Efficient and effective delivery of our services
| 2025-2027 Actions | Key dates | Outcomes | Lead Officer & Portfolio Holder |
|---|---|---|---|
| Review the Community Infrastructure Levy (CIL) infrastructure requirements and assess the new governance arrangements Engagement with Planning Advisory Service (PAS)to help produce new Governance document. Members to agree new system of CIL governance.Adopt new CIL governance process ahead of future round of CIL projects. |
October 2025 | New CIL infrastructure charging regime, updated andbetter aligned to corporate priorities. | Assistant Director, Environment and Planning Planning and Licensing, Cllr J Moriarty |
| Lobby Government for alternative means of Internal Drainage Board funding by: Maintaining pressure on MHCLG and DEFRA through MPs and raising questions around a long- term funding solution. |
March 2026 | House of Commons lobbying event in September 2025. Increased grant allocation from MHCLG. Review by DEFRA undertaken with support to betterinform the future direction of IDB funding. Spending Review reflects future funding of IDBs. Support and representation from MPs on IDBs. |
Deputy Chief Executive Finance, Cllr C Morley |
| Engage with the Devolution programme to deliver the best outcome for West Norfolk | March 2027 | Engagement and representation with key partnerson the Devolution Programme and action plan. Preparedness for outcome and implications forWest Norfolk of a new Strategic Authority including appropriate Governance arrangements. Communication and engagement plan for varietyof stakeholders. Agreed list of projects which reflect prioritiesfor West Norfolk. |
Chief Executive Officer Assistant Director, Transformation and Change Leader, Cllr A Beales |
|
Engage with the Local Government Reorganisation (LGR) programme to deliver the best outcome for West Norfolk |
March 2027 | Comprehensive and evidenced-based business casesubmitted to Government. Working in partnership with other Norfolk authorities tosupport LGR and develop vision and values for new unitary. Comprehensive workplan/roadmap to shape theorganisation in preparation for LGR. Communication and engagement plan for variety ofstakeholders. Refresh of governance and working arrangements tosupport transition to LGR. |
Chief Executive Officer Assistant Director, Transformation and Change Leader, Cllr A Beales |
| Improve governance and assurance of corporate health and safety Ensure high standards of health and safety are embedded across the whole organisation. |
November 2025 | Updated governance and improved assurance around compliance with health and safety requirements across directorates. | Assistant Director, Health, Wellbeing and Public Protection Leader, Cllr A Beales |
| Implement and embed improvements to internal and external communications and engagement Continue our improvement journey around internal and external communications. Deliver communications and engagement to support Devolution and LGR. |
Ongoing | Better-informed residents. More inclusive participation. Stronger trust in local decision-making. |
Assistant Director, Corporate Services Leader, Cllr A Beales Deputy Leader and Business, Cllr S Ring |
| Delivery of the Council’s Medium-Term Financial Strategy Ensure ongoing financial sustainability of the council. |
Annual | Achievement of target and sustainable savingsfor 2025/26. Identification and commitment to savings infuture years. |
Assistant Director, Finance Finance, Cllr C Morley |
| Development of the Corporate Leadership Team and service managers Create a culture of high performing leadership across the organisation. |
March 2026 | Work with service managers on shaping ourfuture together. People Management Passport programmeimplemented for all managers. Established programme of team coaching forCorporate Leadership Team. |
Chief Executive Officer Assistant Director, Corporate Services Leader, Cllr A Beales |