Progressing Together
Working with our partners and the Mole Valley community, our mission is to transform our services to ensure that they are modern, valued, efficient, digital by choice and accessible by all
We will
- Review our ways of working to make us more efficient, effective, and to improve customer satisfaction
- Increase the online options available for our residents and businesses, so they have better choice in how, and when, to access our services
- Make sure our customer interactions are managed in a way that provides best value for money and faster, more efficient outcomes for our residents and businesses
- Train and develop our staff so we can continue to improve how we deliver our services, now and in the future
Objectives and Performance
| 2025/26 Annual Plan Objective | Cabinet Portfolio |
| Consider all options for the future delivery of the Disabled Facilities Grants and the handy person service from the end of the current contract period. | Waste, Recycling, Environmental Health |
| Consider all options for the future delivery of the grounds maintenance contract from the end of the extended contract period. | Leisure and Community Assets |
| Ensure that the Mole Valley community is represented in the ongoing discussions regarding local government reorganisation across Surrey | Leader, Governance and Organisation |
| Contribute to the successful implementation of any structural change order issued by the Secretary of State | Leader, Governance and Organisation |
| Pilot the implementation of a neighbourhood area committee to cover all, or part of, Mole Valley in order to help shape engagement with communities at a local level after the implementation of new unitary councils | Leader, Governance and Organisation |
| Carry out a district wide community governance review to consider governance arrangements for existing parished areas, as well as the creation of new town and parish councils in Mole Valley | Deputy Leader |
| Continue to increase the online options for residents who prefer to engage with us online and at a time that suits them, by rolling out more electronic forms and guidance for people to report, apply and pay for services on the MVDC website | Services and Security |
| Continue to increase the range of topics our customer contact centre can resolve at first point of contact so that queries are resolved quickly and easily | Services and Security |
| 2025/26 Cabinet Performance Indicator | Target 2025/26 |
| Percentage of council tax collected | 99.0% |
| Percentage of business rates collected | 98.5% |
| Percentage of commercial rent due on a monthly basis collected within 21 days of due date | 90% |
| Percentage of commercial rent due on a quarterly basis collected within 21 days of due date | 90% |
| Customer satisfaction with Leatherhead Leisure Centre | 80% |
| Customer satisfaction with Dorking Sports Centre | 80% |
| Customer satisfaction level for Dorking Halls | 85% |
| Percentage of calls answered within 60 seconds by the Customer Services Unit | 80% |
| Percentage of enquiries resolved at first point of contact by the Customer Services Unit | 63% |
| Number of e-forms used to access Council services | Higher than previous year |
| Number of customers signed up to ‘My Account’ (self-service portal) | Higher than previous year |