Annual Action Plan 2024-2025
An efficient and effective council
Action number | Corporate Plan | Action 2024/25 | 2024/25 Key Milestones / Dates | Lead Officer(s) | Portfolio Holder |
|---|---|---|---|---|---|
25 | Create a positive skilled workforce proud to work for GYBC. We will be a council with a strong reputation to attract and retain good quality staff, acting as a centre of excellence for staff development. | Using the results from the Best Employers Survey and in conjunction with staff feedback, refresh the People Strategy. | March 2025 | Head of Organisational Development
| Governance, Finance and Major Projects |
26 | A constitutional system and processes which support sound governance which are widely understood and support transparency and accountability. | Provide training on the implications of the Procurement Act 2023 in readiness for its implementation in October 2024. | October 2024 | Head of Legal and Governance | Governance, Finance and Major Projects |
27 | Continue to develop a robust approach to business planning and project management which underpins good decision-making. | Review all expenditure and income budgets in 2024/25 and prioritisation of spend areas to inform the 2025/26 budget. | February 2025 | Executive Director - Resources | Governance, Finance and Major Projects |
| Continue to lobby Government for a fair allocation of funding resources in response to demand pressures. | |||||
28 | To strengthen our portfolio of assets which maximise income and/or support service delivery, with a proactive approach to the acquisition of assets to generate income. | Expand the functionality of Concerto system to encompass the compliance elements of the system. Scrutinize and improve working principles in how we approach the portfolio to maximize efficiency and profitability. | March 2025 | Head of Property and Asset Management | Operational Property and Asset Management |
Tender and complete feasibility study regarding GYS depot location and produce options report. | October 2024 | Executive Director - Place | Governance, Finance and Major Projects | ||
29 | To have a digital strategy in place which is customer-focused and moving us towards being a digitally-enabled council with cost effective and responsive customer services. | As part of the PCI DSS compliance project remove assisted telephone payments and encourage customers to self-serve or sign up to direct debit for eligible services. | April 2024
| Head of Customer Services
| Governance, Finance and Major Projects
|
Implementation of Direct Debit facility for Brown Bins. | June 2024 | ||||
| Review and update of digital strategy. | March 2025 | Head of IT, Communications and Marketing | |||
| Commence phased implementation of a new IT system for Environmental Services and Licensing. | December 2024 | Head of Environment and Sustainability | Governance, Finance and Major Projects | ||
30 | A strong financially aware organisation with a financial strategy which supports good decision-making and capitalises on opportunities, giving confidence to external funding partners.
| Ensure strong financial awareness, accountability and governance across the organisation through the delivery of an internal finance training programme.
| January 2025 | Executive Director - Resources | Governance, Finance and Major Projects |
Once the Housing Investment Plan is complete, review the HRA Income Management Strategy and set clear priorities for HRA investment over the next five years. | March 2025 | Head of Housing Assets
| Operational Property and Asset Management | ||
31 | Meet our equalities responsibilities by ensuring that equality sits at the heart of our decision-making.
| Develop and carry out actions for year 3 of the Equality, Diversity and Inclusion Action Plan, with a view to updating further in line with the new Corporate Plan in 2025/26. | March 2025 | Head of Organisational Development | Housing, Health and Communities |
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