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High performing, value for money and resident focused services

Maintaining high quality, effective, value for money services to residents young and old is a particular focus of the plan, whether it’s schools, social care services or our highways. This page sets out key goals with improved outcomes and increased levels of customer satisfaction at its heart. Addressing the challenges presented by COVID-19 and developing strong recovery and renewal plans, working in a more agile and flexible way and delivering on Vision Derbyshire and maximising the benefits of becoming a county deal pathfinder area will be key.

What we will have achieved in the next year

We will have:

  • worked with schools so that the percentage of children and young people attending good or better schools improves at a faster rate than nationally
  • helped more children in care to return to live with their birth families, or to find other loving, permanent family homes
  • increased recruitment, utilisation, and retention of council foster carers to ensure that more children in our care can benefit from loving stable homes with foster carers
  • improved the quality of our support for children identified as being in need, so that concerns do not escalate
  • developed a longer-term preventative wellbeing coaching model that offers health and wellbeing advice to prevent, reduce and delay the need for adult social care services
  • provided consistent, high quality early help and safeguarding services for children and families across Derbyshire
  • implemented new national performance measures for Adult Social Care to benchmark across the sector to improve outcomes for local people and drive value for money
  • supported a resident-first approach through a range of mechanisms to improve access to online services and customer service performance  
  • put in place a new complaints and feedback system to improve service delivery and resident experience
  • implemented Phase 4 of the Vision Derbyshire approach including activity on business support, climate change, homelessness, independent living and skills and employment priorities, creating new arrangements to speed up joint decision-making with partners
  • worked with partners and central government to negotiate a County Deal for Derbyshire and Derby as one of the 9 early pathfinder areas including securing powers, flexibilities and funding and establishing effective governance arrangements
  • implemented a programme of strategic transformation as part of Phase 2 of the Enterprising Council approach including the establishment of a new Corporate Portfolio Management Office to ensure projects and programmes are coordinated, consistent and deliver improved outcomes and value for money
  • reviewed the Enterprising Council approach to identify achievements and successes to date, while developing Phase 3 of the programme to transform, modernise, collaborate and innovate as a council
  • designed, scoped, and developed Phase 2 of the Modern Ways of Working strategy working with employees and assets to progress our approach to further modernising working practice to bring about more agile and flexible working
  • worked in partnership with the NHS to support the establishment of a well-functioning Integrated Care System, Integrated Care Partnership and Local Place Alliances that benefit the health and wellbeing of the people of Derbyshire
  • deployed our approved People Strategy and associated people priorities, encompassing our people ambition, employee values and behaviours
  • reviewed our Wellbeing Strategy and associated action plan to further support employee wellbeing, reduce sickness absence and improve service delivery
  • completed a programme to centralise ownership, management, and responsibility for all of our land and property assets and budgets, within Corporate Property, to ensure the most effective use of our land and buildings
  • kept Council Tax within the lowest 25% of county council areas and lobbied government to secure a better funding settlement
  • kept on track to achieve all planned budget savings in the medium term
  • implemented a contract and supply chain management regime across the council which drives value for money throughout the contract lifecycle

What we will have achieved in 4 years

We will have:

  • continued to work with schools to ensure they increase the percentage of children in good or outstanding schools to above the national average
  • ensured the children and young people we look after, live in safe, secure and loving homes that support them to be the best they can be
  • embedded a culture of prevention and demand management across the council
  • maintained effective adult and children’s social care services
  • embedded a comprehensive approach to customer service, improving residents’ experience of interacting with us, and enabling us to anticipate demand for services
  • increased engagement and communication with residents and partners about our services, supporting a truly collaborative approach
  • secured improved outcomes for people and places through effective partnership working at a local, regional and national level
  • radically transformed our services and implemented agreed strategic change programmes and responded to the challenges and opportunities presented by COVID-19
  • worked as a strong integrated partnership with NHS partners, Integrated Care partners and local Place Alliances to improve health and wellbeing outcomes for the population of Derbyshire
  • become an employer of choice attracting and retaining a talented and diverse workforce
  • rationalised our land and building assets and improved the management of those that remain
  • maintained the lowest possible Council Tax
  • ensured all budget savings have been identified and delivered by 2024-25
  • achieved excellence in procurement and contract management