NORTH YORKSHIRE COUNCIL

15 July 2026

EXECUTIVE MEMBER FOR FINANCE AND ASSETS

I have now served as Deputy Leader and Executive Member for Resources for eleven years, a period during which austerity has been an ever-present feature. Members will recognise that I have always reminded the council of the need to make some tough choices to balance our books. That’s what the people of North Yorkshire expect and it’s the right thing to do, even when it is sometimes unpopular with some, but it’s also important that we prioritise our resources to support those who are most in need.

As I watch councils debating the pros and cons of local reorganisation, I often hear councillors, with their own agenda of course, suggesting that reorganisation won’t save money. North Yorkshire is testament to the fact that it absolutely can save money and reinvest in frontline services such as care and support hubs, leisure centres, harbours and even public conveniences! I am particularly proud of the savings that we have achieved because of reorganisation which now total just short of £70m per annum. I promised to keep members abreast of the progress on savings through the church barometer. Well, we didn’t quite do the church parameter graphic but the quarterly report tracks the savings alongside the budget report and Member’s Seminars so we could all see the good progress being made. This Council is held up as an example of best practice when it comes to reorganisation and I would encourage all members to take pride in that and do nothing to derail that great achievement.

I also want to take this opportunity to recognise some other notable achievements. These include consolidating on to a single revenues and benefit system - we started with seven different approaches and again we are seen as a council who leads the way. Technology has advanced in ways not predicted a decade ago. We now have great technology which means that we can work almost anywhere in the UK with remote meetings and we can all see the power of AI that will take us onto the next chapter. We have also made a great start to rationalising our land and property estate. Some members suggest that we have not made sufficient progress and, while we did have a bit of a slow start out of the blocks, we are now moving at pace and seeing significant rationalisation with further plans on their way.

I would not claim to have got everything right, but I am proud of the achievements that the council has made with the small part that I’ve played in my capacity as Deputy Leader and Executive Member for Resources. There is still much work to be done but I feel the council is in a great position to capitalise on the last three years of success. I urge you all to focus on building an even stronger council that will be able to withstand all the challenges that it will undoubtedly face over the coming years.

Revenues & Benefits

I am pleased to report continued progress across the Revenue and Benefits service, including the successful convergence of systems. This has delivered a complex transformation with minimal disruption, maintained strong performance, improved the experience for residents, and received national recognition through our work with the Department for Work and Pensions—while continuing to support our most vulnerable residents.

Over recent months, the service has taken a structured and proportionate approach to income collection. This has focused on early engagement, clear communication, and providing residents with opportunities to seek advice and agree manageable payment arrangements.

Many residents continue to meet their obligations or engage constructively with the Council, with further action only taken where this has not been possible. Supporting those experiencing financial difficulty remains a central priority, with access to advice and wider support available.

This period has also seen increased contact from residents. While this reflects engagement, it has created additional demand on the service. Despite this, teams have continued to respond proactively to ensure support remains accessible.

Recovery of Business Rates has now progressed following the implementation of national relief changes, ensuring businesses are billed accurately and treated fairly.

Overall, this is a measured and balanced approach, ensuring the Council can protect essential services while continuing to support residents and businesses across North Yorkshire. Our focus remains on fairness, early support, and continuous improvement in the services we provide.

Property and Procurement

The Property Capital Project Team continues to work with services and lead on the delivery of high profile, high value capital construction projects within the Council. Notably:

· Care and Support Hubs: RIBA Stage 4 design is currently progressing for Scarborough and Harrogate (Phase 1) and planning has been submitted for both sites. The procurement route to market has been agreed as a three-stage restricted open tender, to offer the Council best opportunity for value for money. 

· Harrogate Convention Centre Studio 2: The project has been awarded to Galliford Try after a successful tender.  Contractor prestart meetings are ongoing, and works are due to commence on site in the next few weeks.

· Scarborough Station Gateway Phase 1:  Works to redevelop the station frontage – providing vehicular passenger access, enhanced public amenities and greater pedestrianisation to improve the visitor experience - are currently awaiting planning approval. The tender package has been issued to North Yorkshire Highways (NYH).

· Richmond Pool:  The team are working alongside Leisure, Align and NYH to develop the design and packages for the remediation works at the asset. Works have commenced on site with the erection of temporary works/scaffolding, asbestos removal and strip out and works are due to be completed later this year.

· Leisure Investment Strategy:  RIBA Stages 2 and 3 have been commissioned for Phase 1 of the Active Wellbeing Hubs (Selby and Skipton). Work is also progressing to develop the Retain and Lifecycle Investment Programme identified within the wider strategy, however the funding for this element will need to be managed and prioritised as part of the Council’s wider planned maintenance programme.

The team have recently completed a number of projects for the Council including:

· Whitby Maritime Hub – Completion of the main building (shell and core with Category A fit out) were completed on programme at the end April.  Category B Fit Out works have been included as a variation within the contract and are due to be completed later this year.

· Energy Efficiency measures: Installation of solar panels at Whitby, Thirsk and Ripon Leisure Centres, along with solar panels and air source heat pumps at Nidderdale Leisure Centre.

· Malton Market Place Public Conveniences – full refurbishment of existing public conveniences.

Technology

Over the last three years, the Council has strengthened the technology that underpins day-to-day services. Following local government reorganisation, we stabilised and rationalised inherited systems across key service areas, improving reliability during a period of significant change and progressing faster than many comparable organisations.

We have also improved staff tools, connectivity and targeted automation to support new ways of working and increase productivity while maintaining cost control. Stronger commercial discipline is delivering clear value, including avoiding over £584,000 in costs by acting early to secure essential equipment ahead of market increases.

Cyber security has been further strengthened through our ISO/IEC 27001 certified approach, alongside the introduction of multi-factor authentication and enhanced protections to safeguard resident data and essential services.

As a result, the Council is in a stronger, more stable position, with secure and cost-effective technology providing a solid foundation for future improvement and ongoing value for residents and taxpayers.

COUNCILLOR GARETH DADD