Mark Taylor, Strategic Director People, to present report (appendix to follow)

Mark Taylor, Deputy Managing Director, introduced the report and outlined the consultation on the draft Council Plan 2019-24. The Deputy Managing Director commented that the draft was based on consultation feedback from different groups and welcomed comments from the panel on the priorities and expected outcomes detailed in the document.

The Deputy Managing Director outlined the background to the development of the Council Plan and advised the panel that the consultation period ends on 20 February 2019. A final draft will be presented to Cabinet in March before the final report is sent to Council in April 2019. The panel were invited to comment on the draft plan. 

The panel discussed the main differences between the current plan and the previous plan. The Deputy Managing Director advised that the document is fundamentally the same as the previous draft, but includes a reference to the building stronger relationships with different communities and how the Council engages and supports them to do this.

The panel commented that the stated that vision did not flow through the Council Plan in way which clear. The Deputy Managing Director responded that the vision for future of Wolverhampton is set out in the Council Plan. The document covers a longer period than the previous draft to allow more time to deliver. There are clear measures and outcomes in the draft Council Plan with a strong focus on delivery. The Deputy Managing Director added that there is   a ‘golden thread’ which links all the different elements detailed in the Council Plan.

The panel discussed the extent to which the six strategic outcomes detailed in the report were deliverable and whether they were sufficiently challenging and ambitious. The Deputy Managing Director responded that the Directors will be responsible for delivering of outcomes in the Council Plan and held accountable when it is approved by Council.

The panel discussed the vision in the document and range of views expressed about whether it is clear and links to other previously published documents. The panel suggested previous strategic documents should be removed such as the City Strategy from publication to avoid any possible confusion about the strategic priorities and expected outcomes. The panel wanted greater clarity about what will be different about the City over time and supported the need to develop a unique vision.

The panel commented that the need for a vision would depend on the interests of the intended audience give but added that being ambitious for the City was more than just doing more of the same thing, careful thought needs to be given to this issue.

The Deputy Managing Director commented on the good progress made in areas such as school performance but added that some of the outcomes, such as giving children and young people the best possible start in life, will be achieved over a generation.

The Deputy Managing Director apologised for the delay in sending panel members a copy of the Council Plan document and agreed to include to consider changes to the modern.gov so that two documents could be viewed at the same time.

The panel welcomed the focus in the Council Plan to achieving the outcome of better homes for all and the commitment to build more affordable homes across the City. The panel expressed concerns about the levels of homelessness and discussed the importance of preventative measures to help people. The panel welcomed the focus on working with local organisations to make best use of capital assets and to work more collaboratively to support the delivery of this outcome. The panel commented on the opportunities presented by the introduction of 5G (fifth generation mobile networks) to support the aims detailed in the Council Plan.

The panel discussed the need to have a clear USP for Wolverhampton and this should be reflected in the Council Plan document. The panel commented that the vison statement has not sufficiently articulated to show how Wolverhampton’s offer is different to that of neighbouring authorities. The Deputy Managing Director advised the panel that Head of Communications is leading on the work on developing the cultural offer and agreed to pass on the comments.

The panel discussed the performance measures and queried that more appropriate and useful measures were needed for the strategic outcome of wanting to create a vibrant, green city.      

The panel expressed some concern on the reliance on partner organisations for contributing to the delivery of the strategic objectives detailed in the Council Plan. The panel discussed issues highlighted during the review of building fire safety and the need to be clear about the responsibilities and where the gaps are.

The panel welcomed the report

Resolved:

            The panel comments on the draft Our Council Plan 2019-24 to be included in responses to the consultation.