Strategic Partnership Agreement with local government

We have always recognised the value of working together in trusted partnership. For example, throughout the cost-of-living crisis, Ukraine and the COVID-19 pandemic we worked together with shared focus to protect and serve our communities as one, irrespective of politics. 

Wales faces multiple challenges, including economic uncertainty, climate and nature emergencies, stressed public finances and many others. It is therefore more important than ever we strengthen our partnership, working in harmony, without duplication or unnecessary bureaucracy to deliver for the people of Wales. 

We, on behalf of Welsh Ministers and the 22 council Leaders, agree codifying these principles and ways of working in this Strategic Partnership Agreement (this Agreement) demonstrates our shared commitment to putting people first and the power of democracy to deliver for everyone.

This Agreement is the result of discussions and negotiation between Welsh ministers, all council leaders, WLGA spokespeople, and the WLGA council. 

It defines, clarifies and formalises our roles and responsibilities. It sets out that we do not want to waste time, effort and resources in fruitless argument but instead we want to deliver better public services. We are clear the ways of working, and principles set out in the Agreement, must be mirrored in our individual and collective relationships with all partner organisations, including the NHS and community and town councils, and should build on existing frameworks such as the Third Sector scheme.

We will not always agree, but the success of this Agreement will be judged by open, informed and balanced discussion of the issues, and understanding our respective perspectives and constraints. Working in trusted partnership is not an easy or soft option, but we believe it is worth the investment. 

There have been previous agreements which have not always had the longevity we hoped for. However, the positive relationship we have built over the past 5 years gives us a strong foundation to achieve more together. 

We want our commitment to trusted partnership to endure political and personal changes creating new stability in the governance of Wales. Codifying our relationship will make sure it provides a strong framework to sustain public services for future generations.

Signed on behalf of the Welsh Government

Rt Hon Eluned Morgan MS
Prif Weinidog Cymru/First Minister of Wales

Jayne Bryant MS
Cabinet Secretary for Housing and Local Government

Signed on behalf of local government

Cllr Andrew Morgan OBE
WLGA Leader/Group Leader: Labour

Cllr Lis Burnett
WLGA Presiding Member

Chapter 1: introduction

The 7 well-being goals in the Wellbeing of Future Generations (Wales) Act 2015 (the WFG Act) are the foundation for our partnership and the whole of the Welsh public service. Wales is the only nation in the world to demonstrate its commitment to sustainability and the well-being of future generations in law. Public services must put the 5 ways of working at the heart of everything we do; collaboration, integration, involvement, long-term and prevention.

This Agreement is forged in those 5 ways of working and underlines the importance to Wales of an effective working relationship between the Welsh Government and local government. 

The Agreement is a significant milestone for the Welsh public service. It impacts on almost all working relationships across the wider public and third sectors. Experience shows that when national and local government are working in trusted partnership, there is a strong foundation for the whole Welsh public service to become united and become ‘One Welsh Public Service’.

This Agreement does not include the wider local government family, town and community councils, the fire and rescue authorities (FRAs) or the national park authorities (NPAs). There are separate agreements in place with them which can be reviewed in light of this Agreement.

This Agreement will therefore:

• define our respective roles and responsibilities
• set out agreed principles for trusted partnership
• set out our collective commitments
• set out principles for funding, reducing bureaucracy and improving
• set out the framework for working together in trusted partnership
• explain how this Agreement will make a difference to people in Wales

Chapter 2: working in trusted partnership

Roles and responsibilities

We respect and value each other’s democratic mandate. Members of the Welsh Government and councils are elected by the people of Wales to work to benefit the communities we serve. But the responsibilities of those two mandates differ and are separate.

We respect the separate responsibilities of national and local government in Wales and of regional governance arrangements. National government in Wales is the Welsh Government, regional is corporate joint committees, local is the 22 county and county borough councils. We believe in subsidiarity and accountability, so decisions are made by the elected representatives who are best placed to make them.

It is the Welsh Government’s responsibility to set the legislative framework and national policy environment across the range of devolved areas to enable local government to determine how best to serve its communities. It is responsible through national elections to the people of Wales.

Local government is responsible for developing, planning and providing a wide range of statutory and discretionary services. It leads local and regional partnerships, working with other public service bodies and the third sector (including Regional Partnership Boards and Public Service Boards), and provides strong strategic democratic leadership for its communities through these mechanisms. It is responsible to its local electorate for the decisions it makes.

However, governance is complex, and these 2 levels of accountability are not mutually exclusive, rather they can reinforce and strengthen one another if they operate effectively. They are spheres, rather than tiers, of democratic governance in Wales.

As well as respecting each other’s roles and responsibilities, we will also have shared ambitions. We also recognise that sometimes a regional geography will provide the best mechanism to deliver those ambitions. Corporate Joint Committees (CJCs) have been established as the democratic decision-making bodies for regional working in specific areas.

The 4 CJCs exercise functions relating to strategic development planning and regional transport planning. They are also able to promote the economic well-being of their areas.

The approach to the development of the CJC model continues to be one of collaboration between national and local government. Recognising that one size does not fit all, we are working together to develop a prospectus for CJCs to set out our shared ambitions for regional working.

National government, local government and regional governance roles and responsibilities in Wales

National

The role of Welsh Government is to:

• determine and explain its national vision for Wales and provide the legal framework for vision to be realised
• develop programmes and policies to support the delivery of the vision
• provide the right conditions so that public service organisations can continually improve the quality, effectiveness and sustainability of public services
• engage and consult with partners across public sector to ensure programmes and policies are well designed and delivered effectively
• promote good practice and innovation
• recognise the prevailing economic and fiscal conditions and provide partners with financial guidance to help with tough choices that will have to be made

Local

The role of local government is to:

• provide community and democratic leadership
• work with national government to help deliver national priorities and programmes and to determine the priorities for local communities
• carry out the range of statutory duties and functions of local government
• commit to sector-led improvement and fulfil its statutory duties for self and peer assessment under the Local Government and Elections (Wales) Act 2021, to continually improve the quality and effectiveness of its services
• consult partners and work with local citizens and others in the public sector to ensure national, regional and local programmes are designed well and delivered effectively
• constitute and lead CJCs as a mechanism for regional collaboration and delivery
• collaborate with others to make sure services are delivered by the right organisation and at the most economic scale

Regional governance

The role of Corporate Joint Committees is to:

• undertake the duty to prepare a Strategic Development Plan and Regional Transport Plan
• exercise an economic well-being power, providing a CJC with the power to do anything to enhance or promote the economic well-being of its area
• provide a consistent and formal framework to support regional collaboration
• improve strategic delivery across critical independent areas such as economic wellbeing, transport planning and land use planning

We also recognise that we operate within a UK wide context and will use our partnership to promote the tripartite relationship on matters which are the responsibility of the UK Government, working together to influence the UK Government on issues that affect Wales.

Chapter 3: principles of trusted partnership

There are countless daily interactions between the Welsh Government and local government, from the strategic to the operational, policy to financial. The principles in this Agreement create the framework for all those interactions and everything we do together, whether that be consultation and decision making by elected representatives or more practical engagement by our officials. 

Principles

Mutual trust and respect

• The foundation of the relationship between the Welsh Government and local government is mutual trust. We recognise and respect each other's democratic mandate, roles, responsibilities, and contributions to the democratic governance of Wales. This principle is exemplified by respectful dialogue and the acknowledgement of the importance of each other’s autonomy.

Transparency and openness

• Transparency and openness are crucial for accountability and trust-building. We commit to open communication and making information and data accessible that will aid effective decision-making. We will work together to understand and develop the evidence needed to assess impact and make positive improvements. We will strive to follow national Open Data guidance.

Working together on fair funding

• We recognise the need for public services to be fairly funded and effectively and efficiently delivered.
• We will continue to work together to refine, revise and improve the funding formulae used to distribute core revenue funding using the tried and tested political channels of the Partnership Council for Wales and Finance Sub Group.
• We will jointly make the case to the UK Government where appropriate for fair funding for Wales.
• Public services continue to evolve. As future initiatives and new responsibilities emerge, we will continue to work together to identify the policy intention and key priorities to be delivered in addition to ensuring the financial (and service) implications are jointly understood.
• If the creation of a new responsibility is reliant on the passing of primary or secondary legislation, the assessment of the new financial implications will be included in the relevant Regulatory Impact Assessment (RIA) which will be developed jointly as far as possible.
• The RIA should reflect the costs and consequences of implementation, including funding implications and service change. RIAs are focused on the additionality of the legislation or policy, not on existing service delivery issues.
• Local government will be involved early in the preparation of an RIA and engaged in discussions through the WLGA and relevant professional networks.
• The WLGA will work with authorities to provide data to inform the RIA as necessary. In this way local government will have responsibility for providing its best estimate of the financial implications in a timely way to feed into the legislative and budgeting process.
• Where new responsibilities come with additional cost, it may not always be about seeking extra money but about identifying funding which could be redirected from elsewhere to have the maximum impact. Beyond that, any new responsibilities would be funded. 

Accountability and responsibility

• Each sphere of government has distinct responsibilities. We are accountable for our own actions and decisions. Working in trusted partnership means clearly demonstrating our contributions to shared outcomes, whilst respecting our different accountabilities to the public.

Innovation and flexibility

• Innovation and flexibility are necessary to address complex challenges and adapt to changing circumstances. We commit to continuous improvement and embracing innovative solutions.
• Collectively embracing digital ways of working will help us achieve greater economic opportunities and a more prosperous and resilient society. This will ensure services are designed for and with our communities, for the long-term in a way that also supports efficiency and financial sustainability.

Chapter 4: our collective commitments

In addition to the above principles, there are some areas of mutual value and importance that we would like to jointly restate our collective commitment to:

Cymraeg 2050

• We will design and deliver public services equally through the medium of Welsh and English and will champion Welsh in the workplace; Welsh and technology; and every-day Welsh, in service delivery.

Equity, inclusivity and participation

• Inclusivity and public participation are essential for democratic governance. The Welsh Government and local councils strive to involve and reflect the full diversity of our communities in decision-making, ensuring diverse voices are heard and considered.
• We have a long-shared commitment to promoting community cohesion and a good record of doing so. We will continue to work together to foster good relations within, and between, communities in Wales.
• We commit to equipping people with the digital skills they need and designing services around people to improve social cohesion, creating a more healthy and equal society with well-connected communities, and contributing to a thriving Welsh language.
• We will put tackling inequality at the heart of our decision making and service delivery and embed an anti-racist approach to the way we operate as organisations.

Tackling health inequalities

• We commit to working collaboratively to develop an all-Wales approach to go further and faster in tackling health inequalities and the societal issues that impact on health and wellbeing. Together, we will support local leaders and communities to improve opportunities for independence and empowerment of individuals and communities, to achieve better outcomes.

Tackling poverty

• We will work together to improve the lives of people living in poverty and reduce poverty in the longer term, using our powers to bring partners together at a national and local level and focus action where it is needed the most. 

One Welsh public service

• We recognise and appreciate the importance and interdependencies of all public service organisations in Wales working together, and with the third sector and other partners, to deliver effective and seamless services to people across Wales.

Workforce and skills

• The local government workforce provides leadership and vital services. However, many occupations face recruitment and retention challenges, such as social care, planning, and environmental specialisms. We must also recruit and develop new skills, diversifying our skill base to meet future needs and opportunities.
• The Welsh Government and local government will work together to promote local government as an employer of choice and attract diverse, skilled individuals. We will support recruitment and retention initiatives and embrace digital opportunities to develop digital skills and leadership. We will also promote professional development programmes, increase workforce diversity, including in leadership roles, and work to stamp out abusive behaviours towards the local government workforce.

Social partnership and fair work

• Social partnership and fair work are essential principles in the relationship between Local Government and the Welsh Government. We are committed to promoting and strengthening effective collaboration between the Welsh Government, local authorities, and our recognised trade unions to enhance well-being and public service delivery in Wales. Leading by example through promoting behaviours and ways of working based on trust and mutual respect, to build on the duties and founding principles outlined in the Social Partnership and Public Procurement (Wales) Act 2023.

Tackling abuse in politics

• The intimidation and abuse of councillors, whether in person or through other means, threatens democracy. It can hinder elected officials from serving their communities, discourage individuals from running for office, and erode public confidence in democratic systems.
• The Welsh Government and local government are committed to working together to tackle abuse at all levels. Those elected at national or local levels can be confronted by abuse in person or online and we will work together to stamp out poor and unacceptable behaviours from democratic life.
• Abusive behaviour can also be targeted at the local government workforce and the threat of that could discourage good candidates from applying to join. Together we are committed to stamping out abusive and unacceptable behaviour at all levels of local government.

Sustainable development

• Our partnership work encompasses environmental protection, social equity, economic prosperity and cultural well-being considerations, in accordance with the well-being goals and ways of working in the Well-being of Future Generations Act. Achieving a ‘just transition’ and building community resilience in the face of climate change are key considerations in the drive for more sustainable activities and outcomes.

Chapter 5: funding, reducing bureaucracy, and sector led improvement

Funding

• We recognise the importance of services delivered by local government including their wider impacts. We also recognise the need for the Welsh Government to balance funding for local government within the financial envelope available to support the breadth of its responsibilities and priorities.
• Working in trusted partnership means local government will have opportunities for early engagement with the Welsh Government’s budget process. The engagement processes set out in Chapter 6 will facilitate this and ensure the Welsh Government understands the pressures being faced by local government, their implications and the total ‘ask’ of local government across the full range of Government portfolios.
• Multi-year financial settlements will be agreed wherever possible as enabled by the UK Government funding to the Welsh Government, and financial and political cycles.
• Collective work will also be undertaken to develop a new approach to digital funding, with new models driving the right outcomes, better value, increased agility and reduced risk. 

Approaches to hypothecation of funding

• The Revenue Support Grant provides flexibility for councils to deliver on national and local priorities, prioritising funding to deliver services to meet the needs of local communities. Levels of hypothecated funding under the local government settlement will be kept under joint review with further dehypothecation or consolidation of grants where possible. This is integral to councils having the flexibility to manage their resources effectively.
• The Protocol on Hypothecated Grants, currently being co-developed as part of this suite of agreements, sets out the agreed approach of the Welsh Government and local government to determining, operating and reviewing hypothecated grant schemes.
• The protocol will reaffirm the Welsh Government commitment to provide as much financial certainty as possible in respect of hypothecated funding and to have a clearly stated and agreed longer term strategy for each one. 

Local taxes

• Local councils are responsible to their electorates. We believe that the Council Tax pressure on households should be managed as much as is possible within the broad spending envelope available and the choices to be made on services. Decisions about the setting of Council Tax levels locally are an important part of local democratic mandates, and Welsh Ministers’ powers to cap Council Tax should be used as last resort after full engagement with local government through the Finance Sub Group and the WLGA. Local authorities will consider medium term plans for Council Tax rises, and early engagement between local government and the Welsh Government each year will help mitigate short-term pressures on taxpayers.
• Where future reforms are planned for Council Tax and non-domestic rates, we will engage collaboratively throughout the policy development and delivery process to ensure the local tax systems remain stable and effective.
• We agree to work together to optimise the effectiveness of local tax administration, upholding fair collection practices and minimising tax avoidance. This includes sufficiently investing in operational systems and key personnel that are crucial to financial propriety.
• The Welsh Government is open to exploring additional financial flexibilities for local government to help them manage their own finances more effectively, generate additional revenue and enable better delivery of local services.

Reducing bureaucracy

• We will develop new ways of working and embed trusted partnership behaviours throughout policy development and implementation planning, monitoring and evaluation.
• We are committed to reducing workload burdens and avoiding resource wastage, focusing on collaborative efforts that do not rely on extensive administrative systems.
• A digital approach will enhance joint working, remove duplication, and improve process standardisation.
• Welsh Government will collect only necessary and valuable data nationally, while local government will provide timely and high-quality data returns supported by efficient digital and data systems.

Sector-led improvement

• There is a shared commitment to sector led continuous improvement, including through digital transformation.
• Public services are under digitised. We will therefore commit to making digital, data and technology integral to every decision we make together. To do this we are committed to delivering the vision of the Digital Strategy for Wales: ‘improving the lives of everyone through collaboration, innovation and better public services.’
• We will work together to raise expectations in digital standards, collaborating to achieve the digital service standard in the delivery of all our public services, ensuring our customers realise genuine benefits as a result. We will deliver services that work harder for the public, are simple, and fulfil their duties to be understandable, accountable and democratic.
• Visibility and transparency of relevant data are key so links can be made between funding invested and outcomes delivered.

Chapter 6: framework for working together

How we will work together

• Consistent, transparent discussions are crucial to working together in trusted partnership. We will harness the benefits of our agility as a small nation by working together effectively and efficiently to reduce bureaucracy and achieve value for our communities.
• We commit to continued and regular formalised engagement between the Welsh Government Cabinet and local authority Leaders to focus on shared challenges and opportunities that will help improve the lives and experiences of people. Codifying our approach to engagement by this Agreement will help future-proof the relationship and ensure its continued effectiveness beyond changes in political leadership at national or local levels.
• This Agreement complements the existing engagement mechanisms in place between the Welsh Government and local government. It underpins the statutory engagement mechanism of the Partnership Council for Wales which is chaired by the Cabinet Secretary / Minister for Local Government and has a political membership.
• It also recognises the importance of the range of engagement channels which enable regular, usually monthly, discussion between Welsh Government Ministers and local authority Leaders on shared challenges.
• The WLGA has a range of mechanisms for engaging with its membership at both strategic and policy levels, for example, political meetings, cabinet member networks and bilateral meetings. The WLGA values the contribution Welsh Ministers make to these meetings and would like this level of engagement to continue in the future. The Welsh Government will rely on the WLGA to provide a convening force and single channel through which the collective views of local authorities are voiced.

Welsh Government and local government engagement mechanisms

Statutory partnership engagement

Partnership Council for Wales

• Principal statutory forum for dialogue and collaboration between Welsh Government cabinet members and local government.
• Chaired by the Cabinet Secretary for Housing and Local Government.

Finance Sub Group (political)

• Timely and regular engagement on local government finance issues.
• Chaired by the Cabinet Secretary for Housing and Local Government.

Distribution Sub Group (officer)

• Responsible for advising on the local government funding formula.

Non statutory partnership engagement

Regular (monthly) meetings between relevant Welsh Government Cabinet members and local authority leaders

• Chaired by the Cabinet Secretary for Housing and Local Government.

Bilaterals between Welsh Government cabinet members and local authority leaders / WLGA spokespeople on shared policy agendas

WLGA led meetings

• WLGA cabinet member network meetings.
• WLGA annual general meeting and conference.
• WLGA executive and council meetings.
• Welsh Government Cabinet members attend as appropriate/upon invitation.

All engagement must be meaningful, action-oriented and outcome-focused to make the most of our shared resources and deliver tangible improvements to public service delivery.

Partnership structures and mechanisms

• We will not create any new partnership structures without being clear on the intended policy purpose and desired outcomes. We must first understand and utilise the existing partnership mechanisms which could potentially be used for engagement on a policy or other related issue. We will enable each other to challenge any proposals for a new partnership or the continuation of existing ones.

Policy development

• Digital, data and technology expertise will be engaged in early stages of policy making to ensure new policies do not increase the barriers to digital transformation, and local government delivery teams will be engaged throughout the process to support new policy proposals.

Integrated impact assessments

• Integrated impact assessments (IIAs), developed jointly, are a good way of ensuring all the underpinning themes and principles are considered. This will include ‘rural proofing’ of proposals. IIAs will be undertaken in ways that are proportionate to the matters under discussion.

Chapter 7: review, evaluation and evolution of the Agreement

The signing of the Agreement is not the end, it is the beginning. The Agreement will be an evolving document and will be reviewed at least annually through existing engagement mechanisms to ensure it is continuing to deliver on its intentions and to assess the status of the relationship.

Purpose

• Part 2 of this Agreement demonstrates the difference Welsh Government and local government working in trusted partnership will make to the lives of the people we serve. This way of working will enable us to accelerate, going further and faster with our shared ambitions.
• These shared ambitions have been agreed as initial areas of focus and are designed to demonstrate fundamental and meaningful change. Our progress against these outcomes will be jointly monitored.
• As with Part 1, this is not the end; it is the start. New areas for focus can be included and the Agreement refreshed and amended by mutual agreement.
• We will apply the new ways of working, the principles and collective commitments as set out in Part 1, including tackling inequalities, to everything we do together, including the following shared ambitions.
• We will develop a shared understanding of how our individual and collective actions contribute to the outcomes and develop the evidence needed to understand the pace and extent of progress.

Our shared ambitions

Education

Learner attainment

• Together, we will raise learner attainment in literacy and numeracy. Successful learning is built on regular attendance at school and strong mental health and wellbeing.

Improvement

• Local authority leadership will support schools in their improvement efforts and national leadership will ensure consistency and coherence across the system.
• We will work in partnership to develop more specific, measurable detail to underpin the national targets below.

Attendance

• As a prerequisite for improving learning, we will focus on getting attendance back to pre-pandemic levels and narrowing the gap between those eligible for free school meals and their peers.

PISA 2025

• We will demonstrate improvements in Wales’s scores in reading and mathematics (compared to 2022).

Personalised assessments

• Our annual national report will show improving patterns of attainment in reading and numeracy and a clear trajectory back to pre-pandemic levels.
• We will develop clearer age-related expectations for learning supported by the personalised assessments framework to support our understanding of where learners are and how to help them progress.

PIRLS and TIMSS

• Participation in PIRLS 2026 and TIMSS 2027 by sampled schools supports our national evidence base.

Schools causing concern

• We will work towards a reduction in the number of schools in statutory improvement categories and fewer schools moving into these categories as well as a decrease in the length of time schools remain in statutory improvement categories.

Social care

Looked after children

• Improve outcomes for children looked after and those on the edge of care through the transformation of the way we work with children, young people and their families, supported by a clear vision for how these will look in the future.

Pathways of care

• Support effective pathways of care. This will focus on supporting people to live well in their own homes and communities through the provision of early intervention, community solutions, and crisis support; admissions avoidance; and supporting timely discharge. Working in this way recognises that supporting people to live well is important in its own right and also highlights our commitment and contribution to admissions avoidance and to reducing pathways of care delays.

Transport 

Transport

• Together, we will make transport in Wales more accessible and inclusive, more sustainable and more efficient.

Modernising Welsh Government transport grants

• Make the funding simpler, less bureaucratic and fit for purpose for delivering regional transport plans by creating a single funding stream ready for the 2026 to 2027 financial year.

The Bus Bill

• Building Transport for Wales / Corporate Joint Committee / local government partnership approaches to network development to ensure good progress on franchising.

Learner travel

• Position next steps based on outcomes of summit including Additional Learning Needs (ALN) provision.

Highway maintenance

• Progress with the Pothole Prevention Fund on the Strategic Road Network and the Local Government Borrowing Initiative for the county network, including opportunities for joint work/procurement.

Structures

• Work together to consider a joint borrowing initiative focused on upgrading structures across both highway networks and the rail network, including resilience in the face of climate change and increasing frequency of extreme weather event.

Programme for next government

• Hold engagement on respective transport priorities for the new government term.

Housing

Affordable homes

• Increase the number and quality of affordable homes for rent in the social sector through newbuild, acquisition, lease and remodelling.

End homelessness

• End homelessness in Wales through reform of homelessness services to focus on prevention and rapid rehousing.

Social homes for rent

• Deliver 20,000 social homes for rent in this Senedd term. Of which homes funded through Social Housing Grant (SHG) from 2021 onwards will be low carbon meeting Welsh Development Quality Requirements 2021.

Increase collective development capacity and partnership working

• Work to increase collective development capacity and partnership working across the sector, including with market developers, to improve productivity and resilience in the house building sector.

Improve the performance of new and existing homes

• Work together to improve the performance of new and existing homes by embracing innovative development, Modern Methods of Construction (MCC) and implementation of the Welsh Housing Quality Standard 2023 (WHQS23).

Evictions

• Reducing evictions and ending evictions into homelessness.

Alignment of teams

• Alignment across the work of local authority housing strategy, development, and housing allocations teams to ensure the allocation of social housing meets the needs of the local population including those in temporary and insecure housing.

Investing in housing related support services

• Maintaining a continued commitment to investing in housing related support services to ensure people have the right support to succeed in and sustain tenancies.

System leadership

• Provision of system leadership to ensure strong relationships and close partnership working with Registered Social Landlords and market developers to deliver against local need - this should include regular communication, closer collaboration and joint planning.

Economy

Sustainable growth

• Together, we will help create the conditions for sustainable growth and jobs, whilst tackling regional and intra-regional place based economic inequalities.

Creating coherence

• We will work together to ensure policy, funding and decision-making to support sustainable and equitable growth is coherent, with clear roles and responsibilities for local, regional and national bodies and governments.

Sustainable management of natural resources, including taking action to address the climate and nature emergencies

Sustainable management of natural resources

• We will continue to support local authorities to promote sustainable management of natural resources. Natural resources include nature, land, water and air. A collaborative approach will help address increasing demand on our natural resources and secure healthy, resilient and productive ecosystems for the future, whilst meeting the challenges of creating jobs, housing and infrastructure.

Climate emergency

• We will work together to tackle the climate emergency to build a fairer, safer future and secure green jobs.
• We will continue to support councils in their efforts to contribute to the overall goal of a ‘net zero’ public sector by 2030. The all-Wales target of achieving net zero by 2050 will require combined work with industry, communities and the energy sector.
• A partnership approach will assist in securing necessary changes in infrastructure (including decarbonisation of energy, sustainable transport networks, water management and sustainable drainage schemes), policies and behaviours (e.g. active travel, waste minimisation, diet) that will be essential if progress is to be made.

Circular economy

• We will build on successful joint work on recycling to encourage greater reuse and repair, to build the circular economy.

Health, wellbeing and resilience

• We will improve the health, wellbeing and resilience of our communities by cutting waste and pollution, and using regulation to drive innovation, create markets, and keep people safe. We will also minimise disruption from anticipated impacts of climate change, such as intense weather events and increased risk of floods, landslips, diseases and pests.

Nature emergency

• We will take action to protect and restore nature and connect people to the natural world. This will require concerted efforts and changed practices at national, regional and local levels (e.g. in relation to land management and designations, provision and protection of green spaces, use of pesticides, planning conditions).