Original Strategic Plan Page Number
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SPST
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CHE
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Policy and Resources
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HCL
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Analysis and Comment
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3
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Reformat
so that Our Mission is first section, followed by Our Vision.
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Reformat
so that Our Mission is first section, followed by Our Vision.
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This
will be reflected in the diagram
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Supported
by Committee
Prioritisation
of three actions for 2017/18:
·
Providing a clean and safe environment
·
Regenerating the town centre
·
A home for everyone
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The
diagram in Appendix B shows that these three areas are priorities for 2017-18
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Change
action areas to:
Maintaining
and enhancing the town centre.
Planning
for the delivery of sufficient homes to meet our borough’s needs.
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Planning
for sufficient homes to meet our Borough’s needs’ be re-inserted and ‘A
home for everyone’ be taken out
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Homes
The aim is to secure sufficient homes. It is important
that this is expressed as clearly and succinctly as possible especially as
this will be a key focus for the next few years. The process of planning for
sufficient homes is reflected in the delivery of the Local Plan, Housing and
Regeneration Strategy and Temporary Accommodation Strategies
It
is therefore recommended that this amendment is not taken forward.
Town
Centre
This proposed change broadens the action and could dilute
the clarity of the original with its focus on regeneration.
Maintenance and general enhancement of the town centre is
embraced by the action area “Providing a Clean and Safe Environment” and this
has been re-drafted on page 5 to reflect the importance of the quality of the
public realm in the borough
It
is therefore recommended not to agree the change proposed and instead consider
the proposed changes to the action area “Providing a Clean and Safe Environment
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Values
section moved to the last page
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Values
section moved to the last page
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This proposed change in presentation does not change the
substance of the existing Strategic Plan. However the link between our
ambitions and the values with which we will deliver them is separated. This
is an important consideration for staff.
It
is recommended to agree the change within the Strategic Plan document and
keep it together for the succinct “Strategic Plan on a page” poster for
communication with staff
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Providing a Clean and Safe Environment
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4
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Maidstone
Borough Council has demonstrated its commitment to deliver cost effective and
sustainable waste and recycling services. as a result our recycling
rate has improved significantly. Maidstone does not experience high
levels of crime. We have with our Community Safety Partnership agreed that
reducing anti-social behaviour, domestic abuse, reoffending and improving
road safety are out priorities up until 2018 During the first year of
the Strategic Plan The Council has introduced street cleansing
and we will ensure we meet that objective.
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The Strategic Planning, Sustainability and Transport
Committee have identified the issue of “maintaining and enhancing” in the
context of the town centre, which resonates with this objective.
To reflect this and integrate with our original narrative the
following amendment to the opening paragraph is recommended (as shown on page
5 of Appendix B):
Maidstone Borough Council is committed to creating an
attractive environment which is safe, well maintained and clean. Our borough
does not experience high levels of crime and through the Community Safety
Partnership we aim to protect the most vulnerable people in our community.
Our recycling levels have reached 51%. Maidstone has areas
of poor air quality due to high concentrations of nitrogen dioxide associated
with road traffic and has designated the urban area of the borough as an Air
Quality Management Zone.
It
is also recommended that the Community Safety Partnership priorities are
referenced in the “We will commit” section through the Community Safety Plan.
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We
mean:
People
feel safe in the Borough and they live in a clean environment of high
quality an attractive a safe and clean environment.
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It is suggested that this statement is slightly widened so
that it embraces residents and people who come to work or visit the borough:
People to feel safe in the borough and experience an
attractive, clean and safe environment
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We
will:
Working
with partners to deliver the Community Safety Plan Strategy
2017-18.
Amend:
Deliver the Air Quality Strategy working with partnerships.
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It is suggested that we widen this statement to include
other relevant strategies as follows
We will commit too
- Investing to improve street
infrastructure and the efficiency of cleansing services in accordance
with our Medium Term Financial Strategy
- Deliver the Waste and Recycling
Strategy
- Deliver the Community Safety Plan
2017-18
- Deliver the Low Emissions
Strategy
It
is suggested that working in partnership is endemic to delivery of all our
strategies and that this does not need to be repeated throughout our
Strategic Plan
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Respecting the Character and Heritage of our
Borough
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In
terms of its geography Maidstone Borough is largely rural and the countryside
currently offers high quality landscape and biodiversity. Maidstone is the
county town of Kent. A focus on achieving economic prosperity recognises that
protecting the environment both built and natural is essential in making this
a great place to live, work and visit.
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The following
amendment to the opening paragraph is recommended (as shown on page 7 of Appendix
B):
Maidstone is a largely rural borough with high quality
landscapes, countryside and urban green spaces and associated rich
bio-diversity. Our borough has many attractive and protected buildings and we
want these to remain in place for future generations. Our focus on economic
prosperity embraces the need to protect and enhance and enhance these features
so that the borough remains a great place to live, work and visit.
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We mean:
- Thriving and resilient urban and rural
communities
- Listening to our communities
- Respecting our heritage, history and
natural environment.
- Devolving services where we can and working
with Kent County Council to do the same
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It is recommended that the “We mean” now known as “We want ”
section (page 7 Appendix B) remains unchanged other than changing the syntax
to ensure it flows, as heritage includes history by its definition.
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We
will:
Add
·
Deliver the blue and green infrastructure strategy and the
biodiversity action plan
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We will:
Delete - Deliver the blue and green infrastructure strategy
Retain
- Deliver the biodiversity action plan
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We will:
·
Deliver and honour our Parish Charter
·
Deliver the Communication and Engagement Action Plan
·
Work with our Parishes and Communities on the design of their neighbourhoods
·
Deliver our Green and Blue Infrastructure Strategy
·
Adopt and deliver our Parks and Open Spaces 10 Year Plan
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The following
additions are recommended:
·
Adopting and delivering our Parks and Open Spaces 10 Year
Plan
·
Delivering our Green and Blue Infrastructure Strategy
It is also recommended that the
word ‘neighbourhoods’ is added to the existing bullet point regarding working
with parishes, to read as follows:
·
Work with our Parishes and Communities on the design of
their neighbourhoods
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Ensuring there are good Leisure and Cultural Attractions
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5
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There
is always something to see or do in Maidstone borough with the river,
two museums and a theatre in the town centre, quality parks and open
spaces and a well used leisure centre, a castle, various markets and a
variety of festivals and events held across the Borough and throughout the
year.
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There is always something to see or do in
Maidstone Borough with its quality parks and open spaces, rivers, museums,
opportunities for sporting, leisure, musical and cultural pursuits, historic
buildings and monuments, markets and a variety of festivals and events
held throughout the year.
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With the amendments brought forward this section is
becoming a list carrying a risk that something will be omitted eg the complex
at Lockmeadow or when a new facility is created it will need to be added.
It is recommended that the following paragraph be included:
(page 8 Appendix B)
There
is always something to see or do in Maidstone borough reflecting the wide
variety of venues, facilities and good quality public spaces. This not only
enhances quality of life for our residents but also contributes significantly
to the local economy. Our population is growing and we estimate an increase
of approximately 10,000 people by 2020. We are also growing as a destination
for visitors and so our leisure and culture offer has continued importance
for those living in and visiting the borough.
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We
mean:
Maidstone
offers a great range of sport, leisure and culture which meets the
needs of our residents and attracts visitors.
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Recommend
this section remains unchanged.
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We
will:
Keep
the bullet point: Maximise the benefits of our leisure and cultural assets
through our commercialisation approach to maintain key services
Delete:
Deliver the programme of projects a sustainable future for Mote Park
Add:
Ten year Parks and Open Spaces Strategy
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We
will:
· Deliver
the Destination Management Plan
· Maximise
the benefits of our sports, leisure and cultural assets to support
and enhance Maidstone’s economic performance
· Deliver
the Festival and Events Strategy
· Adopt
and deliver the Museum 20 Year Plan
· Support
a sustainable future for Mote Park
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It is recommended that these changes are amended to fit
the presentational style of the overall Strategic Plan so that this section
(page 8 Appendix B) becomes
We will commit to
·
Delivering the Commercialisation Strategy which refers to a
sustainable future for our parks
·
Delivering the Destination Management Plan
·
Delivering the Festival and Events Strategy
·
Adopting and delivering the Museum 20 year Plan
·
Adopting and delivering the Parks and Open Spaces 10 year Strategic
Plan
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Regenerating the Town Centre
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6
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Regenerating the Town Centre
Maintaining and enhancing the town centre
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Regenerating the Town Centre Enhancing
the appeal of the town centre for everyone
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See
comment on first page
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Maidstone has a historically thriving town centre, however
we need to ensure that we keep pace with the changing economic environment
and continue to meet the demands of businesses, residents and consumers.
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Maidstone
has had an historically thriving town centre, however we need to ensure that
we keep pace with the changing economic environment and continue to meet the
demands of businesses, residents and consumers. Investment in
Maidstone town centre is needed if it is to continue to be a popular place
for leisure, to live, shop and work. A diverse and thriving town centre
requires a full range of business, retail and cultural investment to support
them.
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Considering both and with the aim of capturing the spirit
of the changes promoted and expressing them in a consistent style with the
rest of the document it is recommended that the first paragraph (page 9
Appendix B) becomes
Maidstone
has a historically thriving town centre benefitting from its role as the
county town and a diverse mix of residential, business, retail, cultural uses
and public services. The changing economic environment has created challenges
and the need for further investment in the town centre to meet the needs and
expectations of residents, businesses and visitors
Investment
will be key and it is suggested that this could be reflected in the “We will
commit to” section
·
Deliver the Housing and Regeneration Strategy
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We
mean:
Ensuring
that we provide a diverse and thriving town with a full range of business,
retail, cultural, and leisure opportunities with the investment to support
them.
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Investment will be key and it is suggested that rather
than amending we want this could be reflected in the “We will commit to”
section
·
Deliver the Housing and Regeneration Strategy
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We will:
·
Deliver (review and update) the Town Centre Development Plan
·
Deliver the Destination Management Plan
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We
will:
Delete:
Deliver the Town Centre Development Plan
Insert:
Deliver the Housing and Regeneration Strategy
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The Policy and Resources Committee has agreed to the
production of a Housing and Regeneration Strategy which will subsume the Town
Centre Development Plan.
It is suggested that there is no need to make reference to
reviewing and updating plans within our Strategic Plan as this is good
practice and occurs regularly; any changes from year to year with a strategic
impact can be reflected when the Strategic Plan is refreshed
In addition to the housing and commercial investment
needed in the town centre it is also important to ensure that the
infrastructure that residents need keeps pace with the growing population for
example healthcare facilities; this is reflected to some extent in the Local
Plan policies
Recommended change – add to the “We will commit to”
section
·
Delivering the Housing and Regeneration Strategy
·
Delivering the Local Plan
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Measured
by:
- % of vacant retail units
- Target to minimise conversion of office space
to residential
- % hotel occupancy
- Resident satisfaction
·
How Maidstone is rated as a retail, cultural and leisure
destination
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As
the plan has progressed through the Committees it has been identified that
performance measures should be considered once the actions are agreed and
clear. It is proposed that each committee consider performance measures in
March to measure the progress of the plan’s agreed action areas.
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Securing Improvements to the Transport
Infrastructure for our Borough
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6
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We
mean:
·
A sustainable transport network that meetings
the needs of residents and businesses
We
will:
·
Deliver an Integrated Transport Strategy and work with our
partners to seek improvements to the transport infrastructure
·
Deliver the walking and cycling strategy
Remaining
bullet points deleted.
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This change reflects our adopted Integrated Transport
Strategy and it is recommend that the change is agreed (page 10 Appendix B)
The suggested changes simplify the “We will commit to”
section; arguably there could be further simplification to
- Deliver the Integrated Transport
Strategy
- Deliver the Walking and Cycling
Strategy
As partnership working is key to delivery of all our
strategies and action plans it could be referenced in the foreword rather
than intermittently in the document.
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Promoting a
range of employment skills and opportunities across the Borough
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7
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We mean:
·
Meeting the skills and employment needs of our residents and
employers, supporting and attracting businesses and not becoming a
dormitory Borough.
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We
mean:
· Aiming
to meet the skills and employment need of our residents and employers.
Supporting existing business and attracting new business to the borough
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The reference to the skills needs of employers is a
helpful addition however the wording doesn’t particularly flow so the
following is recommended (page 11 Appendix B)
We want:
To
meet the skills needs of our residents and employers, supporting existing
businesses and attracting new ones
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A Home for
Everyone
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7
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Planning
and delivery for sufficient homes to meet our Borough’s needs
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Planning
and delivery for sufficient homes to meet our Borough’s needs
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See
comment on page 1 regarding name change of action area
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We
will:
·
Deliver the Local Plan
·
Deliver the Housing Strategy
·
Implement the Housing Assistance Strategy
·
Deliver the Homelessness Action Plan
·
Deliver the Affordable Housing Programme
·
Deliver the Temporary Accommodation Strategy
Develop
and implement a housing standards strategy
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We
mean:
Amend
sentence to read: Having enough homes to meet our residents’ long term needs,
to include homes for affordable rent and affordable home ownership. These
must be economically sustainable for all our residents.
We
will:
Delete:
deliver the affordable housing programme.
Not
to include: develop and implement a housing standards strategy
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The suggested amendment clarifies what we mean by tenure
and is recommended for inclusion
There
was discussion on housing standards at SPST and a request for a housing
standards strategy. The new Local Plan includes a specific policy for
sustainable design (Policy DM2) which signposts the Building Control
requirements for new homes and requires BREEAM ‘very good’ standards for
water/energy use for new non-domestic development. In terms of further
guidance, MBC has endorsed the Kent Design document as supplementary
guidance. KD includes practical guidance for developers on sustainable
construction and energy/water efficiency. It is not therefore necessary to
create additional housing standards and reference these in the Strategic
Plan.
It is recommended that this section becomes
We will commit to
- Delivering the Local Plan
- Delivering the Housing and Regeneration Strategy
- Delivering the Housing Strategy
- Implementing the Housing
Assistance Strategy
- Delivering the Homeless Action
Plan
- Delivering the Affordable Housing
Programme
- Deliver the Temporary Accommodation Strategy
- Develop and implement a housing standards planning
document
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