Councillor David Burton, the Leader of the Council, introduced a report providing an update on the preparation of a Town Centre Strategy and setting out recommendations to be made to the Executive on the proposed seven key areas for focus, higher level spatial framework and missions that had emerged from the initial phase of analytical work.  It was noted that:

·  Specialist consultants had been appointed to work alongside Officers, Members and stakeholders to prepare a Member-led Town Centre Strategy.  Work had begun on data collection and analysis and there had been engagement with key stakeholders including walkabouts around the town involving the most affected Ward Members.  The Town Centre Strategy was for the benefit of the whole of the Borough.  It was important for everyone, but High Street Ward Members and Members representing adjoining Wards had a lot to contribute.

·  Town centres were changing with less retail and more leisure and residential use.  The aim was to be ambitious and bold and, once finalised, the Town Centre Strategy would provide a thirty-year vision and direction for the town centre.

·  The proposed seven key areas for focus, higher level spatial framework and missions would be used to inform the preparation of the draft Town Centre Strategy which, it was expected, would be ready for consultation during the Summer.

In response to comments and questions:

Ms Santini of consultants, We Made That, advised the Committee that:

·  The timetable for the preparation of the Town Centre Strategy was on track.  Regular meetings were taking place with the client team and there had been engagement with the Executive and other stakeholders.

·  Points about considering the aspirations of local residents for high-quality services, facilities and green spaces etc. were valid and would be picked up through the preparation of the Strategy.

·  Shovel ready projects should have a purpose and be in line with what the Council wanted to achieve in the town centre.  The Town Centre Strategy document would help in bidding for resources and encouraging inward investment.

·  An engagement plan was in place.  Four deep dive workshops had been held with invited stakeholders centred around culture and arts, health and wellbeing, accessibility and transport etc.  The workshops had been held at the Museum.  Attendances had been lower than anticipated so one or two summits would be held with larger groups of people with the aim of building on the engagement undertaken at the end of last year.  A public event was also planned to seek a range of opinions.

·  Alternative venues such as the Town Hall and/or a vacant unit in The Mall would be considered in future due to the higher footfall in those areas.

The Leader of the Council explained that the initial work had been to establish the baseline, gather the facts and seek initial feedback from specific stakeholders and other interested parties.  There would be opportunities going forward for Members to be involved in the engagement process.

During the discussion, it was pointed out and accepted that the Wards affected also included Bridge Ward and that some minor typographical and formatting changes were needed in relation to missions 2 and 3.  The Committee supported the recommendations set out in the report subject to these changes.  It was also suggested that there should be stakeholder meetings for local residents and workshops for Members.

RESOLVED TO RECOMMEND TO THE EXECUTIVE:

1.  That the update on progress towards producing a Town Centre Strategy for Maidstone town centre be noted.

2.  That subject to the minor typographical and formatting changes identified during the discussion, the proposed seven key areas for focus, higher level spatial framework and missions that have emerged from the analytical phase of work be agreed.

Note:  Councillor Hastie entered the meeting during consideration of this item (7.15 p.m.).  She stated that she had no disclosures of interest or of lobbying.