On behalf of the Deputy Chief Executive, the Chief Executive
(a) submitted a report (copies of which had previously been circulated to Members) updating the Committee on addressing key Town issues through neighbourhood management;
(b) advised that this Council aimed to reinvigorate its focus on community neighbourhoods and maximise a positive and sustained approach in these areas;
(c) highlighted
• 3.3 of the report, confirming that although emphasis was on targeting certain areas of need, this would not result in less focus on the Town area as a whole
• Appendix A, which showed the areas requiring greater attention. It was likely that helping people become more resilient and independent would result in reduced demand for reactive council services
(d) confirmed that particular consideration would be given to reviewing this Council’s approach to dog fouling and Public Space Protection Orders. Current resources to deal with this were lean. However, it was anticipated that monies from the Special Expenses Budget and Housing Revenue Account would fund two additional Neighbourhood Support Officer positions
(e) drew attention to Appendix B, highlighting that Town Area Committee had been incorporated into the diagram. The Neighbourhood Manager position had been appointed (to start work in January 2018). The Initiatives Team (Individual and Place) involved the resources of this Council and its Partners in a co-ordinated approach tailored to the needs of the areas.
A Member queried how tackling Town Centre issues, such as anti-social behaviour fitted into this Model. The Chief Executive reiterated that although the Model emphasised targeting certain areas of need, the Town Centre was already an area of focus (eg the Purple Flag scheme) and this would not change.
A Member stated that Melton Mowbray Business Improvement District and the Town Estate had a responsibility to contribute to the improvement of the Town Centre. They thanked the Chief Executive and officers, commenting that the proposed model was ‘excellent’ and ‘very positive’. The Member took the opportunity to express their concern over proposed changes to the Special Educational Needs Transport Policy, which would directly impact children (under five) and students (post 16) with special educational needs and suggested this Council provide representation against the reductions to the Consultation (which ends midnight on Thursday, 21 December 2017).
Another Member agreed that the proposed model was good and this Council was ‘moving in the right direction’. They highlighted that dog fouling, fly tipping etc were problems experienced within the whole Town area and hoped that there would be enough funds to target this appropriately. They commented that there was a need for additional resources in terms of enforcement staff, rather than managers or administrators.
The Chief Executive confirmed that staff ownership and responsibility of matters was very important to this Council. The proposed staff realignment would provide clarity and less ambiguity for Members on officer responsibility. The aim was to implement reasonable and proportionate measures, which could be built on in the future. Improving resources and capacity in the community was the intention.
A Member commented that they would like Members and other appropriate community representatives to be given the opportunity to participate in staff selection (eg by sitting on interview panels).
A Member stated that they too felt this plan was a good idea and there were other areas not included in Appendix A, which would benefit greatly from targeted attention.
The Chief Executive advised that he would discuss Members’ comments with the Deputy Chief Executive and highlighted that this neighbourhood plan would provide a ‘guiding principle’ and was not something that would restrict necessary action being taken.
Members and officers agreed that it was crucial to listen to spend time in the community, talking with and listening to residents to grasp what the community need and enable this Council to target it’s actions and deliver.
The Chair commented that they were pleased that this Council aimed to place additional resources ‘on the ground’ to target issues. They noted that 5.2 of the report stated ‘There is still £6K of this budget which is unspent’ and commented that following discussions with the Waste and Environmental Maintenance Manager, they believed the figure was £4K.
A Member requested an update on the ongoing dog fouling problem and asked what the procedure was when the public reported dog fouling to this Council.
The Chief Executive advised that currently, providing resources in the community to tackle this directly continued to be a challenge for this Council and another Member updated that they had recently met with the Melton Matters group to discuss this as well as fly tipping. They would meet again soon to consider suitable action and would report back to Members following the meeting. The Environmental Protection and Safety Manager confirmed that following a report of dog fouling, this Council carried out a variation order on its waste contract , which enabled the dog foul to be cleared (the same day in the Town Centre).
A Member queried if this service was at an additional cost to this Council and the Environmental Protection and Safety Manager confirmed that it was. The amount charged depended on the quantity of dog foul cleared away and the frequency that it had to be cleared.
RESOLVED that
(1) the priority neighbourhoods and remaining monitoring areas at Appendix A be approved;
(2) the Proposed Melton Neighbourhood Management Model at Appendix B be approved and submitted to the Melton Community Partnership for further consideration;
(3) the proposed growth item of £50K for the 2018/19 budget be noted.