Minutes:
Before giving his report, the Leader referred to the Mayor’s announcement about the new format for this year’s Mayor’s Awards, stating he regarded this as an entirely appropriate approach which he supported.
The Leader then began his report, during which he
(a) referred to the Council’s decision last month to adopt the Cabinet system of governance from May 2019. This decision had been the culmination of a significant review and he thanked all members for the way in which they objectively and constructively engaged in the debate and considered the various options. The Leader spoke on the benefits of moving to the Cabinet model in terms of greater community leadership and direction, more public accountability and speed of decision making to support the ambition of becoming a more commercial council. A number of commercial appraisals of various council assets would be undertaken and these would be reviewed in the new year so that consideration could be given to the most appropriate options to take forward;
(b) noted the recent positive coverage of the council’s investment in 7 King Street which had brought back an empty property back into use and facilitated job creation. This new business venture to Melton along with the opening of the Brewery at the Cattle Market further strengthened the brand as the Rural Capital of Food. Work alongside a range of partners and business stakeholders through the town and place partnership was developing well and showed a real appetite to do more with the food heritage as well as building on other stories such as ‘Painting the Town Red’ connection with the town’s history and cultural legacy. The partnership workshop meeting would be held on 8 January at 4pm and members were encouraged to participate in this discussion on what could be done to maximise the collective impact;
(c) referred briefly to the Strategic Growth Plan which was to be considered later in the meeting;
(d) reported on the council’s efforts and focus to deliver for residents, together with the commitment to work in partnership with other districts, the county and partners. This sometimes meant challenging how things were done and the Leader stressed he was always open to explore more effective ways of working to build on the productive collaboration with other district leaders. He noted that Nottinghamshire County Council had now withdrawn its proposals for a unitary council and was now talking to the districts about how they might work more effectively together. Leicestershire County Council was continuing with its proposals for unitary status;
(e) reported on his recent attendance at an induction meeting with new staff and the Chief Executive and would be part of ongoing opportunities for greater engagement with staff to help increase the connection between members and officers. This would be built on and developed in the new year through discussion with the Joint Staff Working Group;
(f) concluded by reminding members about the Strategic Planning Development Day on 16 January. This would be a crucial meeting as the council examined its budget for the coming year and considered how it maintained its financial stability and resourced its priorities.
Confirmation was sought by a member on the date of the Strategic Planning Development Day as there was some confusion over an earlier date that had been proposed. The Leader said he had contacted the Senior Democracy Officer and had been advised the date was 16 January. Officers were asked to check this date and confirm with members.