Issue - meetings

BCP Council’s Corporate Strategy was adopted by Full Council in November 2019. It sets out the Council’s priorities and the values which underpin the way the council will work as it develops and delivers services.

Refreshed vision and ambition statements have been prepared to provide a wider context to underpin and drive the Corporate Strategy.

Council corporate priorities remain the same and continue to be supported by delivery plans which set out high-level actions from 2020 onwards.

The delivery plans have been reviewed in consultation with Cabinet Members, Directors and council officers to reflect current budget and economic pressures and the progress made so far.

They continue to show how the council will work to achieve the priorities set out in the Corporate Strategy and will continue to be reviewed as part of the Council’s annual budget process.

The delivery plans are high-level plans that set out the current and future planned activity and how success will be monitored and measured.

RESOLVED that:-

(a)         the draft new aspirational vision for the wider Bournemouth, Christchurch and Poole city region be adopted;

(b)         the identification and delivery of the five big projects to deliver the wider vision be supported;

(c)         support for the Corporate Strategy be confirmed; and

(d)         the revised delivery plans appended to this report be approved.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

The strategy is the beginning of a golden thread that links personal, team and service performance to the things that matter most to the organisation. It represents the objectives and outcomes that the Council’s performance management framework.

A good corporate strategy is driven by a strong vision and ambitious goals, which are vital for promoting the opportunities an organisation presents for investment and engagement. The aspirational vision gives a stronger context for the Council’s corporate strategy and for achieving our wider ambitions.

It will influence the allocation and distribution of resources ensuring that the organisation commits its limited resources in accordance with its stated priorities.

The Leader presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

Cabinet was reminded that BCP Council’s Corporate Strategy was adopted by Full Council in November 2019, and that it sets out the Council’s priorities and values which underpin the way the council will work as it develops and delivers services.

In relation to this Cabinet was advised that refreshed vision and ambition statements have been prepared to provide a wider context to underpin and drive the Corporate Strategy. Council corporate priorities remain the same and continue to be supported by delivery plans which set out high-level actions from 2020 onwards.

Further to this Cabinet was advised that the delivery plans have been reviewed in consultation with Cabinet Members, Directors and council officers to reflect current budget and economic pressures and the progress made so far, and that they continue to show how the council will work to achieve the priorities set out in the Corporate Strategy and will continue to be reviewed as part of the Council’s annual budget process.

In closing Cabinet was informed that the delivery plans were high-level plans that set out the current and future planned activity and how success will be monitored and measured.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that whilst there were no formal recommendations from the Board that there had been discussion at the Board in regards to difficulties which had been experienced in tracking what had changed, and that it would be useful if this was more easily visible.

In relation to this the Leader advised that these comments would be taken forwards and explored as to how these can be better shown.

A number of Members spoke in support of the report stressing the importance of investing in our communities.

RESOLVED that:-

(a)         the draft new aspirational vision for the wider Bournemouth, Christchurch and Poole city region be adopted;

(b)         the identification and delivery of the five big projects to deliver the wider vision be supported;

(c)         support for the Corporate Strategy be confirmed; and

(d)         the revised delivery plans appended to this report be approved.

Voting: Unanimous

Portfolio Holder: Leader of the Council

To consider the Corporate Strategy Delivery Plans Refresh 2021/22 Cabinet report due for consideration by Cabinet on 10 February 2021.

The O&S Board is asked to scrutinise the report and make recommendations to Cabinet as appropriate.

Cabinet member invited to attend for this item: Councillor Drew Mellor, Leader of the Council and Portfolio Holder for Finance and Transformation.

The Cabinet report for this item is included with the agenda for consideration by the Overview and Scrutiny Board.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'D' to these Minutes in the Minute Book.

A number of issues were raised by the Board in the subsequent discussion, including:

• The Chairman referred to Page 259 of the report, and raised a query relating to connectivity improvements and if big changes and improvements could be expected? The Leader of the Council explained that there was a big opportunity to do something at scale and it would be necessary for the Council to bring forward some large-scale infrastructure projects. He explained that he believed the futures fund would bring forward significant interest and investment and that he hoped to entice government and other partners into working with the Council to assist with the delivery of such projects.
• The Chairman asked the leader to define what was meant by the creation of an iconic cityscape and queried if residents would want this? The Leader of the Council explained that whilst none of the three towns within the conurbation were cities, the scale of the conurbation could be compared with cities such as Bristol or Brighton and Hove and as such the Council needed to attract business and funding to the area in order for it to flourish.
• The Chairman stated that there had been some significant changes to the corporate delivery plan and that he would like to see the baseline of the corporate plan retained. The Leader of the Council explained that he agreed with the comments that had been made and advised that he felt this would be useful.
• A Board Member queried how other industries that had not been listed in the big plan could present development opportunities that would fit into the priorities? He also queried how a key area such as Tourism, for example, could impact on how the council utilised its infrastructure? The Leader of the Council explained that there were clearly some core industries, but there were others that could emerge from the smart cities programme and the council needed to understand and unlock the potential of such industries and what they can bring to the area. He added that through the futures fund the council could pump-prime different schemes if required. He further explained that tourism was a huge business for the conurbation and that the council promoted itself as a destination for services too.
• A Board Member stated that there seemed to be a lack of consultation in relation to the production of this document, particularly with the public. She queried what the innovative projects that were referred to were? She added that whilst she agreed with the principle of revising the delivery plan as things did often change, she was disappointed that there did not appear to be any document explaining the difference between the existing plan and the proposed plan. The Leader of the Council explained that this was a big ambitions plan  ...  view the full minutes text for item 142