Overview - EHDC Annual Report 2017-18

Annual Report 2017-18

overview Place

People

East Hampshire District Council Year in Review 2017-18

Pounds and pence

About East Hampshire A powerhouse of small business 6,310 of the 6,320 businesses in East Hampshire are small businesses Source:nomisweb.co.uk

The percentage of people aged 16-64 in employment in East Hampshire has grown by 4.2% from April 2015 to March 2017 Source:nomisweb.co.uk

A connected district 60 miles to central London 20 miles to the south coast 60 miles to Gatwick 45 miles to Heathrow Source:google.co.uk

Employment growth

Source: ONS

Great Britain

2.9%

Reading

South East

4.2%

4.2% East Hampshire

National unemployment

East Hampshire unemployment

M4

0.5%

0.5%

M25 Basingstoke

Guildford

M3 Alton Winchester

East Hampshire residents report

ÂŁ655 gross weekly pay

Source:nomisweb.co.uk

72.2% of adults are physically active - national average 66%

A331

A31

A325

A3

Whitehill & Bordon

Petersfield

A272

Horndean Southampton

M27 Portsmouth

A27 Chichester

Worthing

Source: Public Health England

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Our achievements £455,000 income from consultancy services – so we can keep Council Tax low

£30m investment in leisure centres – without a single penny coming from the taxpayer

Prevented 620 people from becoming homeless 2017-18

2017-18

Continuing to deliver highquality, efficient services to local residents and businesses

Reduced our share of Council Tax by 2.6% 2017-18

54%

54% of our residents agree that we provide value for money

8%

strongly agree

That places us 2nd of 27 similar councils

2

nd

Source:EHDC residents’ survey 2016

£368,000 awarded in councillor and cabinet grants, directly benefitting the community 2017-18

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Introduction A council that cares Support for local communities is at the heart of the council’s work. Through the services we provide, the funding we offer and our collaboration with other organisations we can help East Hampshire’s most vulnerable people.

In the last year, East Hampshire District Council (EHDC) has awarded £368,000 in councillor and cabinet grants to local organisations that use those funds to benefit the community.

Around eight per cent of residents’ Council Tax stays with the council and we have committed to keep our share of Council Tax as low as possible.

We have provided more than £4m in Council Tax Support to our residents.

Our housing team has worked hard to prepare for the introduction of the Homelessness Reduction Act 2017, which gives the council greater responsibility to prevent people from becoming homeless. More people are coming to us at risk of being made homeless, but we have been able to help 620 people keep a roof over their heads in 2017-2018.

A total of 225 affordable homes were built during 2017-18, giving people a chance to get on the property ladder in a district where the average home is valued at £278,500.

More than £713,000 was paid in Disabled Facilities Grants to improve the lives of people living with disabilities in the area.

We’ve also helped to organise events in the area to bring communities together, including the Three Parishes Fayre in Horndean and Charity Walk for Peace which raised more than £7,000.

Entrepreneurial spirit keeping costs down EHDC staff continue to embrace the entrepreneurial spirit we have encouraged over the last few years.

We are developing new sources of income: selling environmental enforcement services through EH Commercial Services with a zero-cost option to our clients; providing expert consultancy advice about regeneration through RegenCo; and selling our expertise in services such as planning and communications to other public sector organisations.

Triple Bottom Line Initially suggested by John Elkington in 1994 [economist.com, 2009] a triple bottom line approach to reporting gives equal weight to the effect an organisation has on people and the planet as well as the profit the organisation makes.

As a local authority with different priorities, our three areas are slightly different: Place – our effect on the environment. Ensuring that East Hampshire is a district that future generations can be proud of.

People – how our work benefits local people and the investment we put into our own staff.

Pounds and pence – what we do with taxpayers’ money and the other forms of income we have developed.

We are also reducing the cost of services by using research and insight to make them more efficient, working to provide digital options to those who will use them, which frees up time so we can spend longer with the residents who really need our help.

In 2017-18 we reduced our share of Council Tax by 2.6 per cent, cutting the cost to taxpayers when other councils were making increases. For 2018-19 we have frozen Council Tax, again bucking national trends.

We hope you find the information in this year in review interesting and useful. Please get in touch on social media through Facebook, Twitter, LinkedIn or email (see page 12).

Councillor Richard Millard Sandy Hopkins Leader of EHDC Chief Executive richard.millard@easthants.gov.uk sandy.hopkins@easthants.gov.uk 4

Our strategy The council’s strategy is key to ensuring that staff, partners, residents, businesses and even visitors understand why and how we do what we do.

This page summarises our strategy.

To see it in full go to: www.easthants.gov.uk/corporate-strategy-2014-19

Why? Why we do what we do:

Everything we believe, think and do is about improving people’s lives by providing excellent public services that represent great value for money and meet the needs of our customers – the businesses and communities of our areas.

All of our services are designed to be:

What?

We will prioritise activities that contribute to:

£

How? Simple

Accessible

User friendly

Affordable

Economic growth

Environmental sustainability

Public service excellence

Innovation and creativity

Financial sustainability

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Place

Strategic objectives Economic growth Environmental sustainability

Our focus is on the regeneration of Whitehill & Bordon following the departure of the Army in 2015 Whitehill & Bordon

Planning applications

Total of 230 new homes built in Whitehill & Bordon, construction has started on the new secondary school and town centre planning application submitted.

The planning service recieved 1,010 planning applications which resulted in 792 homes being built in the district.

The 2016-17 total was 1,114.

The Future Skills Centre opened in September 2017 providing 1,500 sqm of training and education space for 128 students.

The team hit national targets for all planning application decisions throughout the year.

The Business and Enterprise Centre also opened in September 2017, providing 200 jobs, office space and training rooms.

EHDC and Whitehill & Bordon Regeneration Company have joined forces with IBM to create a ‘smart technology’ town.

The team continues to provide planning services to the South Downs National Park Authority.

ÂŁ30m investment in leisure centres Planning applications for new leisure centres approved for Whitehill & Bordon and Alton and refurbishment work started on the Taro Leisure Centre.

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Place

Strategic objectives Economic growth Environmental sustainability

Apprenticeships Total of 54 apprenticeships have been supported through the Get East Hants Working apprenticeship scheme since it started in 2013. 11 new apprentices signed up in 2017-18.

Business support

Electric vehicle charging

Energy efficient homes

Alton business development programme continues to identify and deliver short term town centre improvements and is investigating the feasibility of townwide Wi-Fi. We are also promoting Alton as a visitor destination and supporting high-growth businesses to access funding.

We have joined forces with ChargePoint Services to provide rapid charging facilities for electric cars at one of Hampshire’s major motoring service stations – Liphook (North).

We have advised developers on sustainability, green measures and energy performance to ensure that the regeneration of Whitehill & Bordon is as efficient as possible.

Invest for Growth Grant funding from the Enterprise M3 Local Enterprise Partnership is being used to develop new business premises.

New homes built in the town will exceed current building regulations by a minimum of 10% in terms of energy performance.

Rental income will be re-invested in the local economy.

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People

Strategic objectives Public service excellence Innovation and creativity

We are dedicated to our residents and businesses and take corporate social responsibility very seriously RAPP and GetActiv8d

Affordable homes

Bookings and payments for the Rural Areas Play Project and Get Activ8d continue to be provided through our easy to use portal. 618 bookings were made online in 2017-18.

225 affordable homes built during the year – achieving the target set at the beginning of the year.

Reducing homelessness

Customer satisfaction

Grants awarded

7% increase in homelessness prevention meaning fewer households placed in B&B. New Homelessness Reduction Act in force with staff fully trained to help customers.

Maintained our 98% customer satisfaction (as recorded by our Customer Service Centre) across council services.

Awarded a number of grants to organisations through councillor and cabinet grants. Total amount awarded in 2017-18 was £368,000.

Disabled Facilities Grant

Supporting troubled families

More than £713,000 paid in Disabled Facilities Grants, improving people’s homes and the lives of the most vulnerable in our community.

68 families engaged and supported in areas such as domestic violence, financial matters, health and children in need of help.

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People

Strategic objectives Public service excellence Innovation and creativity

Sports awards In February, more than 300 East Hampshire sports stars gathered to celebrate local sport.

The awards recognise sporting achievements and the commitment of coaches and officials.

Councillor and Staff Development Implemented our plans for councillor and staff development to meet the challenges of current and future pressures on public services.

National Takeover Day

Online services

Council Tax Support

More than 300 local children were invited to tour EHDC’s offices. The Children’s Commissioner awarded the council a Gold Commendation for this event.

We are continuing to see the impact of channel shift with website traffic up 32% year on year and more than 4,000 customers signed up to the MyEHDC online portal for services.

More than £4m in Council Tax Support provided to East Hampshire residents.

Events Successfully delivered Rural Areas Play Project (RAPP), Get Activ8d, Festiwell, Three Parishes Fayre, Charity Walk for Peace, Butserfest at Victorious Music Festival, Skate Jam and AutoSolo.

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Pounds and pence Council Tax

Preparing for the future

We reduced Council Tax by 2.6% in 2017-18 and we are committed to keeping Council Tax low.

The overall financial position remains sustainable with adequate levels of reserves.

There are robust processes in place for budget setting and forecasting, and the council has in place a Medium Term Financial Strategy which demonstrates the council’s ambition to become less reliant on government grants and includes an ambitious property investment strategy of £200m.

Where our money comes from Grants £1m

Strategic objective Financial sustainability

East Hampshire Commercial Services

New homes bonus £2.8m

Business Rates £2m

Fees, charges and commercial income £9.7m

Council Tax £6.4m

Investment £2.6m

Grants income £1.7m

Property income

Not just Council Tax

We have continued to invest in commercial property in order to generate income to reinvest in services. Our property portfolio was valued at £70.3m on 31 March 2018.

In addition to Council Tax, the council generates £14m income from a variety of sources, such as sales, property and grants.

Our company continues to provide litter enforcement services to a number of customers.

Services are currently provided to six local authorities and we are looking to expand further.

The company is already generating income and saving money for all authorities which can then be reinvested in important council services.

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Pounds and pence

Strategic objective Financial sustainability

Ordnance Park, Liphook

Income generation

Shared services

Balanced budget

New office space and industrial units that will deliver new jobs and generate revenue.

Council departments have been marketing their services to other authorities and local organisations to generate extra income.

During 2017/18 the council signed up to an innovative partnership between five councils more than 85 miles apart with the delivery partner Capita.

Despite a significant budget challenge (£1.5m) set at the beginning of the financial year we have managed to deliver a balanced budget through increased income and efficiency savings.

Completion is expected in May 2018 and we anticipate all units will be leased providing new income to the council.

Our planning service and regeneration team, RegenCo brought in £455,000 gross income during 2017/18.

Planning has provided services to: Waverley, Surrey Heath and Hart.

Planning is also working closely with Tandridge and the South Downs National Park Authority.

The ‘Five Councils’ contract is the first time local authorities have looked beyond their immediate neighbours to share services to deliver improved and more affordable services.

CRM development We are investing in our Customer Relationship Management (CRM) system and are prioritising the services that customers find most useful.

Financial reports The annual accounts for EHDC can be found online at www.easthants.gov.uk/accounts

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Priorities for 2018-19 Place

People

Pounds and pence

• Liphook employment site launched and business support and skills policy implemented

• By actively understanding the needs and aspirations of our customers, we will shape our joined-up services to provide clear, simple and efficient access

• Proactive management of our major contracts. e.g. Five Councils, waste and landscape contract, leisure contract

• Economic initiatives to support businesses and develop another Invest For Growth site in the district

• Commercial offers further developed: RegenCo, enforcement, building control and planning (where new products and services help ensure welfare is prioritised)

• Regeneration focus on Whitehill & Bordon delivery including town centre and inward investment

• To review and consolidate existing pay and reward systems where appropriate and introduce further pay and reward mechanisms where needed

• Local Plan review and ensuring highest quality delivery of planning services

• Housing initiatives developed to help provide affordable options

• £30m investment in new and improved sports and leisure facilities

• Enforcement services efficient, effective and clear for customers, leading to a self-funding service and an even better environment for residents

• Marketing strategy to ensure that our organisation is market orientated

• We are focused on welfare and will run initiatives to help support vulnerable people and families. We will also promote active, healthy lifestyles - as well as working with service providers to ensure older people’s needs are being considered

• Getting our audit and governance working in an effective, robust and business-like way with engagement of the Governance, Audit and Scrutiny Committee and other councillors

• New homes and infrastructure built

• Monitor and evaluate service level agreements in place with community organisations to ensure maximum value for residentss

• Property portfolio developed further - balanced risk mix across larger and smaller purchases to gain 5% net yields • Manage the procurement options on waste

• Development and setting of council budget

• Review our Medium Term Financial Strategy in light of any changes in economic and business operations

Keep up-to-date with our progress on social media: /EastHampshireDistrictCouncil

@EastHantsDC

/company/East-Hampshire-District-Council 12

Place

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People

Pounds and pence