Shropshire Council Meetings
I attended both Cabinet and Full Council this month. Proceedings began with the reappointment of the Chair and a formal welcome for Tanya Miles as the new Chief Executive.
Halesfield Recycling Centre
I read out a question on behalf of Cllr Paul Williamson, Mayor of Shifnal Town Council, and then asked follow-up questions.
“Is the issue of the Halesfield Recycling Site not being available to Shropshire residents being reviewed through discussions between Telford and Wrekin and Shropshire Council? This is a ludicrous situation, with Shifnal residents being expected to drive to either Bridgnorth or Shrewsbury to dispose of household waste. This is going to contribute to further instances of fly-tipping, and hopefully common sense will prevail.”
The Cabinet Member confirmed that both councils are in discussion, but was unable to provide a resolution date and gave no indication of interim support for Shifnal.
Corporate Plan
The main issue considered at both Cabinet and Full Council was Shropshire Council’s new Corporate Plan, on which I made the following speech:
We must acknowledge that our Council is at a pivotal moment, and this Corporate Plan correctly identifies financial sustainability as the primary ambition that must underpin everything we do. The plan moves away from trying to deliver everything alone and instead focuses on an enabling role, working in genuine partnership with our Town and Parish Councils and the voluntary sector. It will be important to see how this evolves.
A clear golden thread runs through the document, linking organisational priorities through to service planning and individual staff performance reviews. This alignment, alongside the Improvement Plan and the Financial Strategy, provides much-needed coherent direction as we look forward. We support the focus on prevention and early intervention as the most effective way to reduce long-term demand on our statutory services.
However, while the ambitions are well-framed, the Council remains in a declared financial emergency, relying on Exceptional Financial Support.
My question is this: Given that this Plan is described as a “strategic framework rather than a detailed delivery plan,” how will the Cabinet ensure that the forthcoming annual Service Plans translate these high-level ambitions into specific, trackable actions that deliver the immediate and substantial budgetary savings required to end our reliance on government support?”
Unfortunately, the leadership were unable to provide concrete answers on reducing Shropshire Council’s structural deficit.
Key facts about Shropshire Council’s budget:
1. The ruling group stated that the Corporate Plan was developed quickly, despite having been in control for 12 months.
2. In the latest final budget, the People directorate had a budget of £214.687 million. It is by far the largest directorate and includes Adult Social Care and Children’s Services.
3. The People directorate recorded a deficit of £31.244 million. This was primarily driven by “challenging demand levels” and inflationary pressures within Adult Social Care, alongside increased activity and cost pressures in Children’s Social Care.
4. Tanya Miles served as Executive Director of People at Shropshire Council during 2023-2024. I therefore hope that, with her knowledge and experience as Chief Executive, she will be able to take control of this key budget area.
5. Dependency on high-interest debt (EFS): to balance the 2026/27 budget, the Council is requesting £121 million in Exceptional Financial Support (EFS) from the Government. The S151 Officer explicitly warned that this is borrowing to fund revenue activity, creating significant financial pressure for years because of interest and debt-financing costs. The Corporate Plan still lacks a clear and detailed exit plan, even as the funding gap is projected to grow to £180.3 million by 2030/31.
Local Plan
Cabinet also held preliminary discussions on the Local Plan.
The Council did have a Local Plan. Officers carried out extensive technical work, and there were multiple rounds of open and transparent consultation.
It was therefore deeply disappointing for members, officers and residents that the plan had to be abandoned. In my view, it became unsound after the Labour Government effectively doubled local housing targets.
Residents rightly want to know how we can protect the rural character of Shropshire and its Green Belt.
We have already seen planning applications near Wolverhampton Road affecting the Green Belt around Tong and Albrighton, and I understand there are many other sites across the county.
I asked:
– Are there opportunities to use the work from the previous plan?
– Is the main risk a change in national policy, which we believe is what scuppered the previous plan, and how likely is that?
The following points were also highlighted:
– Pre-2024 target: the established target was around 1,070 homes per year, with a draft Local Plan proposing a rate of 1,423 dwellings per year up to 2038.
– Labour Government changes (2024-2025): following the July 2024 announcement and later revisions, the target was updated to over 2,000, representing roughly a 92% increase in the baseline requirement.
– Impact on planning: the increase means that Shropshire must plan for roughly 600 more homes each year than in its previous stalled draft Local Plan.
Current Housing Targets (2026)
– Annual target: the annual requirement for new homes in Shropshire has increased to approximately 2,030 to 2,059 homes per year, up from the previous figure of 1,070, following revisions in late 2024 and 2025.
– Total target (five-year): the Council is required to identify a five-year land supply for 10,658 new homes.
– Current standing: as of April 2026, the Council has only identified a 4.61-year supply, equating to 9,830 homes, leaving it short of the new target.
Risks of Lacking a Local Plan in Shropshire
– “Uncontrolled development”: the lack of a plan creates a “policy vacuum”, which can allow developers to bypass local preferences and build on sites that are not designated for development.
– Reduced control over locations: the planning authority cannot effectively guide growth to appropriate areas, resulting in a higher likelihood of proposals in unsuitable areas.
– Loss of housing supply arguments: if the Council cannot show a five-year land supply, the presumption in favour of sustainable development applies, making it difficult to refuse applications.
– “Disappointing news”: the withdrawal of the plan is described as “desperately disappointing” by council members, signalling a setback for both the Council and residents.
– Lack of long-term strategy: a Local Plan is necessary to manage environmental assets and ensure economic growth, so its absence can hinder long-term development.
– Delayed development: the process of producing a new plan, aiming for completion by 2029, creates a period of uncertainty and potential delays.
I also sought reassurance that the current Cabinet will protect the Green Belt, and raised concerns about development already planned for Shifnal and the additional risk to Tong of up to 10,000 homes.
Questions Regarding Aston Street Car Park
There has been considerable comment about how busy Aston Street car park is, with speculation that many spaces are used by commuters. Last week, services were cancelled following a derailment near Billbrook, and residents noted that many more spaces were available than usual.
Shifnal Town Council controls Aston Street car park. Introducing charges for long-stay parking is a high priority in its action plan, and the Council is currently obtaining survey quotes.
The intention is to charge for parking beyond, for example, two to three hours. Most discussion takes place in the Town Council’s Estates Committee, which then makes recommendations to Full Council.
Edward Bird - Councillor for Shifnal South and Cosford 