Agenda and minutes

RESOLVED that the minutes of the meeting held on 22 July 2024 be confirmed and signed by the Chair as a true record.

Please note that, in accordance with the Members' Code of Conduct, when declaring interests members must disclose the existence and nature of the interest, and whether it is a disclosable pecuniary interest (DPI) or personal and/or pecuniary.

No declarations of interest were received.

Purpose of the Report

To present an outturn summary of the Council’s operational performance in quarter one of 2024/25.

Decision

1.    That the contents of the Quarter One Operational Performance Report for 2024/25 as detailed at Appendix A and B of the officer’s report be noted.

2.    It be confirmed that the format of the performance report continued to meet Executive requirements.

Alternative Options Considered and Rejected

None were considered.

Reasons for the Decision

Regular monitoring of the council’s performance was a key component of the Local Performance Management Framework. This report covered the key strategic performance measures identified by members and Corporate Management Team (CMT) as of strategic importance.

Each targeted measure was monitored against a target boundary range.

If a performance measure outturn status was recorded as Blue (acceptable), the measure was seen as performing on track. If a performance measure outturn status was green, the measure was seen to be achieving or exceeding the aspirational target. If a performance measure outturn status was red, the measure was seen to be performing below target and should be an area of focus.

The Quarter 1 outturn report was presented in a refreshed format to help make performance reporting more user friendly. It included comparisons made against performance for the first quarter of the previous year.

The outturn report at the end of quarter 1, 2024/25 detailed performance against a total of 87 measures across the Directorates of Chief Executive’s, Communities and Environment, Housing and Investment and Major Developments, of which 13 were below target; 20 were within target boundaries; and 28 had met or exceeded a higher target. A further 24 measures were volumetric, and provided context to overall service delivery and 2 were recorded as data not being available for this quarter. Commentaries on each measure were detailed within the officer’s report.

Out of the 87 performance measures monitored during the quarter, 63 had targets allocated to them, of these targeted measures, 48 (76.2%) were within or exceeding the targets set.

A review of the quarterly performance process undertaken at the end of 2023/24 led to a wider range of performance information included within Appendix A, incorporating qualitative data in the form of case studies and service highlights. These were grouped into seven themes, namely the five Vision Priorities and the two inward looking portfolios ‘Our People and Resources’ and ‘Customer Experience and Review.’

The more detailed performance data tables were now grouped together in Appendix B, including the suite of corporate measures that were previously in Appendix A. Performance data remained grouped by directorate, and a colour coding system had been introduced to make it simpler to identify which portfolio each measure related to. Appendix B also included a quarterly Communications update.

When read together, Appendices A and B aimed to enhance the range of performance information presented via the quarterly reporting process and make it easier to assess and scrutinise the performance of each priority/portfolio.

Overall, performance across the Council had improved in the last twelve  ...  view the full minutes text for item 20.

Purpose of the Report

To provide a summary of the Parking Strategy and Delivery Plan as detailed at Appendices 1 and 2 of the officer’s reportand request approval by Executive.

Decision

That the Parking Strategy and Delivery Plan be approved by Executive.

Alternative Options Considered and Rejected

None were considered.Not updating the Council’s Parking strategy would mean that the Council did not have a strategy which reflected current and future car parking demands as well as addressing environmental matters around climate change which could have a negative impact on the City, its residents and visitors alike.

Reasons for the Decision

The provision of adequate and efficient off-street and residents parking in the City was crucial in helping ensure Lincoln successfully continued in its role as the key urban centre for Lincolnshire and the wider area. The last Parking Strategy was produced in 2015 and the City had changed significantly since that time; a new strategy was required that met the needs of residents and businesses both now and into the future.

Officers had been working on a review of the Parking Strategy and production of a Parking Delivery Plan and these two pieces of work had now been completed. The delivery plan effectively set parking service priorities and policies to be delivered by the Council over the next 5 years. It should be noted that the strategy predominantly focused around off-street parking provision in our car parks, but also covered the City Council’s role in connection with on-street residents parking too. It did not cover the majority of other on-street parking provisions/restrictions - these being within the remit of Lincolnshire County Council.

The Council operated 22 car parks which provided a total of 3,563 spaces within its boundary. The last Parking Strategy was produced in 2015 through the use of external consultants and obviously, since that time significant changes had taken place in terms of development within the City and transport and planning policy at both national and local levels. Such changes warranted the need for the production of an updated Parking Strategy which the Council could take forward with confidence.

An outline of the Parking Strategy Review Process was provided within the officer’s report. The factors for change which set out the parameters for the review since 2015 included:

·       Climate Change and Sustainability

·       Contribution of Parking Income on Medium Term Financial Strategy

·       Impact of Covid

·       Technological Advancements in Parking

·       Parking Pricing

·       Innovation and Future Proofing

·       Rationalisation of Car Park Assets

These factors helped in turn to set the overall scope of the Parking Strategy Review as detailed within the officer’s report.

Much stakeholder engagement was carried out to inform the review process including workshop sessions across the City, together with public consultation and member engagement.

The Parking Strategy set out six priorities for action over the next five years:

• Priority 1:Re-Distribute Demand
• Priority 2:Maintain and Diversify Income Streams
• Priority 3:Car Park Improvements Including Preparing for Shift to Electric Vehicles
• Priority 4:Residents Parking
• Priority 5:Events, Marketing and  ...  view the full minutes text for item 21.

Purpose of the Report

To present the Lincoln Homelessness Strategy and supporting action plan to Executive for approval; considered by Policy Scrutiny Committee on 29 July 2024 (Appendix C referred).

Decision

That the Homelessness Strategy be approved by Executive.

Alternative Options Considered and Rejected

None were considered.

Reasons for the Decision

The Lincoln Homelessness Strategy 2024-2029 sat within a framework of documents which aimed to improve the housing situation in the City including the Lincoln Housing Strategy 2020-2025 and the Lincolnshire Homelessness and Rough Sleeping Strategy 2022-2027.

The Lincoln Homelessness Strategy and its action plan was structured around the three themes of making homelessness ‘Rare, Brief and Non-Recurring.’ These themes reflected those within the National Homelessness and Rough Sleeping Strategy and also the Lincolnshire Homelessness and Rough Sleeping Strategy which was developed and adopted by all seven Lincolnshire District Councils and Lincolnshire County Council in 2023.

The strategy included the Homelessness Review which set out the evidence base behind the strategy. The strategy and the review document met the Council’s requirement as set out in the Homelessness Act 2002.

The strategy had been developed drawing on expertise from the University of Warwick. During the development process a  number of staff were consulted from within the Council and from agencies who worked with households who were homeless or threatened with homelessness. Although the responsibility for producing the strategy lay with the Council it was produced in partnership with various other agencies within the City. and therefore represented the strategy for the City rather than for the Council alone.

Appendix 3 of the report outlined in full the objectives of the strategy.

Purpose of the Report

To provide an update on the specification for the Grounds Maintenance Contract prior to commencing procurement, with specific reference to comments received in the All Member workshops facilitated.

Decision

1.     That the content of the report be noted.

2.    That the inclusion of the outputs of the All-Member workshops within the Grounds Maintenance Specification, as detailed in the report be approved.

Alternative Options Considered and Rejected

None.

Reasons for the Decision

The Council had two contracts for street scene services, street cleansing and grounds maintenance, and waste collection. Both contracts would end on 31 August 2026. Work had commenced on procuring new contracts which would commence on 1 September 2026. They were being realigned and packaged as two separate contracts: waste and street cleaning, and a separate grounds maintenance contract.

Grounds maintenance services included grass cutting (verges, amenity land and some Housing land, parks and open spaces), tree planting and maintenance, maintenance of hedges, shrub beds and flower beds including roundabouts, maintenance of our public parks and open spaces and key Council facilities such as cemeteries (including burials), crematorium and leisure centres, works to communal areas of allotments, weed management and play area inspections. This included works on behalf of other Council departments, and on behalf of Lincolnshire County Council Highways.

As part of the process, works currently directly contracted out by the Directorate of Housing (the Garden Assistance Scheme and Voids Clearance Service) and by Property Services (Play Area Repairs) were being brought under the umbrella of this contract.

Reviewing and updating the specification involved consultation with all members, as well as reviewing the specifications against changes in law, changes in best practice, environment awareness, ‘lessons learned’ together with trying to avoid significant increases in costs and maximising cost control

The changes to the waste/cleansing specification were reported to Members in Autumn 2023; and the waste/ cleansing procurement process was now underway

The grounds maintenance specification as detailed within Appendix A of the officer’s report matched changes to feedback received from Members in the All Member workshops that took place in late 2022/early 2023. It summarised the material changes that would be noticeable to service users or were significant in other ways. There were many other changes that had been made in the interests of cost control, clarity, ease of navigation, and ease of operational and understanding

Policy Scrutiny Committee had considered the report on 29 July 2024 which had been a positive discussion with no changes resulting.

The Council would require its contractors to pay their staff in accordance with the Real Living Wage as a minimum.

A background of ever-increasing demand on limited budgets and unpredictable inflation, meant that strategic priorities and aspirations had to be finely balanced with managing the significant potential for increased costs.

These services contributed significantly to our remarkable place in visual and environmental terms. Well-managed green spaces, in public open spaces as well as the street scene, made a significant difference to our enjoyment and appreciation of a  ...  view the full minutes text for item 23.

Purpose of the Report

To seek the transfer of bus shelters and the bus shelter contract, so as to provide a new future for bus shelter provision in Lincoln which allowed the service to develop as a key part of public transport infrastructure in the city

Decision

That the City Council be instructed to invite the County Council to take ownership of the bus shelter asset, along with the Adshell contract.

Alternative Options Considered and Rejected

For the City Council to retain the bus shelters with a new advertising contract, which was not considered to be the preferred option.

Reasons for the Decision

The bus shelters, which had always been a part of the transport infrastructure of the City, were left with the City Council when the County Council took back responsibility for the highway functions many years ago.

The City Council had two types of bus shelter: Those that were self-maintaining (self-funded by advertising), making them ‘free,’ and others that incurred a cost for their upkeep.

Advertising on bus shelters has become a more competitive market, and we were advised that the next contract for advertising on the shelters was likely to generate an income over and above the provision of the ‘free’ shelters. It was expected that the income would be enough to cover the annual maintenance costs of those that had traditionally incurred a cost to maintain them (non- advertising), with some potential for step by step improvements subject to the actual income achieved.

Before letting the next contract, as the bus shelters were expected to be self-financing, and thereby free of liability, it had been right to consider where the responsibility for the bus shelters should sit, not least in the context of the development of a modern transport strategy.

As Lincolnshire County Council, was the transport authority responsible for subsidising the bus routes it was considered a logical proposal to transfer ownership of our shelters and the Adshell Shelters (self-funded by advertising), to the responsibility of the County Council at nil cost.

The County Council had been approached in the context of the above, and with recognition to the increasing importance of public transport, to see if they would be interested in adopting responsibility for all bus shelters. They had acknowledged the points made, and made it known that they would be prepared to consider adopting them if this was in full and at nil-cost. This report considered the options and made a clear recommendation.

(Members commended officers on their amazing work.)

Purpose of Report

To present the first quarter’s financial performance 2024/25 (up to 30 June 2024) on the Council’s revenue and capital budgets, including General Fund, Housing Revenue Account, Housing Repairs Service and Capital Programmes, including approval sought for changes to the capital programmes.

Decision

1.             That the financial performance for the period 1 April to 30 June 2024 be noted.

2.             That the underlying impact of the pressures and underspends identified in paragraphs 3.3 (and Appendix B), 4.3 (and Appendix D), and 5.2 (and Appendix F)  of the officer’s report be noted

3.             That the changes to the General Investment Programme and Housing Investment Programme approved by the Chief Finance Officer as detailed in paragraphs 7.5 and 7.12 of the officer’s report be noted.

4.             That the changes to the General Investment programme and the Housing Investment programme approved, or to be approved, by the Executive as detailed in paragraphs 7.3, 7.10 and 7.11 of the officer’s report be approved.

Alternative Options Considered and Rejected

None.

Reason for Decision

Financial Procedure Rules required members to receive, on a quarterly basis, a report prepared jointly by the Chief Finance Officer and Corporate Management Team commenting on financial performance to date. This report was designed to meet this requirement.

This report covered the General Fund Revenue, Housing Revenue Account budgets and Investment Programmes for the current financial year.

Whilst there were still a number of variables which were subject to a level of uncertainty, based on the latest set of assumptions as at the end of the first quarter (up to 30 June 2024) the forecast financial position of the Council for 2024/25 was detailed at paragraph 2.2 of the officer’s report, together with the detailed financial position shown in sections 3-7 and the accompanying appendices.

Updates were reported as follows:

General Fund Revenue Account

For 2024/25 the Council’s net General Fund revenue budget was set at £15,427,670 including a planned contribution from balances of £146,820 resulting in an estimated level of general balances at the year-end of £2,391,979 (after allowing for the 2023/24 outturn position).

The General Fund Summary was currently projecting a forecast underspend of £3,530 (Appendix A provided a forecast General Fund Summary), resulting in general balances at the year-end of £2,395,509. This position maintained balances above the prudent minimum of c.£1.5 - £2m

There were a number of forecast year-end variations in income and expenditure against the approved budget, both positive and negative; as detailed at paragraphs 3.3- 3.6 of the report, with the main variances provided in Appendix B to the report.

In response to the key cost pressures anticipated in 2024/25; the additional staff costs arising as a result of the proposed pay award were unavoidable and would require the resetting of budgets for 2025/26 onwards within the upcoming Medium Term Financial Strategy (MTFS). However, in relation to the increasing cost of housing benefits, a range of mitigating actions were being taken, e.g. lobbying against current subsidy rules and Local Housing Allowance rates, focusing  ...  view the full minutes text for item 25.

Purpose of Report

To summarise and review the Council’s treasury management activity and the prudential indicators as at 30 June 2024.

CIPFA’s Code of Practice for Treasury Management (2021) recommended that Councillors should be informed of Treasury Management activities quarterly (previously twice a year). This report, therefore, ensured this Council was embracing best practice for the scrutiny of capital and investment activity in accordance with the Code of Practice (CIPFA).

Decision

1.    That the Prudential and Treasury Indicators and the actual performance against the Treasury Management Strategy 2024/25 for the quarter ended 30 June 2024 be noted.

2.    That further discussions be held with the relevent Portfolio Holder, to maintain sustainable financial investment.

Alternative Options Considered and Rejected

None.

Reason for Decision

The prudential system for capital expenditure was well established. One of the requirements of the Prudential Code was to ensure adequate monitoring of the capital expenditure plans, prudential indicators (PIs) and treasury management response to these plans. The report fulfilled that requirement and included a review of compliance with Treasury and Prudential Limits and the Prudential Indicators at 30 June 2024. The Treasury Management Strategy and Prudential Indicators were previously reported to and approved by Council on 27 February 2024.

This Council had adopted the CIPFA Code of Practice for Treasury Management in the Public Sector and operated its treasury management service in compliance with this Code and the above requirements. This required that the prime objective of treasury management activity was the effective management of risk, and that its borrowing activities were undertaken in a prudent, affordable and sustainable basis.

This report highlighted the changes to the key prudential indicators, to enable an overview of the current status of the capital expenditure plans. It incorporated any new or revised schemes previously reported to members. Changes required to the residual prudential indicators and other related treasury management issues were also included.

As at 30 June 2024, the average rate of interest paid during the first quarter of the year on external borrowing was 3.26%.

Purpose of Report

To provide a status report on the revised Strategic Risk Register as at the end of the first quarter 2024/25.

Decision

That the Council’s strategic risks, as at the end of quarter 1, 2024/25, be noted.

Alternative Options Considered and Rejected

As detailed in the report.

Reasons for the Decision

An update of the Strategic Risk Register developed under the risk management approach of ‘risk appetite’, was last presented Members in June 2024 and contained fourteen strategic risks.

Since reporting to Members in June, the Strategic Risk Register had been refreshed and updated by the Risk Owners and Corporate Management Team for the financial year 2024/25. This assessment reviewed each risk in terms of the level of assessed risk (likelihood and impact), target risk scores, control measures in place and mitigating actions required in order to; avoid, seek, modify, transfer, or retain the risks. It also considered whether each of the risks remained relevant or needed refocusing and whether there were new risks that needed to be assessed.

The outcome of this work resulted in a refreshed Strategic Risk Register for 2024/25, which reflected the changing circumstances in which the Council was operating and the different challenges and opportunities it faced. This refreshed register, contained in Part B of the agenda, would be performance monitored on a quarterly basis, reported to both Performance Scrutiny Committee and Executive. It now contained fifteen risks.

You are asked to resolve that the press and public be excluded from the meeting during the consideration of the following items because it is likely that if members of the press or public were present, there would be disclosure to them of 'exempt information'.

In accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012, notice is hereby given of items which will be considered in private, for which either 28 days' notice has been given or approval has been granted by the appropriate person specified in the Regulations. For further details please visit our website at http://www.lincoln.gov.uk or contact Democratic Services at City Hall, Beaumont Fee, Lincoln.

X. This item is being considered in private as it is likely to disclose exempt information, as defined in Schedule 12A of the Local Government Act 1972. No representations have been received in relation to the proposal to consider this item in private.

Y. This item is being considered in private as it is likely to disclose exempt information, as defined in Schedule 12A of the Local Government Act 1972, and has not been deferred for the reasons established in the published notice.

RESOLVED that the press and public be excluded from the meeting during consideration of the following items of business because it was likely that if members of the public were present there would be a disclosure to them of ‘exempt information’ as defined by Section 100I and Schedule 12A to the Local Government Act 1972.

Purpose of Report

To receive the revised Strategic Risk Register as at the end of quarter 1 2024/25.

Decision

That the Council’s strategic risks, as at the end of quarter 1 2024/25, be noted.

Alternative Options Considered and Rejected

None were considered. The Strategic Risk Register contained the key strategic risks to the delivery of the Council’s medium and longer term priorities. A failure to monitor the action that was being taken to manage those risks would undermine the Council’s governance arrangements.

Reasons for the Decision

The reasons for the decision were set out at Minute 27 above.

Purpose of Report

As detailed in the exempt report to the Executive.

Decision

That the recommendation to the Executive, as set out in the exempt report, be approved.

Alternative Options Considered and Rejected

As detailed in the exempt report to the Executive.

Reasons for the Decision

As detailed in the exempt report to the Executive.