Venue: Ground Floor, Eastleigh House, Upper Market Street, Eastleigh SO50 9YN
Contact: Cheryll Kemsley, Democratic Services Officer Tel: 023 8068 8112 Email: firstname.lastname@example.org Natalie Wigman, Corporate Director Tel: 023 8068 8405 Email: email@example.com
Declarations of Interest
Members are invited to declare interests in relation to items of business on the agenda. Any interests declared will be recorded in the Minutes.
There were no declarations of interest in relation to items of business on the agenda.
(b) Environment and Transport
(c) Health and Wellbeing
(d) Housing and Development
Consideration was given to the report of the Strategic Planning Manager (Agenda item 3) which proposed four new strategy documents that aligned with the themes of the Corporate Plan 2015-2025, and reflected the Council’s strategic priorities.
The Strategic Planning Manager gave a short introduction advising how the development of the Corporate Plan 2015-2025 was a significant strand of the Council’s Future Eastleigh business transformation programme.
The Corporate Plan had been signed off by Council in October 2015 and had been used to guide the restructuring of the Council’s business. The four Strategies gave further definition to the Corporate Plan themes and its ten objectives, relating to social, environmental and economic wellbeing. The Strategies were set out in Appendix A to the report.
The Council had now completed almost all its staff restructuring programme; new teams and managers were embedding new ways of working and setting up performance and governance systems (with support from the Performance and Governance team). It was a different way of working and the Strategic Planning Manager asked Councillors to bear with staff as they worked through these new strategies, which would then be reviewed after May each year as part of the Annual Strategic Cycle. The four Strategies would help staff understand the ambition and priorities of the Council, and a more defined set of strategic objectives and outcomes, from which it could then derive service and team objectives and plans. This so-called ‘golden thread’ would extend further down to individual performance level, ensuring the Council was aligned through all the organisational layers, to achieving objectives set by Councillors. The Strategic Planning Manager encouraged questions and debate on the Strategies and would take their recommendations to Cabinet on 15 February 2018.
The Chair invited each lead specialist in turn to address the Panel. [Square brackets indicate staff response]
The Strategy Lead for Economy gave a brief presentation of the Economy Strategy and the following comments were raised:
1. Further work was required to identify priority sectors and clusters of businesses relevant to the Borough. [Acknowledged and planned]
2. Skills gaps should be identified and the range of education routes promoted, working with schools, colleges, universities, businesses, Local Area Managers, and youth services. [Acknowledged and planned]
‘Nurturing the establishments and growth of
small and micro enterprises’ implies intensive work with businesses. Recommend
change ‘nurturing’ to ‘supporting’. [Agreed]
4. One of the measures of town centre vibrancy should be changed from car park ‘revenue’ to ‘usage’ [Agreed]
5. Measure of increased infrastructure should be changed from ‘Developer’s Contributions’ to ‘Infrastructure Funding’. [Agreed]
6. Milestones and review dates were needed. [Agreed and planned. These would form part of the performance framework and annual strategic cycle, which would present the opportunity to test and review measures to ensure they measured progress against desired outcomes.]
The Strategy Lead for the Environment and Transport gave a brief presentation of the Environment Strategy and the following comments were raised:
Pressure should be put on Hampshire County
Council (HCC) on recycling general plastics. [Agreed and planned as per
previous councillor discussions.]
The Council needed capacity and expertise in key
areas. [Agreed - this was being managed by staff including the Lead Specialist
Fly tipping could be reduced if HCC staggered
opening hours of Household Waste Recycling Centres. [Agreed that access to
facilities was a key factor; staff would inquire about this suggestion.]
10. Ambition of the Council should be greater than ensuring its own rental estate met the ‘minimum’ efficiency levels [Much of its estate was well above minimum; ensuring minimum across 100% of the estate ... view the full minutes text for item 39.