LGA Corporate Peer Challenge - Calderdale Metropolitan Borough Council

Calderdale Metropolitan Borough Council (CMBC) can point to evidence of strong support and buy-in to the Borough’s vision and that this is shared and owned by everyone. The values of the Borough are authentic and lived and there is wide agreement that the priorities within the current 2024 Vision are the right ones. For the next stage of Calderdale’s ambition sharpening the focus on delivery will be important as the process of refreshing the 2024 vision is progressed.  

CMBC is in a good position to build beyond 2024 due to its history of the recognised and collaborative relationships, which have been cultivated across Calderdale. This is particularly evident between members and officers at CMBC. 

Some of these partnerships have been forged out of immensely challenging situations such as flooding and dealing with the Covid 19 pandemic. However, Calderdale can demonstrate mature, sustained and highly effective partnerships, which have long outlasted the adversity that may have contributed to the need for effective joint working. 

CMBC has a passionate and committed workforce who really like working at the council and feel they can make a difference. The strength of the connection that staff feel to not only the council but to Calderdale as a place is an asset which must be recognised, celebrated and protected. Many staff are residents of Calderdale and therefore have a particular pride in the Borough. The affinity they have is a core component among the factors which will contribute to success of the council’s future ambitions being delivered. For this reason the Peer Team would encourage CMBC to ensure it uses all available intelligence and insight to develop the council’s organisational development plan.  It will be important for the council to make sure this plan is anchored in organisational reality and aligns to the ambition for future internal transformation. Also key is the council assuring itself that the its current policies and practices reflect the organisation’s values.   

The council has made some very wise choices through the period of austerity from which Calderdale is now reaping the benefits. This is particularly true of some of the bold investment decisions in relation to local assets such as Piece Hall and other public realm and service facilities.

Looking beyond 2024, there is the opportunity to build on previous success and, in the words of the Peer Team, ‘step it up a gear’. This will be critical to delivery of the local plan, action taken to address climate challenges, building on the assets Calderdale has as a creative place and attracting significant private sector investment to drive even greater positive outcomes for the Borough. 

Calderdale is particularly well-placed to capitalise on culture as a more proactive generator of economic growth. Calderdale’s focus on 2024 as its Year of Culture is timely as the ‘CultureDale’ initiative could provide the springboard required to make this a key driver for the Borough’s future ambitions. There is a wealth of talent and skills in Calderdale which could unleash the Borough’s potential to be an even more significant player in the wider creative industries space. CMBC and partners would do well to pull all the levers at their disposal in making this a reality.   

In order to free up the resources and capacity to take Calderdale to its next stage of ambition, the council needs a more ambitious and dedicated approach to transformation. This will need to be underpinned by a stronger strategic approach to the council’s finances. A more determined focus on driving and embedding a Whole Council approach to everything CMBC does will yield benefit in this regard. 

Calderdale can point to a wealth of social capital. The quality and depth of positive relationships throughout the Borough across all its sectors and stakeholders are palpable. There is yet more that could be achieved in terms of the value derived from positive collaboration and partnership working. A key element of this becoming a possibility will depend on CMBC taking a more consistent approach to working strategically with the Voluntary and Community Sector (VCS).   

Calderdale is a respected member of the West Yorkshire Combined Authority (WYCA) and has achieved some notable success in securing significant funding for the borough. That said this success does not represent the full scope of what CMBC might aspire to secure for Calderdale.  There is more potential for securing more resources in this regional arena if the council can be clearer and bolder about its strategic asks. Leaders across Calderdale already play leadership roles at national and regional levels but it is not always clear that the power this has is fully recognised or utilised. It is clear that Calderdale’s partners at a West Yorkshire level hold the Borough in high regard and would be amenable to Calderdale being more assertive in its strategic asks of the Combined Authority.   

There are a number of observations and suggestions within the main section of the report. The following are the peer team’s key recommendations to the council

2.1. Bring your progressive practice with partners and apply it to your internal transformation. Consider how CMBC teams might be encouraged to work more closely together. Working cross-functionally on internal projects (such as digital transformation/IT) would provide greater benefit across the organisation.

2.2. Repurpose resources within the council to ensure you have the capacity and expertise to step up a gear for the next phases of your ambition. CMBC will need to take a Whole Council approach if it is to make the best use of all its resources. Repurposing some and developing others to ensure it has the skills and capacity to support the next phase of regeneration and service transformation. 

2.3. Ensure that you are making most of your enabling services so they can support the council effectively in taking a Whole Council approach. CMBC will need to be clear in the expectations and the collaboration required across all its support services so that their strategic direction and activity align with the council’s ambitions. 

2.4. Choose wisely and build effective relationships with investors and developers. Ensure that CMBC is developing trusted partnerships with investors and developers. This is key to delivering some of the housing, economic and infrastructure projects such as the Clifton Enterprise Zone which demonstrate Calderdale’s ambition. 

2.5. Be confident and clear with West Yorkshire Combined Authority about Calderdale’s strategic asks. Develop a pipeline of projects which support WYCA ambitions as this will  allow Calderdale to maximise opportunities with the CA. Ensure CMBC is highlighting its work on delivering an inclusive economy with WYCA; this aligns well with the Mayor’s priorities and could provide further investment and delivery opportunities for Calderdale. 

2.6. Prioritise CMBC’s development of the Voluntary Community Sector (VCS) strategy in recognition of the impact on tackling inequalities. The development of the VCS strategy will provide the opportunity to address the inconsistencies in procurement practices the VCS have experienced and for the clear strategic CMBC commitment to working with the VCS to be reflected at every level of the council.

3.1. The peer team

Peer challenges are delivered by experienced elected member and officer peers. The make-up of the peer team reflected the focus of the peer challenge and peers were selected on the basis of their relevant expertise. The peers were:

• Member Peer – Cllr. Eamonn O’Brien (Leader, Bury Council)
• Member Peer – Cllr. Rob Waltham (Leader of North Lincolnshire Council)
• Chief Executive Peer – Alison Griffin (Chief Executive, London Councils)
• Senior Officer Peer – Samantha Mowbray (Chief Operating Officer, Swindon Borough Council)
• Senior Officer Peer – Helen Kemp (Group Director of Business and Skills - Tees Valley Combined Authority) 
• LGA Peer Challenge Manager – Ernest Opuni.

3.2. Scope and focus

The peer team considered the following five themes which form the core components of all Corporate Peer Challenges. These areas are critical to performance and improvement.

1. Local priorities and outcomes:  Are the council’s priorities clear and informed by the local context?  Is the council delivering effectively on its priorities?
2. Organisational and place leadership: Does the council provide effective local leadership? Are there good relationships with partner organisations and local communities?
3. Governance and culture: Are there clear and robust governance arrangements? Is there are culture of challenge and scrutiny?
4. Financial planning and management: Does the council have a strong understanding of its financial position? Does the council have a strategy and plan to address its financial challenges?
5. Capacity for improvement: Is the organisation able to support delivery of local priorities? Does the council have the capacity to improve?

In addition to these areas CMBC asked the team to share their reflections on four areas which are key strategic drivers for the council:

• equalities and cost of living challenge
• towns, places and tacking deprivation
• workforce
• Calderdale’s role in West Yorkshire.

Much of the team’s reflections on these areas are covered within the messages in the main framework of the Corporate Peer Challenge. However there are a few points in relation to Workforce and Calderdale’s role in West Yorkshire which have been highlighted further. 

3.3. The peer challenge process

Peer challenges are improvement focused; it is important to stress that this was not an inspection. The process is not designed to provide an in-depth or technical assessment of plans and proposals. The peer team used their experience and knowledge of local government to reflect on the information presented to them by people they met, things they saw and material that they read. 

The peer team prepared by reviewing a range of documents and information in order to ensure they were familiar with CMBC, its broader context and the challenges it is facing. The team then spent four days onsite at CMBC, during which they:

• gathered information and views from more than 58 meetings, in addition to further research and reading.
• spoke to more than 160 people including a range of staff together external partners and stakeholders.

This report provides a summary of the peer team’s findings. In presenting feedback, they have done so as fellow local government officers and members.

CMBC is clear about its strategic intent. The council has ensured this is reflected in the three themes which drive Calderdale’s corporate priorities. These are priorities focused on reducing inequalities, building strong thriving towns and places and tackling climate challenges. This provides the anchors which underpin all the council’s ambitions for the Borough.

The values from Calderdale’s Vision 2024, encapsulated by the words of ‘Distinctiveness’, ‘Kindness and Resilience’ and ‘Talented and Enterprising’, are embraced widely. These values are also understood and embedded in not only the language of CMBC but also the language of its partners and the communities of Calderdale.  

Both members and officers have a deep knowledge of, and pride in, the Borough. The connection and commitment that both members and staff have to Calderdale as a place is palpable and authentic. This makes them keen ambassadors of Calderdale and its place values.  

CMBC is aware of the need to develop its ambitions beyond the current 2024 Vision. This work is in train and there is evidence that lessons learned from setting the 2024 Vision is influencing this. This is demonstrated in how the council has secured the support of partners such as the ‘Ideas Alliance’ to use innovative approaches to engagement, as well as ensuring elected members are involved effectively in this process. This is enabling as wide a number of voices as is possible to help shape the vision going forward beyond 2024.

The focus of the council’s leadership on building a ‘self-help’ culture is widely recognised and appreciated. This provides a strong foundation for ensuring that there is a consistent narrative from all parts of the council.  There is a very strong commitment across all partnerships in Calderdale to tackle inequality in all forms. However, the offer is quite fragmented and might be difficult to navigate as a resident.

There is a need for sharper focus on the outcomes CMBC and the wider partnership of place wants to achieve ahead of any delivery commencing (e.g. Calderdale Year of Culture). This needs to be underpinned by local intelligence and data, to result in measured outcomes. It is unsurprising that the core of the Cultural Strategy for Calderdale is founded upon the principles of togetherness and inclusion. CMBC states clearly that it is seeking to use culture as a key building block of inclusive economic recovery. However, Calderdale would appear to be particularly well-placed to capitalise on culture as a more proactive generator of economic growth. There is a wealth of talent and skills in Calderdale which could unleash the Borough’s potential to be an even more significant player in the wider creative industries space. 

The message from the Peer Team would be for the council to explore further how it ensures Calderdale is developing the borough’s own and local creative talent to be a sustainable contributor to economic growth. A very specific area is in relation to screen industries where Calderdale is rightly proud of the really successful filming that has been done in the area and the potential visitor attraction that this can become. There would be value in developing local businesses to support these productions or exploring links to the studios in places such as Leeds and Manchester as this could contribute to building this into a significant creative industries offer within the borough. This will require enhanced focus on skills and network development, Calderdale could usefully learn from successful approaches adopted in other areas of the country. 

There is more for CMBC to do in ensuring budget and spend decisions are being clearly driven by its strategic intent and priorities. This would create space for Calderdale to realise its regeneration ambitions, utilise future opportunities for transformation  and demonstrate commitment to its priorities by investing in them.

Calderdale is a place full of amazing partners, businesses, volunteers and activists. The authenticity of their passion for Calderdale is clear and was apparent to the peer challenge team in every interaction experienced. This is true in every part of the Borough irrespective of which town or community. The council’s aspiration to ensure that all voices are heard is embraced at every level of not only the council but also among partners and stakeholders more widely. As a result CMBC is effective in its role in convening different perspectives and ensuring these are all heard. Subsequently CMBC is effective in its efforts to continuously strive to secure consensus around the best outcomes for the Borough.

The commitment of elected members to Calderdale’s people and to the Borough is clearly evidenced in their behaviours and community leadership. The values of the organisation are being ‘lived and breathed’ by the leadership of CMBC making them authentic and genuine.

The elected members who the Peer Challenge team met are adept at balancing the role they play in their local communities in fighting for the best outcomes for their wards, with the strategic role they play as place shapers for the whole of Calderdale. Member/ officer roles and responsibilities are clearly understood and blend well to provide a culture where work gets done.

Strategic Leaders at CMBC are willing to do things differently and have taken some managed risks on behalf of the Borough as evidenced by what it has done in relation to children’s residential homes, community asset transfers and bold innovative investments such as that undertaken with Piece Hall.

The purposeful and resilient leadership by CMBC in taking the Borough through recovery from flooding, the pandemic and tackling the cost-of-living challenge is widely recognised. Through all of its interactions the Peer Challenge Team can attest that there is broad consensus about the council’s political and place leadership being viewed as both strong and positive.

The strong political and managerial leadership on climate change is providing a sound foundation for achievement of impact and better outcomes on this agenda. The priority given to addressing the impacts of climate change is not new in Calderdale. Bearing in mind the history of significant incidents of flooding and impact on peoples’ lives, this priority is also unsurprising.

CMBC first declared a climate emergency in 2019 and has worked proactively since then to make progress to meet ambitious net zero targets. CMBC published its draft Climate Action Plan in 2022 which is a three-year strategy focusing on the key actions to put in place the foundations to ensure positive impact can be achieved and sustained into the future. Just prior to the Peer Challenge Team arriving onsite, the Calderdale Climate Change Partnership discussed the feedback on the draft Climate Change Action Plan. This was collected from local residents, visitors, businesses, community groups and other organisations. There was engagement through a range of workshops and events.

What is clear from the feedback is that a significant number of respondents felt their knowledge of the climate emergency had increased after reading the Climate Change Action Plan. There was also feedback that the Plan had influenced people to think more about what they might do differently such as using a car less, diet change, reducing energy use and getting involved with campaigning and activism. However the challenge for CMBC, as is the case for all councils, will be how these aspirations can best be achieved through impactful action and influencing wider culture change in all of its communities. The council is clear about the need to achieve this and the Plan highlights the importance of all parts of the community being supported to contribute to these aims. The council will need to work with partners to fund and attract investment to ensure the Climate Change Action Plan is deliverable.

CMBC utilises its strong local knowledge in brokering strong networks across all sectors in Calderdale which are founded on mutual respect and achieving shared goals. This has supported strong links between the council and its community and business bases.

There is clear commitment from CMBC’s political leadership and senior officers to involve the Voluntary and Community Sectors (VCS) meaningfully on all of its key Boards and fora. This provides a demonstrable value of respect and regard for what the VCS contributes to taking forward the Borough’s wider social and economic aspirations.

CMBC embraces its role within West Yorkshire Combined Authority (WYCA). The council contributes fully to WYCA’s Partnership Board approach to regional collaboration. This is demonstrated by its leadership of the Combined Authority’s health improvement and wider well-being aspirations for West Yorkshire’s communities.  The view of partners is that CMBC provides considered, calm and collaborative leadership of the West Yorkshire Integrated Care System (ICS). CMBC is a really valued contributor to WYCA and is seen as the honest brokers who were able to bring people together around the table and find a consensus of approach.

Having adopted the Local Plan the council has the potential to achieve outcomes such as the Clifton Enterprise Zone including 1,300 jobs and improved housing supply. It will however require clear strategies for investment, capacity to deliver and a shift in risk appetite if CMBC is to play its full role in delivery. Part of this will require CMBC’s leadership to invest time and resources in working proactively with private investors, developers and other stakeholders. This will be key in unlocking the full potential of the Local Plan whilst ensuring it delivers for all the communities and residents of Calderdale.

CMBC already has a track record of forming deep and respectful partnerships and can draw on this experience and learning to help inform the new partnerships which will assist in implementing the Local Plan. For instance, the Peer Team visited the Beech Hill Development, in Park Ward. This has been a joint endeavour between the council, Together Housing, Homes England and the community over many years. It was heartening to see that the partnership had endured during challenges and over time to deliver 106 new homes for Calderdale whilst investing and working with the local community so they don’t feel left behind. 

Whilst Calderdale can point to some success in securing resources from WYCA for transport, there is a need for greater focus to make the most of all the opportunities the Combined Authority represents in relation to the Clifton Enterprise Zone, culture involvement, net zero and transport transformation, to name a few examples.

CMBC’s leadership recognises the value of the VCS. However it is not clear that this is borne out consistently across the council as a whole in all of its engagement with the sector. The Peer Challenge Team heard about different approaches procurement, contract extensions and renewals. This inconsistency in practice does not reflect the clear strategic commitment from CMBC. Development of the VCS strategy provides an opportunity to address this inconsistency and ensure that the full potential of the sector to effectively contribute is unhindered.

As mentioned previously in this report, CMBC should take fuller advantage of its Culture and Arts heritage as a driver for inclusive economic growth and public health outcomes for Calderdale. It was clear from its interactions with the Peer Team that  the council recognises that more can, and should, be done to fully utilise that scale of the opportunities that might be open to Calderdale. The Peer Team would encourage the council to be bolder in using the creative arts sector as a key driver for its economic and inward investment ambitions. This will require Calderdale to be more proactive and assertive in recognising Culture and Arts as a core component of any aspiration for future economic growth at not only a borough level but also regionally and beyond.

As the integration of health and care teams to create person-centred provision deepens, CMBC will need to consider the implications for its own organisational infrastructure and ways of working if the integrated teams are to be well supported by the council.

The connection between CMBC’s values, its priorities and Vision 2024 could be more closely aligned. Whilst there is no suggestion that any of these could be construed as incompatible, the narrative around all of these could be tightened and their synergy improved. This would help in avoiding the risk of any of the messaging and shared strategic intent becoming unclear. There is some confusion amongst staff. This will be important in avoiding the risk of priorities which are complementary becoming fragmented and inadvertently competing with each other for resource and ‘airtime’.

The diversity of Calderdale’s demographics could be more visibly reflected in CMBC’s workforce to make sure all communities are able to fully participate. Whilst this is not a challenge unique to Calderdale, there is a largely untapped opportunity for the council to utilise its Staff Networks in shaping a more proactive narrative about how much CMBC values equality, diversity and inclusion. This is less about meeting legislative imperative and much more about the potential for fully harnessing all of the talent which might be available to an organisation such as CMBC. There is commitment and ambition from senior managers to make this step change. However it will require this to be embraced more widely and fully at all leadership levels in the council for this be embedded and all benefits realised.

CMBC’s pride in Calderdale as a place and in the commitment to valuing its people is palpable. The ‘can do’ culture is in clear evidence through both elected members and officers. The changes in CMBC’s workforce provide new perspectives and energy which will be positive for Calderdale if fully embraced.  

There is mutual respect between members and officers with clear understanding of roles and responsibilities on both sides. There is healthy and constructive challenge alongside positive support. 

There is some evidence of cross-party work which allows CMBC to put Calderdale first. This is found at both a local level (for example through Town Boards and Scrutiny) and at a Regional level. Are there opportunities for more cross-party working as CMBC moves to the next phase of ambition?

CMBC’s political stability in recent years is widely welcomed both within the council and externally with other partners and stakeholders. The feeling is that any uncertainty associated with the past should not define or overshadow the present and future.

It is not clear how strategic transformation at the council is being driven. There would be benefit to CMBC in clearly defining any transformation aims in wider corporate terms, being clear about the impact the council wishes to achieve through transformation and that progress can be tracked and evidenced. The Peer team recommends that CMBC draws on its progressive, collaborative approach with its partners and uses this experience to drive its internal transformation.

In order to continue the positive work with the VCS as a key delivery partner, there is a good opportunity to recognise the strategic relationship and value during the development of the VCS strategy ensuring a Whole Council approach. 

Calderdale has a wealth of community passion. CMBC has the opportunity to explore how the ‘bottom-up’ influence from Town Boards can be best utilised in wider strategy development. How can CMBC move from being a council which is perceived to be risk averse to one which is more confidently managing risk in relation to delivering Thriving Towns, and that this ambition is reflected in its Capital Programme?

There would be value in CMBC and partners reviewing how many Boards the Borough has, what they are doing, what specific measures they are working to and whether there is scope to remove duplication. Using other models of collaboration such as time bound ‘Task and Finish’ groups would be one example of progressing on this front.

CMBC is a sound place financially compared to many councils, albeit with a lean amount of reserves. In the context of incredibly challenging financial times, CMBC is presenting a balanced budget for 2023/24. There is evidence that Members are connected and have ownership of budget decisions.

However, there is recognition and commitment from CMBC that the budget can and should be rebased. Rebasing the budget will deliver headroom for transformation. CMBC should consider the opportunities that can be released from assertive council-wide in-year financial management and controls.

There is resource across the council which could be realigned to a broader Whole Council organisational endeavour and moved around as required to support key transformational priorities.

The rebasing will be the initial step in moving to a more outcome based budgeting approach, ensuring that revenue and capital investment is more closely aligned to the council’s strategic priorities. CMBC recognise that this is their ambition and journey they are on. It will take a Whole Council approach and at least two budget cycles to fully embed an outcome-based approach.

Through the period of austerity CMBC has made smart financial choices which are helping to manage the current revenue pressures faced by the council. For example, investment in children’s residential homes and community asset transfers. The Peer Team would encourage CMBC to continue making such choices and consider how this approach can be applied to other services. Calderdale has also been fleet of foot in exploiting opportunities to attract external funding. Given the level of ambition for the next phase of Calderdale’s vision beyond 2024, it is important that CMBC is discerning in its choices, ensuring external funding is pursued when it fits with the strategic priorities – in essence ‘choosing wisely’.

There would be value in CMBC reflecting on how realistic the council’s planning is in relation to the delivery of its capital programme. In particular the team would pose a couple of questions to the council for its consideration: How are you using your star chamber and gateway process to help the delivery of CMBC’s capital programme? How are these processes helping the council to reflect on its risk appetite and think about its own level of capital investment?

Given the next phase for Calderdale the importance of having stronger strategic financial capability and capacity is essential. This capability and capacity will need to be strengthened so that its able to advise on blended investment models that will be critical to the implementation of the Local Plan and the Climate Action Plan. The financial skills for supporting the whole organisation as it moves to an outcome based budgeting approach will also need to be developed. 

CMBC has the benefit of staff who are committed to Calderdale and want to work at this council. The passion of staff in Calderdale means there is a commitment to driving continuous improvement. They are hugely invested in this as a significant proportion of staff not only work in Calderdale but also live within the Borough. This additional level of affinity means the council can count upon staff who are very highly invested in the Borough’s positive progress and future success. This notwithstanding CMBC needs to be mindful that some of its staff are tired post the efforts of managing the pandemic and have in some cases felt isolated by the challenges of this period. The Council’s leadership are working with staff, and equalities groups to support the workforce post Covid through the People Board and wellbeing programmes.   

CMBC has taken the time to build its Senior Management Team. This provides a foundation on which the council’s next phase of transformation can be progressed. Focussing on how collaborating together to build a Whole Council approach in order to put CMBC in the best possible position to step up a gear for the next phase of your ambition.

It is a positive step that Business Planning has been reintroduced. It is essential that a Whole Council approach is taken to business planning and every team participates.  It will be important to now consider how to best use this to redesign services, allocate resources and prepare an outcome-based budget to deliver CMBC’s priorities. 

CMBC have got really good data sets and tools as evidenced through Calderdale Dataworks and excellent community intelligence on which to base your improvement. This puts Calderdale in a very strong position to develop the Vision beyond 2024 on a firm foundation of both lessons learned from developing the Calderdale 2024 Vision and the enhanced understanding of local context provided by Calderdale Dataworks. 

There could be some benefit to Calderdale in CMBC considering how much further council’s resources could be used to instigate and drive initial progress on programmes and projects alongside the external resource the council is already attracting.  The Peer Team would encourage CMBC to consider how it gets the best out of its enabling services in order to support a Whole Council approach through the next phase of transformation. This would provide effective support for the organisation as it gears up for the next phase of ambition. The Council will need to give some thought to how its key enabling services particularly HR, Finance, IT and internal communications are configured. This will require reflecting on skills mix, collaboration and clear strategic intent. 

In order to release resource to assist with internal transformation and to provide capacity to drive initial progress on programmes and projects CMBC will need to move at pace with the reviews the council has identified in the budget.

There would also be value in CMBC challenging and questioning the degree to which its digital infrastructure is future-proofed to allow deeper integration across the council as well as with Health and other partners.

 

CMBC has a passionate and committed workforce who really like working at the council and feel they can make a difference. The strength of the connection that staff feel to not only the council but to Calderdale as a place is an asset which must be recognised, celebrated and protected. Many staff are residents of Calderdale and therefore have a particular pride in the Borough. The affinity they have is a core component among the factors which will contribute to success of the council’s future ambitions being delivered.

CMBC’s recognition of the need to review pay and reward is necessary and needs to progress at pace and be properly resourced to reflect the complexity of the endeavour. This investment and the approach the council decides upon will demonstrate how much CMBC values its your staff.

The commitment to developing leaders alongside improving management capability is positive. Ensuring this is consistent with the leadership required to support the organisation through transformation is essential. Therefore the programme will need strategic sponsorship and oversight from the management board.

The Peer Team would encourage CMBC to ensure it uses all available intelligence and insight to develop the council’s organisational development plan. It is equally important for the council to make sure this plan is anchored in organisational reality and aligns to the ambition for internal transformation. There would be value in CMBC giving further consideration to how the council’s current policies and practices reflect the organisation’s values. The team heard from staff about some practices, for example the use of timesheets, that felt at odds with CMBC values.

The Peer Team heard differing opinions about hybrid working in Calderdale. This leads the team to encourage CMBC to consider the council’s Wellbeing strategy and whether it reflects the complexities of a hybrid environment. How do those teams who feel unable to take advantage of the council’s wellbeing strategy find time for it? 

CMBC embraces its role within West Yorkshire Combined Authority (WYCA). The council contributes fully to WYCA’s Partnership Board approach to regional collaboration. This is demonstrated by its leadership of the Combined Authority’s health improvement and wider well-being aspirations for West Yorkshire’s communities. The view of partners is that CMBC provides considered, calm and collaborative leadership of the West Yorkshire Integrated Care System (ICS). CMBC is a really valued contributor to WYCA and is seen as the honest brokers who were able to bring people together around the table and find a consensus of approach.

Calderdale is a respected member of the West Yorkshire Combined Authority (WYCA) and has achieved some notable success in securing significant funding for the borough. That said this success does not represent the full scope of what CMBC might aspire to secure for Calderdale. There is more potential for securing more resources in this regional arena if the council can be clearer and bolder about its strategic asks’ and have more confidence in its own positions and ambitions for its residents, businesses and communities when making the case in West Yorkshire. 

Leaders across Calderdale play leadership roles at national and regional levels and this represents an asset and position of influence that CMBC would do well to recognise. There would be value in CMBC considering in more depth how it can harness the benefits of these policy and practice shaping roles for the benefit of Calderdale.  

It is recognised that senior political and managerial leadership will want to consider, discuss and reflect on these findings.

Both the peer team and LGA are keen to build on the relationships formed through the peer challenge. The CPC process includes a six-month check-in session, which  provides space for the council’s senior leadership to update peers on its progress against the action plan and discuss next steps.

In the meantime, Mark Edgell, Principal Adviser for the East Midlands, Yorkshire and the Humber and North East Regions, is the main contact between your authority and the Local Government Association. He is available to discuss any further support the council requires and can be reached by email: [email protected]