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Surrey Heath Borough Council

This follow-up review conducted by a peer team focused on Surrey Heath Borough Council's corporate capacity, town centre development, property acquisition, planning challenges, housing, and member engagement.

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Surrey Heath Borough Council

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  1. Surrey Heath Borough Council Follow-up review - team feedback Friday 4 December 2015 www.local.gov.uk

  2. Who we are • Rob Cottrill, Chief Executive, Eastbourne Borough Council • Councillor Keith House, Leader of Eastleigh Borough Council • Andrew Winfield, Peer Challenge Manager, LGA.

  3. Approach Peer challenge commissioned by Surrey Heath BC • Agreed scope • Documentation and data pre-reading On-site 6-8 October 2014 • A range of meetings • Collation of information and triangulation Follow-up review • Smaller peer team • 3 – 4 December 2015 Made very welcome and supported throughout our work

  4. The peer challenge model and approach Peer challenges support local government improvement and are tailored to meet individual council priorities and needs, while taking account of local circumstances. They are designed to complement and add value to a council’s own performance and improvement priorities. The peers use their experience and knowledge of local government to reflect on the information presented from the people they meet, from what they have heard and material read.

  5. Corporate capacity • Positive impact of Corporate Peer Challenge • Management structure now finalised. Now able to move on key priorities with more certainty • Refresh of key priorities leading to a new Corporate Plan for April 2016 • Bold investment outlook married with responsible approach to risk • Financial outlook challenging but manageable • Good officer and member relationships • Communications across the Council are strong

  6. Corporate capacity • Governance streamlined – Management Board ended, scheme of delegation reviewed and clearer process for report approval • Future local government environment will require new sets of skills to be brought in • Progress made on shared working e.g. the Surrey Waste Partnership and ongoing discussions with Surrey councils • Increased shared accommodation – CCG, Job Centre, CAB

  7. Transformation • New website important to facilitate ‘channel shift’ • WMT welcomed by staff and will be important platform to support matrix and project working • Transformation will depend on capacity from whole Council and will need to be balanced with service commitments • Recognised that programme and project management will be important to develop to ensure success • Will also require new skills – need to identify these and develop • Devolution will be a driver for change. Challenge will be how to shape and communicate what is likely to be a fast moving environment

  8. Town centre • Following John Lewis deadline there is greater confidence and momentum towards implementation • Progress on Masterplan (Montagu Evans presentation Nov. 2015) • New key priority 1 – Town Centre - and acquisition of Ashwood House demonstrates Council commitment • Approach of separating delivery into 9 projects reduces risk and increases deliverability

  9. Town centre • Prioritisation of sites for delivery would make best use of fixed capacity and ensure delivery to deadlines e.g. LEP funded highway scheme • Although widespread understanding of town centre as a priority across Council there are different views as to current position • Continue to influence LEP to access further funding for transport improvements

  10. Property acquisition • Significant progress since Corporate Peer Challenge • Investment Strategy and Property Acquisition in place • Treasury Investment Strategy reviewed to enable more diverse investments e.g. money market funds • Acquisitions completed aligned to Council priorities • Clear understanding and enthusiasm across Council for this approach • Finance and Legal providing strong support to enable • Development Company options being evaluated • Head of Property – recruit asap as internal/client side role

  11. Planning challenges • Delivery rate (170 per year) below Local Plan target (191) • Strategic Housing Market Assessment (December 2014) suggests updated Objectively Assessed Housing Need of 260 homes each year • Local Plan “consistent not compliant” with NPPF • Lack of real 5 year housing land supply • Government One Public Estate initiative - opportunity to consider more MoD land

  12. Housing challenge and opportunity • Zero affordable homes delivered in 2014/15 • Significant contributions taken for off-site provision • Opportunity of new Starter Home initiative and funding for shared ownership • Opportunity to consider a Housing Strategy in light of Government’s renewed commitment to home ownership • Challenge for council to rise to Government ambition to accelerate delivery or lose on appeals - “do or be done to”

  13. Member engagement and development • Strong group of members including new members with energy and ideas • Positive new member induction programme • Challenge of engagement of non-Exec members on policy and projects • Consider more training being mandatory e.g. planning • Consolidate changes on Overview & Scrutiny (Centre for Public Scrutiny) • Succession planning

  14. Follow-up activity • Written report • Follow-up support discussions with LGA Principal Adviser • Centre for Public Scrutiny • LGA Economic Adviser programme

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