The Council’s Strategic Priorities

The Council’s corporate priorities are influenced by a range of factors.

These include changes to the new national indicators and performance framework, the Local Area Agreement for Worcestershire, the priorities in the Community Strategy as revised by the Worcester Alliance, and the partnership with the County Council to work together to make Worcester a “first rank Cathedral and University city”. We also consult our residents via our Citizens Panel on how well the Council is performing on its corporate priorities. We continue to refine our Corporate Priorities as part of Service and Corporate Planning to reflect these factors whilst continuing the thrust of what has gone before.

Four of our five priorities will help in delivering the outcomes set out in the Local Area Agreement. These mappings are illustrated below:

Each of these priorities have sub priorities which are also reviewed as part of the Service Planning and Corporate Planning process, and are further supported by specific actions to turn the Council’s aspirations into reality. The Council’s strategy is informed by the level of resources at the Council’s disposal. To make the most of resources, the Council is committed to a “One Council” approach to its way of working. This is aimed at removing duplication and ensuring that individual services can work in synergy with each other without the constraint of departmental boundaries.

The Council’s priority areas are:-

Cleaner and Greener City

• Cleaner streets and open spaces in the city
  We will continue to deliver a high quality service and develop a ‘street scene’ approach whilst making the move to a new Warndon depot

• An excellent refuse collection & recycling service
  We will build on the last three years that have seen the introduction of the wheeled bins system, and act on the recommendations of the service review that is currently taking place

• Public open spaces in Worcester which are great places to discover, play and relax
  We will continue to deliver a high quality service and develop a ‘street scene’ approach whilst making the move to a new Sixways depot

• Excellent Environmental Health Services
  We will continue to enforce relevant legislation, including that for food safety and smoke-free premises.

Safer and Stronger Communities

• A city where people are safe from crime & feel safe
  We will work with our partners to implement the Safer Worcester Action Plan

• Neighbourhoods are empowered and involved in the local management of service delivery
  We will promote action through community centres by continuing to support and improve the community company system to ensure local control

• Balance of quality accommodation available in the city
  We will work to increase the supply of affordable housing and bring more private sector rented accommodation up to the decent homes standard

• Fewer homeless people
  We will intervene to prevent homelessness and ensure those homeless people we have a duty to house receive settled accommodation as soon as possible

• A city where people can be healthy and active
  We will continue to improve our sports facilities, including the opening of a new facility in St Johns
  
  We will implement the Health Trainers programme on behalf of Worcestershire Primary Care Trust

• Better quality of life for people living in Worcester’s most deprived areas
  We will work with our partners in the Worcester Alliance to improve services and infrastructure in Warndon and Gorse Hill wards, especially around the Avon and Teme Roads

Urban Renaissance

• A vibrant city centre
  • We will seek external partnership funding and use it to develop and implement a Masterplan for the city centre
  • We will continue to work with our partners to deliver the new Library and University Campus, including moving our depot to Warndon, moving the Customer Service Centre to the Library and ensuring the local housing market remains balanced
  • We will implement improvements to Worcester’s Waterfront

• Worcester develops in harmony with its neighbouring districts
  We will develop the South Worcs Joint Core Strategy (SWJCS) in partnership with Malvern Hills and Wychavon District Councils

• A culturally and economically thriving city that people want to visit
  We will work as part of the VisitWorcester organisation to increase visitor numbers and attractions, including promoting the Business Improvement District (BID) initiative

• An excellent response to planning and development applications
  We will undertake a comprehensive business process review of planning and building control to improve our service

Customer Care and Citizen Engagement

• We know who our customers are and they are always treated fairly
  • We will embed Level 2 equality framework for local government
  • We will implement our improved customer care standards & continue to develop customer services by driving out failure demand
    
• Residents, service users and other stakeholders are well informed of our services and the benefits we provide
  We will communicate efficiently and effectively through all appropriate channels, especially our website, ‘City Life’ magazine & the local media

Performance, Innovation and Efficiency

• Our services are efficient and value-for money
  • We will keep Council Tax increases to not more than 2.5% above the Retail Prices Index
  • We will seek to increase our income through grants, sponsorship, sale of services and efficient collection procedures
  • We will continue to explore options for working in partnership with other public and private sector partners and sharing our services
  • We will procure items and services efficiently
  • We will undertake strategic reviews to make better use of what we have.
  • We will make better use of the Guildhall
    
• Our services are as sustainable and resilient as possible
  • We will maintain financial reserves at an appropriate level
  • We will ensure we operate in as environmentally friendly a manner as possible
    
• Our services are continuously improving
  • All of our managers will identify ways of improving their services
  • We will enhance our performance management framework
  • We will continue to implement our transformation programme to ensure our service provision is effective & value for money
  • We will aim to ensure our organisational changes make the council both cost effective and efficient
    
• Our Members and workforce are well-trained and motivated
  • We will communicate key information to all employees and Members, and offer them direct access to CMT
  • We will continue to deliver high quality and relevant employee and Member training and development
  • We will continue to ensure the performance and expectations of all employees are properly managed through our yearly appraisal process
  • We will reduce sickness absence levels in our workforce

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