Agenda and minutes

The Leader referred Cabinet Members to the Department for Communities and Local Government (DCLG) consultation document entitled “Planning for the right homes in the right places” in which the proposed methodology for determining housing need would lead to a large increase in the level of housing needed in Medway – a 29% uplift on the current level of assessed housing need of 29,463 homes for the period 2012-2035. The Leader stated that any increase is unacceptable and that he had met with two of Medway’s MPs (Tracey Crouch MP and Kelly Tolhurst MP) and that together with Rehman Chishti MP, they would lobby the Government in respect of the proposals. In addition, the Leader also stated that he would work with other Local Authorities and MPs in opposing the proposals.

All Cabinet Members expressed concern in relation to the proposals citing a number of factors including the provision of land, the ability to build houses, the required infrastructure to support such development, the disproportionate impact of the proposals on South East England, including Medway and the need to maintain the quality of life for local residents.

A report would be submitted to Cabinet on 24 October 2017, setting out the Council’s proposed response to the consultation, for Cabinet’s consideration and approval.

An apology for absence was received from Councillor Rodney Chambers OBE (Inward Investment, Strategic Regeneration and Partnerships).

The record of the urgent decision taken by the Leader on 21 August 2017 was agreed and signed by the Leader as a correct record.

The record of the meeting held on 5 September 2017 was agreed and signed by the Leader as a correct record.

Disclosable pecuniary interests

There were none.

Other interests

There were none.

Background:

This report introduced the Council’s Medium Term Financial Strategy for 2017 -2022. The report made forward projections concerning the Council’s budget requirement and the resources available to deliver its corporate priorities and objectives included within the Council Plan.

The report articulated the financial challenges facing the Council over the next 4 years and the Council’s strategy for delivering a balanced budget in the context of a reducing resource base. It noted that opportunities would be afforded through digitalisation, new operating models and over the longer term devolution of power to local authorities and local autonomy over taxation.

The report set out the timetable for the Medium Term Financial Strategy and budget setting and it was noted that business and service planning would run concurrently.

It also provided a framework for the more detailed preparation of the draft Revenue Budget for 2018/19.

Diversity Impact Assessments would be undertaken and reported to Members as part of the budget and service planning process.

Reasons:

The accompanying Medium Term Financial Strategy is important in providing the framework underpinning the budget setting process and in order to ensure that the Council meets the timetable set out within the Constitution.

Background:

This report updated the Cabinet on the progress that had been made against the School Organisation Action Plan, borne from the School Organisation Plan 2011-16. It identified areas of emerging need based upon the latest annual round of forecasting undertaken in April 2017.

Having forecast a need for additional school places the report recommended that with regards to the primary school provision no further action would be needed in this sector beyond projects already initiated. However, an increasing number of primary pupils would start to impact on secondary school numbers and additional capacity would be required, as such the report proposed actions to meet the shortfall.

The report noted a new version of the School Organisation Plan was intended to be presented earlier in 2017; however this was postponed owing to the outcomes of the Government’s Wave 12 Free School Programme being delayed.  The report stated that the new plan was currently being drafted and would be presented to Cabinet on 6 February 2018. The new plan would outline the next 5 years’ expectations and actions to ensure sufficient school places were available for a rising population. At the same time, the School Organisation Principles would be updated to reflect the current national and local education landscape.

Diversity Impact Assessments would be undertaken on individual proposals brought forward as a result of actions arising from this report.

Reasons:

To ensure that the Council meets its statutory duty to ensure sufficient good quality school places are available.

Background:

This report provided details of a proposal to extend the South Thames Gateway Building Control Partnership to include Canterbury City Council Council’s building control service.

The report articulated that the proposal had been considered by members of the South Thames Gateway Building Control Joint Committee (The Joint Committee) and that the Committee had instructed that any expansion may only be considered if the result of inclusion was at nil detriment to the existing arrangements both in terms of cost and quality.

The report provided details of the outline Business Case taken to the Joint Committee in June 2017, as set out in the Exempt Appendix to the report, and summarised in paragraph 2.3 to 2.5.

The proposals had been considered by the Joint Committee on 21 September 2017, as set out in an addendum report.

A Diversity Impact Assessment had been carried out on the proposals, as set out in Appendix 1 to the report.

Reasons:

The expansion of the partnership will build in further resilience and provide opportunities for a wider market and broader customer base as well as providing reductions in contributions for the existing three partners.

Background:

This report introduced the Planning Enforcement Policy 2017 which would replace the existing 2007 Planning Enforcement Policy. 

The report articulated that the new policy provided up to date information on processes applied by the Planning Service and enforcement options available.

The Planning Enforcement Policy 2017 had been considered by the Planning Committee on 30 August 2017 as set out in paragraph 6.4 to the report. The policy is due to be submitted to Full Council on 12 October 2017 for final consideration and approval.

A Diversity Impact Assessment had been carried out on the proposals, as set out in Appendix B to the report.

Reasons:

The updated Planning Enforcement Policy 2017 sets out updated service standards in accordance with up-to-date, relevant legislation, which in turn will improve the Council’s position in dealing with complaints and enforcement investigations.

Background:

This report presented the mid-year review of the Treasury Management Strategy 2017/2018, which had been approved by Full Council alongside the Capital and Revenue Budgets on 23 February 2017. This report would also be considered by the Audit Committee on 28 September 2017 prior to final consideration at Full Council on 12 October 2017.

The report included an economic update for the first six months of 2017/2018 and reviewed the Treasury Management Strategy Statement and Annual Investment Strategy; the Council’s investment portfolio and borrowing strategy for 2017/2018; a review of any debt rescheduling undertaken during 2017/2018 and, compliance with Treasury and Prudential Limits for 2017/2018.

The report also included details of the urgent decision taken by the Leader on 28 July 2017 in relation to an amendment to Treasury Management Practice 1, as set out in paragraph 4.1 of the report.

Reasons:

In accordance with the Chartered Institute of Public Finance Accountancy’s (CIPFA) Code of Practice for Treasury Management, there should be a review of the strategy at least half yearly.

Background:

This report summarised the performance of the Council’s Measures of Success for April-June (Quarter 1) 2017/18 as set out in the Council Plan.

The report and accompanying appendix included progress reports on performance in Quarter 1 2017/18 against the Council’s three priorities using 40 measures of success and 13 programmes which support the priorities.

However, this report only included information on 29 measures of success as 11 of these were either data only, or data was not expected until after the report was published.

The report highlighted the following:

Council Plan measures of success:

·         65.5% on target; and

·         50.0% improved over the long term.

Examples of new performance highlights in quarter 1 included:

·         127 fewer 16 and 17 year olds not in employment, education or training (NEET), (383 in Q1 2016/17: 256 in Q1 2017/18). (Full details: section 7.2.4.);

·         98% achievement rate - Medway Adult Education (new measure 2017/18);

·         93% retention rate – Medway Adult Education (new measure 2017/18);

·         95% of square footage let at The Innovation Centre, Medway; and

·         20,000-30,000 attended Medway in Flames finale in June 2017.

Examples of other performance highlights (including those which have been highlighted in previous quarterly reports and continue to perform well)

·         101 fewer days taken for children entering care to move in with adoptive families compared with same monitoring period last year. (from 629 to 528);

·         79 jobs created and safeguarded;

·         529 people on ‘Tipping The Balance’ health programme achieved reductions in cardiovascular risk;

·         No families in bed and breakfast;

·         24 fewer households in temporary accommodation compared with previous quarter (from 351 to 327);

·         22 new affordable homes completed;

·         97% of our street surveys - litter free;

·         1,154 fly tips removed;

·         91.3% satisfied with refuse collection;

·         34 Fixed Penalty Notices issued for environmental matters;

·         £7,380 fines/costs – prosecutions for environmental matters;

·         87.9% very/fairly satisfied with festivals/events; and

·         89.1% stage 1 corporate complaints dealt within 10 days (80% target).

Cabinet Members highlighted a number of successes within their portfolios.

Reasons:

Regular monitoring of performance by management and Members is best practice and ensures achievement of corporate objectives.