The 2022 – 2026 Croydon Mayoral Business Plan sets a new direction, building on the hopes and aspirations of our residents and businesses. The Plan will transform the Council into one that delivers sound and sustainable local government services, and in so doing will transform the borough into one that ‘Croydonians’ can once again be proud to call home.

The scale of the financial challenge facing Croydon is almost without precedent in local government. That’s why balancing the books, resolving the outstanding financial threats facing the Council, and putting our finances on a stable, secure footing will be the most important task of Administration in the coming years. To do that, the Council will need to continue to reduce spending for years to come. That will mean extremely difficult decisions about the services we continue to provide to residents and businesses. Ultimately the Council has to spend less and, in so doing, will be able to do less.

Change will not happen overnight but, over the next four years, It will put the Council back on track by working through the five priority outcomes as set out the Mayor’s Business plan and seizing the opportunity to do things differently. We want to improve the quality and responsiveness of the services we continue to provide, whilst being prudent with every penny of taxpayers’ money.

1. The Council balances its books, listens to residents and delivers good sustainable services.

2. Croydon is a place of opportunity for business, earning and learning.

3. Children and young people in Croydon have the chance to thrive, learn and fulfil their potential.

4. Croydon is a cleaner, safer and healthier place, a borough we’re proud to call home.

5. People can lead healthier and independent lives for longer.

The new Directorate structure of Commercial Investment and Capital sits within the Resources Directorate includes the following services teams reporting to the Recut role of Director of Commercial Investment and Capital who reports into the Chief Financial Officer / S151 Officer:

• Facilities Management & Asset Management
• Procurement and Contract Management
• Capital Delivery and Capital replacement.
• Commercial Management – including the management of the Utilities Team
• Health and Safety team

The new team structures for each of the above operational teams which makes up the Directorate reflect:

• Reduction of over 20% of the size of the asset base of properties and land the Council will have under its ownership and management on completion of its asset disposal programme.
• Full role out of the ‘Corporate Landlord’ model where all assets, land and property sitting outside the HRA/ Housing team are under the management of the Property / Asset management team across the Council.
• Operational model being adopted across all the teams – ‘Intelligent client’. This is focused on the outsourcing of ‘works,’ with each respective team acting as ‘the client.’
• Likely reduction of 25%-30%in the overall operational footprint of the Council and the various operational teams. This is likely to result in a reduced spend, reduction in the number of key contacts and a wider base of longer more strategic contracts to support the delivery of key Council services.
• Implementation of the Procurement and Contract Management improvement plan across the Council and the efficiencies achieved through the ORACLE upgrades and improved integration of CIVICA (Teck Forge) property data across the Directorate.
• Centralising core activities into centres of excellence. This includes all Capital delivery work’s and Capital replacement works being undertaken by the Capital Delivery team across the Council outside the HRA. All FM – repairs and maintenance works to be undertaken by the FM team excluding HRA housing team assets and works. Procurement and Contract management improvement plans which includes commercial reviews of operating contracts across the Council.
• Reflects the needs of the new Target Operating Model for the Council (TOM)

The integration of property and procurement related teams under one directorate- Commercial Investment and Capital lies at the heart of supporting and delivering the 5 key outputs set out in the Croydon Mayoral Business Plan, - in the most effective and collaborative approach.

‘Making a difference’ through positive intervention presents exciting opportunities for the individual and the teams.

Please reach out to discuss these opportunities with us. I look forward to hearing from you as we build a better, stronger and sustainable Croydon.