A better Brighton & Hove for all.
The Council Plan 2023 to 2027 is the council’s main strategic document, setting out our vision for a ‘A better Brighton & Hove for All’.
The Corporate Leadership Plan is the tool for monitoring delivery of the Council Plan, alongside other performance insight, such as key performance indicators, customer data and strategic risks.
The council has a very low level of reserves, which creates a huge risk in terms of financial sustainability. The council is also facing significant financial challenges in most areas, particularly front-line, demand-led services, including Adult Social Care, Housing Services, and Children’s Services.
Key pressures include:
Guided by our mission to deliver ‘A better Brighton & Hove for All’, the council is taking necessary steps to secure financial sustainability. This plan includes creating a Transformation and Innovation portfolio of strategic programmes working to reduce demand and unit costs in areas such as temporary accommodation, children’s and adults social care placements, more efficient use of our property and assets, making savings through better procurement, commercialisation and increasing income, and transforming the way we work through digital technology.
We are at a significant milestone in the future of local government. The council is committed to responding to, and shaping, Local Government Reform for Brighton & Hove to ensure that we get the best outcome for the city.
As part of the Devolution Priority Programme, the council is working to deliver a Mayoral Combined County Authority (MCCA) for Sussex and Brighton, devolving powers and funding from central government to enable local decisions that can more effectively address the complex challenges in Brighton & Hove, ensuring solutions are shaped with and for our communities.
Working together through the MCCA will enable coordinated action and resource sharing across the region, helping to drive inclusive economic growth, deliver affordable housing, achieve climate goals, develop skills and secure jobs.
Through financial sustainability, Local Government Reform and Devolution, we are building the foundations to bring a better Brighton & Hove for all for generations to come.
Develop and consult on proposals for Local Government Reorganisation to achieve the best outcomes for the city and the region.
Continue to attract major international events to raise the profile of Brighton & Hove as an international destination and develop the citywide events programme to ensure greater ownership for residents.
Further develop the seafront as a key leisure destination for the benefit of visitors and residents.
Deliver the Sports Facilities Investment Plan (SFIP) to improve indoor sports facilities in the city.
Prepare and implement the City Plan to shape development and design of land use and the city's built environment, including infrastructure to meet the city's needs.
Work with neighbouring authorities to establish the Sussex and Brighton Mayoral County Combined Authority and prepare for mayoral elections.
Deliver our Economic Plan for the city to grow the local economy, creating more jobs for city residents and building community wealth.
Use our parking assets to support an inclusive economy and meet the city's diverse needs.
Attract multi-date conferences and a varied live entertainment programme for the Brighton Centre to increase visitors to the venue, and to maximise revenue and economic impact to the city.
Lead the city’s major regeneration portfolio to protect and enhance the environment and attract investment.
Ensure the city remains a leading national and international visitor destination, promoting the city as a place to host events and conferences that deliver an economic benefit.
Deliver the Shared Prosperity Fund to support core programmes in line with allocations agreed with MHCLG that benefit our communities.
Effectively manage contractual and funded partnerships to deliver a varied and inclusive cultural offer across the city for residents and visitors.
Promote creative and cultural industries across the city in relation to creative destination management, public art, cultural and creative sector development, and culture at risk.
Deliver high quality adult skills courses to support life long learning and to maximise employment opportunities.
Develop a Libraries Plan to provide a sustainable model for the future.
Deliver the Environmental Services Improvement Programme to develop a sustainable, efficient waste management service with a focus on minimising waste and keeping the city clean and attractive.
Increase resilience of the city for Surface Water Flooding, Ground Water Flooding and the impact of climate change.
Develop a new programme to address the climate and biodiversity emergencies and help the city transition to carbon net zero.
Develop the Fleet Strategy and deliver fleet replacement plan to ensure sustainable service delivery.
Enhance and preserve the city's parks, trees and green spaces to keep them safe and attractive for residents and visitors, and increase biodiversity.
Implement the objectives of the City Downland Estate Plan (CDEP) to protect and enhance the land for future generations.
Begin construction of phase 2 of the coastal protection scheme and undertake the Kings Road Arches structural work.
Develop and launch a new City Transport Plan setting out a long-term vision for the city’s transport network including a better-connected network integrating the different modes of transport.
Make parking services fairer and more simple to understand.
Efficiently manage movement on the transport network to promote a safer, healthier, and more accessible city.
Continue to develop and enhance the Highway Asset Management Framework to manage asset condition, deliver planned maintenance programmes and improve public safety on the highway.
Enable effective consultation and engagement with communities, staff and stakeholders over key council strategies and policies in order to provide the insights, lived experience and expertise and learning to drive innovative service delivery and change.
Effectively communicate information about and also progress and achievements for the council’s corporate priorities and services with our residents, businesses, staff and stakeholders so that people are informed how they can access, engage or shape our services.
Refresh the city’s strategic partnership arrangements to collectively address city challenges.
Develop a gender inclusion toolkit.
Actively seek to understand, engage with, and address the needs of the city's diverse communities through inclusive, accessible, and anti-racist service delivery that responds effectively to changing demographics.
Create a council that is equitable, diverse, inclusive and accessible as an employer by implementing the Fair and Inclusive action plan, leading on initiatives to deliver the corporate aim of a diverse workforce at all levels and work actively to achieve the council’s commitment to being a fair and inclusive place to work.
Deliver the Thriving Communities Investment Fund in support of the CVS across the City.
Secure our re-accreditation as a City of Sanctuary and implement the associated Action Plan.
Enable cross council and city collaboration to address poverty.
Collaborate with city partners in delivering the Community Safety Strategy.
In partnership with communities, develop a Community Cohesion roadmap.
Protect public health and the environment and support local businesses to maintain a fair and safe trading environment.
Maximise rent collection and reduce arrears to secure consistent revenue to reinvest in housing and improve the financial position for residents to sustain their tenancy.
Take forward Cabinet recommendations for future remediation and regeneration of LPS Blocks.
Improve the condition of private rented sector accommodation to improve the health, safety and wellbeing of tenants.
Deliver Planned and Major Works Capital Programmes to ensure our housing assets are maintained, improved and kept in a good state of repair.
Invest in building and fire safety to meet duties under the Building Safety Act and new Fire Safety (England) Regulations and ensure we are compliant with Health and Safety.
Ensuring ongoing viability of Housing Revenue Account (HRA).
Ensure the council complies with Social Housing Regulation Act 2023 and meets the four consumer standards to improve safety and quality of homes, resident engagement and satisfaction. Prepare for potential regulator of social housing inspection.
Improve the energy performance of council and private sector homes to make homes warmer, reduce costs for residents and reduce our carbon footprint.
Commission single homelessness and rough sleeper supported accommodation to provide support for people to transition towards independent living.
Create additional social housing lets by reducing under occupancy to make best use of available housing in the city.
Implement the new Housing Strategy to deliver accessible, affordable and high-quality homes for everyone in Brighton & Hove.
Increase housing supply of additional, affordable and council homes to meet the needs of current and future residents.
Becoming a 'Great landlord' where tenants know that they are valued, treated with respect; and the staff who work with and for tenants are empowered and given the time to be creative and kind.
Build new council homes to meet the number of homes required in the city.
Develop and deliver a temporary accommodation acquisition strategy.
Develop and deliver the Homelessness and Rough Sleeping Strategy.
Optimise the repairs and maintenance service for council owned housing, maintaining high tenant satisfaction and maximise social value.
Transform how we deliver housing services by embracing innovation to meet rising demand and growing complexity with agility and impact.
Deliver the city's Special Educational Needs & Disability (SEND) Strategy 2021 to 2026 to protect and improve outcomes for children and young people with special educational needs and disabilities.
Improve the educational outcomes for the city's most disadvantaged to support all children and young people to reach their potential.
Deliver a robust and improving social work and social care service that keeps children safe.
Transform how we deliver children’s services by embracing innovation to meet rising demand and growing complexity with agility and impact.
Improve the health and wellbeing of children and young people in Brighton & Hove through the delivery of our Starting Well programmes.
Work with partners to meet the needs of children and young people with emotional and mental health needs in order to keep them safe and well.
Work with partners to ensure all young people can access high quality youth services to support their transition into adulthood.
Deliver Families First transformation programme.
Review the Home to School Transport arrangements to support a more efficient and cost-effective service.
Support early years and childcare providers, including our nurseries and nursery classes to ensure the best start in life through provide high quality early years services.
Implement a School Organisation Strategy to address surplus places and budgetary pressures to promote sustainability of the city's schools.
Continue investment in our education buildings to ensure learning environments are fit for purpose.
Support the development of the Get Sussex Working Plan to tackle economic inactivity across the city.
Support people to age well in Brighton & Hove.
Provide assurance and support for health protection ensuring robust prevention and response systems are in place.
Improve the health and wellbeing of adults across the city through the delivery of our Living Well programmes:
Support the council to deliver the Health and Wellbeing Strategy to address the broader determinants of health.
Deliver the next phase of Transitions Strategy to support young people moving into adult services and that they are integrated.
In partnership with the Integrated Care Board, refresh the Joint Health and Wellbeing Strategy and progress place-based integrated care - delivering more joined-up support and better outcomes for our residents.
Deliver the Carers Strategy to improve outcomes for carers in the city.
Deliver the next phase of Adults Learning Disabilities and Autism Partnership Strategies.
Plan for mobilisation of new Supported Living Service (Brickfields).
Transform how we deliver adult social care by embracing innovation to meet rising demand and growing complexity with agility and impact.
Deliver the Adult Social Care Improvement Plan meeting regulation standards and service redesign outcomes.
Together with statutory partners of the SAB achieve the strategic priorities, contribute to all Safeguarding Adults Reviews (SAR), meaningful learning from SAR activities and influence change. Bring learning closer to front line safeguarding practice.
Develop and implement a Transformation and Innovation approach and portfolio to ensure focus remains on delivery of the Council Plan and Medium-Term Financial Strategy, and embedding Learning Organisation.
Innovate our customers’ experience by enhancing in-person services, improving telephone services, and simplifying access for residents through an improved digital offer and the exploration of new technology.
Improve organisational resilience through robust emergency planning and business continuity planning arrangements.
Streamline the approach to employee relations case work across the council, embedding innovation while strengthening industrial relations with recognised trade unions.
Modernise and maintain the council’s operational buildings so they remain fit for purpose, safe and secure.
Deliver Our People Strategy to ensure the council has the diverse workforce needed to deliver council plan priorities, statutory and essential functions within our Learning Organisation framework.
Deliver a transformative programme to operationalise our learning framework, to become a more connected, confident, creative and innovative, diverse and inclusive and healthy and psychologically safe organisation to deliver the council’s vision of a better Brighton & Hove for all.
Build organisational capacity by equipping staff with critical skills aligned with the council's transformation and innovation goals and strategic priorities.
Align the priorities and actions of the Digital, Data and Technology portfolio to support the delivery of the council plan priorities and support in the transformation of service delivery.
Turbocharge innovation through a series of technology pilots to drive service efficiencies and savings across the council and produce execution plans for 2026 to 2027.
Review the effectiveness of the Orbis Partnership including the Medium-Term financial commitment and savings.
Deliver a programme of work to improve core finance and HR systems.
Improve the customer experience and operational efficiency within Council Tax, Housing Benefits and Pension and Payroll Service.
Embed the new Health and Safety oversight arrangements to monitor compliance and drive improvements of health, safety and wellbeing performance and practice across the council.
Continually develop and implement the corporate performance management approach to provide oversight of the delivery of the Council Plan.
Develop and implement risk management framework to improve the quality of insight, enabling timely actions that support strategic planning and decision-making.
Review Adult Social Care Finance pathways and processes, including financial assessments, debt management and provider payments.
Maximise income generation through innovative service delivery across bereavement services.
Ensure effective Monitoring Officer and Democratic Services support to deliver robust governance arrangements and embed changes to streamline support to the cabinet model of governance.
Identify specific areas of the council where a commercial approach and / or innovative ways of generating income could strengthen financial sustainability, and progress identified projects to implement changes as part of the 2026 to 2027 budget process and medium-term financial plans.
Provide an effective scrutiny service and develop a sustainable model for scrutiny function within financial constraints.
Maximise income generation through innovative service delivery across registration and mortuary services.
Review the council's information governance vulnerabilities and cyber risks, and develop an action plan to reset and strengthen policy and processes to better manage the risks.
Maintain the Contract Management Framework, including changes required by new procurement regulations, compliance with standing orders and implement improved oversight over contract management across the council.
Optimise the use of council assets through generating capital receipts, increasing income, and delivering efficiencies.
Develop a strategy to rebuild reserves and establish a stronger financial position. (CPC).
Strengthen financial controls and oversight of in-year budget management to achieve the required savings.
Develop the Medium-Term Financial Strategy, capital programme and transformation programme to enable the council to deliver on its priorities and address its longer-term financial pressures in a structured way.
Implement internal audit actions to improve key financial systems and processes (including pension/payroll, housing rent, housing benefits, council tax) with a view to address partial assurance.
Review of pay and reward framework to ensure it is modern and fit for purpose and supports recruitment and retention of a diverse workforce.