The Executive Leader Councillor S J Conboy to address the Council on behalf of the Joint Administration on the State of the District.
The Chair will invite the Leader of the Opposition to respond to the address.
Contact:40 Minutes
Minutes:
The Chair invited the Executive Leader, Councillor S J Conboy to address the Council on the State of the District and to open the debate which was scheduled to follow. The Chair noted that Councillor Conboy’s speech was longer than the allotted time and therefore proposed to suspend normal Council procedure to allow for the speech to be given in full. There be no objections to this, the item proceeded.
Councillor Conboy opened her address by reflecting on the previous three years and the formation of the Joint Administration and wished to reflect upon the journey taken as well as the changes made to both the Council and residents lives.
She emphasised the transformation, measurable progress and the resident focused outcomes made over the previous three years.
The Leader expressed pride in the introduction of the Huntingdonshire Futures Strategy and highlighted its five key aims:
It was noted that the strategy had been developed in partnership with the districts communities, businesses and stakeholders. It represents the golden thread that runs through everything that the Council does — providing a clear, consistent line of ambition that connects the Council’s vision to real-world outcomes.
From that vision, the Corporate Plan to 2028 was developed, which outlines how the Council’s goals will be delivered and success evaluated. It sets out the Council’s ambition not only to maintain essential services, but to achieve more: to be a Council that does, that enables, and that influences.
It was stated that this was about partnership. With residents, with businesses, and with the community. The joint-administration are building a Huntingdonshire where everyone can live well, feel supported, and take pride in the place they call home. The importance of resident’s well-being and happiness was stressed in order to allow all residents the opportunity to thrive.
Since 2022, the 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 ‘journeys’ to life and create a deep sense of local 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 the Council has sought to support them.
The 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. It was noted that the Council has embedded WorkWell into its frontline advice service, enabling joined-up support tailored to the district’s needs.
Investment in the Council’s Active Lifestyles programmes was discussed with the Leader advising of the aim to increase physical activity throughout the district, and noting that attendance in classes has surged by over 121% since 2022. There has also been the introduction a variety of new and specialised classes, including the ESCAPE-pain management program and Active for Health initiatives. The Leader advised that more than £2 million has also been invested in the Council’s One Leisure Centres, a significant uplift from minimal investment in leisure facilities pre-2022.
Over the coming year, further investment is planned to enable the restoration of Sawtry Swimming Pool, this is being funded thanks to contributions from the Council, the Community Infrastructure Levy and Sawtry Village Academy.
The importance of early intervention in times of crisis for residents was stressed with it being noted that all frontline Council staff had received new training in the past year, ensuring that early signs of crisis are not missed. These efforts earned the Council full accreditation from the Domestic Abuse Housing Alliance, recognising their dedication to supporting survivors.
The relocation of the Citizens Advice Bureau to Pathfinder House was noted, and this level of service integration was felt to have improved accessibility and enabled deeper partnership working across the district. The Council continues to deepen their 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.
There had been a refresh of the Community Safety Partnership Action Plan which secured £44,000 in partnership funding and will help the Council to work more closely with the police to tackle violent crime using data and early intervention. The enhancement of the Council Tax Support Scheme to provide more targeted assistance to those who need it most was discussed and it was noted that as a result, an additional 2,500 households now receive 100% support for their Council Tax. The scheme had also been simplified to make it easier to understand and access, while significantly reducing waiting times for residents.
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, the Council also improved collection performance, achieving the highest in-year Council Tax collection rate in five years during 2024/25.
The Housing Needs team has supported more than 1,400 individuals to avoid homelessness, and over 2,400 households to find homes via the Housing Register and Home-Link. Since 2022, the district has welcomed 571 Ukrainian guests, representing a scale of support far exceeding what was in place before 2022, and supported others fleeing war and persecution, including Afghan and Hong Kong BN(O) arrivals. The Council’s wraparound model — focused on independence and strong community links — has been recognised by both the Home Office and the Ministry of Defence.
The Leader advised that the launch of the newly created WeAreHuntingdonshire platform provided a central hub offering support for finances, health, food, volunteering and employment for residents.
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 the Council’s strong focus on prevention and rapid support, these numbers continue to fall each month and are now below the national average.
Following the 2023 review of the Council’s Housing Strategy, there had been a re-alignment of the Council’s housing work with their wider Corporate Plan and a new Housing Strategy for 2025—2030, informed by up-to-date needs assessments, was being developed.
Since 2022, 1,423 affordable homes have been delivered in the district, helping more residents onto the housing ladder. The Council’s Affordable Housing Note, published in December 2024, gives more explicit guidance to developers. And through surplus council land, like the Amplius/Longhurst Project, more homes are being built 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. The delivery of homes where need is most significant has been prioritized and the Council continue to work with partners to drive quality, not just quantity.
Improvements have been made to existing housing provision through the Council’s Tenancy Strategy, adopted in July 2023, which provides clear guidelines for managing tenancies in the area. There are also continued efforts to develop a Private Sector Housing Enforcement Policy will give the Council the tools to hold landlords accountable when standards are not met. Through strong partnerships with registered providers and housing groups, the Council are unlocking exciting regeneration opportunities across the district.
There had been an increase in enforcement against poor standards in the private rented sector with the Council engaging with landlords and taking firm action where needed. The Council’s developing Private Sector Housing Enforcement Policy will give more tools to hold property owners accountable and protect tenants.
Through partnerships with housing associations and Homes England,
regeneration opportunities across the district are being unlocked.
This is expected to include new supported housing for older people,
regeneration of outdated stock, and homes prioritised for key
workers and young families.
The refreshed Housing Strategy for 2025—2030 was mentioned
which will be shaped by updated needs assessments and will give the
Council a clear roadmap to meet the district’s housing needs
with quality, sustainability, and fairness. Developments to the
updated Local Plan continue, which will guide the Council on the
growth of the district over the next 20 years. A key milestone will
be the Preferred Options Local Plan consultation, currently
scheduled for autumn 2025. This process started early, putting
progress significantly ahead of neighbouring authorities and
comparator districts and helping Huntingdonshire to be the best in
class. The aim of this is to shape development, not react to it and
by starting this process early and consulting widely, the Council
is able to create a plan that reflects local priorities, protects
green spaces, and ensures infrastructure keeps pace with
growth.
The district’s connectivity, since 2022 has seen an increase in gigabit broadband to 88%, and 5G signal availability to 92% which in turns helps to connect communities and supporting businesses. The Council also continues to advocate for better rural bus connectivity and will continue to do this to support residents.
Investment in the district’s economy through growth in towns and communities has continued to support the future of the district and regeneration is taking shape, particularly in the districts market towns. The completed improvements to St Neots Market Square, transforming it into a vibrant and welcoming space for both residents and visitors were particularly noted. 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 and is positioning St Neots 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, the Council has supported 218 businesses through the UK Shared Prosperity Fund and the Rural England Prosperity Fund, safeguarding 26 jobs and creating 30 new ones. The Council’s Economic Development Team and Invest in Huntingdonshire brand are putting the district on the map. Over £800,000 has been secured for high street revitalisation and will be used to improve shop fronts, boost footfall and to create welcoming spaces. The Council attended UKREiiF in May, connecting with industry leaders and showcasing Huntingdonshire’s vision for economic growth. From unlocking new housing to driving high-value employment space, Huntingdonshire is full of opportunities for investors. Moving forward, the 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. The Council is focusing on a balanced approach which will improve 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 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 or political point-scoring. There has been over £800,000 of revitalisation funding in the district’s market towns and the Council will continue to investigate opportunities which will create a lasting impact for both residents and businesses.
The forthcoming Energy Strategy, a first for the Council, will help the Council reduce emissions and adopt cleaner energy sources. The installation of solar panels at leisure sites are producing up to a third of the site’s energy, and are supporting both environmental and financial sustainability. Following £1.3 million biodiversity grant, the Council has rewilded and improved habitats at sites including Hill Rise, Priory Park and Spring Common. The Local Nature Recovery Strategy and investing in natural flood defence schemes through CPCA funding are also noted as in development.
Following a successful trial, it was advised that the Council’s operations fleet will switch to Hydrotreated Vegetable Oil with a Fleet Decarbonisation Plan in development.
The day-to-day nature of the Council’s work was noted along with the importance of doing this well in order to build trust. It was noted that 80% of the Council’s function is the day-to-day tasks.
Since 2022, over 2,200 food safety inspections have been carried out safeguarding the health of our residents. The majority of Licensing Act licenses have been processed within the required seven-day window. And the Council’s taxi licensing process has also seen major improvements, consistently exceeding its monthly targets every single month since September 2022.
It was advised that waste collection and street cleansing expectations were being exceeded. Since 2022, 98% of the areas tested have been found to be clean of litter, flyposting, weeds, detritus, and graffiti. This is due to sustained effort, pride in work, and a team that genuinely cares about the environment of the district. It was further noted that the street cleansing team achieved their best performance in three years, passing over 99% of spot checks last year.
The Council’s missed bin collection rate stands at just 0.051%, compared to a national average of 0.076%, which reflects the consistently high standard of service provided by the Council. Since 2022, 18 million bins have been collected, and only 9,207 bins have been missed. It was advised that APSE, the leading benchmarking authority for operational services, have recognised HDC as one of the top performers in the country for both refuse collection and street cleansing in the last financial year.
The Leader discussed the decision to introduce green bin charges, and clarified that this was not a reduction in service but was a reform in order to protect services. The collection remains available to all residents, with a fair and transparent charge for those who choose to use it. This is a discretionary service, and it was believed to be fairer that those who want to use it help to fund it, rather than charging those who neither want nor need it. It was noted that HDC were one of the last Councils in the country to make this change. By aligning with what was already the national norm, the Council is able to protect essential services elsewhere without relying on reserves or making deeper cuts. The Leader stated that this was about fairness, sustainability, and financial responsibility.
The budget principles of the joint-administration had been to set balanced budgets, without depletion of reserves, involving all 52 councillors and listening to residents. Every investment made has been evidence-based, with assessed and measured results. By focusing on strengthening of the Council’s commercial performance and protecting vital services, the Council was able to focus on delivering confident and stable results for the benefit of residents.
Protected services include waste collection, housing support, planning, and wellbeing programmes. By taking early action, firm choices, and disciplined financial management the Council remains in a strong financial position. It was noted that, in particular, the Council’s Section 151 Officer played a critical role in protecting the Council’s long-term stability. By exercising caution about speculative financial strategies, such as borrowing to invest or taking risks on interest rates, prudence, transparency and resilience remained the Council’s guiding principles. By focusing on targeting spending where it makes the most significant difference, and protecting services, the Council is future proofing it’s position 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 tomorrow’s.
By building solid financial foundations, The Council has been enhanced in line with the things that matter most to people. Thus building a future based around outcomes and the protection of Council services for the most vulnerable residents. The Leader advised that the joint-administration had taken the bold step of inviting external scrutiny, including a full Planning Peer Review and a Corporate Peer Challenge. This had allowed for identification of areas to be strengthened, and an action plan to address this. Audit findings are part of an evolving picture, and it was noted that the Council now had clear financial governance, with strong officer-member relationships, early 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.
It was noted that financial responsibility remained a top priority in the budget setting for 2026/27, and that the Council’s finances had been stabilised since 2022. The Leader stated that she was proud that HDC were able to deliver on their promise of long-term financial sustainability, whilst acknowledging that some decisions had not been universally popular, they had been prudent and ensured longevity for the Council in providing services and support for residents.
Following the 2024 Planning Peer Review , the Council were committed to making the changes needed to improve service delivery, support growth, and plan for the future. It was advised that the Planning services performance in the past year was it’s best performance post pandemic. With around 95% of household extension requests, 88% of major planning requests, and 90% of minor planning requests all being completed on time, there was also a significant cut to the backlog of cases.
A new Workforce Strategy was introduced over the past year, focusing on wellbeing, recruitment and development, and the Council had sought to address the lack of recognition and pay that has kept pace with the rising cost of living. The Council were ensuring recognition for the staff who deliver for residents every day of the week and it was noted that the staff awards recognise those outstanding contributions.
Following the LGA Corporate Peer Challenge, the Joint Administration were implementing best-practice reforms to improve transparency, performance, and public trust. It was stated that through national recognition, record performance, and resident-focused investment the momentum to stabilize the Council was achieved.
The Leader further stated that by opening the Council up to external scrutiny, including a full Planning Peer Review and a Corporate Peer Challenge, areas of improvement were identified along with a clear plan to strengthen those services. Audit findings were stated to be part of an evolving picture, and some reflected early transitional periods, not the current systems. There was now clearer financial governance, stronger officer-member relationships, earlier decision-making, and more consistent risk oversight than ever before. The Council’s Monitoring Officer and Section 151 Officer were central to all key decisions which demonstrates a Council keen to evolve and strengthen its position.
Projects for the coming months were mentioned, in particular, the redevelopment of Hinchingbrooke Country Park which is expected to be completed by Spring 2026. The implementation of food waste collections across the district was also mentioned which will reduce landfill waste, help households cut down on waste, and build on the Council’s existing campaign to promote sustainable choices every day.
The Community Health and Wealth Building Strategy, supported by a £750,000 Delivery Fund, will be implemented 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 connection, 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 initial funding has been provided by the Council, 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 that resources are focused where they matter most. Through meaningful work, strong relationships, and active, healthy lives the Council can support communities to flourish.
The Leader moved on to discuss Local Government Review and the requirement to deliver this to be in place for 1st April 2028. The joint administration feel strongly that the Council advocate for a new unitary structure that works in practice, delivers for residents, and ensures sustainable local services and will not rush into premature conclusions, the process will be data-driven and will await the outcomes from the business cases to enable sound decision-making. Importance was given to ensuring that the Council considered residents' voices about what matters to them in terms of what a new authority could deliver. The government had not offered a referendum, and so it was proposed to demonstrate real leadership by weighing the evidence, understanding all perspectives, and delivering what works, and not being tempted to make changes for party political gain.
It was stated that through the process, the Council would engage widely, listen carefully, and be realistic about the complexity of the district’s geography. Huntingdonshire has both north- and south-facing communities, and preferences may diverge between alignment with Cambridge or Peterborough. It was explained that there may not be a single preferred option and that the business case may 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. The Council has worked hard to do the best for Huntingdonshire and that effort won’t stop until the transfer to a new unitary authority, as this is what will ensure residents are in the best place possible after these changes.
From the beginning of this Joint Administration, collaborative work across the chamber has been encouraged, recognising that political difference, when channelled constructively, can make decisions stronger. In this administration, it has been shown that ideas matter more than ideologies. It has been demonstrated that Joint Administrations can be highly effective, that cooperation isn’t compromise rather it’s a commitment to better outcomes.
After three years, the Leader was proud of all that has been achieved together with staff and the 52 councillors. And I would like to extend my thanks to everyone. I promised that the joint administration would work together for the good of our residents, and that will continue with the with exciting times ahead. The Leader stated that local government reorganization, whilst not the direction the Council would have chosen, is an opportunity to do more at scale, to work better across all services for the benefit of residents.
The Leader closed her address by stating her pride in what the Council had achieved together, with improvements to services for the benefit of businesses and residents.
In response and on behalf of the Opposition Group the Conservatives, Councillor R Martin expressed his thanks to Council Staff who keep the business and services running throughout the year. He acknowledged the fantastic work of the Economic Development team and the work that they did to highlight the district and show that it is an area of growth and business development. He also acknowledged the work of the Emergency Planning team and the vastly improved response rates seen for residents over the past 12 months.
Councillor Martin went on to praise the impressive change that the Head of Service had achieved in turning the performance of One Leisure around, through his business mindset approach. In particular the reopening of Sawtry swimming pool fantastic, which bucked the national trend was good news for the district.
However, Councillor Martin expressed his concerns that he felt the joint administration needed to be clear on where improvements can be made and to set measurable achievements. He expressed particular concern that the Key Performance Indicators from the quarterly performance reports showed that many indicators had not improved over the last two years.
Councillor Martin also expressed concern that despite mention of strategies to be expected in the democratic cycle in the coming months, they were not yet on the forward plan, he noted that late addition of reports to the forward plan was a recurring issue.
Further concern was expressed that residents were being charged more but receiving reduced services, he claimed that £9 million had been put into earmarked reserves, due to cuts and underperformance. Councillor Martin stated that he was not against financial prudence however he question why the money was not being used to deliver results.
Councillor Martin also questioned the validity and quantifiability of the data being used to drive the 3 LGR options. He felt that the Council should focus on its own district rather than outside. Councillor Martin also praised the work of volunteers across the district, especially those who champion rights and support for their communities. He felt it was right to recognise the work that residents do and to continue to support them with this.
Councillor T Alban expressed his thanks to the Chair of the Council Councillor D B Dew for his attendance at the Stilton Cheese Rolling Festival along with Councillors D N Keane and C A Lowe. Councillor Alban highlighted the approaching local elections in 2026, and observed that at the election in 2022, more residents had voted Conservative than any other one party and that a joint-administration formed of all other parties did not jointly reflected the views of residents. He went on to express concern relating to increased development along the A605 corridor, much of which in neighbouring authorities, however he was concerned that the infrastructure was not being supported or developed at the same pace.
In seeking to respond to the concerns raised, the Executive Councillor for Planning, Councillor T Sanderson, responded that he was keen to work with Councillors in relation to concerns about development and related infrastructure. He echoed the comments from the Leader of the Opposition and paid tribute to all volunteers who contributed across the district. He also noted that the MPs for Huntingdon and St Neots were very proactive in promoting the district in the best interests of residents.
Councillor J A Gray acknowledged the demanding role of the Executive Leader and that it was one which she fulfilled with a great deal of skill and elegance. He disputed some of the Leader’s claims in relation to the Councils finances over the past years and wished to clarify that the Conservatives never relied on reserves whilst in the administration. He complimented the Section 151 Officer in the work which she had done to turn around the accounts following the auditors concerns relating to 2023/24 spending. He also wished to record that, in his opinion, the introduction of subscriptions for green bins had been the biggest reduction in service ever to be delivered to the district and did not feel that this had been properly scrutinised. He also expressed his dismay at the cancellation of the Saturday freighters, particularly noting that residents on the edges of the district often had to travel a substantial distance to visit a refuse centre, he further stated that a further development and roll out of the community bin propositions would be welcomed. Councillor Gray concluded by commenting that it was telling that the Leader had talked about improving the district town by town in her address, and observed that with the vast majority of residents being in villages and did not feel that these improvements had been in their favour.
Councillor S R McAdam expressed his thanks to the Executive Leader for her extraordinary dedication and care in the role. He noted that there would always be criticism but that collaboration across the chamber would always be in the best interest of residents. He further commented that he understood the need to introduce the green bin subscription charge but also noted the good work that the Council was able to introduce as a result of this such as the introduction of Council Tax relief for the districts most vulnerable residents. He expressed pride at all that had been achieved over the tenure of the joint administration to date.
In responding to concerns raised by Councillor Gray, Councillor S Wakeford claimed that a subscription service for green bins was under consideration by the Conservatives prior to the change in administration, he stated that he was content with the state of the Councils finances. He also gave his thanks to the Leader, the Cabinet and colleagues across the chamber for the work done on behalf of residents over the past 3 years.
Councillor A R Jennings believed that the joint administration had not wanted to mislead residents, and stated that he did not have a particular objection to the current administration depleting reserves as there had been a similar situation under the previous administration but wanted to clarify this as it had been portrayed in a different light.
In response, Councillor Conboy disagreed with the recollection of events and pledged to provide the papers to clarify. In summary, the Leader concluded that the spirit in which colleagues across the chamber disagreed was polite and respectful even though it was at times emotional. She thanks colleagues for their indulgence over the length of the address but observed that due to the planned local elections in 2026, this may be the joint administrations last chance to address the district in its current guise.