Corporate Plan Refresh 2021 (Presentation)
Meeting: 08/07/2021 - Council (Item 74)
Report of Councillor Mark Robinson, Executive Member for Customer, Digital and Performance.
Councillor Mark Robinson, the Executive Member for Customer, Digital & Performance presented the report.
The current Corporate Plan had been adopted by the Council in February 2019 and was scheduled to finish in 2023. However, over the last 15 months the landscape in which the Council operated and what it had looked to achieve had changed. The current Plan had been impacted by the Covid-19 pandemic, the Council’s 10-year strategic partnership with South Holland District Council had ended and a climate emergency had also been declared.
All the above had significantly impacted the Council moving forward and rather than the usual light touch refresh it had been decided that a more fundamental review and rewrite was required to ensure that the Council had a clear and transparent direction of travel going forward.
The new Corporate Plan had been set out at Appendix A of the report and aimed to set the vision under three external focused themes and one internal focused theme (see section 1.4 of the report).
It was noted that the Corporate Plan refresh had also been considered at a recent meeting of the Overview & Scrutiny Commission. The feedback from that meeting was read aloud and Members were assured that the suggestions had been considered and some had been incorporated.
The look and feel of the document would become more accessible to a variety of different audiences and a more infographic style would be adopted and would be included on the Council’s website.
The recommendations were proposed and seconded.
Councillor Birt was disappointed about the ‘soft touch’ of the climate emergency within the Corporate Plan. He did recognise a number of small improvements that had been made and felt that this was a step in the right direction; however, referring to page 91 of the agenda pack under the strategic priorities he was not happy with the wording under bullet point 5 and felt that it should be a ‘requirement’ to deliver the Council’s target to be NetZero by 2035 and not ‘working towards it’. He would; however, vote in favour of this refreshed Corporate Plan but felt it still had some way to go.
Councillor Atterwill had read the Plan thoroughly and had welcomed this Corporate Plan refresh. He did however have a question relating to the last paragraph on page 88 of the agenda pack where it stated: “Finally, we are extremely excited to share our Breckland Cares campaign for the first time, which is made up of seven ‘campaigns’ delivered over a rolling twelve-month programme” and he asked where in this document could any detail about the seven campaigns be found and if, they were not listed anywhere, should they be listed or would these come in an addendum at some point later on.
In response, the Executive Member for Customer, Digital & Performance informed Members that the Corporate Plan was an overarching document and set out the path that the Council would be taking, and such details would follow.
Councillor Atterwill acknowledged what had been ... view the full minutes text for item 74
Corporate Plan Refresh 2021
To receive a presentation from Greg Pearson, Head of Strategic Policy.
The Head of Strategic Policy, Greg Pearson, introduced the report on the Corporate Plan refresh and explained the reasons behind why this was needed. He further explained that in February 2019 a new Corporate Plan had been agreed which would run until March 2023. However, during the last 15 months there had been a number of significant impacts which had affected this. Firstly, the Covid-19 pandemic, which had impacted the physical and mental health of residents as well as the shape and structure of the local economy and secondly the Council’s 10-year strategic partnership with South Holland had come to an end and a new partnership could possibly be formed within Norfolk. With this in mind, it was felt that a more fundamental review was required at this point.
The Head of Strategic Policy explained they had been looking at a revised look and narrative and how to make it more accessible and fully integrated into the Breckland Council website. It was also hoped to link objectives into larger pieces of work currently happening within Breckland. He stated that the vision “Breckland: a place where people and Business can thrive” was still relevant and would remain.
The presentation covered 4 objectives for the lifetime of the plan and explained in further detail what would be included within each objective:
· Inspiring Communities - the community focused action,
· Thriving Places - the growth and economic agenda,
· Breckland 2035 - the environmental agenda,
· Working Smarter - which would set the direction for the council’s more internal focused actions to ensure that it was continuously improving.
The Head of Strategic Policy welcomed the feedback from Members and would work further to incorporate the suggestions into the plan to bring to Full Council in July with opportunities to have input into the final terminology.
The Chairman suggested renaming Working Smarter to Smarter Working, and suggested Breckland 2035 was a long way in the future and that for Breckland to hit the net zero target would require year on year progress and felt a better title might be more appropriate. He was also conscious that other local authorities in the area had different targets with the County Council most recently stating 2030 and wondered whether any synergies might be obtained working with other authorities to achieve a net zero target across Norfolk.
Cllr Jermy suggested that the working title might be changed to make it more appealing. He also suggested that since the last Corporate Plan things had changed, Breckland had declared a climate emergency and adopted a sustainability strategy, which was quite significant and should run through the entirety of Corporate Plan and should not be seen in isolation. Additionally, he felt that as a Council social mobility should also be improved including people’s wages. Maintenance of existing open spaces was also a key issue, if Breckland wanted to instil pride in residents and where they lived, it needed to lead the way and look after its open spaces and take care of community assets ... view the full minutes text for item 44