Hull City CouncilCorporate Plan 2018-2022

Over the past fiveyears Hull hastransformed into anationallyrecognised andcelebrated city, whileat the same timeresponding to all ofthe challenges facedby the public sector. Hull is rapidly moving towardsbecoming a net contributor to theregional economy. Delivery of GreenPort Hull and UK City of Culture 2017,have provided a platform that has set intrain an economic investment profile torival any city in the NorthernPowerhouse and Yorkshire DevolutionAgenda. Population, the economy andvisitor numbers have also continued togrow, all of which has led to a newdegree of confidence and self-belief.

Challenges remain in Hull for thosemost vulnerable or ‘distanced’ fromengagement and excluded from thebenefits of economic success.Demands on key services such aschildren’s and adults’ social care,housing, transport and education alsocontinue to grow. This places evergreater strains on budgets, whichcontinue to reduce due to year on yearreductions in government funding.

The council does not face thesechallenges alone – they are an issue forthe entire city and region. The size ofthe budget gap, public sector fundingpressures including changes to ourfunding and increased demand for

services mean that we cannot continueto run the council in the way that wehave done given the reduction in grantfunding from government. Some thingswill need to change with partnershipworking and innovate approachesbecoming increasingly important.

In response the council will continue toreshape its services, looking at ways inwhich we can deliver services andachieve better outcomes moreefficiently and in new ways.Increasingly this will involve closerworking with partners across all sectorsto find joint solutions. It will also enablemaximising the value of public spend tothe local economy, alongside greaterefficiencies through closer workingacross public sector organisations.

This Corporate Plan sets out our overallvision, priorities and values for the nextfour years. This will guide everythingwe will do as an organisation and howwe will go about it as we work towardssecuring a positive and sustainablefuture for the city, through decisiveleadership and the development ofinclusive partnerships andcommunities. It focuses on majorissues that require specific attentionrather than listing every activity that weundertake. The Corporate Plan helpsus target limited resources andprovides a framework against which wecan assess our progress.

In doing so, we will work jointly withpeople and organisations to tackleinequality and focus on thefundamentals: providing reliableservices, building resilient andconnected communities, supportingemployment and decent jobs,protecting the public especiallyvulnerable people, reducing our impacton the environment, adapting to climatechange, and the health and wellbeing ofthe population.

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Foreword

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Corporate Plan

� Yorkshire’s Maritime City – Hull is the mosturban, densely populated and diverse localauthority within the Humber and Yorkshire’sonly port-city. With major sporting teams, retail,hospitality, and leisure facilities, it has a reachof over 500,000 and over 30,000 peopletravelling into Hull to work every day.

� A Place to Call Home – we provide services toover 260,700 people who live in Hull, and haveseen continuous growth over the past 10 years.Every year we’re expecting that to grow bymore than 400 households through continuedhouse building.

� Growing Economy – Hull’s economy is worth£5,594 million, and its economic contribution

per head of population is greater than theregional average, and provides employment to120,000 people.

� Creating Inclusive Growth to Benefit All – Hullis the third most deprived local authority inEngland with over 20 per cent of all householdsbeing workless and 13 per cent of householdsliving in fuel poverty.

� A Learning City – we’ve over 19,400 primaryschool children, 13,200 secondary schoolchildren, and over 15,000 university students.

� Managing Demands – rates of children in needand looked after children are bothapproximately twice the national average.

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Hull in Numbers

� Proud of our City – 71 per cent of residents areproud to live and work in Hull, with 77 per centof residents thinking Hull City Council isworking towards a better city.

� Environmentally Sustainable – each year wecollect over 108,500 tonnes of householdwaste and are able to recycle 49.5 per cent(53,800 tonnes) to help save the environment,this is the highest rate for any city in the UK..

� Providing Homes – we’re responsible for over24,500 homes, and every year we work withmore than 4,500 people to prevent them fromending up homeless.

� Taking your call – we receive over one millioncall centre calls per year asking for helpthrough our call centre and are constantlyworking to improve digital and web services.

� Managing with less – between 2010 and 2020,the council will have lost over £130m, or 55 percent, of government funding. By 2020/21 weexpect funding for all spending to come fromlocal sources with the Government topping thisup only where necessary.

� Investing in the future – since 2013 the Councilhas invested in developing the city, with acurrent three year programme of more than£350m in roads, leisure, housing, education,digital and many other improvements.

� Hull’s Population – 6 per cent (158,900) areworking-age, 24 per cent (63,100) are schoolage, and 15 per cent (38,700) have reachedthe national age of retirement.

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Corporate Plan

This has been achieved while the council hasfaced ongoing reductions in funding. The councilwill continue to spend over £600m every year onservices, but will need to adapt to meet thegrowing costs of providing children’s and adultsocial care services. This will mean that somethings will have to change, some may stop, butalso taking advantage of opportunities to do thingsin new and different ways.

We will be increasingly working with individualsand communities to deliver better outcomes byproviding preventative services rather thanspending money on putting things right oncethey’ve gone wrong. In this context the role of thewider voluntary, community and social enterprisesectors will become increasingly important indeveloping community - based assets.

The council's key challenge is responding to thesignificant increase in the gap between what itneeds to spend and how much money it hasavailable. The council, and city, as Yorkshire’s onlymajor port faces specific challenges andopportunities in relation to exiting the EuropeanUnion. There are also a wide range of furtherchallenges as well as opportunities:

� Maintaining key infrastructure and improvingthe environment.

� Improving economic productivity, skillsand education.

� Devolution and the role of cities.

� Climate change and living with water.

� Rising service demands and expectations ofadult and children’s social care services.

� Income inequality and impacts of welfare reform.

� Digital access and the provision ofonline services.

� Working more efficiently within the council andacross partnerships.

� Simplifying processes and improving the useof data.

� Future funding of local government.

In responding to these issues over the lifetime ofthis plan we will not only look at the ways in whichwe provide services, but also consider how ourrelationship with people and communities inproviding those services needs to change.Increasingly, we will shift from focussing onservices that we provide by ourselves to those thatare either provided at no cost to the council or areaccomplished in partnership with others.

Based on these key challenges, risks andopportunities, three overarching themes havebeen identified for the council’s priorities over thenext four years.

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Hull City Council:Fit for the FutureHull, and the council, have been incrediblysuccessful in taking advantage of opportunities,rapidly responding to public funding challenges,and working with partners to improve outcomes.

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Corporate Plan

Our Vision

Hull CityCouncil will:

Deliver economic growththat works for all

Create inclusive, resilientand safe communities

Deliver organisationalexcellence by working inpartnership

OurPriorities:

� Investing in infrastructure,housing, highways andthe local environment

� Delivering sustainedcultural and leisuregrowth

� Playing a leading role indevolution for Yorkshireand the North

� Creating a healthy, safe,and environmentallyfriendly city

� Improving health andwelfare

� Supporting children andfamilies

� Championing education,training and employment

� Ensuring financial andsocial inclusion

� Working with people andcommunities to liveindependent and safelives

� Improving access throughdigitally enabled services

� Developing new ways ofworking in partnership

� Making the best use ofour assets and budgets

Our City’sOutcomes:

� Investment andemployment will continueto grow, providingopportunities for all

� Hull will increase itscultural offer and thevalue of visitors andtourism to the city

� Public spaces will beclean, vibrant,sustainable, and adaptedto respond to climate andenvironmental changes

� Hull’s industries andcommerce will flourish ina safe and fair tradingenvironment

� Families andcommunities will feel safeand supported to liveindependent lives inquality housing

� Children and youngpeople will have positivemental health andwellbeing and will thrivein their communities

� People will have the skillsand qualifications to fulfiltheir aspirations for workand life

� People will be moreactive, leading healthierlifestyles and improvinglife expectancies

� People will have a betterexperience wheninteracting with ourservices

� People will receiveseamless services acrossHull’s public servicesthrough joint working andcommissioning

� Staff will be healthier,more skilled, and haveimproved tools to deliverbetter services

� Improved outcomes willbe able to be deliveredfor the same or less costs

We will dothis by:

� Working with respect andintegrity

� Focussing oncommunities, residentsand visitors

� Valuing diversity andequality

Securing a positive and sustainable future for the city, through decisive leadershipand the development of inclusive partnerships and communities

Hull City Council: Plan on a Page

We have around 8,000 small and medium sizedbusinesses (SMEs), and are home to a number ofFTSE 100 companies.

People who work in good jobs generally livelonger, have good mental health and healthierlives. Successful and innovative businessescreate wealth, provide well paid jobs and makeprosperous towns and cities. Ensuring Hull has awell-educated and skilled workforce, suitablebusiness sites and premises and high-qualityinfrastructure will help build an economy thatworks for us all.

We’ve made great progress in reducingunemployment by 7,000 since the launch of theCity Plan, but we still need more good jobs. Ourgrowing population means that we need another6,000 jobs to reach the national averageemployment rate. Development of a moreinclusive economy in which everyone can play apart and get a fair share of the rewards. This willrequire ongoing skills development and makingsure that the jobs created are good, secure,rewarding and well paid.

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Delivering Economic andInclusive GrowthHull’s economy is worth £5 billion. The city is theeconomic driver for the sub-region and with atravel-to-work population of over 550,000 itspopulation is forecast to grow by over 25,000 overthe next ten years.

Investing in infrastructure,housing, highways and thelocal environmentWe are working with all of the Yorkshire andNorthern Powerhouse authorities to improve ourinfrastructure to support economic growth andmake sure Hull continues to benefit from theincreasing amounts of national money coming intothe region.

Hull has significant commuter numbers flowinginto the city from the East Riding, with more than30,000 people travelling into the city each day forwork and business. Improving transport linkslocally, across the North and the UK means morerail and road improvements to get Hull properlyconnected into the mainline systems. We willlobby hard to make sure the city benefits fromimproved trade and connections nationally andinternationally, creating economic growth for Hulland across the North of England. This will includedelivery of the A63 / Castle Street programme, aswell as seeking improvements to east-west railconnections.

Hull's Local Plan sets out a spatial vision andstrategic priorities that provide a framework thatwill enable the city to seize the opportunitiesavailable. The priorities and local planning policiesbalance the conflicting demands of supportinghousing and economic growth, whilst activelyprotecting the city against the impacts of climatechange. The council's work with the EnvironmentAgency, Yorkshire Water, the RockerfellerFoundation, Arup and key developers on theLiving with Water and the City Water ResilienceFramework programmes will be fundamental toprotecting the city and its residents from the risk ofclimate change and flooding. Hull's approach tohousing will help to avoid families moving away foreducation and employment by ensuring theavailability of a broad mix of properties within thecity.

The Council is a significant social landlord in thecity and, with over 24,500 Council homes,recognises that, in order to provide a housing offer

which meets the needs of everyone, all parts ofthe housing system must work together. Inrecognition of the relatively low land anddevelopment values in certain parts of our city, in2015, the Council entered into a city-wideDevelopment Agreement to bring forward anumber of sites across the city for residentialdevelopment. This partnership approach todevelopment with Compendium for the Ings areaand with Keepmoat Homes for the Newington andSt Andrews area will deliver over 4,000 newhomes across neighbourhoods identified forrenewal.

Priorities for action:

� Work with city region, national partners anddevelopers to increase investment in ourtransport infrastructure, maintain and improveHull's road, rail, digital, and low carbon energynetworks and improve air quality.

� Target our capital programme on increasingbusiness growth opportunities.

� Encourage private sector investment byreleasing assets and using commercialproperty assets to generate income to supportthe provision of council services.

� Develop strategic employment sites such asAlbion Square and Enterprise Zones to supportnew and growing businesses.

� Develop and showcase potential developmentopportunities, projects and activity to ensurewe are well positioned to attract national andinternational investment funds.

� Deliver new homes and investment incommunities and neighbourhoods.

� Regulate business in a way which supportsand allows growth without compromisingnecessary legal compliance.

� Work with partners on the development of thecity’s ‘Living with Water’ approach to floodprevention.

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Corporate Plan

Delivering sustained cultural andleisure growthDuring 2017, Hull has seen the enormous benefitsthat the culture and visitor economy can providefor the city and its residents. This was a seminalyear for Hull with over 5.3 million visitors to thecity, the knock on effects to the economy throughadditional spend, hotel bookings, increased inwardinvestment, along with the impact on pride, healthand well-being of our residents.

We will continue this work to ensure that Hull isknown across the UK and beyond for its uniqueheritage and culture – a city with fascinating,world-class places to visit and great things to do.We are aiming to treble visitor numbers andencouraging more residents to take part in Hull’srich and varied future, leisure and sportingactivities.

Our year as UK City of Culture 2017 has providedan amazing platform from which we will continueto develop new opportunities long into the future.During Hull's UK City of Culture year more than 90percent of local residents engaged in at least onecultural activity during the year, with a 30 per centrise in the total number of tickets sold for events inthe city.

Priorities for action:

� Develop a five year strategy with an ambitiousoverall aim to grow the visitor economy acrossHull and East Yorkshire to £1 billion by 2024.

� Support improved retail, eating, hospitality andresidential opportunities in the city centre.

� Deliver the Active Travel Strategy supportingthe cycling and walking culture within the cityand reducing our impact on climate change.

� Develop a strong international element in ourcultural programme, reflecting the influence ofScandinavia and Northern Europe, and of Hullas a maritime city.

� Support physical activity, sport participation andarts audience development with disadvantagedgroups, and increasing co-ordination acrossthe various partners.

� Improve Hull’s arts, leisure, museum, andlibraries facilities to ensure that they areaccessible to all.

� Develop plans for a new contemporarydance/creation space and a new independent‘Hull Dance’ organisation.

� Support the Hull Music Hub and the LocalCultural Education Partnership to fosterchildren’s artistic talents creating newopportunities for young people.

� Deliver the "Hull - Yorkshire’s Maritime City”programme transforming the MaritimeMuseum, providing a collections store at theDock Office Chambers, and creating a visitorcentre for the Arctic Corsair and the SpurnLightship at the “North End Shipyard”.

Playing a leading role indevolution for Yorkshire andthe NorthWe will continue to champion the development ofthe Yorkshire Devolution deal, Transport for theNorth and the Northern Powerhouse Partnershipto increase the impact and contribution of theNorth of England to the UK economy by bringingthe individual cities, regions and counties closertogether, so that the whole of the north has agreater economic input than its separate parts.

This will include setting out clearly Hull's 'asks'from government that will include investment inHull's Cruise Terminal, skills development, andsupport for key sectors (renewables,manufacturing, healthcare, digital, ports andlogistics, and the agricultural economies).

Priorities for action:

� Successfully deliver a 'city deal' for Hullbringing increased investment and opportunityfor Hull.

� Work with our Yorkshire and NorthernPowerhouse partners to secure greaterdevolution and powers for the area securingincreased investment, transport connectivity,and local-decision making to the region.

� Support the Local Enterprise Partnership’sresponse to the Industrial Strategy, which willboost local productivity and skills.

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Creating a healthy, safe, andenvironmentally friendly cityWe will ensure that people in Hull are healthy andhave access to appropriate and good qualityhousing. This will include supporting city centrehousing growth, and the provision of appropriateaccommodation to support all of our residents.We will also create a low carbon, environmentallysustainable city that reduces its impact on theenvironment through the use of clean technologiesand reducing the amount of waste that goes tolandfill.

Nationally and locally crime rates have reducedover the past five years. But crime againstvulnerable people, including domestic violence, isan issue and too many of us still worry about anti-social behaviour. Improvements to road safetyand actions to address dangerous driving canmake a real difference to how communities feelabout the place they live in. We need to createplaces where we all feel safe. We will worktogether with the Police and Crime Commissioner,Humberside Police, City Safe, residents and otherpartners to prevent crime and anti-socialbehaviour, address road safety and supportvulnerable people.

Priorities for action:

� Improve the provision of housing includingbringing long term empty homes back into use,building new affordable homes, and improvingthe Council’s own housing stock through aprogramme of upgrades and maintenance andprovide the best possible service to tenants.

� Prevent people in the city from becominghomeless through providing advice andalternative housing options.

� Commission services to vulnerable people thathave pathways to address mental health issuesat first point of contact.

� Improve the standard of private housing in thecity through advice, grants and enforcementand supporting people’s ability to liveindependently through adaptations andimprovements to their own homes.

� Promote the provision of a range of privateresidential accommodation in the city centre tosupport growth in the evening economy.

� Maintain street and area cleanliness exploringnew and alternative approaches to improvingthe environment.

� Provide efficient and effective waste collectionservices and reduce the amount of waste sentto landfill.

� Protect the environment and improve air qualityin the city by implementing environmentalinitiatives and through effective regulationachieving the targets set out in the Air QualityStrategy.

� Work with Humberside Police to reduce crimeand improve safety including renewal of thecity’s closed circuit television system.

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Corporate Plan

The challenge for Hull remains to continue todeliver economic growth, whilst ensuring thatthose furthest away from employment are not leftbehind, with equal weight being placed oninclusive, “good” growth that benefits all of ourcommunities. This will be particularly important inorder to provide community resilience, as well aspreparing for the full roll out of Universal Credit inHull during autumn 2018.

There remains significant issues of poverty, healthinequality and deprivation in the city. Low pay isan increasing problem, with people caught in atrap of low pay and low skills, with limitedopportunities for career progression. Oureducation and skills system needs to respond tothe challenges of the new economy, and we needto continue to make progress in improving our

schools so that they are equipping young peoplewith the education, attributes and awareness ofopportunities they will need to be ready for workand to succeed in the work place.

Hull has increasing demands from children inneed and referrals to social care from those inneed of support and care. Equally, as the olderpopulation continues to grow, support and careneeds escalate. The complexity of looked afterchildren's cases, and demands on the nationalsystem of care, over the past year has meant agreater need for demand management andfocussing resources on intervention to supportfamilies at an early stage. While, for older people,the health system is struggling to cope with risingdemand due to an ageing population with longerperiods of ill-health.

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Creating inclusive, resilientand safe communitiesHull's economy is steadily improving, butnot everyone is benefiting fully from thiseconomic success.

Improving Health and WelfareWelfare reform and the roll-out of Universal Creditwill bring fresh challenges for financial, social, anddigital inclusion as those in most need through thebenefits system will need to adapt. This will placeincreased responsibilities on individuals tomanage scarce resources, which may lead togreater levels of debt and housing rent arrears iftrends seen elsewhere are replicated in Hull.

Hull will develop new ways of responding to acuteshocks, such as single incidents of floods andwinter flu epidemics, as well as long term stressessuch as climate change and health in old age. Byaddressing both shocks and stresses, a citybecomes more able to respond to adverse events,and is better able to deliver basic functions in bothgood times and bad, to all communities. Longterm planning and adaptation of services, such asthe ‘Living with Water’ approach to the builtenvironment will help to ensure communities areable to adapt to climate change.

Priorities for action:

� Embed a Community Asset Based Approachinto health improvement activity and futuremodels of delivery to support communityresilience.

� Embed integrated commissioning to deliverdifferently in terms of health improvement,wellbeing and prevention.

� Deliver the Health and Wellbeing Strategy andPlace Based Plan outcomes in partnershipswith our public sector partners.

� Protect the health, safety and welfare ofresidents and visitors to the city through theprovision of services and the effective use ofregulatory powers.

� Lead the delivery of campaigns to improvemental health and reduce stigma includingdelivery of the Hull Conference in 2019 linkedto Time for Change.

� Improve life chances for all by addressinghealth inequalities through ‘A Healthier Place toLive’ strategy for Hull.

� Work in partnership with the voluntary sector tosupport Hull to be a Sustainable Food Cityincluding membership of the Hull Food Charter.

Supporting Childrenand FamiliesWe have a statutory duty to protect children and toprovide early help where there are identifiedconcerns and to prevent problems escalating.These are the most challenging and complexresponsibilities of a council. We have investedhugely in supporting families where children are ‘inneed’ and on child protection and tackling issuessuch as child sexual exploitation, domesticviolence and elder abuse.

We will not shirk our responsibility to make toughjudgement calls and take decisive action to protectindividuals and the rigorous analysis and decisionmaking that requires. We will constantly reflectand review work we have undertaken and seek toimprove practices. We will engage all sectors ofour community and partner agencies to tacklewhat is an issue for all of us. Crucially we will worknot just to ensure that people who become victimsreceive support but to build resilience andconfidence among young people and vulnerableadults so that they can protect themselves.

Priorities for action:

� Ensure children are ready for school byproviding early help and support and access tofree nursery provision.

� Work with families facing serious problems tohelp them turn their lives around through ourearly help programmes which join up supportacross agencies and focus on the needs of thewhole family.

� Continue to provide and develop healthynutritionally balanced school meals supportinghealth and learning outcomes.

� Provide a better, quicker response to youngpeople and their families in mental health crisis,including delivery of the Head StartProgramme.

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Corporate Plan

� Work with partners to tackle child sexualexploitation, domestic violence, humantrafficking and all forms of extremism.

� Deliver a Demand Management Strategythrough a strengthened locality model.

� Improve outcomes for looked after children andthose with special educational needs ordisabilities.

� Continue to provide young people with a voiceand influence through the Youth Parliamentand involvement in decision making.

� Develop travel policies to support young peopleand care-leavers access opportunities.

Championing education, trainingand employmentHull’s relatively low skill levels and higher thanaverage unemployment rates are long termchallenges for Hull. Whist both have significantlyimproved over the past five years, Hull still has ahigh proportion of its population with no skills(9.8%).

We will work with businesses, the University ofHull, colleges and training agencies so peoplehave the right skills to get a job, throughapprenticeships, training and learningopportunities. We will also help businesses to findthe skilled people they need to develop and grow,and work with people to support their ongoinglearning and development throughout theirworking lives. We have strong social enterprises

(not-for-profit, often community basedorganisations) in the city that offer a steppingstone for people out of poverty, inspire communityaction and invest in neighbourhoods.

This priority will help us deliver our employmentand skills equality objective, focused on promotinginclusive growth by making sure those mostdisadvantaged in the labour market are able to getthe skills they need to access good jobs.

Priorities for action:

� Work with all partners to improve educationoutcomes for all young people, throughcollective evaluation and setting priorities foraction from Early Years to Higher Education.

� Develop plans for an employment /apprenticeship guarantee for all young peoplein Hull entering the work environment.

� Promote the uptake of the pupil premium,breakfast clubs and out of schools clubs tosupport disadvantaged families.

� Extend support for youth entrepreneurship andprovide opportunities for enterprise educationactivities in all schools and colleges.

� Include ‘social value’ benefits for residents andthe city in all contracts including requiringcontractors to provide quality work experienceand apprenticeships for young people.

� Work with partners to make full use of theapprenticeship levy so that our young peoplebenefit by having more choice and opportunity.

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� Work with the Humber Local EnterprisePartnership, the University of Hull, businesses,education partners, and colleges to make sureeveryone can get the skills they need.

� Make Hull a place of learning by supportingpeople to develop skills and knowledge to gainand improve their employment opportunities.

� Grow and enhance SME’s growth potentialthrough targeted investment, financial adviceand support.

Ensuring financial andsocial inclusionWe want Hull to be a fair city where people are notsocially, financially or digitally excluded andinequalities are reduced as much as possible.Economic inequality is closely linked toinequalities in health, well-being, employmentstatus and housing, which means that despite agrowing economy some people face multiplechallenges in their daily lives compared to others.

We will ensure that services are continuallyreviewed to understand their equalities impactsand that mitigating actions are put in placewherever possible. We will also continue tosupport work to reduce fuel poverty throughimprovements to our housing, and collectivepurchasing of energy, and the development ofdistrict heating schemes. We will endeavour to

ensure education, skills and training provision isaccessible with flexible support for those whoneed it most.

We will continue to work with local partners, suchas Hull and East Riding Credit Union (which hasalready saved the people of Hull and itssurrounding areas an estimated £13 million ininterest charges that they would have paid if theyhad taken equivalent loans from doorsteplenders), to support local residents with theprovision of ethical and affordable financialservices. This will help a wide range of peopleincluding people in work and those relying onbenefits with the aim of being the fairer high streetalternative that encourages and promotes realfinancial inclusion.

Priorities for action:

� Provide face-to-face service locally by makingprovision available through outreach, localityand mobile working as well as giving digitalaccess in venues across the city and directsupport to citizens at the Wilson Centre.

� Develop a wide range of financial services tosupport the inclusive economy element of theCity Plan, including further promotion of theCredit Union, energy switching, and provisionof appropriate financial advice.

� Develop financial support projects that supportfamilies on low incomes.

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Corporate Plan

Working with people andcommunities to live independentand safe lives.All of us need care and support in our lives. Mostof the time that will come from our families, friendsand the communities we live and work in.

Alongside our statutory duties to provide care andsupport for older people, we will actively work withindividuals and communities to help maintainindependent living through support, care, andhome adaptations wherever possible.

Priorities for action:

� Deliver improvements to Adult Social Care byproviding alternatives to residential and nursingcare so people can live closer to theircommunities and take part in community life foras long as possible.

� Work with people, their families andcommunities to build on the support and assetsthey already have around them.

� Develop the use of new technologies, buildingon the success of the assistive technologyhouse, to make best use of emergingopportunities in digital health technology.

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Delivering organisational excellenceby working in partnershipWe want to continue to be an efficient, effective andproductive council, open and transparent in all we doand working hard for the entire city.

� Deliver a seven-day integrated system inpartnership with the National Health Servicethat helps people to regain and maintain theirhealth, wellbeing and independence andprevents unnecessary admissions to hospital.

We’re proud of what we do in working with people,partner organisations and communities to helpimprove our city and the lives of all who live here.We want to be as enterprising, energetic andextraordinary as the place we work for and thepeople we serve.

We need to make sure we are using all the city'sresources to deliver the priority outcomes laid outin this plan: better skills, more good jobs and agrowing economy, a great start and good schoolsfor all our children, better health, better lives, safe,clean and active communities and affordabledecent homes.

The role of the council, as civic leader andchampion of our city, is crucial to sustain andimprove prosperity and to make sure we cancontinue to support the most vulnerable people inour communities.

Ensuring we all work together as part of TeamHull. We need to continue developing our diverseand committed workforce so we are alwayspassionate, positive and flexible in delivering ourpriorities and honest and respectful in the way wework with people and organisations.

The council, working with local partners isincreasingly delivering joint services. This meansthat we need to think very differently about theways in which we provide services and work withpartners and Hull's communities. Flexible workingand the adoption of WorkSmart principles will be adriving force to achieve this.

We will continue to provide hundreds of day to dayservices, from being a landlord, cleaning thestreets, to delivering huge projects worth hundredsof millions of pounds. It isn’t just what we do, buthow we do it that will also need to change.

Improving access throughdigitally enabled servicesWe will modernise the council’s online services, toenable residents and visitors to select onlinefunctionality for interacting with the council andprovide access to the skills and technologies thatenable active participation. This approach will helpto empower people to take greater control ofservices, by giving them digital access to apply forservices or provide updated information 24 hoursa day, whilst still giving face to face serviceswhere appropriate.

We will communicate with, consult and involve thepeople of Hull in our work more. We will use thisinsight and evidence to make sure our policiesfocus on doing the right things to really tacklesome of the challenges we have outlined in thisplan. This will include providing opportunities forour citizens to shape, design and deliver theactivities and services they need.

We will develop a digital first approach to managethe demand for our services, introducing onlinefacilities to encourage our citizens to helpthemselves, and continue to support those whoneed help to access services.

Priorities for action:

� Deliver the new digital strategy and customerprogramme providing digital self-servicesolutions for residents, businesses, and visitorsby making use of smart technologies.

� Increase the use of digital platforms andsystems to provide services that are accessible24 hours a day.

� Increase the use of data to improve serviceprovision, including ensuring that assets arefully mapped and that personal data is heldsecurely.

� Support the development and roll-out of super-fast broadband to businesses andcommunities.

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Corporate Plan

Developing new ways of workingin partnershipWe will work with other organisations andbusinesses so that we continuously learn frombest practice and make the most of Hull’s finiteresources. We will use our community leadershiprole to influence, negotiate and try new, moreeffective ways of working. We will do thisregionally, nationally and internationally.

This new found confidence in ourselves, and frompartners, will also support us in working oninnovative initiatives such as Leading Places withthe Local Government Association to improvecommunity leadership skills across the city. Wewill shout about the great things that arehappening in Hull, and build on Hull’s reputation tofuel further investment and confidence in the city.

This will include celebrating the changing cultureand diversity of Hull and the council, by ensuringthat we support community cohesion andintegration through the way in which we engage,commission, and provide services.

Priorities for action:

� Investigate opportunities to align public sectorbudgets, along with sharing services andfacilities with other organisations where thisdelivers benefits to our city.

� Firmly establish our joint commissioningprocesses with NHS Hull ClinicalCommissioning Group through the Committeesin Common to support closer working.

� Continue to improve services, includingchampioning equalities and diversity, throughexternal challenge and review includinglearning from Ofsted and Care QualityCommission inspections and LocalGovernment Association peer challenge.

� Develop joint marketing campaigns to addressthe issues around health inequalities to enablethe public to make informed choices forthemselves and their families.

� Continue to improve public participation in localdemocracy through area based working,resident and business consultation, access topublic meetings and membership of the YouthParliament.

� Actively support the delivery of the Voluntaryand Community Strategy to deliver itsoutcomes.

Making the best use of ourassets and budgetsThe amount of money that the council has todeliver services continues to reduce due to cuts ingovernment funding. By 2022, we are likely to bea smaller organisation with a smaller budget. Wemust make sure that we always use all ourresources wisely, including our money, staff,technology, information, facilities, assets andbuildings and attract external grants andinvestment wherever possible to support delivery.We will continue to reduce property costs byimproving our use of offices, having alreadyachieved a 50% reduction since 2011.

Priorities for action:

� Actively seek external funding and grantswherever possible to help deliver localprogrammes and increase funding within thecity.

� Increase investment to enable services tooperate on-site and flexibly to customer needs,enabling improved work-life balance, and therationalisation of office accommodation withstaff able to mobile work across offices, off-siteand from home.

� Move towards digitising all documents sent tothe council to support smarter and flexibleways of working and reduce the need fordocuments to be physically stored.

� Align the use of properties with partners toencourage flexible use and enable investmentor disposal as appropriate.

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MeasuringSuccessEvery year we update our financial andbusiness plans to make sure that the prioritiesand actions remain relevant.

If we are successful in delivering ourpriorities, we will see sustained improvementsin the following measures of our performance.We will report our progress to councillors andto local people every three months.

19

Corporate Plan

Q4January toMarch

Q1April toJune

Q2July to

September

Q3October toDecember

Final Budget

Service Planning

Budget Consultation

Performance Review

Budget Closedown

Performance Review

Budget Planning

Service Review

Hull City CouncilCorporate Plan 2018-2022

3733 - Produced by Corporate Marketing