District Matters

Welcome to District Matters, a monthly column penned by the Leader of Stratford-on-Avon District Council, Councillor Tony Jefferson. Choose a date from below to read the most recent entries.

Please note: these columns have previously been published in the Stratford Herald newspaper.

Got a question for Councillor Jefferson? You can get in touch via Ask the Leader.

3 September 2018

Tony Jefferson

I strongly believe that the purpose of leadership is to get things done or make things happen; it is not about self-aggrandisement. I can't do everything myself. There are very real limits to what any individual can do on their own. Maximising impact means that people have to be pulling in the same direction and have to feel that, within broad guidelines, they are empowered to take decisions and get things done.

Much time during my first 100 days as Leader - and it was 100 days on 23 August - has been spent creating a shared sense of direction, building a level of trust and creating a culture where people feel as though they can get on and do things. The key to making this work well has been the way in which we all talk to each other and keep each other in the loop. In particular this has meant breaking down any perceived ‘us and them' barriers between officers and Cabinet members.

The discussions we have as a group are much more open and free flowing; everyone round the table has a voice and that voice will be heard. (This has occasionally caused surprise when I have asked people for their views.) Compared to a stilted formality, we can focus on issues, solutions and decisions, and there is room for disagreement and intensive debate. Decisions are better as a result.

I find that there is much greater commitment and enthusiasm and more gets done. There is a sense that things are much more joined up and, despite the essential formality of the way a council has to operate, things happen quicker.

In concrete terms we can identify some 20 initiatives we have been working on in the first 100 days in addition to ‘business as usual'. Some of these, such as Wellesbourne Airfield, come out of left field. We have, however, been able to respond quickly and, because we have a deliberate policy of becoming more engaged with stakeholders, identify potential synergies. What we are also doing is resetting the bar on ambition. The 21st initiative appeared this week, and within the week we had begun to see much greater potential for building on this initially quite modest proposal.

I am really proud of the way everyone has responded to the change in leadership and the challenges we face. With the challenges have come opportunities and I am beginning to realise the sheer scale of the opportunities that we as a district have. My role is to ensure that we find creative and innovative ways to react to the challenges and maximise the opportunities.

Part of the reason why people are so committed is that we are willing to be creative, innovative and ambitious. In short, it's exciting, and exciting is more motivational than boring.

The ambition is for the district as a whole, and what I see ahead of us are some real transformational opportunities that will lay the foundations for prosperity for perhaps 20 years.

Not a bad start.

You will see more results in the coming months.

30 July 2018

As many of you will already be aware, one area the District Council is currently focusing activity on is Wellesbourne Airfield. The airfield is an important asset for the UK General Aviation Industry and our District, and there is a clear policy position under the District Council's adopted Core Strategy 2011-2031 that the site be preserved for aviation purposes. The Government Framework for UK aviation also identifies that such airfields are particularly important for local businesses and there is a strategy of maintaining a viable network of business and general aviation airports. The Wellesbourne Neighbourhood Plan, produced by local people, also wanted the airfield retained as operational.

Sadly, the owners of the site appear to have no interest in continuing aviation activity and have terminated the tenancies of the airfield business, with aspirations to develop the site for non-aviation uses. This is directly contrary to the District Council's Core Strategy. There is already considerable concern in Wellesbourne about the number of houses recently built in the village and there would be opposition to yet another massive housing development.

So, there are many reasons why Wellesbourne Airfield should remain operational and that is why the District Council is taking action. We have a clear policy position to defend and that is what we are doing.

The District Council is currently in dialogue with the owners of the site and we hope to be able to negotiate a purchase of the airfield to secure its future for aviation activity. If a negotiated purchase cannot be achieved, The Cabinet has resolved to use its powers of compulsory purchase to acquire the site. This is a long and complex process and I would not expect a quick resolution, but we are taking action. Believe me it is frustrating and sad that our Core Strategy is being ignored in this way.

I had an interesting time at the Local Government Association Conference held in Birmingham recently. I have always been interested in Economics and Strategy and at one session I was able to raise the issue of the lack of power supplies. I wasn't given the most helpful of responses. We can't keep building and expecting industry to expand without looking at capacity issues, whether that is power supplies, water, or infrastructure. There most definitely needs to be closer links between housing development and infrastructure planning – something we are always campaigning for as a Council. Perhaps one day Westminster and Whitehall will grasp the blindingly obvious.

When asked when the audience felt councils had been performing at their best, the majority answer was “now". Given the pressure we have been under, that is a hell of an achievement.

Business also continues on the progress of our strategic projects, including over £1.1m investment for regeneration projects in Studley; upgrading the CCTV system across the district; and £0.5m to expand high speed broadband to rural communities. All aiming to ‘make a difference' for residents and businesses.

25 June 2018

It has now been almost a month since I became Leader of Stratford-on-Avon District Council, although this work started before the formal election by Annual Council - the Cabinet had to be appointed, the Committee membership had to be selected and lots of other routine, but important, work was undertaken.

The next step was to find out what was going on: some I knew, but a lot I didn't. When I asked for all projects to be pulled together so I had a clear picture, 12 pages listing all of the projects were produced. It is, as I discovered, easy to underestimate how much the Council has to do.

The week after my formal appointment got off to a flying start with a meeting of the Coventry and Warwickshire Local Enterprise Partnership. There was a very positive welcome from the Board; however, as a result, three more meetings have been put in the diary.

Then there was an internal meeting to start work on the Council's Corporate Strategy for the period 2019-2023. This is likely to be a challenging period; we know that the district is performing very well economically and one of the challenges is to maintain that momentum. We also anticipate a continuation of the squeeze on revenue from central government, so we have to exploit our current strong financial position at speed.

A meeting of the South Warwickshire Community Safety Partnership (which I Chair) followed and at the end of the week I represented the council at a meeting of the West Midlands Combined Authority, which generated another meeting for the diary.

So, that was week one. I won't bore with a description of weeks two, three and four, but it's still moving at a pace.

As I mentioned above there are 12 pages of projects which need to be delivered. Working closely with the Management Team I'm aiming to accelerate the delivery of the key priority projects, and at a deeper level we intend to change the culture to make it a much more ‘can do' and delivery-focused council, being more proactive and responsive to a changing environment. Initial signs are that this is welcomed by people. One of my most used phrases has become: “Get on with it". I have also propped the office door open as a symbol of openness, and I am trying to create a climate where people feel free to wander in and discuss things and challenge. However, these things all take time to develop.

So, it has been extremely busy, often fraught and quite tiring, but also exciting. My aim is to ‘make a difference' and together with the Cabinet and the Management Team we will.

More next month.

Last updated on 03/09/2018

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