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Agenda item
Draft Corporate Plan 2016/17 to 2018/19
(a) To resolve that the public be excluded from the meeting during the discussion of any items considered while the public were excluded by the relevant committee because it is likely that if members of the public were present there would be disclosure to them of “exempt” information as defined in the respective paragraphs of Schedule 12A to the Local Government Act 1972 referred to in the minutes of the relevant committee
(b) To receive and consider the recommendations and decisions of the following committees: -
Minute No
Subject
Cabinet Member / Chair
CABINET – 15 February 2016
46 (C)
Draft Corporate Plan 2016/17 – 2018/19
Forward
47 (C)
Revenue Budgets 2015/16 (Revised) and 2016/17, plus Capital Programme 2016/17 to 2018/19
Chowney
48 (C)
Treasury Management and Annual Investment Strategy 2016/17 including quarterly monitoring reports for 2015/16
Chowney
(C) – Council Decision
Minutes:
It was proposed that the recommendations set out in minute number 46 of the meeting of Cabinet held on 15 February 2016 be approved.
Councillor Dowling, the Right Worshipful the Mayor, proposed a motion, seconded by Councillor Street, and agreed unanimously as follows: -
RESOLVED that in order to facilitate full discussion on Cabinet’s proposal for the corporate plan and any proposed amendments to Cabinet’s recommendations, Council suspends Rule 16.6(b) of Council Procedure Rules (only one amendment may be moved and discussed at any one time. No further amendment may be moved until the amendment under discussion has been disposed of) to permit the Deputy Leader’s motion and all amendments to be on the table and open for discussion at the same time.
Councillor Cooke proposed an amendment to the draft Corporate Plan, seconded by Councillor Atkins, as follows: -
Our Vision for Hastings
Hastings will stand proudly, head and shoulders above the rest, on our own two feet competing economically and culturally as a prosperous, independent and vibrant area. A place where the private sector flourishes, guaranteeing everyone the security and peace of mind afforded by a sustainable, well-paid job. A place where the high quality education of our young people is paramount, complementing skill shortages within the workforce. It will be the country’s economic and cultural powerhouse, a place where businesses want to trade and tourists want to visit. Aspiration, community and accountability will run strong across the town, holding decision makers to account, while working together to protect green spaces and promote the area to visitors and investors alike. Hastings will be known as a place where people are proud to live, work and enjoy, a place which protects and acres for those citizens that need help, yet supports aspiration and opportunity for all, enabling individuals, no matter their, cultural, religious, or financial circumstances, to achieve what they want in life.
The Council’s Values
a) Insert the word “religious” after “race” to read: “regardless of their gender, social class, race, religion, disability, age…”
b) Replace / reword full value with the following “We believe that the council should uphold a culture of co-operation, openness, fairness and transparency, while rebuilding public confidence in all it does, enabling local people and other agencies to hold us to account, work with us, and secure full confidence in the council.
Turing our vision into reality
Economic and physical regeneration:
After “Economic and physical regeneration:” and before “To secure…” insert “To, at the forefront of our activities, market and promote the town to outside businesses and business communities as a somewhere to invest and relocate. Using all available powers and resources to draw business to the area, encouraging business growth, while supporting local entrepreneurs wishing to form new enterprises. All in order to secure…”
Cultural regeneration:
After “Cultural regeneration:” and before “To contribute…” insert “Developing a programme of monetization in order to leverage a sustainable future for the cultural and historical assets Hastings is blessed with.”
Transforming the way we work:
After “…delivery of services.” Insert “Striving for efficiency and effective management of resources to always provide value for money for hardworking taxpayers.”
The proposed amendment to the council’s values to insert the word “religious” after “race” to read: “regardless of their gender, social class, race, religion, disability, age…” was accepted by the Deputy Leader of the Council. The remaining changes proposed by Councillor Cooke were taken as a single amendment.
The amendment was lost by 8 votes to 22.
Councillor Forward moved that the draft corporate plan be approved.
RESOLVED (by 22 votes for to 8 against with 1 abstention) that: -
1) The content of the documents appended to the report of the Director of Corporate Services and Governance to Budget Cabinet on 15 February 2016 form the basis of the council’s corporate plan 2016/17 to 2018/19, subject to the proviso that any significant amendment made to the council’s draft budget be reflected in the final corporate plan text;
2) Delegated authority be given to the Director of Corporate Services and Governance, after consultation with the Leader of the Council, to make further revisions as is considered necessary to the attached plan prior to publication to reflect decisions made on the council’s budget;
3) A retrospective year-end report on performance and the actual performance indicator information for 2015/16 be presented to the Overview and Scrutiny committees in June, prior to consideration by Cabinet in July 2016, and that the Council delegate authority to that Cabinet meeting to agree the 2016/17 performance indicators based on previous year’s performance, and;
4) All who submitted views as part of the consultation process be thanked for their contribution
The reason for this decision was:
The council needs to approve the corporate plan as it is a statement of Hastings Borough Council’s strategic direction to 2019. It sets out how we will ensure that we successfully address our priorities, meet the needs of our communities, and ensure we have a strong dedicated and motivated workforce to deliver our strategic priorities.
Supporting documents:
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