The Leader of Council and the Corporate and Finance & Regeneration Portfolio Holders have been invited to attend the meeting to set out their priorities for 2024/2025.
Minutes:
Councillor Carole Pattison, the Leader of Council and the Portfolio Holders for Finance, Councillor Graham Turner, and Corporate, Councillor Tyler Hawkins, were welcomed to the meeting to talk about their priorities for 2025/26.
Councillor Pattison explained that:
· The long-term vision, eight shared outcomes, and four partnership strategies remained the same. The vision was for a district that combined a strong, sustainable economy with a great quality of life leading to thriving communities, growing businesses, high prosperity and low inequality, where people enjoy better health throughout their lives.
· The priorities set out in the 2024/25 Council Plan would continue to be delivered:
1. Address the financial position in a fair and balanced way.
2. Strive to transform Council services to become more efficient, effective and modern.
3. Continue to deliver a greener, healthier Kirklees and address the challenges of climate change.
4. Continue to invest and regenerate our towns and villages to support our diverse places and communities to flourish.
· Recent positive outcomes included; the ‘good’ Ofsted grading which showed that children’s services had improved; progress in respect of pushing forward growth across Kirklees, including the start of work on the ‘Cultural Heart’ and the Dewsbury Riverside developments; the ongoing TransPennine Rail Upgrade; and the establishment of cross-party working arrangements, for budget setting in the first instance.
· The new areas of focus across all portfolios for 2024/2025 were:
- Getting the basics right; a modern organisation that meets residents’ expectations.
- Being a responsible organisation that protects the vulnerable and drives sustainability.
- Working with partners to empower people to thrive, including through good local health services, education opportunities and housing.
- Driving local economic growth, particularly through the cultural sector, and making the most of opportunities through the Council’s relationship with the Government and West Yorkshire Combined Authority.
- Working in a more collaborative and inclusive way.
· Specific priorities for 2025/2026 were in development and would be set out in the Council Plan, alongside the budget, in Spring 2025. Work would be undertaken to engage, across the Council and with scrutiny, in developing the detail and the Authority would work with all levels of government (nationally and regionally) to meet any challenges it faced.
Councillor Turner provided an overview of the key priorities across the Finance and Regeneration Portfolio:
· The delivery of a balanced budget for 2025/2026 and the development of a longer-term financial plan. It was noted that the financial position of the Council was still challenging but he was confident that a balanced budget, that met needs, would be achieved.
· One of the drivers for the economic plans was the Local Plan and the development of this had begun. This was a lengthy piece of work, involving significant consultation and there was currently an open invitation to submit sites for consideration.
· Continued rationalisation of the Council’s assets, with auctions being scheduled for October and November.
· Continued delivery of planned investment into the district including the Levelling Up Fund schemes, the Station to Stadium Investment Zone, the University development, the Dewsbury Blueprint and development of The Arcade.
· Working alongside partners and continuing to lobby the Government to secure a fair funding scheme for the future.
Cllr Hawkins provided an overview of the key priorities across the Corporate Portfolio:
· Support for the most vulnerable in Kirklees; including the delivery of cost of living advice and support and assisting partner organisations to support residents in need.
· Modernising Council Services; by continuing to achieve savings whilst being more efficient and offering better value for money, with particular reference to access to services and post-16 home to school transport.
· Clear and Transparent Communication with Residents; including communicating positive outcomes and maintaining open and honest engagement in an inclusive way.
· Enhancing the Council’s Traded Services; such as school catering and markets to future-proof these and ensure their continuation.
· Championing Kirklees Council staff; through working with staff and the trade unions to make Kirklees a good place to work.
Questions and comments were invited from Committee Members, with the following issues being covered:
· In relation to the main priorities and challenges, the following were identified:
- Ensuring that the Cultural Heart and capital investment for the whole of Kirklees was secure and delivered.
- Developing the budget for the next financial year, alongside looking at alternative provision and addressing rising demand in services such as support for homeless people, which was a national challenge. The aim was to provide an excellent service but reduce the cost and be as efficient as possible.
- Managing changes to services such as access to customer services and home to school transport.
· In respect of how the Council measured if it was meeting residents’ expectations this was done in numerous ways; all residents would soon be invited to take part in the latest CLiK (Currently Living in Kirklees) Survey, Council enquires were monitored and there were numerous consultations, all of which measured customer satisfaction and expectations. It was acknowledged that there was a need for a full and honest explanation about what was possible to help manage expectations and aid understanding.
· With regard to the new post-16 home to school transport policy and flexibility within the Council system to be able to accommodate children with special educational needs and whether each case was being considered on an individual basis, assurance was given that there was an appeal process in place if a family wanted to appeal against the decision and make their individual case to the Council. Members should encourage their residents to do so where appropriate. There was a significant financial challenge for the Council and this provision needed to be dealt with in a different way; there were a number of other local authorities dealing with the same issue. It was considered that further information in relation to the options explored in making the decision would be beneficial.
· If permission was given to raise the level of Council Tax or if the Government provided additional funds, it was questioned what the priorities would be for use of the funds. It was noted that significant savings were needed for next year, but if additional funding was forthcoming to the extent that would allow investment, there would be a desire to ensure that it achieved the best possible impact. Examples were provided of areas where the funds could be spent and make a significant difference to residents’ lives, which included, housing, health and wellbeing, early intervention and prevention work, infrastructure, Special Educational Need and Disability (SEND) provision, and youth services. An indication of how the hypothetical funding would be used was not possible at this point as the Council’s budget was still in development.
· The employee networks and the support they provided to staff were invaluable and the support for these was welcomed.
· In relation to vulnerable residents facing difficulties in accessing the Council’s online system and how this would be addressed; proposals were included within the digital inclusion business plan. It was considered that councillors also had a role to play, alongside officers, in supporting and signposting residents when required.
· In terms of managing expectations and getting the basics right, whilst it was considered that residents understood that things such as larger road improvement schemes were unlikely to be possible they did want their bins emptying, fly tipping addressed in a timely way and their local area to look tidy. In respect of health and wellbeing the current lack of a sports centre in Dewsbury was an issue.
· The commitment to work with the trade unions was welcomed. In relation to the Council’s Redundancy Policy, it was advised that a meeting had taken place with Unison and this issue would be addressed.
· The cross-party working was welcomed and further detail on the implementation of this approach would be helpful. It was suggested that this collaborative approach could be extended; there were a number of councillors from different parties with expertise in particular fields and this could be utilised. In response, assurance was given that it was intended to extend the approach and it was also stressed that this included wider collaborative working with, for example, different cultural organisations, the voluntary sector and the University. The aim was also to work more with ward members prior to decisions being taken.
· In respect of capital investment, further detail would be welcomed in respect of how the impact of this, throughout Kirklees, would be evaluated and measured, along with further information on the consultation process for the schemes, and the future plans, for Dewsbury.
RESOLVED -
That the Leader of the Council and Portfolio Holders for Finance and Regeneration and Corporate be thanked for attending the meeting to set out their priorities for 2024/25 and that the priorities be noted.