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CABINET |
24 July 2024 |
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Corporate Planning Timetable |
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Will this be a Key Decision?
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No
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Urgency |
Not Applicable
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Final Decision-Maker |
Cabinet |
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Lead Head of Service |
Director of Strategy, Insight and Governance |
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Lead Officer and Report Author |
Angela Woodhouse, Director of Strategy, Insight and Governance and Anna Collier, Head of Insight, Communities and Governance |
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Classification |
Public
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Wards affected |
All |
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Executive Summary |
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This report sets out the timetable for the creation of a new Strategic Plan. This will be created alongside the Medium Term Financial Strategy, the plan for which is set out in an additional report.
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Purpose of Report
Recommendation to Cabinet
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This report makes the following
recommendations to the Cabinet: That
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Report title here |
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1. CROSS-CUTTING ISSUES AND IMPLICATIONS
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Issue |
Implications |
Sign-off |
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Impact on Corporate Priorities |
The current four Strategic Plan objectives are:
· Embracing Growth and Enabling Infrastructure · Safe, Clean and Green · Homes and Communities · A Thriving Place This report sets out the process for developing a new Strategic Plan and Objectives |
Director of Strategy, Insight and Governance |
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Cross Cutting Objectives |
The current four cross-cutting objectives are:
· Heritage is Respected · Health Inequalities are Addressed and Reduced · Deprivation and Social Mobility is Improved · Biodiversity and Environmental Sustainability is respected
This report sets out the process for developing a new Strategic Plan and Objectives |
Director of Strategy, Insight and Governance |
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Risk Management |
The Council’s corporate risk strategy includes strategic risks associated with the Strategic Pla this will need to be reviewed once the new plan has been agreed. |
Director of Strategy, Insight and Governance |
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Financial |
The Medium Term Financial Strategy will need to be aligned with the strategic priorities and strategic priorities will have to be financially achievable |
Section 151 Officer & Finance Team |
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Staffing |
There may be staffing implications with a new plan and financial strategy. The New Strategic Plan and MTFS will be developed within current staffing levels |
Director of Strategy, Insight and Governance |
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Legal |
Each local authority has a statutory duty to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness, The Council’s Strategic Plan, alongside other core documents, such as the medium term financial strategy demonstrates compliance with this duty |
Deputy Head of Legal |
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Information Governance |
The recommendations do not impact personal information (as defined in UK GDPR and Data Protection Act 2018) the Council Processes. |
Director of Strategy, Insight and Governance |
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Equalities |
Equality impact assessments may need to be carried out for any decisions made in relation to services as part of the new Strategic Plan and Medium Term Financial Strategy. |
Director of Strategy, Insight and Governance |
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Public Health
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We recognise that the recommendations will not negatively impact on population health or that of individuals.
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Director of Strategy, Insight and Governance |
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Crime and Disorder |
Crime and Disorder priorities and actions may be considered as part of the development of the new plan |
Director of Strategy, Insight and Governance |
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Procurement |
N/A |
Section 151 Officer |
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Biodiversity and Climate Change |
Biodiversity and Climate Change implications and priorities may be considered as part of the development of the new plan. |
Director of Strategy, Insight and Governance |
2. INTRODUCTION AND BACKGROUND
2.1The Strategic Plan is a core element of our corporate planning. The priorities and outcomes in the Strategic Plan are developed alongside the Medium Term Financial Strategy (MTFS) to ensure consistency between priorities, service delivery and budgets. Service Planning allows the Council to convert high level priorities from the Strategic Plan into actions for each directorate, service or team across the Council, which then feeds into individual staff priorities.
2.2The current Strategic Plan was developed in 2018 and planned to run until 2045. Following the recent local election in May 2024, the Council has appointed a new Leader and they have appointed a new Cabinet. The Leader and Cabinet have requested that a new strategic plan be developed this year. This report sets out a timetable for developing the Strategic Plan in parallel with an updated Medium Term Financial Strategy
3. AVAILABLE OPTIONS
Option 1: Create a new Strategic Plan
3.1 The new Leader and Cabinet bring with them a new vision and priorities for the Borough. As such a new Strategic Plan is required. The Leader’s speech at Council in July will set out new priorities for the administration.
3.2 The timetable proposed includes engagement with Members and residents both formally and informally. As we are also required to consult annually on our budget it is proposed to include this in our resident survey already scheduled for 2024. As well as the survey we will also hold engagement activities in August through to the end of September. The results of the engagement will be used to inform the new Strategic Plan, priorities and budgets.
3.3 Corporate Planning Timetable
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Date |
Meeting |
Action |
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26 July 2024 |
Cabinet |
Agree approach to development of updated MTFS and key assumptions |
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August – September 2024 |
Online and in person activity |
Resident and Stakeholder Consultation and Engagement on Strategic Plan and budget |
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October – December 2024 |
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Officers develop MTFS and detailed budget proposals for 2025/26 in parallel with development of new Strategic Plan. Informal consultation takes place with Cabinet and Policy Advisory Committees |
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December 2024 |
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Provisional Local Government Finance Settlement published |
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January 2025 |
All Policy Advisory Committees, Overview and Scrutiny Committee |
Consider draft Strategic Plan, MTFS and 25/26 budget proposals |
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5 February 2025 |
Cabinet |
Approve Strategic Plan, MTFS and 25/25 budget proposals |
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19 February 2025 |
Council |
Approve Strategic Plan, MTFS and 25/26 budget |
Option 2: Refresh the current plan
3.4 As the existing plan runs until 2045 the current administration could choose to maintain the current priorities and refresh the milestones. As the new administration wishes to put in place a new plan and priorities this is not recommended.
Option 3: Retain the current plan
3.5 The plan was last updated in 2023 and would be due an update this year. As a new administration is in place this is not recommended.
4. PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS
4.1 As the Council has a new administration who wish to develop new priorities it is recommended that a new Strategic Plan be developed in accordance with the timetable set out at 3.3.
5. RISK
5.1 This report sets out
proposals for a new Strategic Plan. Risks associated with the delivery of the
Strategic Plan will be set out in the Risk Management Framework and
operationally through the service planning process.
6. CONSULTATION RESULTS AND PREVIOUS COMMITTEE FEEDBACK
6.1 The
timetable at 3.3 sets out various consultation activities including resident
and stakeholder engagement at the beginning of the process and Member
engagement throughout informally and formally.
6.2 This was considered by Climate Transition, Corporate and Environmental Services Policy Advisory Committee on 8 July 2024 who recommended that Cabinet approve the report recommendations.
7. NEXT STEPS: COMMUNICATION AND IMPLEMENTATION OF THE DECISION
7.1 Details
are set out at 3.3.
8. REPORT APPENDICES
None
9. BACKGROUND PAPERS
None