Issue - meetings

To receive a report from the Cabinet on recommendations referred to Council in relation to the new Corporate Strategy, Vision 2036 and Corporate Delivery Plan.

The Leader introduced the report and moved the recommendation. The Deputy Leader seconded the motion.

During the debate the following points were raised:

• No mention of working with Housing Associations in order to deliver exception sites. This is important because going forward site viability will reduce the number of affordable homes becoming available.
• Overhead of being MBC dwarfs added value, with little mention on developing shared services. Although it was noted that regarding shared services, some partners are withdrawing from shared service arrangements.
• It was noted that the support hub which developed out of Me and My Learning wasn’t mentioned.
• The comment was made that there was little on the rural area despite rural area contributing a significant amount in Council Tax, business rates and new homes bonus.

A suggestion was made that recommendation number three should be altered to include the words ‘and Deputy Leader’ after the words ‘in consultation with the Leader’. The proposer accepted the suggestion and the recommendation was altered.

RESOLVED

Council

(1)  Approved the Corporate Strategy including the Vision 2036 and 4-year Corporate Delivery Plan.

(2)  Approved the supporting documents; the refreshed Performance and Risk Management Framework (Appendix D) and the Communications and Engagement Strategy (appendix E).

(3)  Delegated authority to the Chief Executive, in consultation with the Leader and Deputy Leader, to update the Corporate Delivery Plan with any amendments required following consideration of the Budget reports, and to make any other minor operational amendments as required.

(For 16, Against 0, Abstaining 11)

A report setting out the Council’s new Corporate Strategy, including a longer-term vision for Melton up to 2036 and seeking to confirm the finalised statements following a period of public consultation, which took place between December 2023 and January 2024.

Cabinet RECOMMENDED that Council:

1)    Approves the Corporate Strategy, including the Vision 2036 and 4-year Corporate Delivery Plan.

2)    Approves the supporting documents; the refreshed Performance and Risk Management Framework (Appendix D) and the Communications and Engagement Strategy (Appendix E).

3)    Delegates authority to the Chief Executive, in consultation with the Leader, to update the Corporate Delivery Plan with any amendments required, following consideration of the Budget reports, and to make any other minor operational amendments as required.

The Portfolio Holder for Corporate Finance, Property and Resources introduced the report, the purpose of which was to confirm and finalise several strategic vision statements being proposed following a period of public consultation between December 2023 and January 2024.

The Leader and Portfolio Holder for Housing and Landlord Services requested that the following be included for Recommendation to Council:

Delegates authority to the Chief Executive, in consultation with the Leader, to update the Corporate Delivery Plan with any amendments required following consideration of the Budget reports, and to make any other minor operational amendments as required.

Cabinet RECOMMENDED that Council:

1)    Approves the Corporate Strategy, including the Vision 2036 and 4-year Corporate Delivery Plan.

2)    Approves the supporting documents; the refreshed Performance and Risk Management Framework (Appendix D) and the Communications and Engagement Strategy (Appendix A).

3)    Delegates authority to the Chief Executive, in consultation with the Leader, to update the Corporate Delivery Plan with any amendments required following consideration of the Budget reports, and to make any other minor operational amendments as required.

Reasons for Recommendations:

With the Council’s current Corporate Strategy due for refresh, and as part of the establishment of the new Council post-election, a review has been undertaken with members which has considered local needs, issues and opportunities, latest data trends across a range of issues, the extensive residents’ survey feedback from 2022 and local aspirations debated during the local elections.

Through this process, the Cabinet have confirmed their desire to establish a longer-term vision for Melton, aligned to the current end date of the Council’s Local Plan. The Council’s proposed Vision 2036 seeks to establish long-term, strategic aspirations which articulate the Council’s ambition for the residents, businesses, and visitors in Melton. These aspirations would create the framework for the Council’s focus to improve the services, facilities and infrastructure provided by the Council and its partners. These aspirations are shown in paragraphs 5.3 to 5.11.

The modus operandi of the long-term strategy is for it to be flexible, reviewable, and refreshable so as each year passes the planning horizon extends by another year. The aim is for the Council to develop bold ambitions but retaining financial prudence and stability.

Alongside this vision, this report sets out a framework which would establish the building blocks, through a four-year Corporate Delivery Plan, to enable the Council to start delivering against these long-term aspirations. Through the proposed structure of this plan and a set of new corporate priorities, the Council will ensure there is sufficient clarity and focus, as well as the required resources, at a time of ongoing significant financial pressures. The Corporate Delivery Plan is shown in Appendix A.

The draft new Corporate Strategy, Vision 2036 and Corporate Delivery Plan is to be presented to the Committee, prior to final consideration by Cabinet and Council in February 2024.

The Chief Executive, Edd de Coverly, introduced the report with a presentation.

In relation to the business case being developed with the Integrated Care Board for the GP Practice to be located at Parkside, Members asked where the funding was coming from.  In response, they were advised the total cost is expected to be £150k, with the Council contributing £75k, which is to be funded by the Asset Development Programme which is part funded by the Business Rates Pool.

It was asked why there is no budget allocated for the Town Centre Co-ordinator role. Members were advised it is currently a concept that is being considered so no budget has been allocated at this point.

A comment was made regarding Statement 3 on whether the MMDR should be recognised as an enabler of sustainable homes. It was felt that a reference to this should remain within the Strategy.

The question was asked about the MMDR South and whether if no funding is found is there an alternative plan. Members were informed that if this scheme does not go ahead, then the local plan would have to be redeveloped.

It was asked if the Statement 4 related to Council homes or all home types.  It was confirmed that it does relate to all housing.  

Members wanted to know how the Council are going to measure what has been delivered. The Council has a corporate performance framework that has measurable targets and which will be reported quarterly to Cabinet in 2024/25 and increase over the current 6 monthly reporting.

The query was raised regarding the Right to Buy process, as it was felt the Council sells these properties too cheaply.  It was explained the policy is a National Scheme and the Council have no control over the discounts given however, any receipts from this process are used to purchase more affordable homes.

A comment was made in relation to Statement 8 and the phrase ‘net zero’, and whether it was a phrase that was understood by the public.

Members wanted to know how we are going to engage with young people and what approaches are we making.  It was recognised that this is a challenge and officers are developing a young person’s strategy in partnership with stakeholders. This includes the development of an app called Joinup, allowing young people to view a list of activities within their neighbourhood.

The comment was made that the consultation that was carried out over the Christmas and New Year, was perhaps not the best time. It could be why there was a low engagement rate. A further comment was made in relation to the consultation, in that the questions would lead to people commenting on things they want, as opposed to identifying what activities should be a priority. It was acknowledged that consultations through surveys will always have limitations, and that within the corporate delivery plan, there were commitments to improve engagement and some additional resource allocated in the budget.

The comment was made that  ...  view the full minutes text for item 36