Shropshire Council sets out priorities for next four years

The local authority has published its Corporate Plan for 2026 to 2030, which it says is intended “to provide a basis and context for prioritisation, decision-making, policy development and resource allocation, ensuring activity is aligned to the outcomes the council is most focussed on delivering, enabling through others, and influencing through partnership”.

The priorities have been informed and shaped by a range of evidence and engagment, including the “New Direction” report, local data and insight, resident feedback (including the budget consultation), engagement with staff, counsillors and partners. The council added it has also considered national or regional policy develpments, local priorities, statutory duties and responsibilities, as well as the Improvement Plan and the Medium-Term Financial Plan.

The six priority ambitions are:

• A Council that is financially sustainable, with clear priorities and purpose, and a
  workforce supported to excel
• Communities that are connected by well-maintained roads, accessible transport and infrastructure
• People live in safe, inclusive places with homes that meet their needs
• Everyone has the opportunity to be healthy and to thrive at every stage of life
• An environment that harnesses our natural assets, and supports wellbeing
• A thriving economy that benefits everyone.

The council say that the first priority ambition “is at the centre of everything we do and underpins the other five”.

“The Plan recognises the priority of financial sustainability,” said interim chief executive, Tanya Miles.

“While it is important to have overall ambitions as a context for council activity, the scale and pace of delivery against them must remain realistic and affordable.

“Service standards, levels of provision and the pace of delivery need to be aligned to available resources, recognising this may require difficult choices, reduced service levels in some areas, and prioritisation to ensure financial sustainability.”

Ms Miles added that it will also require the organisation to think about the role and purpose of the council in delivering outcomes, and a need to consider whether it is more economical, efficient and effective to achieve outcomes by working differently with partners, partnerships, and communities themselves.

“This will involve a greater emphasis on enabling and influencing and exploring and maximising the opportunities of working in partnership with town and parish councils, Voluntary Community and Social Enterprise Sector (VCSE) organisations, communities and through our statutory and non-statutory partnerships,” said Ms Miles.

The Plan “is a strategic framework” and not a delivery plan, she added, with delivery determined and driven through strategies, service plans and programmes. The council will use business and budget planning each tyear to determine commitments and activity, ensuring they remain aligned to the limited resources available.

“An annual review of the Plan and our commitments against it will help enable us to do that, and to respond to any changes and developments that require
amendments to priorities,” said Ms Miles.

“It will also support earlier conversations with partners on alternative delivery approaches ahead of autumn budget setting.

Cabinet is being asked to consider and approve the Plan when it meets next Wednesday (May 6).

A performance framework will then be developed and presented to Cabinet on June 10.