Putting residents first
We will deliver excellent services for the benefit of our residents by ensuring budgetary stability and value for money, embracing new technology and developing our workforce.
Ensure financial stability
What we will do | How we will do it | How we will measure it |
|---|---|---|
Deliver a balanced budget every year.
Review services through a structured programme to ensure efficiency and value for money.
Prioritise money towards the areas of greatest need and impact.
| The required budget savings over the next four years will be delivered through the Blueprint Uttlesford programme, through which every council service is being reviewed. Savings will come from a combination of increased income and budget reductions.
The Medium Term Financial Strategy (MTFS) for 2025 to 2030 demonstrates a need to reduce the net the General Fund budget by £7.5 million, once year 1 Blueprint Uttlesford savings are taken into account. | A separate workstream of benefit realisation and cost control has been established and will be led by the Director of Finance and Revenues and Benefits. This will ensure financial changes are logged and maintained.
The financial position of the council is reported on a regular basis to Cabinet and annually the budget and MTFS are approved by Full Council. |
Use commercial assets to fund services
| What we will do | How we will do it | How we will measure it |
|---|---|---|
Manage the commercial asset portfolio to maximise income for the council to be used on services for residents.
Review the portfolio to ensure it represents best value for the council. | The commercial asset portfolio generates income to support the council's services. Regular reviews will continue to be undertaken to ensure it still provides the best value. | The CIPFA Prudential Code requires an annual report on commercial investments and option appraisals. This report will be presented to the Investment Board and as necessary to Cabinet and Council. It is due in April 2025. |
Enhance digital access and innovation across council services
| What we will do | How we will do it | How we will measure it |
|---|---|---|
Consider emerging technology, such as AI, when redesigning services.
| Through the Blueprint Uttlesford programme and the ICT Business Plan, service reviews will include consideration of the best way to deploy value for money technology to ensure we can continue to deliver the services on which our residents rely.
| Through the ICT Business Plan, we are beginning to make use of robotics and artificial intelligence to streamline routine tasks and processes, for example using a bot to register IT Helpdesk calls. Each Blueprint Uttlesford review has a set review methodology and template. Through this it will be possible to demonstrate how technology has been used to maintain or enhance service delivery. The Blueprint Uttlesford programme will last for 4 years |
Review our online services to ensure they are helping residents do what they need to do, within the council's financial constraints. | We will implement enhanced technology including the use of AI to improve customer service. | Procure and implement AI systems through the Blueprint Uttlesford transformation programme, considering service requirements during each review, This programme runs until the end of 2027/28. |
Further develop a skilled, motivated and diverse workforce
| What we will do | How we will do it | How we will measure it |
|---|---|---|
Review our recruitment, onboarding, induction and retention processes to ensure we attract and retain a workforce that is representative of our community. Promote an inclusive workplace to help us recruit the best people in line with our values and behaviours
Ensure our learning and development offer is accessible to all, affordable, efficiently delivered and aligned to emerging developmental priorities. | We will monitor progress against the activities set out in the Workforce Action Plan and will use self and external assessments to measure success such as Disability Confident (on GOV.UK) and Armed Forces accreditation, an increased number of candidates for jobs, a reduction in staff turnover rates, targeted training for our priority areas and improved compliance with mandatory training
We will produce a Member Development Strategy to ensure all councillors have the necessary skills and knowledge to perform effectively in their capacity as elected representatives of the local community. | This priority will be delivered through the Workforce Plan and Action Plan 2023-2027, which will be regularly reviewed and updated according to corporate priorities and engagement with staff.
The Strategy will go to Full Council by May 2025 for approval following discussion and recommendation at Audit and Standards Committee. A training programme will then be |
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