Kirklees Council works smart and delivers efficiently and effectively

We want to be a transparent, well managed and high performing council. We will focus our resources on doing the right things and doing things right, to make a difference to the outcomes of the people and places of Kirklees.

What we're aiming to achieve

  • Healthy, motivated and flexible staff with the right skills, values and behaviours to work in partnership with people and places.
  • Strong political leadership, intelligence led decision making, strategies and policies.
  • Getting the basics rights, with robust systems, processes and governance that make best use of available resources.
  • Collaborative partnership working to inform and shape priorities and action across the public, private and voluntary sectors in Kirklees.
  • Transforming our organisation so that it is fit for purpose now and in the future.

Priorities for action

1. Effective financial management

Action

Effective financial management to deliver our ambitious plans.

Deliverable(s)

  • Work with political and officer leadership, budget managers and key partners to ensure delivery of council outcomes within approved budgets.
    Timescale: Ongoing.
  • Engage with government on a five-year management plan for the delivery of improved outcomes for children and young people with additional needs within available resources.
    Timescale: Ongoing-2027.

Portfolio holder

Councillor Paul Davies


2. Make citizens proud of Kirklees

Action

Make citizens proud of the places of Kirklees through effective communications.

Deliverable(s)

  • Engage with citizens, councillors, partners and staff and agree the council's long-term Communications Strategy.
    Timescale: April 2022.
  • Demonstrate evidence of increased reach and engagement in the council's work with citizens and communities.
    Timescale: October 2022.

Portfolio holder

Councillor Paul Davies


3. Promote digital inclusion

Action

Promote digital inclusion.

Deliverable(s)

  • Work with the public, third and voluntary sectors to discover what digital exclusion means beyond the pandemic across Kirklees, and deliver pilot solutions in different parts of Kirklees.
    Timescale: Spring 2022.
  • Build on the cross-sector learning - to consider how we can make best use of our assets and, by working with people, deliver sustainable inclusive digital solutions and services across Kirklees.
    Timescale: 2022/23.

Portfolio holder

Councillor Paul Davies


4. Become an inclusive employer of choice

Action

Become an inclusive employer of choice.

Deliverable(s)

  • Develop and launch a Kirklees Careers site to showcase the variety of roles available in the council and the benefits of working for an inclusive and flexible employer.
    Timescale: Autumn 2021.
  • Launch Project Search - an internship programme for young people with autism and learning disabilities.
    Timescale: Winter 2021.

Portfolio holder

Councillor Paul Davies


5. Have highly skilled, flexible and engaged staff

Action

Have highly skilled, flexible and engaged staff.

Deliverable(s)

  • Pilot a Workforce Planning toolkit in priority areas.
    Timescale: Winter 2021.
  • Rollout My Space - a digital engagement tool - to all our frontline staff, supported by a digital upskilling development programme.
    Timescale: Spring/Summer 2022.
  • Put flexibility at the heart of all our jobs through our Timewise Project.
    Timescale: Summer 2022.

Portfolio holder

Councillor Paul Davies


Tracking our progress

  • Short-term employee sickness.
  • % of spend with suppliers with a branch in or based within Kirklees.

Recovery Listening Circles

In May 2021, we embarked on a project with the aim of better understanding how staff across the organisation are feeling about the future, and our recovery from the pandemic. The project took the form of Listening Circles facilitated by our Senior Management Team. Listening circles provide attendees the opportunity to express how they are thinking and feeling in a safe, non-judgemental environment, empowering them to engage with one another with mutual respect.

We held these circles in the hope of gaining a clearer understanding of how we can help to support a positive recovery for everyone going forward, to communicate the organisation's intentions about how we will work in the future and understand what staff might want from that (appreciating this might look different for different people, teams and services). Finally, we wanted to understand what help and support the organisation could provide to staff to support them to reflect, recuperate and recover. Over 450 members of staff took part in the circles and an in-depth analysis of the key themes resulting from them is currently underway.

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