Transformation Strategy and Efficiency Plan
Transformation Strategy and Efficiency Plan 2026/27 to 2030/31
Introduction
Since 2010, the Council has successfully implemented a Transformation and Efficiency Plan (TEP), to drive change and efficiency activity to deal with the scale of the financial challenges the Council faces, currently inflation pressures and potential changes to the system of local government finance. An updated TEP (and dovetails with previous Government requirements for a Productivity Plan). The Executive Management Team, alongside budget managers, have undertaken a review of all Council budgets resulting in savings which have been fed into the MTFS. The TEP focuses on the following themes:
- Service Efficiencies
- Thematic Reviews
- Additional Income
This Programme will form the basis of how the Council meets the financial challenge. The below demonstrates that by 2030/31 with £1,998,000 of efficiencies, a £2,800,000 deficit over 5 years results in net surplus of £815,000.
Savings Targets
| Category |
2026/27 |
2027/28 |
2028/29 |
2029/30 |
2030/31 |
|---|---|---|---|---|---|
| Gross Budget Deficit excluding Transformation Plan | £6,832,000 | £7,956,000 | £9,216,000 | £8,462,000 | £8,584,000 |
| Cumulative Savings in Transformation Plan | £6,658,000 | £7,044,000 | £7,770,000 | £8,292,000 | £8,473,000 |
| Gross Budget Deficit / (Surplus) | £174,000 deficit | £912,000 deficit | £1,446,000 deficit | £70,000 deficit | £111,000 deficit |
| Additional Transformation Plan savings |
£386,000 | £726,000 | £522,000 | £181,000 | £183,000 |
| Net Budget Deficit / (Surplus) | £212,000 surplus | £186,000 deficit | £924,000 deficit | £11,000 surplus | £72,000 surplus |
The Council’s budget for 2026/27 and beyond includes the impact of inflationary increases whilst also being restricted by Government policy on commercial activity to generate additional income, limiting borrowing for wider projects dependent upon capital spending proposals and excluding borrowing from the Public Works Loan Board (PWLB) where capital spend is solely for commercial gain. The Council has continued to review its services and processes and, where possible, identify efficiencies and increase income.
The Council maintains an ongoing annual review of its current transformation projects. The initiatives and efficiency proposals scheduled for delivery from 2026/27, outlined in Appendix 5, primarily stem from renegotiating the Leisure Strategy provision. Identifying additional savings within already lean budgets remains challenging, particularly given inflation and with Local Government Reorganisation (LGR) leading to significant change. Consequently, the Council’s capacity to undertake new large-scale projects such as Rushcliffe Oaks and Bingham Arena, which significantly contributed to savings is now limited. The Council will continue to deliver projects as demonstrated by the Capital Programme and technological developments such as Artificial Intelligence (AI), may offer future efficiency savings and improvements to customer experience. LGR will be a substantial transformation project, and resources will be directed towards this increasingly as the Council, as expected, approaches 1 April 2028 and ceases to operate in its current form.
Transformation and Efficiency Plan
| Category |
2026/27 |
2027/28 |
2028/29 |
2029/30 |
2030/31 |
Total |
|---|---|---|---|---|---|---|
| Thematic | - | - | - | - | - | - |
| Leisure Strategy | £116,000 | £485,000 | £207,000 | - | - | £807,000 |
| Crematorium | £70,000 | £64,000 | £40,000 | - | - | £174,000 |
| West Park NCCC (Special Expense) | £36,000 | £1,000 deficit | £1,000 deficit | - | - | £34,000 |
| Customer Contact Centre |
£1,000 | £1,000 | £1,000 | - | - | £3,000 |
| Additional Income | - | - | - | - | - | - |
| Car Parking | - | - | £100,000 | - | - | £100,000 |
| Green Bin Scheme | £100,000 | £100,000 | £100,000 | £100,000 | £100,000 | £500,000 |
| Green Bin Scheme (second and subsequent price increase) | £69,000 | £71,000 | £75,000 | £81,000 | £85,000 | £381,000 |
| Bingham Enterprise | £8,000 | - | - | - | - | £8,000 |
| Cotgrave Phase 2 | £6,000 | - | - | - | - | £6,000 |
| Savings | - | - | - | - | - | - |
| Home Alarms Digitalisation | £15,000 deficit | £6,000 | - | - | £2,000 | £11,000 deficit |
| Marketing Services | £10,000 deficit | £10,000 deficit | ||||
| Public Conveniences | £1,000 | - | - | - | - | £1,000 |
| Digital Bin Calendar | £6,000 | - | - | - | - | £6,000 |
| Total | £386,000 | £726,000 | £522,000 | £181,000 | £183,000 | £1,998,000 |
| Cumulative Savings to date | £6,658,000 | £7,044,000 | £7,770,000 | £8,292,000 | £8,473,000 | - |
| Cumulative Savings carried forward | £ 7,044,000 | £7,770,000 | £8,292,000 | £8,473,000 | £8,656,000 | - |
Accessible Documents
- Air Quality Action Plan 2021
- Annual Air Quality Reports
- Air Quality Strategy for Nottingham and Notts
- Annual Governance Statements
- Asset Management Strategy
- Auditor's Annual Report 2021
- Internal Audit Annual Report 2021/22
- Auditor's Annual Report 2021-22
- Become a Councillor 2022
- Budget and Financial Strategy
- Capital and Investment Strategy
- Climate Change Strategy 2021-2030
- Complaints Policy
- Compulsory Purchase Order Procedure Protocol
- Confidential Reporting Code
- Council Constitution
- Contaminated Land
- Corporate Enforcement Policy
- Corporate Strategy 2024-2027
- Council Tax Recovery and Enforcement Policy 2026
- Customer Access Strategy
- Design Code Baseline Appraisal
- Discretionary Housing Payments Policy 2024-2025
- Disabled Facilities Grant Policy
- Disclosure and Barring Service Policy
- Economic Growth Strategy 2024
- Empty Homes Strategy
- Environment Policy 2023
- Equalities Scheme 2021-25
- External Audit Completion Report 2024
- External Audit Completion Report 2023
- External and Internal Communications Strategy
- Freedom Of Information Policy
- HB Recovery and Enforcement Policy
- Homelessness and Rough Sleeping Strategy
- Housing Allocations Policy
- Housing Enforcement Policy
- ICT Strategy 2022 -25
- Information Management and Governance Strategy 2022-25
- Rushcliffe Borough Council Information Retention Schedule
- Internal Audit Annual Report 2023/24
- Leisure Strategy 2021-2027 review
- Local Code of Corporate Governance 2026/27
- Local Plan Part 1: Core Strategy
- Local Plan Part 2: Land and Planning Policies
- Local Plan Monitoring Report
- Local Scheme of Validation
- Off-street Car Parking Strategy
- Pay Policy Statement 2026/27
- People Strategy 2021-26
- Planning Enforcement Policy
- Play Strategy
- Procurement Strategy
- 2021-22 Public Inspection Notice
- RIPA Policy and Guidance
- Risk Management Strategy 2026-29
- Rushcliffe Nature Conservation Strategy
- Solar Farm Landscape Sensitivity and Capacity Study
- Statement of Gambling Licensing Principles
- Statement of Accounts
- Statement of Licensing Policy
- Street Trading Policy
- Supplementary Planning Documents
- Tenancy Strategy 2019
- Transformation Strategy and Efficiency Plan
- Tree Management and Protection Policy 2023
- WISE Agreement
- Conservation Areas
- Neighbourhood Plans
- The Nature of Rushcliffe 2021
- The Nature of Rushcliffe 2019
- Anti-Slavery Policy
- Modern Slavery & Human Trafficking Transparency Statement 2024-2025
- Annual Infrastructure Funding Statements
- Anti-Fraud & Corruption Policy 2025
- Communications and Engagement Strategy 2025-28
- Rushcliffe Design Code
- Technology, Digital and Customer Access Strategy
- Rushcliffe Nature Conservation Strategy
- Strategic Housing Land Availability Assessment Report 2024
- Biodiversity Duty Report January 2024 to December 2025
- Hackney Carriage and Private Hire Licensing Policy 2025 - 2030
- Playing Pitch Strategy 2025-28
- Collecting Unpaid Non Domestic Rates - Recovery and Enforcement Policy 2026
- Transformation Strategy and Efficiency Plan