Agenda item

Context:

The purpose of this report is to present for scrutiny the Council’s first

Commercial Strategy and accompanying action plan. The strategy builds upon aspects of the Procurement, Digital and Asset Strategies and is a key means through which the Council can play a role in the self-determination of its future viability and sustainability.

Key Issues:

The Commercial Strategy is an important means through which the Council can self-direct its own economic future and ensure services, functions and wider activity has an outlook broader than ‘survive’ – and a real aspiration to ‘thrive’. Our Corporate Business Plan sets out a clear direction for the

Council up to 2022 and one of its main ambitions is to grow a ‘future focussed’ Council. The Commercial Strategy makes a key and direct contribution to this aim, as well as working to provide a stronger means through which all services and functions can be sustained and supported in the long-term. Specifically, it seeks to:

·       Augment income generation – making money by providing ‘charged for’ services that generates revenues for reinvestment;

·       Develop an approach to commercialising assets – adoption of an asset investment policy that creates an asset opportunity portfolio, maximising capital receipts and exploring wider commercial opportunities.

·       Create a commercial culture and ethos – ingraining the kind of business discipline that will enable the Council to deliver social impact

Member Scrutiny:

A Member questioned how the strategy would look, mentioning Bristol City, and if it would require significant investment, recognising the need for commercial confidentiality.  The Chief Officer explained restrictions in terms of the LDP.  In terms of housing, he welcomed house-builders or registered social landlords interested in conversations around innovative or creative ways of delivering housing. 

Members discussed the impact of infrastructure improvements, namely bridge tolls being abolished, the Metro, M4 relief road. 

Frustrations were expressed around the timeframe of implementing the LDP.  The officer explained there are processes to be followed, and the significant risks attached otherwise.  He referred to a master-planning exercise which would allow to crystallise what we think a sustainable Monmouthshire looks like, and get everything ready for the LDP.

A Member referred to the importance of partnerships and house-building and questioned the lack of reference to commercial partnerships.  In terms of resource, these partnerships should be mutually beneficial and recognised the benefit of outside expertise in terms of our strategy.  The Member was referred to page 105 of the agenda, which talks of short-term goals, and optimising operational possibilities. 

In terms of recruitment, officers did not foresee future issues.

A Member referred to an opportunity to save money by removing assets off our register and questioned how the strategy would enable Town and Community Councils and other groups to take on and manage our assets for us.  The Chief Officer reflected that we do have the requisite policies in place for assert transfers, and recognised difficulties in some areas.  He added that some points should be more explicit in the strategy.

Recommendations:

That the Committee considers the draft Strategy and action plan ahead of subsequent consideration by Council and based on its wider reflections and links across the strategic framework; advises on the fitness for future purpose of the Strategy ahead of decision.

Committee Conclusion:

The Chair summarised that the Committee had covered a number of areas including commercial investment around housing in particular; the review of the LDP and the impact on the strategy, and recognised a desire to accelerate the LDP process.  The Committee would work with the Head of Planning to push that forward.

The Committee discussed embedding commercialisation around the current workforce and how alien that can seem to the Public Sector.

The Committee resolved to accept the recommendation in the report.