Agenda item

To consider the Making Stevenage Even Better Corporate Plan 2024 – 2027, which outlines the Council’s strategic priorities for the next three years.

The Executive considered a report in respect of the proposed Stevenage Borough Council Corporate Plan – Making Stevenage Even Better (2024 – 2027).

In response to a Member’s question regarding the relatively low level of public response to the consultation on the draft document (72 responses), the Strategic Director (RP) referred to the Consultation Report at Appendix B and commented that the draft Plan had been informed by feedback obtained from over 3,000 residents via the Residents Survey (2021), the Tenants Survey (2021) and the Co-operative Neighbourhoods Resident Proptech Survey (2023) amongst other engagement mechanisms which were used.

It was RESOLVED:

1.          That thefive strategic priorities and three cross-cutting themes of Making Stevenage Even Better CorporatePlan (Appendix A to the report) be agreed, with final sign off delegated to the Chief Executive, after consultation with the Leader of the Council.

2.          That the Making Stevenage Even Better CorporatePlan be brought to Full Council in February 2024.

3.          That the Making Stevenage Even Better CorporatePlan be communicated withresidents, local community groups and partners, asset outin Paragraph 4.11 of the report.

Reason for Decision:  As contained in report.

Other Options considered:  As contained in report.

The Executive considered a report in respect of the proposed Stevenage Borough Council Corporate Plan – Making Stevenage Even Better (2024 – 2027).

In the absence of the Leader of the Council, the Chair (Deputy Leader) reminded Members that the Future Town Future Council (FTFC) Corporate Plan was approved in 2016 and that, since 2021, it had been extended beyond its 5-year life twice.  In that time, the Council had seen the financial impact of changes in welfare and social rent policy, ongoing severe cuts in local government funding, rising inflation, energy and food costs, and the significant social and financial cost of the Covid-19 pandemic.  Accordingly, the Executive had led a review of the Council’s priorities, the result of which was the new Corporate Plan, ‘Making Stevenage Even Better’.

The Chair stated that ‘Making Stevenage Even Better’ outlined the Council’s direction of travel for the next 3 years, from April 2024 to 2027.  It was driven by what residents had told the Council mattered to them, obtained through surveys conducted since 2021.  The findings demonstrated the desire of residents for the Council to prioritise:

·             Climate change and utilisation of green spaces;

·             Provision and investment in good local Services;

·             Further increasing the diversity of retail and investment in town centre and leisure facilities;

·             Maintenance and appeal of local areas; and

·             Safety and prevention of crime.

The Chair explained that, for the purposes of clarity and to provide a clear framework by which existing partnership commitments and programmes could be reflected, ‘Making Stevenage Even Better’ had been categorised into 5 strategic priorities and 3 cross cutting themes:

Strategic Priorities

1.     Transforming Our Town

2.      More Social, Affordable and Good Quality Homes

3.     Thriving Neighbourhoods

4.     Tackling Climate Change

5.     Balancing the Budget

Cross-cutting Themes

1.     Equality, Diversity & Inclusion

2.      Health & Wellbeing

3.     Technology & Innovation

The Chair commented that formal engagement was undertaken with residents, local business, partners and staff for a period of 6 weeks in October 2023, and she was pleased to confirm that a high level of support (69%) was received.  To build on the feedback obtained and to ensure the Council promoted its activities within the plan, she was keen that the next 4 months were used to actively communicate the proposals through the implementation of accessible and compelling communications packages developed for each area of focus.

The Chair acknowledged that the next three years would not be without its challenges and changes.  She also knew that there would be difficult financial decisions ahead in order to continue to balance the budget.  However, effective communication, robust performance monitoring and a commitment to delivering against the outcomes and actions set out in the document would provide a solid direction of travel, which would enable the Council to make Stevenage an even better place to live, work and visit.

In response to a Member’s question regarding the relatively low level of public response to the consultation on the draft document (72 responses), the Strategic Director (RP) referred to the Consultation Report at Appendix B and commented that the draft Plan had been informed by feedback obtained from over 3,000 residents via the Residents Survey (2021), the Tenants Survey (2021) and the Co-operative Neighbourhoods Resident Proptech Survey (2023) amongst other engagement mechanisms which were used.

It was RESOLVED:

1.          That the five strategic priorities and three cross-cutting themes of Making Stevenage Even Better CorporatePlan (Appendix A to the report) be agreed, with final sign off delegated to the Chief Executive, after consultation with the Leader of the Council.

2.          That the Making Stevenage Even Better CorporatePlan be brought to Full Council in February 2024.

3.          That the Making Stevenage Even Better CorporatePlan be communicated withresidents, local community groups and partners, asset outin Paragraph 4.11 of the report.

Reason for Decision:  As contained in report.

Other Options considered:  As contained in report.