Agenda item

The Committee will receive a presentation in respect of the key components of the Council Plan for discussion and feedback.

Contact:

Stephen Bonnell – Head of Policy, Partnerships and Corporate Planning

The Leader of the Council and the Head of Policy, Partnerships and Corporate Planning gave a presentation in respect of the 2025/26 Council Plan, highlighting the following:

·       The plan set out the priorities of the administration in the short term.

·       The 2025/26 document represented a revision of the previous council plan and the intention was to undertake a more in-depth review in 2025.

·       The longer-term elements such as the vision, shared outcomes and key partnership strategies had been in place for a significant period of time and remained in place, at this point,

·       The plan set out the priorities and the areas of focus for the Council and the budget outlined the resourcing to align with those.

·       The vision;

‘For Kirklees to be a district that combines 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 eight shared outcomes:

-       Shaped by People

-       Best Start

-       Well

-       Independent

-       Aspire and Achieve

-       Sustainable Economy

-       Safe and Cohesive

-       Clean and Green,

and the Council’s additional outcome; Efficient and Effective

·       The importance of working in partnership to deliver the vision and the four key partnership strategies:

-       Kirklees Health and Wellbeing Strategy

-       Environment Strategy

-       Inclusive Communities Framework

-       Inclusive Economy Strategy

·       The principles and approach including place-based working and the supporting behaviours and values set out in the People Strategy.

·       The four Council Plan priorities:

1.    Getting the basics right – a balanced budget and a modern organisation?

2.    Protecting the vulnerable and achieving inclusion?

3.    Thriving people and communities – now and over the longer-term?

4.    Local economic growth – working with regional and national partners

·       The areas of focus under each priority.

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

·       In terms of the approach, and whilst noting that it had been stated that the vision and outcomes spanned a number of years, the view was expressed the plan should cover a longer period than a year. In response, it was explained that this was considered to be a long-term plan which had been revised on an annual basis. A more in-depth review was planned and would take account of the peer review, devolution and the revised national funding approach.

·       Whilst there were references to a greener economy it was questioned whether climate change should be placed more prominently on the agenda as a theme; it was considered that this would be beneficial to the Council, it would help to focus attention on climate change and link that into activities in communities; there were also economic benefits  The Council Plan could not include everything that the Council did and there was a wide range of things that were important both to the Cabinet and the residents of Kirklees. The Environment Strategy was referenced within the plan, to reinforce the partnership commitments that had been made, and the term ‘greener Kirklees’ encompassed climate change.

·       It was possible for some partners/community organisations to access external funding that was not available to the Council, use of which would help achieve Council objectives. However, they may not have the resources or skills to facilitate access; a dual approach as an enabler would therefore have a positive impact.

·       Assurance was given that potential regional and national funding opportunities were shared with third sector groups and, although bids were not written for them, support was provided to try and assist in accessing funding. The Council also worked alongside partners, such as the university, and would continue to do so.

·       It was acknowledged that there was positive work taking place, for example using crowdfunding platforms such as ‘Spacehive’ with Council match funding for community projects and, whilst on a small scale, these sums could have a significant, disproportionate impact. However, it was noted that the fees for that platform were relatively high.

·       There was awareness that some long-running community events had ceased due to lack of funding. In many cases these events had contributed to the Council’s outcomes and may have been supported by ward budgets in the past prior to them being reduced. There were alternative sources of funding that might be able to used, such as the Community Plus Fund, but ward councillors input to how they were spent, or ability to access them, was more limited than had been the case in the past, an example being the ‘New Homes Bonus’ fund.

·       The Committee was advised that a piece of work was being undertaken to identify the different pots of money and the different teams across the Council that supported such community groups, to try and improve working practices. The issue in respect of engagement with ward councillors and a recognition of their knowledge of their communities, local groups and their particular needs for support was recognised and could be fed into this.

·       There was also concern that such difficulties might contribute to a reduction in the numbers of people willing to volunteer. There was an awareness of diminishing numbers of volunteers and available funding, which was a national issue, and measures to help address this would be considered.

RESOLVED –

1. That the Leader, Deputy Leader and the Head of Policy, Partnerships and Corporate Planning be thanked for attending the meeting to present the Council Plan for 2025/26 and the opportunity for pre-decision scrutiny be welcomed.

2. The comments made by the Committee, as set out below, be considered in taking the Council Plan forward and be reported to Cabinet and Council at the appropriate meetings:

·       That the intention to undertake an in-depth review of the Council Plan be noted and that it be recommended that it should more explicitly cover a longer timeframe than one year.

·       That, in light of third sector partners and local community organisations being able to access external funding that is not available to the Council but could be used to help achieve Council objectives, it be recommended that the enablement approach be further strengthened to support them to take advantage of such funding opportunities.