Agenda item

Leader's Priorities - Update

Councillor Shabir Pandor, the Leader of the Council, will attend to give an update on his portfolio priorities for 2022/23.

Minutes:

Councillor Shabir Pandor, the Leader of the Council, attended the meeting to give an update on his priorities for 2022-23. He was accompanied by Jacqui Gedman, the Chief Executive.

 

Councillor Pandor gave a presentation focussed on the following headings:

 

Economic Growth and Sustainability; building a strong economy to protect against future cost of living crises. This included moving forward with the plans to regenerate Huddersfield, Dewsbury and Batley town centres, along with plans for Cleckheaton, Heckmondwike and Holmfirth.

Inclusion and Diversity; ensuring action in relation to; the cost of living, including the Household Support Fund and the introduction of ‘warm spaces’; support for young people to ensure no child gets left behind; and supporting older people and people with disabilities.

Cleaner, Greener, Safer; a Climate Change Action Plan was in place and the ambition was to be carbon neutral by 2028. A significant number of pothole repairs had been completed in 2022 and 99.7% bin collections achieved. Work had been successfully undertaken, in collaboration with West Yorkshire Police, to address issues of community safety.

Challenges for the next twelve months and beyond; including balancing the Council’s budget and sustaining public services, the cost of living, the economy, pressures on health and social care,and climate change.

 

Questions and comments were invited from Committee Members, with the following issues being covered:

·       In terms of work at a regional level, Councillor Pandor explained that he was the Chair of the West Yorkshire Combined Authority’s (WYCA) Business, Economy and Innovation Committee, the remit of which was to support businesses throughout West Yorkshire.

·       In response to a question about which priorities were specific to the Leader’s portfolio, he explained that he considered that these were his priorities. The Cabinet had a collective responsibility and his role included ensuring that the budget was in place, lobbying for funding and supporting the Cabinet Members to deliver on all priorities.

·       There was a desire for the authority to do what it could to support communities and ease the burden of the increases in the cost of living.

·       In relation to supporting young people, concern about the lack of youth services was raised at ward level on a regular basis.

·       The appropriate Cabinet Members would be able to provide a more specific update in respect of the work being undertaken to support young people in achieving their aspirations and ambitions. His aspirations included ensuring that every child was safeguarded, that provision for those with special needs and disabilities was good and that every child was given the best opportunities for a good start in life.

·       The introduction of ‘warm spaces’ and the work undertaken to repair the district’s roads was welcomed, although it was regrettable that there was need to fill potholes rather than being able to undertake resurfacing.

·       In relation to the challenges of recruiting and retaining a stable workforce, particularly associated with lower paid roles, assurance was given that priority would be given to client-facing caring roles despite the budget pressures.

·       The budget would be agreed in March and the work was in progress to ensure that the major regeneration projects and climate change work could continue within the tighter financial constraints, whilst still delivering public services and making the necessary savings.

·       He had undertaken work, at national level, with the Local Government Association, an example of which was in respect of the exclusion of leisure centres from the grant to ease pressures associated with higher energy bills for energy intensive uses.

·       He led discussions with the Cabinet, on a daily basis, and there were strong links with the Council’s Executive Team. Consideration was being given to how savings could be made without putting services at risk and to ensure sustainability. Residents of the district would be consulted. Some of the Council’s reserves would be utilised.

·       Stability was very important, the Council’s staff were valued and that there was a need to ensure that they were retained and supported.

·       It was important that there was a broader view across the organisation and the work of partners to ensure that there was no duplication and that budgets were efficiently and effectively utilised.

·       In terms of the work being undertaken at regional level and how the voice of Kirklees was being heard, work was in progress in respect of improvements to bus and train travel and lobbying was to be undertaken to achieve a model that worked, alongside the commitment to achieve the carbon zero target by 2038.

·       The Council’s Climate Change Action Plan had been approved by the Council and could be shared with members of the Committee.

·       It was noted that the improvement of bus services needed to include reliable provision at sufficient frequency and timings to meet residents’ needs; there were issues with affordability.

·       The introduction of an integrated transport strategy for the north of England was needed and would be welcomed.