Agenda item

Report of the Deputy Leader and Cabinet Member for Finance and Transformation

The Committee considered the report of the Deputy Leader and Cabinet Member for Finance, Resources and Transformation which gave an update on the development of the Councils strategic Achieving Excellence plans and priorities.

It was reported that the draft strategic plan was being prepared and would shortly be considered by Cabinet.  The plan was being used to shape both the budget for 2014/15 and the Medium Term Financial Strategy (MTFS). The planning process was based on the priorities for Staffordshire’s people, reflecting both recent levels of unprecedented change in local government and public services and the commitments from the controlling Conservative groups manifesto.  The report also highlighted work internally on ‘think pieces’ across eight themes to refine these priorities as well as work to ensure the plans would align with the wider priorities of the public sector in Staffordshire including the Local Enterprise Partnership (LEP), Health and Wellbeing Board and the Police and Crime Commissioner.  These priorities were underpinned by 12 principles for a connected Staffordshire, which set out how the Council would work to achieve these aims.  This would be articulated through both the strategic plan and a more operational business plan, which would be available in April 2014.  The Deputy Leader advised the Committee that the draft strategic plan would be presented to the Committee for comment in January 2014 before being considered by Cabinet and recommended to the County Council meeting in February.

During the discussion, the following comments were raised:-

·           Some Members expressed concern about a lack of clarity in the priorities and principles that focussed more on ideology than a clear sense of purpose.  The Deputy Leader highlighted the importance of identifying key challenges through the priorities, particularly around transforming how the Council worked to deliver services with reduced resources and commented on the role of the strategic plan in engaging residents in that process.  He advised that there would be continued work on the strategic plan to ensure that it’s language was more outward focused and as jargon free as possible.

·           Members queried the extent of the customer insight used to inform the planning process and asked for details of the sources and processes used.  The Deputy Leader advised that a range of customer insight inputs and processes had been used to develop the plan including survey work as well as using insight gleaned from partners.  In response to further questions, he acknowledged the difficulties of effective segmentation to verify insight but highlighted the importance of the County Council providing leadership to drive clear understanding of the changing environment for delivery of public services.

·           The Deputy Leader was asked for further details of the think piece work.  He advised that this had involved officers working across thematic issues to bring a wide range of viewpoints into the planning process.  In response to queries about the lack of Member involvement he advised that Cabinet Members had been involved and that the controlling group had a mandate and responsibility to provide leadership and develop clear future plans.

·           Members highlighted the fact that the 12 principles for a connected Staffordshire emphasised the role that Members played as community leaders and reiterated the value of involving them in planning processes.  The Deputy Leader highlighted Member’s community leadership role in their divisions, particularly in feeding insight into the County Council.  Members commented on mechanisms for achieving this, both through formal partnership arrangements involving parish councils and voluntary sector and more informal contact with officers and Cabinet Members.

·           The linkages between the high level priorities, the themes used and the principles were discussed.  Members expressed some concern that the priority around support for vulnerable people was not clearly evidenced in the operational principles.  The Deputy Leader highlighted how the principles focussed on putting communities and local people first stating that this implicitly included support through the most vulnerable in the community.

·           Recent news coverage of alcohol abuse, particularly by young girls was raised and this was highlighted as an example of a priority worked across different agencies.  In particular, Members commented on the development of the Police and Crime Plan and the wide public consultation undertaken by the Police and Crime Commissioner in developing it.

·           Members also queried the impact of partnership plans, including the LEP’s economic strategy on the Council’s MTFS.  The Deputy Leader highlighted the positive work being undertaken through the LEP, in developing jobs and growth.  He also reiterated that the LEP was a partnership and was not funded by the County Council other than the officer support provided.

·           Members also commented on the linkages between the County Councils work on priorities and the use of resources in other organisations.  The example of work on public health improvement was cited, suggesting that if work by the Council’s Public Health team to increase smoking cessation led to reduced costs to the NHS, the savings could be shared.  The Deputy Leader commented on partnership working on these issues through the Health and Wellbeing Board and suggested specific questions could be directed to the Board itself.

·           Comments were made about the commissioning process and the Deputy Leader reiterated that commissioning was a process and mindset that ensured the way services were designed, delivered the desired outcomes effectively.

·           The importance of effective community engagement and consultation was highlighted, with Members expressing concern that views expressed during consultation often didn’t lead to meaningful change.  The Deputy Leader highlighted the Cabinet’s role in leadership and stressed that consultation often reflected that this leadership had determined a response to an issue before seeking views on whether there were realistic alternatives.  He highlighted that where significant issues or material alternatives were presented, this would lead to changes.

·           In response to a question, the Deputy Leader agreed to share the feedback from the Peer Review undertaken in the Autumn with the Committee.

RESOLVED – That

1)      The progress with the development of the strategic plan for 2014 to 2018 be noted.

2)      The draft strategic plan be considered at the January 2014 meeting.

3)      The feedback from the Local Government Association Peer Review be shared with the Committee.