Agenda item

For Scrutiny Committee to consider and provide comments on the report of the Head of Policy and Programmes, on the Corporate Plan 2024 - 2028 approach. (Report to follow)

The Corporate Plan approach item was introduced by Cabinet member for Corporate Services, Policy and Programmes, and supported by the Head of Policy and Programmes.

Three main themes were presented with three supporting principles. Emphasis on putting residents needs first, and being cautious and maintaining financial stability and ensuring services are best-fit for resident’s needs. The Cabinet member confirmed there would be further engagement in developing the plan, with a list of projects to take forward as the development progresses. Below summarises the comments raised by scrutiny committee:

•         Paragraph 12 major themes. A member raised that there was less mention of fiscal responsibility and transparency. The member questioned the change. Cabinet member explained that transparency and fiscal responsibility was more engrained now and underpinned all three themes. In response to a committee member asking about lessons learned and having adequate measures of success in place, Cabinet member said he would want to see clear measurable items and a member of the committee suggested asking the public what they wanted to be measured. Members considered that transparency with fiscal responsibility should be more explicit in the Corporate Plan.

•         Homes that people need – a member felt that it did not cover what these homes and place-shaping look like? Cabinet member responded that the Corporate Plan themes does not refer in detail to the Joint Local Plan, and this was still out for consultation. This would be reviewed at the right time. Will be using Citizen Space and Story Maps to engage many sectors of the community.

•         Theme two on Climate – a member suggested that climate wording was harder to relate to at a local level – ‘nature recovery’ felt more relatable to residents and where they live. Would like to see more resilience at a local level, with local initiatives, such as the Climate Action Fund. Felt that we could try to draw more out in consultation about these aspirations.

•         A point was raised about consulting out of working hours for those in work. Cabinet member added that digital access helps and had proven to increase response rate. Work will continue to assess the best ways to consult.

•         A member considered that three themes were better to digest and other members showed agreement. Felt the new section explained how we do things covered transparency but could be more obvious. Another member considered that fiscal responsibility and openness and transparency should be embedded so approved of a three-themed plan.

•         Aspirational projects were confirmed to be examples at this stage.

•         A member felt that the Corporate Plan was a good way to explain the ‘personality’ of the council – can we give examples of the impact the corporate plan had, so that residents can relate to it?

•         Noted that the name ‘corporate plan’ is referenced throughout council records and documents, although members briefly discussed whether to change this and the impacts of this. Cabinet member suggested subtitles for the plan, to help make it accessible to residents, such as “Heart of the Vale”. Another member felt that this was not like any corporate plan he had encountered, so some renaming felt more appropriate. A member raised that a corporate plan was due process, hence it was labelled as such to follow the correct procedure and for officers to have the paperwork to back their work.

•         A member asked about how do we tell the public we have completed projects – Cabinet member favoured the headline pages of the quarterly reporting and was keen on more accessible reporting rather than pages of tables. Some documentation needed to be done, but not all of it was appealing for the public and needed to be in a more digestible form. Committee member asked whether public could be asked about their reporting preferences?

•         Can we have a line explaining the principles and the detail of how we intend to deliver the three schemes.

•         Discussed building an element of ‘lessons learned’ on things not achieved yet.

•         Page 14 regarding milestones and progress – officer explained that the themes being developed was the stage the team was at, and that the formulating of engagement material was to come. Will be gathering learnings from the Joint Local Plan (JLP) engagement. Officers were going out to local areas to engage with residents in person. A member explained that the practical communications approach was not detailed so felt that the detail was not there for endorsing.  It was noted that this was not a statutory consultation like the JLP. Cabinet member had confidence in the team who would formulate the materials for the work.

•         Another member stated that risks should be identified and addressed. Cabinet member responded by talking about the new software – Citizen Space had been tested with staff and was seen as better than other options on the market. He identified risks that the consultation would not capture what people wanted or there would be a lack of resources to deliver everything, which the Cabinet member had a close eye on.

Recommendations

Scrutiny committee asked Cabinet to consider the following:

1. In Corporate Plan quarterly reporting – members would like to see measures and milestones presented, suggesting that headline graphics had more impact and might be more useful for the public.

2. Transparency, openness and fiscal responsibility were embedded but needed to be explicit in the document. Even if no longer a main theme, committee suggested these should be explained in the document in relevant places.

3. Renaming the Corporate Plan – members felt that internally within the Council it would be better to keep the name “Corporate Plan” due the potential work involved in changing this, but public facing communications and headings could change to better engage the public.

4. Active risk management should be taken on by the project board proactively in their meetings.

Members generally approved the approach and the three themes. All those involved in the item were thanked.