Council business plan

Information about what the council business plan is, what the vision for East Riding is, what are our shared ambitions, the council's priorities and key outcomes, managing business and improvements, responding to change, fitting into the bigger picture, what is spent on council priorities, managing our finances, Council Tax levels, capital investments programme and how we monitor our progress.

What is the business plan?

The business plan is the document that sets the overall strategic and financial framework for the council's services and is updated annually.

This year, rather than the council plan being a printed document, we have published it here on the council's website (download below) enabling us to keep it up-to-date more easily and cost effectively.

Council Business Plan 2020-2025 (2024 Update) (pdf 7.8mb)

What are the council's priorities?

With the increasing pressures on budgets, it is more important than ever that we focus on the things that matter most in the East Riding. We have five council priorities to ensure we gain the most use of our limited resources.

The council's five council priorities are:

Growing the Economy

Cabinet Priority – To deliver a level 3 mayoral combined authority for Hull and East Yorkshire (subject to public consultation).

Growing our economy is at the heart of our plans. A strong economy plays a big role in our health and wellbeing and quality of life. We have a strong track record of attracting high profile inward investment and are excited by the opportunities. We are committed to improving skills, connections, digital technologies and networks which attract new investment and drive business growth to provide good jobs. We continue to strengthen our sustainable tourism and cultural offer and make the most of our vibrant towns and communities which make up our rural and coastal economies.

Valuing the Environment

Cabinet priority – To maintain our highways.

Tackling climate change, protecting our heritage and countryside whilst developing our built infrastructure remain key priority areas. We will help homes and communities be more resilient to climate change and be a force that accelerates the region’s transition to a sustainable economy.

Empowering and Supporting Communities

Cabinet priority - Strategic investment in leisure, countryside, coastal and digital services.

We want more people to live healthy, connected, independent lives for longer whatever their background. We have a strong commitment, working with others (such as community and voluntary groups and town and parish councils) to invest in community assets and engage with communities on what matters most to them.

Protecting the Vulnerable

Cabinet priority - Supporting independent living through easier to access, more personalised services.

Protecting vulnerable adults and supporting people in times of need runs throughout all our work. Our strategies for adult social care set out our approaches to make the most of our resources. Early help is important and we aim to invest in opportunities that prevent, reduce and avert crises or the need for high cost and more intensive support. We have grown a much greater focus on the community offer, personal resilience and the single point of access into our services using a ‘strengths based approach’.

Helping Children and Young People Achieve

Cabinet Priority - Supporting our most vulnerable including children and young people with special education needs (SEND) and our care leavers.

Supporting and inspiring children, including those with special educational needs and those who are vulnerable to reach their potential. We want all children and young people to do well, learn and develop skills for life, to be safe, happy, healthy and active members of their community. We work well with our schools, settings and partners including those in the voluntary and community sector, so our communities are a place that inspires young lives. However, we know that there is more we can do.

Our 2023 Ofsted inspection of children’s services was ‘Good’ but found that the experience and progress of care leavers requires improvement. This is because while there are strengths and many young people are well supported to make progress, this is not a consistent experience for all. We have an ambition for all our children and young people to have the chance to live and be educated in the East Riding. We are taking action to reduce the use of out of county specialist placements by improving and expanding our local provision. Our planning and actions over the coming year will continue to focus on addressing the emotional wellbeing the needs arising from the pandemic.

How does the business plan fit into the bigger picture?

The planning framework ensures we use resources effectively and take into account how we are performing and the views and priorities of service users, residents and the wider priorities of national Government when developing our services.

The local plan is the name for the collection of documents that together provide the framework for managing development and addressing the key planning issues within an area. The local plan reflects the aspirations of local communities, guides investment decisions, as well as the quality and appearance of towns and villages, coastline and countryside and, is used to determine planning applications.

Linked closely to the business plan are more detailed strategies and plans often focused on specific groups of people or functions to drive the delivery of the council’s priorities. Increasingly, many of these strategies are jointly developed and monitored with partners, for example, the Joint Health and Wellbeing Strategy.

Service plans are a tool to enable services to turn plans into action, monitor performance and effectively manage their business. The service plans are updated annually in the spring.

How do we manage our finances?

The financial strategy sets out how resources will be used to deliver our strategic key outcomes over the medium term, whilst taking account of developments in national priorities. It reflects the financial implications of other corporate strategies and is key to managing the financial impact of the risks to which the council is exposed.

The key considerations for the financial planning process are:

  • council priorities
  • corporate strategies
  • national priorities
  • transformation projects/service reviews
  • risk strategy.

Once a draft budget is prepared each year, there is wide consultation with all of the council’s Members, the Schools’ Forum, local strategic partners, business ratepayers and trade unions.

Consultation is also undertaken with a variety of local people through our annual budget event.

For further information, please visit:

The council budget

How do we monitor our progress?

We manage our performance very closely through a comprehensive performance management framework that operates across the council. This ensures that Members and council officers are able to make informed decisions that will drive service improvement. This process is also closely linked to our planning framework which ensures that resources are used effectively in support of the council’s priorities.

Additionally, residents will be kept up-to-date with progress in the 'Your East Riding' magazine through stories about the real differences we are making to people in the community.

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