Agenda item

Report of the Leader

The Leader introduced the report which drew together the conversations held between a small officer team supported by stakeholder sector leads and a wide range of industry leaders, groups, businesses and individuals. Today endorsement of the Cheltenham Placemaking Vision by Council was sought.

The Leader went on to explain that this was an evolving strategy which was a strategy for Cheltenham, not just the Borough Council. He hoped that Cheltenham as a whole would buy into this with partners becoming fully involved. A wide group of people including businesses, cultural organisations and the voluntary sector had been engaged to date and  a member seminar and staff sessions had also taken place. The evolving vision was “A place where everybody thrives” focused along the four core values of creativity, a pioneering spirit, a nurturing town which builds connections and forms reconnections in the community.  It was important to assess the impact on the economy, visitors and young people. Losing young people due to affordability was a key concern. Other policies fed into the strategy including the tourism policy.

It was hoped that the consultation on the strategy would be broadened to include the public as a whole and actions needed to be defined to achieve it involving partners in and beyond Cheltenham including the County Council.

Finally the Leader said this had been a positive process and he thanked all those who had been involved.

The following points/questions were raised by Members and responses given by the Leader :

·         There was a lack of emphasis on older people- recognising that the town had an ageing population should be incorporated into the document. The focus had traditionally been on care but this part of the community needed to be engaged with and valued. In response the Leader recognised that the ageing population was vital to the town but there had been an emphasis on younger people in the document as they were leaving the town.

·         Members recognised that young people wanted to leave the town in order to broaden their horizons. It was important to talk to younger people in other places to attract them to the town. Interesting and varied employment opportunities and different kinds of businesses were required to achieve this. Creative culture was important in terms of business innovation and creative thinking. Providing better housing options in the town by fostering the right kind of development was also a factor alongside better public transport and an attractive leisure and cultural offering.

·         Members welcomed the opportunity for the public to be consulted but urged that the language be adjusted prior to consultation

·         Recognition of our diverse communities in the town was required in the document. In response the Leader stated that all communities would be involved via the community champions process.

·          A Member referred to the role of Cheltenham Town Football Club in the town highlighting that many local authorities embraced their football clubs more than CBC, working closer with communities and using football to deliver messages on health and education. In response the Leader recognised that the football club was essential to the community and this was something that could be built on.

·         The council’s role should be one of a facilitator bringing partners together and coordinating/promoting as a whole rather than funding individual projects. The council should draw on specific expertise from Members, they should not feel constrained in contributing to the debate. In terms of Members’ contributions the Leader would request One Legal to advise on restrictions of Members to get fully involved in the process.

·         There were enormous differences in how the community regarded itself, particularly those significantly disadvantaged communities who could see themselves as part of something bigger in this vision. Partner engagement was key to the strategy.

·         A Member believed the elements of the Place Strategy did not represent anything new. More progress would be welcomed in terms of allocating resources and optimising opportunities. Members needed to be clearer of the timescale for implementation and see resources being allocated, if indeed there was sufficient resource to take this vision to the next stage. With regard to resources the Leader acknowledged that these were limited but said it was important for resources to be put in place to both set up the Place Strategy and its subsequent delivery. He emphasised the importance of working with partners. In terms of an action plan and timescale he explained that the last meeting of the working group had considered a draft action plan but this work was ongoing. The Corporate Strategy end point was in December and the aim would be to put an action plan out at that point.

·         It was important to learn from those organisations who have an established national reputation such as Cheltenham Racecourse and the Cheltenham Festivals and bring in others such as the Cheltenham half marathon and amateur and more low profile sports. The town should also exploit its location as the western gateway to the Cotswolds AONB..

·         Reference should be included in terms of where the town sat in the county and the country to facilitate edge of town business connections and business connections throughout the county.  Making firmer connections would encourage people to come to Cheltenham including businesses.  Role of the local plan in delivering its policies was key.

·         Junction 10 of the M5 was referenced in the strategy but there was an absence of any reference to A417 which was not only important for Gloucestershire and Cheltenham but also for Wales

·         More effort was required in promoting cycling and walking ensuring this was accessible to all and represented a more sustainable means of transport. Reference to “Smart town” initiatives should also be included.

·         A Member believed that the council should be brave in its decisions in the interests of the future of the town

The Leader thanked Members for the enthusiastic debate. In terms of next steps, there would be a clear timetable for the strategy and this would be fed back in to the next budget process in December 2017.

A point of order was raised by Councillor C Hay who requested that the resolution should be amended to incorporate the fact that comments raised by Members in the debate would be taken account of in the strategy.

RESOLVED (unanimously) THAT

the Cheltenham Placemaking Vision, as amended in the light of comments made by Members, be endorsed for engagement with stakeholders and the wider communities of Cheltenham.