6 Corporate Plan 2023-2028 Corporate Priorities 24/25 PDF 327 KB
Additional documents:
Decision:
Members
noted the report.
Minutes:
Officers
provided a brief overview of the report contained within the agenda pack.
Members
referred to the action plan contained within the agenda pack, and requested
further information on how the Regeneration Directors Group interacts with the
CJC. It was noted that there were gaps in information for some actions.
Officers
confirmed that four sub committees were formed in relation to the wellbeing
objectives to ensure governance, decision making, and information, ideas and
suggestions were cascaded from regions to the CJC and vice versa. The CJC
Constitution sets out executive leads and political leads for each wellbeing
objective, as follows:
• Regional Transport – executive lead -
Swansea, political lead - Carmarthenshire.
• Economic Development & Economic
Wellbeing - executive lead - Carmarthenshire, political lead - Swansea.
• Regional Energy - executive lead –
Neath Port Talbot, political lead - Pembrokeshire.
• Strategic Planning - executive lead –
Pembrokeshire, political lead – Neath Port Talbot.
Prior
to the formation of the CJC, core and director working groups were formed. In
each authority the Directors leading each theme, report back to the programme
board and steering group formed under the CJC.
Members
expressed concern that some progress updates were deferred to the Regional
Regeneration Directors Group, without comment; any progress should be noted in
the document. There is ambiguity around the group which is outside of the CJC
structure.
Officers
stated there had been consultation on the actions, going forward, the focus was
for increased activity and engagement from stakeholders. A workshop has been
arranged for November to look at the priorities and whether they remain
relevant for 2025-2026, there are opportunities for continuous improvement. The
well-being objectives are not subject to change, but the actions need to be
reviewed. As part of participation and engagement work there is a need to
ensure appropriate engagement, this includes communities as well as existing
working groups and officers in each authority.
Members
expressed concern in relation to the level of stakeholder engagement and
questioned the value of a consultation with limited responses; the level of
responses across the region is varied. Members questioned how people can be
made aware of the aims. Members noted that an organisation called ‘For the
Region’ has conducted work in Carmarthenshire recently and asked who is being
engaged with to carry out the consultation on behalf of the committee.
Officers
confirmed that the Corporate Plan has been published and promoted through the
SWWCJC website. There is an independent follow up consultation on the
well-being objectives and functions. The consultation is live and further
details are detailed on the webpage. There is representation on the working
groups from officers from each authority, Welsh government, and other
specialist bodies. The consultation is built upon from findings gained from
implementation of the initial corporate plan and building on feedback and
highlighting opportunities for improvement. Each authority is promoting the
consultation through their social media channels and their own independent
websites.
Members referred to the plan showing the transport network and national parks ... view the full minutes text for item 6