Corporate plan
priorities – key deliverables review
September 2025
Introduction
Local government reorganisation
The recent corporate peer challenge and the ongoing local government reorganisation (LGR) discussions prompted a review of the key deliverables in support of the Council’s priorities to ensure our ambitions are balanced with our capacity and that our capacity is focussed on the right activities.
The Corporate Plan and Future New Forest remain the agreed policy frameworks and ongoing service delivery continues to be central to ensuring the needs of our residents are met.
These deliverables have been kept under review with this document reflecting the current position. Where activities can be delivered within existing capacity and as part of ongoing team work programmes these have now been highlighted as ‘business as usual’ (BAU) and will be removed from this list in future reviews. Delivery of these will be monitored through normal business planning and performance arrangements.
Status
The delivery activities within each of the corporate plan themes have been initially assessed and categorised on the following basis:
|
|
|
|
|
On track to be delivered |
|
|
|
|
|
Move to BAU |
|
|
Helping people in the greatest need and creating balanced, resilient and healthy communities who feel safe and supported with easy access to services.
Helping those in our communities with the greatest need
|
Delivery activity |
|
|
|
Community forum |
|
|
Universal credit rollout |
|
|
Careline digitalisation |
Empowering our residents to live healthy, connected and fulfilling lives
|
Delivery activity |
|
|
|
Cultural strategy |
|
|
Cultural strategy (implementation) |
|
|
CCTV expansion |
|
|
Community grants (annual) |
Meeting housing needs
|
Delivery activity |
|
|
|
Homelessness strategy |
|
|
Social Housing Decarbonisation fund bid wave 3 |
|
|
Tenant satisfaction survey part 2 |
|
|
Social Housing Regulation Act (Implementation) |
|
|
Private Sector Housing strategy review |
|
|
Affordable Housing Delivery action plan |
Place
Delivering growth, opportunity and services that shape our place now and for future generations, within a unique environmental context, to ensure we remain a special place to live, work and visit.
Shaping our place now and for future generations
|
Delivery activity |
|
|
|
Local Plan (issues and options) |
|
|
Dibden Bay planning response |
|
|
A326 upgrade |
|
|
NEW – Community infrastructure levy (CIL) Community led projects |
|
|
NEW – Community infrastructure levy (CIL) Strategic projects |
Protecting our climate, coast and natural world
|
Delivery activity |
|
|
|
Public space protection order (PSPO) Review |
|
|
Air quality strategy |
|
|
Air quality strategy (implementation) |
|
|
Emergency planning and business continuity review |
|
|
Christchurch Bay flood/coastal erosion risk management (FCERM) approval |
|
|
Hurst Spit to Lymington |
|
|
Climate and nature emergency strategy and action plan |
Caring for our facilities, neighbourhoods and open spaces in a modern and responsive way
|
Delivery activity |
|
|
|
Waste Strategy mobilisation and rollout |
|
|
Bartec in cab technology rollout (Waste) |
|
|
Review of street scene, including technology* |
|
|
Hardley depot move |
|
|
Marsh Lane depot essential works |
|
|
Ringwood depot expansion |
|
|
Review of commercial waste |
|
|
Simpler recycling legislation |
|
|
Open Spaces review |
|
|
Parking strategy |
*Previously included in Bartec rollout
Prosperity
Promoting a strong local economy that delivers its inclusive aspirations through effective partnerships, attracting investment, and increasing skills and employment opportunities.
Maximising the benefits of inclusive economic growth and investment
|
Delivery activity |
|
|
|
Economic strategy / prospectus |
Supporting our high-quality business base and economic centres to thrive and grow
|
Delivery activity |
|
|
|
Totton Masterplan |
Championing skills and access to job opportunities
|
Delivery activity |
|
|
|
Employment and skills strategy |
Future New Forest
Being an employer of choice
|
Delivery activity |
|
|
|
People strategy |
|
|
People strategy (implementation) |
Being financially responsible
|
Delivery activity |
|
|
|
Financial regulations update |
|
|
Strategic Asset review (inc. Lymington Town Hall, community assets) |
|
|
Strategic Asset implementation (SAMP action plan) |
|
|
Appletree court (ATC) essential works project |
|
|
NFEC Future arrangements |
|
|
Claymeadow depot Future agreed |
|
|
Eling Tide Mill (urgent works/repairs) |
|
|
Transformation business case revisit |
Designing modern and innovative services
|
Delivery activity |
|
|
|
Digital strategy (delivery) |
|
|
Digital Transformation: Customer platform |
|
|
Digital Transformation: Data platform |
|
|
Digital Transformation: Housing Maintenance |
|
|
Digital Transformation: Asset Management software |
|
|
Digital Transformation: Regulatory Services software |
Other corporate activity
|
Delivery activity |
|
|
|
Elections |
|
|
Scheme of Delegations update |
|
|
Business Planning Framework |
|
|
Member development (proportionate to LGR context) |
|
|
Devolution |
|
|
Local Government Reorganisation Programme |
|
|
New - Programme Management Office |
