Good evening
Three years ago, in July 2022, I stood before you for the first time as the newly appointed Executive Leader of Huntingdonshire District Council.
When our Joint Administration — made up of Liberal Democrat, Independent, Labour and Green councillors — took on the responsibility of leading this council, we did so with a mixture of apprehension, ambition, and determination. We were aware of the magnitude of the challenge ahead and the potential of the opportunity.
This evening, I am proud to stand before you again — not only to reflect on the journey we’ve taken, but to show how far we’ve come. A journey marked by change, challenge and meaningful progress. Not just in our policies, but in people’s lives.
This isn’t just vision and ambition, it’s measurable progress. This isn’t about political point-scoring—it’s about delivering better outcomes, together. It’s about showing residents the difference that purposeful leadership, matched with motivated and talented staff, makes—and being open about the progress we’ve made and the challenges we’ve overcome. Because in the end, what matters most is not who holds the microphone, but whose lives are better for it.
From day one, we knew change needed direction. That’s why we introduced Huntingdonshire Futures — our long-term Place Strategy built around five journeys: Health Embedded, Inclusive Economy, Travel Transformed, Environmental Innovation, and Pride in Place.
This strategy was developed in partnership with our communities, businesses, and stakeholders. It represents the golden thread that runs through everything we do, providing a clear and consistent line of ambition that connects our vision to real-world outcomes.
From that vision, we developed our Corporate Plan to 2028, which outlines how we will deliver our goals and evaluate our success. It sets out our ambition not only to maintain essential services, but also to achieve more: to be a council that does, enables, and influences.
This is about partnership. With residents, with businesses, and with the community. We are building a Huntingdonshire where everyone can live well, feel supported, and take pride in the place they call home.
Let’s begin with the most important outcome of all: improving the happiness and well-being of our residents.
We want every person in this district to have the opportunity to thrive.
Since 2022, our Huntingdonshire Futures grant scheme has awarded over £80,000 to local businesses and community initiatives — from heritage and culture to local enterprise and wellbeing. These investments bring our ‘journeys’ to life and create a deep sense of regional pride. Whether it's funding new activities for young people to get involved with, or offering new local events that bring people together or helping to enhance and preserve our local heritage, communities have come forward to identify what matters to them, and we have sought to support them.
Our WorkWell programme, a model not previously available to residents and one of only 15 national trailblazers, has been integrated into the Residents Advice and Information Team at Pathfinder House, offering tailored support for people with health challenges to stay in or return to work. Each month, over 40 residents are helped along their path to employment, and the good news is that the Government have just announced the scheme will be extended for three more years. And we didn’t just sign up—we embedded WorkWell into our frontline advice service, enabling joined-up support tailored to our district’s needs. That’s what makes the difference: local leadership, local delivery.
Investment in our Active Lifestyles programmes, which had seen limited expansion before 2022, aimed at increasing physical activity throughout the district, has seen attendance in classes surge by over 121% since 2022. We have also introduced a variety of new and specialised classes, including the ESCAPE pain management program and Active for Health initiatives.
Since 2022, more than £2 million has been invested in our One Leisure Centres—a significant increase compared to the minimal investment in leisure facilities before that year.
In the 2024/25 financial year alone, One Leisure allocated over £500,000 to enhance health and fitness facilities at One Leisure St Neots and One Leisure St Ives. This investment included brand-new gym equipment, upgraded spin bikes for group cycle studios, and aesthetic improvements such as new flooring and décor. These enhancements have transformed the centres into market-leading destinations for health and fitness.
This targeted investment is helping One Leisure become financially sustainable by ensuring its facilities not only meet but exceed local competition. It also plays a vital role in encouraging more residents to be physically active, supporting both their physical and mental well-being.
Further improvements are already underway at Huntingdon Leisure Centre and Ramsey Leisure Centre. These continued upgrades will ensure that One Leisure remains well-positioned to offer best-in-class facilities that contribute to the health of our communities and the long-term financial sustainability of the service.
Looking ahead, we’re going even further. With £360,000 from the Community Infrastructure Levy, an additional £180,000 from the council, and £60,000 from Sawtry Village Academy, we are moving forward with the restoration of Sawtry Swimming Pool—bringing yet another vital facility back into use for the benefit of residents.
Of course, real progress also means helping people avoid crises before they start. Proper prevention begins early.
Over the last year, all our frontline staff received new training, in contrast to previous years when preventive training was not standard. This helped identify residents in need of support, ensuring that early signs of crisis are not missed. These efforts earned us full accreditation from the Domestic Abuse Housing Alliance, recognising our dedication to supporting survivors.
The relocation of the Citizens Advice Bureau to Pathfinder House, a level of service integration not pursued under the former administration, has improved accessibility and enabled deeper partnership working across the district. We are continuing to deepen our working relationship with the North West Anglia NHS Foundation Trust (NWAFT) and wider health partners, as well as those at Cambridgeshire County Council, to support public services.
We’ve also refreshed our Community Safety Partnership Action Plan and secured £44,000 in partnership funding, helping us work more closely with the police to tackle violent crime through data-driven approaches and early intervention.
We have enhanced our local Council Tax Support Scheme (simplifying a previously more complex and less generous system) to provide more targeted assistance to those who need it most. As a result, an additional 2,500 households now receive 100% support. We’ve also simplified the scheme to make it easier to understand and access, while significantly reducing waiting times.
Since 2022, the average processing time for Housing Benefit and Council Tax Support claims has fallen by more than three days, despite rising demand. Changes in residents’ circumstances are now processed in just 3.1 days on average - half the time it took three years ago in some cases. Over the same period, we also improved collection performance, achieving our highest in-year Council Tax collection rate in five years during 2024/25.
Our Housing Needs team has supported over 1,400 individuals in avoiding homelessness and more than 2,400 households in finding homes through the Housing Register and Home-Link.
However, sometimes, despite having support in place, a crisis still occurs. And how we respond defines us - our response must always be compassionate and quick.
Since 2022, we’ve welcomed 571 Ukrainian guests to Huntingdonshire under the national Homes for Ukraine scheme, which the Government introduced in response to the invasion of Ukraine. Our role has been to provide local support, working closely with hosts, communities, and public services to ensure that those fleeing war could settle safely and rebuild their lives. Our wraparound model — focused on independence and strong community links — has been recognised by both the Home Office and the Ministry of Defence as an example of effective local delivery.
We launched the WeAreHuntingdonshire platform, a support hub that previously did not exist—a central hub offering support for finances, health, food, volunteering, and employment. More than just a website, it's a vital lifeline that helps residents through difficult times.
Out of more than 85,000 homes across the district, only a small fraction of households — just over 4,000 since 2022 — have required temporary accommodation. Thanks to our strong focus on prevention and rapid support, these numbers continue to fall each month and are now below the national average.
A place to call home is the foundation of a good life. That’s why we’ve focused intensely on improving housing. We believe in homes built for families, for futures, for life.
Following the 2023 review of our Housing Strategy, we’ve aligned our housing work with our wider Corporate Plan and begun developing a new Housing Strategy for 2025— 2030, informed by up-to-date needs assessments.
Since 2022, we’ve delivered 1,423 affordable homes, a substantial increase over previous years’ delivery rates, helping more residents onto the housing ladder. Our Affordable Housing Note, published in December 2024, gives more explicit guidance to developers. And through surplus council land, like the Amplius/Longhurst Project, we’re building more homes where they’re most needed. These homes aren’t just numbers, they’re opportunities for young families, key workers, and older residents to stay rooted in the communities they love. We’ve prioritised delivery where need is most significant and continue to work with partners to drive quality, not just quantity.
We’ve also improved existing housing through our Tenancy Strategy, adopted in July 2023, which provides clear guidelines for managing tenancies in the area. Our efforts to develop a Private Sector Housing Enforcement Policy will give us the tools to hold landlords accountable when standards aren’t met. Through strong partnerships with registered providers and housing groups, we’re unlocking exciting regeneration opportunities across the district.
We’ve stepped up enforcement against poor standards in the private rented sector, engaging with landlords and taking firm action where needed. Our developing Private Sector Housing Enforcement Policy will provide us with additional tools to hold property owners accountable and protect tenants.
Through partnerships with housing associations and Homes England, we are unlocking regeneration opportunities across the district. Our pipeline includes new supported housing for older people, regeneration of outdated stock, and homes prioritised for key workers and young families.
Looking ahead, our refreshed Housing Strategy for 2025— 2030, shaped by updated needs assessments, will provide a clear roadmap to meet the district’s housing needs with quality, sustainability, and fairness.
In terms of connectivity, since 2022, gigabit broadband coverage has increased from 53% to 88%, and 5G signal availability has risen from 23% to 92%, connecting communities and supporting businesses. While national infrastructure programmes often lead broadband rollout, we’ve played a key role in helping providers, unlocking local delivery, and making sure Huntingdonshire isn’t left behind. We have advocated for improved rural bus connectivity and will continue to do so as bus franchising progresses.
We’ve also looked to the future—investing in our economy and bringing growth to our towns and communities.
Across our district — from Ramsey to St Neots, St Ives to Huntingdon — regeneration is taking shape.
We’re planting seeds of opportunity: in public squares, high streets and business hubs. We’re writing a new chapter in St Neots for the Priory Centre, bringing new life to the Old Falcon, and welcoming visitors through the Discover Huntingdonshire campaign.
We’ve completed the improvements to St Neots Market Square, transforming it into a vibrant and welcoming space for both residents and visitors. With its enhanced appearance and a calendar of regular events and activities, the Square will continue to play a key role in the ongoing success of the town centre. Its positions St Neots well to be a beneficiary of the economic growth we anticipate from the Universal Studios theme park and the new town development across the border in Bedfordshire.
Since 2022, we’ve supported 218 businesses (compared to far fewer under the previous business engagement model) through the UK Shared Prosperity Fund and the Rural England Prosperity Fund, safeguarding 26 jobs and creating 30 new ones.
Our Economic Development Team and Invest in Huntingdonshire brand are putting our district on the map.
We’ve secured over £800,000 for high street revitalisation, improving shop fronts, boosting footfall, and creating welcoming spaces.
For the second consecutive year, we attended UKREiiF in May, building on the success of our inaugural year with stronger engagement and increased visibility. We worked across party politics to promote Huntingdonshire’s vision for economic growth. From unlocking new housing to driving high-value employment space, our district is full of opportunities for investors. Moving forward, our recently completed Economic Growth Strategy will help shape a fairer, more ambitious local economy, rooted in place and community.
While parking can play a role in supporting town centre vitality, free parking is not a panacea. In many cases, it brings only short-term increases in footfall while contributing to congestion, space hoarding, and lost council revenue. Our focus is on a balanced approach—improving access to town centres by all modes of transport, ensuring fair and consistent enforcement through forthcoming Civil Parking Enforcement, and developing a data-led parking strategy. That’s why the new Parking Strategy, coming forward later this year, will focus on ensuring parking supports lasting economic benefit by keeping prime spaces turning over, improving access for all, and designing policies that deliver genuine community benefit rather than less impactful short-term footfall gains for political point-scoring. We’ve backed our market towns with over £800,000 of revitalisation funding, far more than anyone-size-fits-all parking discount could offer. We’ll continue to listen, adapt, and invest in what works for residents and businesses alike. This is about lasting impact, not quick headlines.
Any serious council must act on the climate emergency. And in Huntingdonshire, we are. We’ve jumped from an inherited 0% rating to over 40% in the latest independent external audit — leapfrogging from last place to above average in just three years. And we are proud to be a council that acts — not just plans — on the climate crisis.
Our forthcoming Energy Strategy, a first for the council, will help the council reduce emissions and adopt cleaner energy sources. Already, solar panels at our leisure sites are producing up to a third of our energy, supporting both environmental and financial sustainability.
Thanks to a £1.3 million biodiversity grant, we’ve rewilded and improved habitats at sites including Hill Rise, Priory Park and Spring Common. We’re also shaping the Local Nature Recovery Strategy and investing in natural flood defence schemes through CPCA funding.
The largest local source of emissions is transport. Following a successful trial, we are transitioning our operations fleet to Hydrotreated Vegetable Oil, and our Fleet Decarbonisation Plan is next on our agenda.
Most of what we do, 80% in fact, is the day-to-day—bins, licensing, clean streets, planning. But doing those well is what builds trust.
Since 2022, over 2,200 food safety inspections have been conducted, surpassing the levels achieved under the previous administration, thereby safeguarding the health of our residents. Most Licensing Act licenses have been processed within the required seven-day window. Our taxi licensing process has also undergone significant improvements, consistently exceeding its monthly targets every month since September 2022.
When it comes to waste collection and street cleansing, I’m proud to say we’re not just meeting expectations - we’re exceeding them.
Our missed bin collection rate stands at just 0.051%, a clear improvement on prior performance, compared to a national average of 0.076%. That might sound like a slight difference, but in real terms, it reflects a consistently high standard of service. Since 2022, we have collected around 18 million bins, missing only 9,207—a remarkable achievement by any measure. This performance hasn’t gone unnoticed. According to APSE, the leading benchmarking authority for operational services, we were recognised as one of the top performers in the country for both refuse collection and street cleansing in the last financial year.
Our commitment to clean streets is equally clear. Since 2022, 98% of the areas we’ve tested are clean of litter, flyposting, weeds, detritus, and graffiti. That’s a result of sustained effort, pride in our work, and a team that genuinely cares about the environment we all share. I'm proud to say that our street cleansing team achieved its best performance in three years, passing over 99% of spot checks last year. These achievements show what can be accomplished with commitment, efficiency, and a focus on continuous improvement. This has resulted in us performing well, not just against national averages, but also when compared to our neighbouring authorities. That’s something we should all be proud of.
Last year, we undertook a Planning Peer Review, as we are committed to making the necessary changes to improve service delivery, support growth, and plan for the future. And I’m pleased to say that in 2024/25, Planning delivered its best performance in the past three years (following historic backlogs and slower service before 2022). Around 95% of household extension requests, 88% of major planning requests, and 90% of minor planning requests were completed on time. The backlog was also significantly reduced, down from 1,474 cases in 2023 to 541.
We’ve supported our staff through a new Workforce Strategy, focusing on wellbeing, recruitment and development. Our staff are our organisations and without them we would noy deliver for residents and businesses. I want to thank each and every one of them for their hard work and to say how proud I am to work alongside them – something I know you all feel too.
Through the LGA Corporate Peer Challenge, we are implementing best-practice reforms to enhance transparency, performance, and public trust. In just three years, we’ve not only stabilised the council—we’ve shifted the dial. National recognition, record performance, and resident-focused investment all show that this is more than maintenance—it’s momentum. When we talk about outcomes, we’re not just counting completions; we’re counting lives improved.
As we approach the budget for 2026/27, financial responsibility remains a top priority. We’ve stabilised the council’s finances since 2022.
As more and more councils across the country face financial difficulty, I am proud that we are delivering on our promise of long-term economic sustainability. While some decisions made may not always be universally popular, they have been prudent in ensuring that we continue to be here for our residents and provide the services they need.
We have set balanced budgets, a contrast to the reliance on reserves and financial uncertainty of earlier years. We do not spend reserves and, importantly, protect frontline services. All this at a time of decreasing government funding, rising costs, and greater pressure on our services. Importantly, we’ve achieved this without cutting core services. We’ve protected what matters—waste collection, housing support, planning, and wellbeing programmes—while many councils elsewhere face collapse. That’s the result of taking early action, making firm choices, and practicing disciplined financial management. In a changing economic environment, the Section 151 Officer plays a critical role in protecting the council’s long-term stability. That means we must be especially cautious about speculative financial strategies, such as borrowing to invest or taking on interest rate risks. Prudence, transparency and resilience remain our guiding principles. We’ve made choices rooted in principle—not popularity—because leadership demands it. Every pound has been targeted where it makes the most significant difference, protecting services now and future-proofing our council in a time of growing national uncertainty. This is not austerity, it’s resilience in action, ensuring Huntingdonshire can meet today’s challenges while preparing for tomorrows.
By building solid financial foundations, we have enhanced the council in line with the things that matter most to people. We can create a future centred on outcomes and the protection of services for our most vulnerable people, so that individuals or families avoid falling into crisis.
There has been much debate about our decision to introduce green bin charges, and that’s fair in a healthy democracy. So let me set the record straight. This is not a reduction in service—it’s a reform to protect services. The collection remains available to all residents, with a fair and transparent charge for those who choose to use it. We were one of the last councils in the country to make this change. By aligning with what is already the national norm, we can protect essential services elsewhere—from housing support to street cleansing—without relying on reserves or making deeper cuts. This is about fairness, sustainability, and financial responsibility.
All of this reflects the budget principles we’ve followed consistently since 2022. We set balanced budgets—without depleting reserves—and we do so by involving all 52 councillors and listening to residents. Every investment is evidence-based, every risk assessed, and every pound spent where it makes the most significant difference. We’ve paused risky borrowing, strengthened our commercial performance, and protected the services that matter most. That’s why when other councils face a crisis, we continue to move forward—confident, stable, and focused on delivering for our communities. Because we have invested rather than cut, we have made efficiency gains that have improved productivity and offered more, compounding positive progress while, as a side effect, generating a higher budget surplus than expected. We are also now better prepared for the long-delayed recalculations of fairer funding. The government launched their consultation a few weeks ago, and regardless of how Local Government Reorganisation (LGR) works out, our residents will not gain from the proposed funding changes. Our reserves are now ready to meet this challenge, rather than tipping us into a crisis. Prudent and strategic forward thinking has benefits compared to short-term, politically driven, headline-grabbing approaches.
There have been claims that governance and risk have worsened under this administration. Let me be clear: the truth tells a different story—one of honest reflection and determined improvement. We’ve taken the bold step of opening ourselves up to external scrutiny, including a full Planning Peer Review and a Corporate Peer Challenge. We’ve acknowledged areas that needed strengthening, some of which predated this administration, and taken decisive steps to address them. That is the essence of accountable leadership: not just acknowledging a challenge but acting on it. Audit findings are part of an evolving picture, and some reflect early transitional periods, not our current systems. Today, we have more transparent financial governance, stronger officer-member relationships, earlier decision-making, and more consistent risk oversight than ever before. Our Monitoring Officer and Section 151 Officer are central to all key decisions—and that’s by design. This is not a council running from scrutiny—it’s a council inviting it, learning from it, and acting on it.
From the beginning, we’ve sought to work across the chamber, recognising that political difference, when channelled constructively, can make our decisions stronger. In this administration, we’ve shown that ideas matter more than ideologies. That cooperation isn’t compromise—it’s a commitment to better outcomes. I want to thank my colleagues from all political backgrounds who have challenged, contributed, and collaborated, as the people of Huntingdonshire are best served when we focus on what unites us, rather than what divides us.
We’ve also worked beyond our walls—because real change demands genuine partnership. Whether it’s through the Combined Authority of Cambridgeshire and Peterborough or our growing role in the Integrated Care System, we’ve shown what district leadership can mean. We’ve secured funding, influenced regional priorities, and ensured that the distinct needs of Huntingdonshire are heard and acted on. Our collaborations with NHS partners, county colleagues, and voluntary sector leaders are helping to break down silos and deliver joined-up support, whether in health, housing, or economic growth. When we work together, we go further. And we’re committed to deepening those relationships to serve our communities even better.
In the months ahead, we’ll continue to take decisive steps to shape a stronger future for all who call Huntingdonshire home.
We’ll introduce civil parking enforcement — helping to create safer, better-managed streets that support local pride, accessibility, and community safety, alongside the new parking strategy.
We’ll continue to develop our updated Local Plan, which will guide us on how our district grows over the next 20 years. A key milestone will be the consultation on the Preferred Options Local Plan, currently scheduled for autumn 2025. This process began early, significantly outpacing our neighbour's and comparator districts, and helping us to be the best in class. This is about shaping development, not reacting to it. By starting early and consulting widely, we’re creating a plan that reflects local priorities, protects our green spaces, and ensures infrastructure keeps pace with growth.
We’ll transform Hinchingbrooke Country Park with a new countryside centre, café and car park, with completion expected by Spring 2026.
Next spring, we’ll launch food waste collections across the district. This will reduce landfill waste, help households reduce their waste, and build on our existing campaign to promote sustainable choices every day.
Our Community Health and Wealth Building Strategy, supported by a £750,000 Delivery Fund, will come to life this year with the launch of the first in a series of community-developed grant schemes. Shaped by conversations with residents about what a good life means in Huntingdonshire, the strategy is built on three key pillars: financial security, good health, and strong social connections. These aren’t just ideals — they are the foundations of wellbeing. The strategy outlines how we will work in partnership with communities and local organisations to make them a reality. While the council has provided the initial funding, the Delivery Fund is designed to grow through contributions from partners, expanding its capacity to benefit residents across the district.
This people-first approach ensures our resources are focused where they matter most. Because meaningful work, strong relationships, and active, healthy lives aren’t just policy ambitions — they’re what make communities flourish.
And we now have a government that requires us to reorganise. This new requirement must be delivered over the coming year to be in place for 1 April 2028. What matters is that we advocate for a new unitary structure that works in practice, delivers for residents, and ensures sustainable local services. We won’t gamble with our future by rushing into premature conclusions — we will be data-driven and will await the outcomes from the business cases to enable sound decision-making. We are keen to ensure we hear residents' voices about what matters to them in terms of what a new authority could deliver. The government has not offered a referendum; therefore, we will demonstrate authentic leadership by weighing the evidence, understanding all perspectives, delivering what works, and not being tempted to make changes for party political gain.
We will engage widely, listen carefully, and be realistic about the complexity of our geography. Huntingdonshire has both north- and south-facing communities, and preferences may diverge between alignment with Cambridge or Peterborough. That’s why we may not be able to present a single preferred option—and that’s okay if the business case can demonstrate financially sustainable new unitary options for each. It will be incumbent on this council to make the most of whichever option the government chooses and to ensure that delivery for residents remains at the forefront.
This is not just about what works best for Huntingdonshire but about delivering financially sustainable and effective local government for the whole of Cambridgeshire and Peterborough. We have worked hard over the last three years to do our best for Huntingdonshire. That effort won’t stop until we transfer to a new unitary authority, as this is what will ensure our residents are in the best place possible after these changes. We are encouraging other councils to do the same.
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Three years on, I’m proud of all we’ve achieved together – our staff and our 52 councillors. And I would like to extend my thanks to everyone. I promised we would work together for the good of our residents, and we have, and we will. I can’t help but be excited about what’s ahead, given the rapid transformation over the last three years; the potential for the future is enormous. And local government reorganisation isn’t a threat. However, it's not what we would have chosen to do now, and at this pace, it presents an opportunity to do more at scale, to work more effectively across all services for the benefit of our residents.
So, as I come to a close, and I make no apology for the length of this speech, we’ve done so much that I could be up here all night! -We should be proud of what this council has achieved.
The achievements I’ve outlined are not just better service delivery - it’s service delivery with real focus and purpose, putting our residents front and centre.
Not just policy improvement, but pride in the difference we make every day, across all of our services.
Not just the stability of a council when others are going under, but upward, forward and transformative momentum that ensures we are here for all of our residents. And that it’s an organisation people want to be part of – one that values its staff and enables them to achieve great things for our communities.
We inherited a district full of potential. Together, we’re unlocking it — one community, one place, one proud town at a time.
Thank you