up a group umbrella company which will enable these companies to improve, reduce management / overhead costs and extend their ability to trade, therefore benefitting Cornwall Council as a shareholder.

o It is envisaged that a more commercial approach with public health & protection services will allow them to trade and consideration will be given to their relationship with the Council’s other arm’s length companies.

o The Council intends to seek a private or other sector partner to work with us in delivering a number of services, with the aim to preserve these services at less cost to the Council.


4. What are we going to do?

For ease of use we have set these actions out in 5 main parts: cross cutting Council wide activities; activities within the three main directorates and our family group of arm’s length companies. A timeline of when the key actions will be achieved can be found in Appendix A.

Council-wide (cross cutting) actions

Outcome 1: We will have negotiated a new deal for Cornwall setting new powers and responsibilities and freedoms to retain more resources under our control

Aims: We intend to take full advantage of the national focus on the devolution of power away from London and seek a commitment from all the main political parties at Westminster to agree a ‘devolution deal’ for Cornwall by the end of 2015. This will centre on achieving fairer funding and increased powers, unlocking barriers to enable the Council to accelerate the delivery of the aims set out in in our strategy and the actions in this business plan.

Actions: Set out the case for Cornwall to the Government by the end of December 2014 The case for Cornwall is being developed and will consider the following proposals:

o a multi-year finance settlement that provides Cornwall with a fairer share of funding – Cornwall currently receives £48m less than the average urban council;

o a commitment to fast track public sector integration, including a new model of governance for the NHS in Cornwall;

o retaining a proportion of the tax proceeds created through 1bn of investment over the next six years;o powers to vary localised taxes in response to the needs of Cornwall;o greater influence and local control over the spending and priorities of Government agencies; o to allow the Council to create a separate fire authority for Cornwall; ando a replication of the powers granted to the Transport for London to create an integrated transport network.


Agree a devolution deal, based on the case for Cornwall, with the next Government by the end of December 2015. Measures:

A devolution package in place. Detailed implementation project plan and milestones in place for each package.

Outcome 2: We will have moved closer to a joined up public sector for Cornwall by 2016

Aims: We will deliver efficiencies and improve access and outcomes important to Cornwall by joining up with our public sector partners. This will be initially focused on integrating health and care services, providing a single access point to online services, and sharing buildings and support services across the whole of the public sector.

Actions: Pool specific areas of organisation spend and commissioning to create a single public sector budget for Cornwall

by the end of December 2016; Develop a collaborative approach to property and asset management, with partners co-located and sharing

administrative functions and facilities - onwards from 2015, starting with six key towns; Establish commissioning with partners including the voluntary sector for joint service delivery by September 2015; Share anonymised data with the public and voluntary sector so that evidence can more accurately be identified

and services targeted to the greatest need. Utilise findings of the pilot ‘Pioneer’ and ‘Troubled Families’ early intervention programmes by April 2016; and

Work with partners to find more effective and collaborative ways of preventing and supporting financial hardship from 2015.

Measures: Overall efficiency gains and savings delivered, as captured in a joint partnership savings plan, which could

capitalise on emerging initiatives such as the One Public Estate and further devolution from central government.

Outcome 3: We will be safeguarding vital services through commissioning the voluntary sector in a new, more efficient manner


Aims: We aim to safeguard vital services for the vulnerable through commissioning services with our voluntary sector colleagues in a more streamlined and less bureaucratic way and save £5m over the next ten years.

Actions: Successfully acquire Transformation Challenge Award funding our joint aspiration of a new commissioning model,

announcement by Department of Communities and Local Government (DCLG) by November 2014; Subject to successfully acquiring £900k from the Government’s Transformation Challenge Award to establish a

steering group that will focus solely on delivering the aim by January 2015; Agree a one-year interim commissioning approach that starts to rationalise the information, advice and guidance

services provided or commissioned by the Council by April 2015; Agree new approach and model of commissioning by June 2015; and Commissioning commences in new arrangement by December 2015.

Measures Save £2.171m from our total spend in this area over the life of this business plan.

Outcome 4: Our services will be less reliant on the central government grant

Aims: We believe we can generate an extra £29m of income by the end of 2019 which includes taking a more commercial approach to some of our key activities.


Actions: Public Protection and Business Support will move resources to be more focused on business support which will be

self-funded by the sector by the end of 2019; Generate additional income from a variety of sources including green energy generation on council-owned land,

market rents from our County Farms and various Planning, Housing & Regeneration services between 2015 and2017;

Initiate new ways of working to deliver services more efficiently and effectively in relation to Fire Control, provision of affordable housing and the externalisation of Estate Services over the lifetime of the business plan;

Implement new trading models including a review of the ASD family structure, increased dividend/rebate from CORMAC and outsourcing of our specialist human resources service delivery model over the lifetime of the business plan;

Introduce new charging models including a new charging policy for care assessment in line with The Care Act 2014, burials & cremation, event management, hazardous waste disposal and across various car parking income streams over the lifetime of the business plan;

Introduce increased court costs for outstanding debt collection with regards to Council Tax and Business Rates by March 2016; and

Increase various prices in line with the Retail Price Index (RPI) plus 1% over the lifetime of the business plan.

Measures: £29m income by the end of 2019.

Outcome 5: We will have an efficient and effective workforce

Aims: Create an agile, healthy, well skilled, engaged and flexible public services workforce.

Actions: Complete the Council Restructure programme to deliver internal organisational structural changes for April 2015; Implement the Local Collective Agreement 2014 and introduce the Living Wage for Council staff by May 2015; Develop a five year People Strategy for Cornwall Council to support the delivery of this business plan and Council

Strategy by June 2015; Review employment policies, self-service functionality and workforce information to help make it easier for

managers to manage with less reliance on HR corporate support services to reduce demand by 30% by 2017;


Build resilience and wellbeing into the workforce through a new supporting people through change framework to support managers and staff to deliver significant programmes of change competently, whilst minimising negative impacts on individuals and on service delivery throughout 2015;

Develop a Council workforce plan to create a picture of current workforce profiles, future numbers and skills needs by Dec 2015; and

Create a talent management culture, systems and processes which ensure that there will be a pool of people available with the right skills for key roles in the Council both at leadership level and in areas where skills will be key to success, over the lifetime of the business plan.

Measures: £31m reduction to the pay bill by 2019 from the Collective Agreement and reshaping of the workforce. Improve employee engagement index above 63% (2014 Employee Survey). Improve staff morale above 25% (2014 employee survey). Improve perception of employee job security in future years above 10% (2014 Employee Survey). Council investment in workforce development is demonstrated and evaluated (£500k p.a.). Retention figures within acceptable benchmark ranges. Sickness levels improve below 4% (9 days per FTE) (2014). Improve PDS compliance 85% minimum (65% 2014).

Communities and Organisational Development

Outcome 1: We will have enhanced our devolution and localism offer

Aims: We aim to enhance our devolution and localism offer so that local communities feel more empowered, more able to shape what is important to them and deliver essential services locally. There will be empowered community leadership with elected members working alongside town and parish councils and the voluntary sector.


Actions: Re-launch of community network panels, to provide them with a greater role in in monitoring local service delivery

standards and in the management and allocation of local funds by January 2015; Create bespoke multi-disciplinary devolution team to drive forward the localism and devolution agenda alongside

the establishment of governance arrangements, communications and engagement plan and capacity building programme by January 2015;

Local tailored devolution packages developed in collaboration with community groups, local councils, social enterprises, Voluntary & Community Sector (VCS) and private sector as equal partners. We will agree devolution agreements between 2015 and 2018 with every community who wishes to have one; and

As part of the new Localism Team we will provide support, advice and capacity to those Town and Parishes who wish to work with us ensuring they have the skills and expertise in order to deliver services in the future by April 2015.

Measures: Delivery of up to 5 town packages and 10 rural packages per year over the next 4 years, alongside any agreed

bespoke devolution of services/functions. Savings delivered. Communities feeling more able to influence decisions assisted by informed decision making about the appropriate

assets to meet local needs and thus releasing those that are not considered suitable.

Outcome 2: We will have developed and implemented a new commercial model for Public Protection and Business Support

Aims: To redesign the service to move to a more income funded model focused on supporting business development through advice and guidance of regulatory requirements.

Actions: New Enterprise & Innovation Team created and appointed by end of April 2015; £225K of income secured by end of September 2015; Commercial culture & competency training programme developed and delivered end of November 2015; £450K of income secured by end of March 2016; and

Review of approach and synergies with the Cornwall Group of Companies by March 2016.Measures:


£1.981m of income and efficiency over the life of this business plan – note this income is incorporated in reliance on public sector subsidy above.

Outcome 3: We will have maintained access to Face to Face Services (Libraries and One Stop Shops) across Cornwall through working with communities, voluntary sector and town and parish councils

Aims: Ensure access to library and advice services across Cornwall through new community led models of service provision whilst delivering £1.8m savings over 2015/16 & 2016/17.

Actions: Develop a community led approach to the delivery of Face to Face services in our communities by April 2015. The

approach will be dependent on local consultations and could include services in new locations, devolution to Town & Parish Councils or to community groups. The Council will retain ownership of the core Library Service including library book stock control, national library offer co-ordination, training etc. to ensure we fulfil our statutory obligation to provide a comprehensive and efficient service that is accessible to all who wish to use it;

Identify & negotiate ‘phase 1’ community models for implementation by 2nd quarter 2015/16 – Delivery of £900k savings; and

Identify & negotiate ‘phase 2’ community models for implementation by 2nd quarter 2016/17 – Delivery of £900k savings.

Measures: ‘Phase 1’ community models implemented by end of September 2015– Delivery of 900k savings. ‘Phase 2’ community models implemented by end of September 2016– Delivery of 900k savings.

Outcome 4: We will have moved the majority of customer contact to self-service and web, which will speed up transaction times and reduce costs (Customer Access / Digital Programme)

Aims: Development of a whole organisation customer programme to move the majority of customer contact to self-service and web through the principles laid out in the Public Sector Digital Strategy. This will release savings as self-service transaction costs are much lower than Face to Face and will also speed up the transaction times for customers.

Actions:


Develop and agree a high level implementation programme, including governance arrangements by January 2015. The implementation programme will be phased over 4 years. Further actions will be developed as part of the implementation programme;

Maintain our standard of at least 80% of calls to the contact centre being resolved at 1st point of contact and provision of our Face to Face advice service for those people who need to use it over the lifetime of the business plan; and

Review our complaints processes including opportunities to empower staff to deal with customer complaints and queries in a more streamlined fashion by July 2015.

Measures: 5 service areas to be reviewed each year. Minimum of £500k savings to be delivered each year. % increase in number of transactions on-line. % increase in number of web visitors carrying out transactions. % increase in amount of on-line payments.

Outcome 5: We will have put in place an organisational development framework that clearly shows how we as a Council will operate

Aims: We will put in place an organisational development framework of strategies and policies to ensure effective and efficient business.

Actions: Implement monitoring arrangements for the organisation’s programmes of change by January 2015; Council approval of the Corporate Business Plan and Medium Term Financial Strategy by end of February 2015; Implement service plans by the end of February 2015; Implement a new performance management system by March 2015; Implement enhanced budget management arrangements by March 2015; and Implement Organisational Development framework of strategies by April 2015.

Measures: Annual Internal Audit review of corporate and directorate performance management arrangements. Staff engagement index - % of staff who feel engaged.


Internal Audit reports.

Outcome 6: We will have continued to offer fire safety protection to our communities

Aims: We will protect the safety of our communities in terms of our Fire and Rescue Services by retaining our fire stations and reorganising our crewing arrangements.

Actions: We will implement locally managed, centrally administered crewing system at Community Fire Stations by the

end of 2015/16; and We will carry out a risk assessment of fire appliance cover to reduce second appliances at some on call stations

by the end of year 2016/17.

Measures: Savings achieved.


Outcome 7: We will have adopted an organisation wide approach to procurement and contract management

Aims: We aim to provide better value for money and identify and implement savings through bringing together a central procurement and contract management team with the commercial expertise to drive through improvements across the organisations.

Actions: Bring together procurement and contract management teams into a single team by March 2015; and Detailed actions will be developed when the single team is in place.

Measures: Local purchasing. Social additionality.


Family group of arm’s length companies

Outcome 1: We will have created a new group structure for our arm’s length companies (Airport, ALMO, Cormac, and Marketing Cornwall)

Aims: We will have good governance and management of our wholly owned organisations at minimum cost and maximum efficiency, that supports the companies to thrive, provides commercial opportunities, and allows business innovation.

Actions: Work with the Managing Directors of the companies to design and agree and implement a new structure by end of

June 2015; Review and restructure the management and governance of the companies to achieve significant savings across the

group by end of September 2015; and We will seek to create an alternative approach to market Cornwall as a destination for inward investment and to

further develop the Cornwall Brand. We will commission the CDC to lead this work in quarter 1 of 2015, but it will be subject to successful EU (ERDF) funding bids.

Measures

A minimum of £750k savings will be made through reviewing the structure and consolidating the group of companies.


Economy, Enterprise and Environment

Outcome 1: We will have increased the number of affordable homes in Cornwall through developing a new approach (housing mandate)

Aims: The Council will develop a range of delivery mechanisms to proactively intervene in the delivery of housing in Cornwall through the development of new delivery models that are financially sustainable and increase the supply of all types of housing size and tenure. This will be primarily through the creation of a housing development company to deliver a range of mixed tenure developments. This will be achieved with community support, through proactive and early engagement.

Actions: Lead the development of new delivery models for the provision of open market, affordable and social housing by

July 2015; Develop a sustainable financial model to deliver a development programme including the use of cross subsidy to

minimise capital and revenue costs by July 2015; Create a scalable solution by December 2015 that will create a model that can be applied to small or larger scale

developments; Change community perceptions about new development by improving quality and engaging more effectively with

communities by the end of December 2015; Increase the supply and quality of private rented stock by May 2017; Identify and secure funding for transport measures that open up land for affordable housing by 2017; and Successfully deliver the Housing Investment Plan including, affordable homes and direct delivery of rented homes

by 2020.

Measures: We will increase affordable homes delivered annually from 739 to 1,200 by 2020, within the overall envelope of

2,400 additional properties per year, as derived from the Local Plan. We will have led on the development of 500 new homes that could be for sale, for private rent for affordable rent

by 2020. As part of a 5 year build programme that finishes in 2020, we will deliver 100 starts on site (including preparing

for delivery) during 2016 and 200 during 2017.


Outcome 2: We will have delivered Sustainable Growth through targeted investment, working in partnership with the Local Enterprise Partnership (LEP)

Aims: We will work in partnership with the LEP to set out a clear investment strategy and maximise public and private sector investment opportunities in Cornwall through the Growth Deal and 2014/2020 EU investment programme in line with the Strategic Economic Plan in order to meet our challenging economic development targets.

Actions: Establish an efficient and devolved approach to delivering the 2014-2020 EU Investment Programme. Specifically

we will:o Set out and deliver an EU Integrated Territorial Investment Plan to deliver £74m of investment per annum(plus

match funding at an average 80% intervention rate) and create new and safeguard 4,500 jobs by 2020 - this will include £60m of Cornwall Council capital investment in strategic projects such digital connectivity and infrastructure improvements;

o Establish and deliver a £35m programme of Community Led Local Development across Cornwall to support our places and communities;

o Develop and establish a £60m Financial Instrument to support our businesses to grow; ando Deliver the Kresen Kernow project as a flagship heritage led regeneration project which will mean we are able

to meet our statutory requirement to provide an archive, attracting £18 million of public and £10 million private investment to develop 3 hectares of derelict brownfield land in a town centre location.

To work in partnership with the LEP to develop the ‘Future Economy’ element of the Strategic Economic Plan of Cornwall over the lifetime of the business plan. We will:o Develop and deliver Cornwall’s geothermal opportunity, with potential total public and private sector

investments of over £50m;o Provide strategic support to the marine sector developing as Cornwall as a world leading area for the

development of offshore renewable technologies, with advanced research and development centres of excellence, test bed, demonstration and pre-commercial and commercial deployment zones (Wave Hub);

o Lead on the development of the Carclaze Eco Community project including the A391 road improvement and the creation of the Technology Park with work commencing on site by the 4th quarter of 2015;


o Support the delivery of community energy schemes. Cornwall Council was the first local authority outside of Scotland to develop a community energy revolving loan fund;

o Develop approaches to energy efficiency - the Council will work in partnership with Glow Cornwall, a project that aims to provide energy efficiency measures to mostly vulnerable householders;

o Examine the concept of a Cornish energy company that could pull together a lot of the above activity, and could ensure that Cornwall becomes more self-sufficient in energy and starts to have a real influence over the wholesale price of energy;

o Sustainable transport will also form a key plank of the future economy work. Building on the DriveEV electric vehicle charging infrastructure project;

o Implement the infrastructure for the Aero Hub by the end of Septemberf 2015 and in parallel explore EU funding to support the development and marketing strategy;

o Ensure delivery of the Growth Deal transport programme to secure Conditions for Growth;o Create a local delivery model to maximise the impact of the European Growth Deal and other external funding

to facilitate sustained growth in the Cornish Economy in line with the Strategic Economic Plan; ando Continue to maximise the economic outcomes of the Finistere protocol. Review the success of the protocol by

end of second quarter 2015 and confirm priorities for future protocol by start of 3rd quarter 15.

Measures:

Detailed measures to be developed.

Outcome 3: We will have created an integrated transport network by addressing key network restrictions and providing transport solutions that provide viable alternatives to the car.

Aims: A key aspect of the economic programme is the creation of an integrated transport network. This recognises the cross cutting nature of transport across all of our service goals, underpins the economic recovery of Cornwall and aims to provide an efficient network for residents and visitors to Cornwall. The importance has been recognised with the inclusion of infrastructure and transport improvements in the Growth Deal funding award and further funding options are being pursued. The key outcome is not only to address key network restrictions but also to integrate provision to provide holistic transport solutions that provide viable alternatives to the car, for example linked bus and train services, appropriate park and ride facilities, safe walking and cycling networks and the promotion of essential air links from Newquay. There are many projects that support this goal, from minor improvements contained in the


Local Transport Plan (LTP) to ambitious multi million pound improvements in the road and rail network. We need to make the most of our ability to forward fund strategic transport measures in order to unlock development quickly and then revolve the development income to deliver transport measures elsewhere i.e. a revolving infrastructure fund.

Actions: Deliver the Newquay Airport Public Service Obligation subsidy to maintain air connectivity by March 2015; Put in place a Cornwall Rail Improvements funding package by September 2015, and deliver by 2018; Put in place the A30 Temple to Higher Carblake funding package by September 2015, and deliver by 2018; Put in place the West Cornwall Infrastructure project funding package by September 2015, and deliver by 2018; We will continue negotiations with Department of Communities and Highways Agency to seek funding to address

the bottleneck on the A30 (Carland to Chiverton) (ongoing negotiations – no target date); Implement improvements to St Mary’s and Penzance Harbour by the end of June 2015; Deliver transport measures in our main towns that support growth in housing and employment by 2017; Deliver the A391 diversion as part of the West Carclaze Eco Community Project, as well as the Rialton link as part

of the Newquay Strategic Route; Maximise opportunities for partnership working with developers to ensure transport measures that support growth

are delivered by 2017; Retain our commitment to improve road safety in Cornwall delivering the 33% reduction in killed and serious

injured by 2020 in line with the Cornwall Road Safety and Casualty Reduction Strategy 2013, a supporting document to the LTP; and

Deliver the Connecting Cornwall: 2030 Implementation Plan programme of transport schemes for 2015-2019.

Measures:


Outcome 4 We will have improved the management and flow of traffic and helped to increase the capacity of parking for customers and visitors within our towns. (On Street Parking)

Aim: This opportunity is to investigate, consider and implement paid on street parking bays aiming to improve the management and flow of traffic, and to help increase the capacity of parking for customers and visitors within our towns. It is proposed to trial this first and there will be a need to invest capital in the collection equipment and


signage. Concurrently a rollout will be planned, and introduced to provide a full charging scheme from April 2016 supported by full stakeholder engagement including Town & Parish Councils.

Actions: Implement the trial of paid on street parking bays and monitor the effectiveness by end of August 2015; and Plan for a potential full rollout of on-street paid-for parking, together with a plan to introduce the collection

equipment and other associated infrastructure. Investigate the introduction of car partk pay on exit solutions to increase the amount of time people stay in our

towns and improve customer experience. Integrate with the range of parking opportunities and traffic management measures by 2017.

Measures: Once a successful model is demonstrated we are targeting the generation of £1m net of operational investment

costs in 2016/17 through this mechanism.

Outcome 5: We will have influenced the better linking of the bus and rail timetables in order to provide a better integrated network (Supported Bus Network)

Aim: To work with stakeholders to integrate bus and rail timetables to take advantage of the investment in rail and bus provision.

Actions: Explore options to maintain the level of service delivered during the 2014/15 financial year is delivered for the

remainder of the business plan by keeping the Local Transport Bus Subsidy Budget at the level required to protect the supported bus network as much as possible - recognising that the costs falling on contractors and usage also affect commercial and subsidy routes; and

Secure the new model of delivery for sustaining the bus network in Cornwall utilising Growth Deal funding by 2018.

Measures:



Outcome 6: We will have produced an Environment Strategy, in conjunction with the Local Nature Partnership that sets out the core principles with which the environment can be managed to support environmental, social and economic prosperity

Aims: We will lead on the production of a strategy for Cornwall, in conjunction with the Local Nature Partnership, entitled ‘Environmental Growth for a Changing Cornwall’. To be developed with and delivered by a wide range of partners, the strategy will set out an integrated approach to the stewardship of our natural assets, in the short, medium and long term; and set out actions, aspirations and ask key questions.

It will demonstrate how we can manage our ecosystem in an holistic way (such as catchment management approaches to water quality and flooding issues and the development of green corridors to support pollinators). It will also demonstrate how growing a rich and diverse environment is beneficial to the health and well-being of our communities and provides economic opportunities.

Actions: Develop and publish the first environment strategy for Cornwall, including a Strategy document and Investment &

Implementation Plan by the end of July 2015; Support the increasing role for the Local Nature Partnership and provide support to effective working structures

and relationships in the environment sector by March 2016; Provide ongoing expert stewardship for the assets that create the world class historic environment of Cornwall; Promote sustainability through the Cornwall Sustainability Awards (December 2014), sustainability appraisal of

the Local Plan (December 2014); Work with the Catchment Partnership and Environment Agency to implement Cornwall’s Local Flood Risk

Management Strategy to reduce flood risk, manage coastal change and improve water quality by March 2016; and

Create and deliver major strategic environmental projects, in areas such as Luxulyan Valley and the emerging opportunities in the St Austell Bay and Clay Country area by March 2016.

Measures:



Outcome 7: We will have rationalised Council property and will be, where possible, sharing space with our private and public sector partners

Aims: The rationalisation programme will continue to reduce the Council Estate to only retain those essential for modern service delivery. It is also important to recognise the potential to share space with the private and public sector partners. To assist this we have joined the government One Public Estate.

Actions: Map all public sector assets on the EPIMMS data base; Continue to actively reduce CO2 towards the 30% target across the estate in line with measures and initiatives

set out in the carbon management plan and in turn reduce the Councils CRC payment to central government; Generate capital receipts where appropriate to assist in lowering borrowing costs of the council thus producing

savings and protecting front line services; Assist in devolving property and support the local service provision as part of our devolution agenda generating at

least 5 property community plans per year (see outcome 1, Communities & Organisational Development); and Provide a modern style working environment for our staff, customers and partners in order to deliver efficiencies

and improve service delivery.


Measures:


Outcome 8: Will have adopted a Local plan for Cornwall that supports economic, environmental and social objectives

Aims: The Council will seek to put in place an adopted Local Plan for Cornwall to support its economic, environmental and social objectives.

Actions: Produce Local Plan strategic policies for examination by the summer 2015; Produce a Cornwall towns allocation document of strategic development proposals-by the Spring 2015 and submit

to the Secretary of State by December 2015; Support the first referendum for Neighbourhood plan during winter 2015; and Support the development of 5 neighbourhood plans to examination during 2015 (1 in quarter 1, 1 in quarter 2, 1

in quarter 3 and 2 in quarter 4).

Measures:


Outcome 9: We will have developed new models for delivery within the EEE directorate

Aims: Various models are being considered for a range of services being provided by the EEE Directorate, these include in house enhancement, externalisation, partnership and trusts strengthening links with public, private and community partners.


Actions:

Harbours - Undertake a strategic review of the ten Ports and Harbours within the ownership of Cornwall Council. The review will consider the options for their ownership, governance, financing and management for the future. It will explore the opportunity for strategic economies of scale, together with the need to engage users and customers. The outcome should provide for a financially sustainable future, paid for by users, and maximising their economic and social contribution to Cornwall.

o Recommendations will be made to the current Harbours Board, the Portfolio Advisory Committee, Cabinet and Full Council by the end of the financial year 2014/15.

o A full review of appropriate assets to be included within the governance and financing of the Ports and Harbours is critical to ensuring their financial self- sufficiency, logic to their operation and also a reasonable settlement with the tax payer. This will be concluded following a review of current assets, their function, other potential assets and the preparation of a business case. This will be undertaken by the end of October 2015.

o A staffing reorganisation will be undertaken to fulfil our new arrangements by the end of 2015/16. Economic Development - The intention is to review the working relationship between Economic Development

Team, the wider EEE Directorate, Cornwall Development Company and the LEP to build an effective partnership to set out a clear investment strategy and maximise public and private sector investment opportunities in Cornwall through the Growth Deal and EU investment programme in order to meet our challenging economic development targets by 2020.

Culture & Heritage -We will work with the cultural sector to investigate whether a ‘Culture Trust’ model could deliver improved support to the sector and create efficiencies by 2017. We will take a more joined up approach to how the Council delivers its commitments to support key cultural partnerships such as World Heritage Site and the Cornish Language. This will facilitate new, more commercial models of delivery and prepare for the inclusion of Cornish within the European Framework for the Protection of Minorities.

Parking Service– We will maximise the efficiency of parking management and enforcement, through transformation of service delivery and exploring the potential opportunity of an outsourced management arrangement.

o An action plan will be agreed before the end of 2014.o A project will be established to drive efficiencies and assess market appetite, opportunity and engagement by

the end of the financial year 2014/15.


o This will be supported by a flexible but single new parking order for Cornwall which will be in place by the end of spring 2015.

Property & Estate management - The Estate Professional Services Procurement is currently being tendered. These are due for return in October 2014 and will be assessed prior to submission to Cabinet in January 2015. There are 4 options being considered, external partner, joint venture, Teckal Company or increased investment in the in house service. We will have fully investigated an energy performance contract by April 2015

Leisure - The Council’s ambition for leisure provision in Cornwall is that there is a sustainable network of leisure facilities and activities available to residents and visitors across Cornwall that contributes to local health, wellbeing and the economy of Cornwall, at no cost to the Council. A number of options are being considered to achieve this ambition and will be subject to PAC and Cabinet consideration. To be undertaken over the lifetime of the business plan.

Measures:



Education, Health and Social Care

Outcome 1: We will have increased educational achievement, future sustainable employability and increased life chances (learning and achievement)

Aims: We aim to increase access to education, skills and training to raise the aspirations of all children in Cornwall, narrowing the gap between the highest and lowest achievers and leading to increased educational achievement, future sustainable employability and ultimately increased life chances.

Actions: Secure the future of school improvement by investigating an outsourced model to protect services which

improve pupil outcomes by December 2015; Develop and implement a “Raising Achievement Strategy” by December 2015; Implement 16-19 review including investigation of 16-19 provision in the East of Cornwall by the end of

December 2016; By 2016 we will revert to the national standards for school transport for 0-16 children; Provide from 2015 greater support for Special Educational Needs transport; and Re-procure Services to Schools through a private partnership to ensure future OFSTED compliance and realise

greater potential for income generation by the end of 2016.

Measures: Increased achievement – targets will be developed within the Raising Achievement Strategy.

Outcome 2: We will be achieving public health aims through a personalised care system in Adult Social Care

Aims: To deliver community based care focussed on prevention so as to achieve the public health aims through a personalised care system that can meet the demographic challenges. This can only be done by radically integrating health and social care working and organisations.

Actions: Reorganise assessment and care management by end of December 2014;


Re-commissioning of Re-ablement programme to ensure appropriate packages are in place at the correct time to ensure an efficient service is offered which effectively manages demand by the end of September 2015;

Review direct provision by the end of December 2015; Successful delivery of Better Care Fund to provide elderly and vulnerable with an improved health and social

system by the end of December 2015; and Redesign of Learning Disability Service to deliver efficient and effective modern services for those individuals

with Learning Disabilities by the end of December 2016.

Measures: Detailed measures to be developed.

Outcome 3: We will, through our Children’s Social Work and Psychology service, have maximised opportunity for all children and will be protecting and keeping safe vulnerable children

Aims: To maximise opportunity for all children and to protect and keep safe vulnerable children.

Actions: Further implement the short breaks strategy by end of December 2014; Replace remaining directly provided residential homes with specialist and community based services by end of

March 2015; Integrate Children’s Social Care and Health by the end of September 2015; Youth Service reconfiguration to a service that delivers universal youth service through the voluntary sector

supported by grants from the Council and council provision is targeted on the most vulnerable individuals by the end of September 2015;

Develop and implement Early Help Hubs by the end of September 2015; and Integration of vulnerable adults/children’s safeguarding to ensure consistent and effective safeguarding

arrangements in the protection of children and adults who are at risk of neglect and abuse by the end of December 2015.



Outcome 4: We will have created a new organisation that integrates both the commissioning and the provision of services across health and social care (EHSC commissioning)

Aims: The biggest strategic move for the Council in this business plan will be the merger of both the commissioning and the provision of services across health and social care. This will entail a new organisation delivering both aspects and the pooling of large scale budgets. It is not envisaged that this will make substantial savings in the first instance but will provide a better service to the people of Cornwall.

Actions: Review and develop Home Care contract by the end of December 2014; Develop Long Term Accommodation Strategy by the end of December 2014; Response to Care Act by the end of September 2015; Develop plans and implementation for integrated Health and Social Care Commissioning and provision by the

end of 2015; Deliver Children’s Health and Wellbeing commissioning plan by the end of September 2016; and Work in partnership with the ‘Together for Families’ programme to help troubled families overcome challenges

and work towards their own positive outcomes by the end of December 2016.


Outcome 5: We will have implemented a more dispersed public health model across the council that is explicit about how we contribute to public health outcomes

Aims: Local Government at its heart is all about public health – from prevention through health promotion, planning for major public health outbreaks to safeguarding our food and living standards. We will move our public health integration agenda forward by moving to a more dispersed commissioning model across the whole Council, rather than being focused on a central team. We will enhance our public health offer by being explicit about our public health activity and how they all contribute to the agreed public health outcomes.

Actions: Complete the public health review by the end of December 2014;


Hub and spoke dispersed public health model by the end of September 2015; Reduce management costs by the end of December 2015; and Move to the new commissioning approach across the Council by September 2015 and our partners by the end

of March 2016.



5. How we will manage the business The Council has developed an organisational development framework to show how we will use our resources to deliver our strategy. This will be a guide for managers when planning their work to deliver services to the people of Cornwall.

The framework shows how our strategy, this business plan, the programmes of change, service plans and the individual strategies link together to guide our work.

This business plan is the overarching plan that links the strategy and the actions to be taken to deliver the strategy, to balance the 2015/16 budget and the medium term financial strategy. It sets out the key actions for each Directorate and our group of companies. Following agreement by full Council, each Service will develop service plans containing more detailed actions. These will be completed by the end of February 2015.

These plans will enable staff to understand how their service through team plans and their own performance, through the performance and development system (PDS) contribute to the overall strategic aims of the Council.

We will introduce a new performance management system by March 2015 that will define the actions, performance indicators and targets that will be used to measure our progress against the business plan and Service plan outcomes. These will be in the form of a balanced scorecard.

This will ensure that we not only measure progress against the key deliverables within this plan but also have in place measures across the organisation that focus on the customer; our finances; our workforce and our risks. These measures will be developed using feedback from the Employee Survey and Customer Survey.

The actions contained within this plan will also be laid out in programmes of change for each Directorate which we will then project manage and report quarterly.

The budget monitoring processes of the Council will also be amended to reflect the focus of this plan, with particular emphasis on income and a more risk based approach to monitoring budgets across directorates, focusing on the areas in need of the most support.

The Business Planning and Development Service will produce an integrated report to the Corporate Leadership Team and Cabinet that demonstrates how the Council is performing against these targets, and plans, highlighting areas of weakness that need addressing, where programmes are not on target, the budget position and key risks to the Council, monthly.

On top of these monthly reports, the Medium Term Financial Strategy and business plan will be refreshed on an annual basis reflecting the latest information from local and national changing context and any changing local priorities.

Strategies are currently being developed, covering -


• Customer Access• Partnerships• People• Financial (the 2015-16 Budget and Medium Term Financial Strategy)• Assets• Performance Management• Information• Positive Governance

These strategies will be finalised by April 2015 so that members, staff and the public can see clearly how we are going to manage the key elements of the business, in order to deliver upon our strategy.

For example, the Positive Governance Strategy will outline how the Council will govern its business and make decisions in a transparent and democratic and effective manner.

The Information Strategy will cover all of the information that the Council holds, whether electronically or in other forms. It will ensure that we protect the rights of individuals where we hold data on them and also examine how we can best use the data that we and our partners hold in order to improve services for the people of Cornwall.

Once approved the business plan, together with the underpinning strategies will clearly show how we as a Council will operate. It will provide an effective framework to ensure we deliver on our strategy, use our resources to best effect, use information to drive improvement and report our progress.


Appendix A –Timeline of when key actions will be achieved

Outcome Jan-Mar 2015

Apr-Jun 2015 Jul-Sep 2015 Oct-Dec

2015Jan-Mar

2016Apr-Jun

2016 Jul-Sep 2016 Oct-Dec 2016

Jan-Mar 2017


2017Jan-Mar

2018Apr-Jun


Jan-Mar 2019

Beyond life of plan?

COU

NCI

L-W

IDE

(CRO

SS C

UTT

ING

)

New DealSet out ‘new deal’ case for Government

Develop proposals

Agree a devolution

deal

Joined up public sector

Develop approach to property &

asset management

Prevent & support financial hardship

Establish commissionin

g with Partners

Share anonymised data with the

public & voluntary

sector

Create a single public

sector budget for Cornwall

Commissioning through the voluntary sector

Announcement of award funding / Establish steering group

Agree interim and mew

commissioning approaches

New commissionin

g arrangements

in place

Central Government Grant

Increased court costs for

Council Tax and business

rate debt introduced

Additional income

generated between

2015-2017

2015 - 2019 implemented: new ways of

working, trading models, charging

models and increased

prices

Public Protection

and Business support will

be self-funded

Efficient and effective workforceComplete Council

restructure programme

Local Collective

Agreement and Living

wage implemented

People Strategy

developed

Supporting people through change

framework / Council

workforce plan / talent management

culture

Reduced demand on

HR corporate support services

Community devolution

agreements agreed

between 2015 and 2018

COM

MU

NIT

IES

& O

RGAN

ISAT

ION

AL D

EVEL

OPM

ENT

Devolution and localism

Re-launch of community

network panels /

Create multi-disciplinary

team

Provide support, advice &

capacity to Town &

P:arishes

Deliver 5 town & 10

rural packages

Deliver 5 town & 10

rural packages

Deliver 5 town & 10

rural packages

Deliver 5 town & 10

rural packages

Public Protection and Business Support

Create Enterprise & Innovation

Team

Secure £225k income

Develop and deliver training

programme

Secure £450k income / review

approach & synergies to

Group of Companies

Access to face to face servicesDevelop

community led approach

Identify & negotiate Phase 1

community models

Identify & negotiate Phase 2

community models

Customer Access / Digital programme

Develop & agree high

level implementati

on plan

Complaints processes reviewed

5 service areas

reviewed / £500k savings

delivered

5 service areas


delivered

5 service areas


delivered

5 service areas


delivered

Organisational Development Framework

Develop & delivery

strategies, business and service plans, and budget / performance management

Implement organisational Development

framework

Fire Safety protection

Locally managed, centrally

administered crewing system

Reduction of 2 full time fire

appliances

Procurement and contract management

Single procurement and contract management

team

Detailed actions to be developed

ECO

NO

MY

ENTE

RPRI

SE &

EN

VIRO

NM

ENT

Affordable homes / housing mandate

Develop & deliver

models / Develop a

sustainable financial model

Create a scalable solution /

engage with communities

Increase private rented

stock

Funding for transport measures

Delivery of housing

investment plan

Sustainable Growth through targeted investment

Establish devolved

approach to EU

Investment /Develop Future

Economy element of Strategic Economic

Delivery of £74m EU ITI Investment




4,500 jobs


Outcome Jan-Mar 2015


2015Jan-Mar

2016Apr-Jun


Jan-Mar 2017


2017Jan-Mar

2018Apr-Jun


Jan-Mar 2019

Beyond life of plan?

Plan

Integrated Transport NetworkDeliver

Newquay Public Service

Obligation

Implement improvements to St Mary’s &

Penzance Harbour

Deliver infrastructure to main towns

/ deliver transport measures

Deliver A30 Temple to

Higher Carblake /

West Cornwall Infrastructure

Rail improvements

funding package delivered

33% reduction in killed and serious injured /

Connecting Cornwall delivered

On Street parkingOn street

parking bays implemented

Pay on Foot solutions

Supported Bus NetworkExplore

options to maintain level

of service

New model of bus network

secured

Environmental StrategyPromote Cornwall

Sustainability Awards

Develop & Publish

Environment Strategy for

Cornwall

Increased role in supporting

the Local Nature

Partnership / implement Local Flood

Risk Management

Strategy / Deliver

environmental projects

Property rationalisation Map all public sector assets

Energy performance

contract investigated

Deliver at least 5

property community

plans

Deliver at least 5

property community

plans

Deliver at least 5

property community

plans

Deliver at least 5

property community

plans

Reduced CO2 emissions

Local PlanLocal Plan strategic policies

Produce Cornwall

towns allocation document

5 neighbourhoo

d plans examined

New models of delivery Economic Development

Parking Service

Property & Estate

ManagementHarbours Culture &

Heritage

EDU

CATI

ON

HEA

LTH

& S

OCI

AL C

ARE

Learning and achievementNational

standard of school

transport

Great support for special

needs transport

Re-procure services

Investigate outsourced

model / Implement a

‘Raising Achievement

Strategy’

Implement 16-19 Review

Adult Social CareReorganise

assessment & care

management

Ensure efficient

service is offered /

Deliver Better Care Fund

Deliver efficient modern services

Children’s Social Work and Psychology

Implement short break strategy / provide

specialist & community

based services

Integrate with Health / Youth

Service reconfiguration / Implement

Early help Hubs

Integrate vulnerable

adults/children’s

safeguarding

EHSC commissioning

Review & develop home

Care contract /

Develop long term

accommodation strategy

Response to Care Act

Integrate Health &

Social Care

Deliver children’s Health & Wellbeing

plan

Work in partnership

with the ‘Together for

Families’ programme

Public Health outcomes Complete review

Hub & Spoke model / new

commissioning model for

Council

Reduce management

costs

New commissioning model for

Partners

FAM

ILY

GRO

UP

Arm’s length companies

Design & agree new structure / alternative approach to marketing Cornwall

Review management & governance

of the companies


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