Agenda and minutes

RESOLVED that the minutes of the meeting held on 20 January 2020 be confirmed.

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.

Councillor Ric Metcalfe declared a Disclosable Pecuniary Interest with regard to the agenda item titled 'Brayford Trust'. Reason: He sat as a trustee on the Brayford Trust Board.

He left the room during the consideration of this item and took no part in the vote on the matter to be determined.

To recommend to the Executive the draft Medium Term Financial Strategy for the period 2020-2025, the budget for 2020/21 and the Capital Strategy 2020-2025 for referral to Council.

Decision

That the Executive:

(1)       Recommends to Council for approval the draft Medium Term Financial Strategy 2020-2025 and the draft Capital Strategy 2020-2025, including the following specific elements:

·         a proposed Council Tax increase of 1.9% for 2020/21;

·         a housing rent increase of 2.7% for 2020/21, as agreed at Council on 21 January 2020;

·         the inclusion of the Council as a member of the Lincolnshire Business Rates Pool in 2020/21;

·         the General Fund revenue forecast 2020/21-2024/25 as shown in Appendix 1 of the report and the main basis on which the budget has been calculated, as set out in paragraph 4 of the report;

·         the General Investment Programme 2020/21-2024/25 as shown in Appendix 2 of the report and the main basis on which the programme has been calculated, as set out in paragraph 6 of the report;

·         the draft Housing Revenue Account forecast 2020/21-2024/25 as shown in Appendix 3 of the report and the main basis on which the programme has been calculated, as set out in paragraph 5 of the report;

·         the draft Housing Investment Programme 2020/21-2024/25 as shown in Appendix 4 of the report and the main basis on which the programme has been calculated, as set out in paragraph 7 of the report).

None.

Further to consideration of the Medium Term Financial Strategy 2020-2025 and the budget and Council Tax proposal for 2020/21 at the meeting of the Executive held on 20 January 2020, the initial draft had been subject to public consultation and scrutiny via the Council’s Budget Review Group. In addition, an all member workshop was undertaken during January 2020 to ensure that as large a number of members as possible had the opportunity to fully understand the financial position of the Council.

The minutes of the Budget Review Group’s meeting held on 5 February 2020 were appended to the report and it was noted that the Group had supported the Medium Term Financial Strategy in terms of its principles and the process that had been followed to develop it. No comments had been received in response to the public consultation.

In light of the report on the Medium Term Financial Strategy, which appeared elsewhere on this agenda, the report set out the City Council’s Council Tax requirement and, together with the requirements of the County Council and the Police and Crime Commissioner, allowed Members to make a formal recommendation to Council for the overall levels of Council Tax for 2020/21.

Decision

That Council be recommended to:

To request that Council approve the attached Pay Policy Statement, drafted in compliance with section 38(1) of the Localism Act 2011.

Decision

That Council be recommended to approve the Pay Policy Statement.

None.

The Localism Act 2011 required local authorities to produce pay policy statements which articulated an authority’s policies towards a range of issues relating to the pay of its workforce, particularly its senior staff and its lowest paid employees.

The Government also considered that decisions on pay policies should be taken by elected members, as those directly accountable to local communities. The Localism Act 2011 therefore required the Pay Policy Statement and any amendments to be considered by a meeting of full Council.

The Pay Policy Statement met the relevant requirements of the Localism Act 2011, which were to define the Council's policy on:

• the level and elements of remuneration for chief officers;
• the remuneration of the lowest paid employee, and the definition of ‘lowest paid employee’;
• the relationship between the remuneration of chief officers and other officers;
• specific aspects of chief officers’ remuneration, including at appointment, increases, termination and any other payments.

To present the third quarter’s performance on the Council’s General Fund, Housing Revenue Account, Housing Repairs Service and Capital Programme.

Decision

That Executive:

1.    Note the progress on the financial performance for the period 1 April to 31 December 2019 and the projected outturns for 2019/20.

2.    Note the underlying impact of the pressures and underspends identified in paragraphs 3.2, 4.2 and 5.2 of the report, as set out in Appendices B, D and F respectively.

3.    Approve the proposed contributions to and from reserves in paragraph 3.5 and the carry forward requests detailed in paragraph 3.6 of the report.

4.    Approve the changes to the General Investment Programme and Housing Investment Programme as approved by the Chief Finance Officer and detailed in paragraphs 7.3 and 7.10 of the report.

5.    Approve the changes to the General Investment Programme as detailed in paragraph 7.5 of the report.

None.

Updates were reported as follows:

General Fund Revenue Account

For 2019/20 the Council’s net General Fund revenue budget was set at £13,655,090, including a planned contribution from balances of £554,410 which resulting in an estimated level of general balances at the year-end of £2,452,134.

The General Fund summary was currently projecting a forecast overspend of £222,080, as set out in Appendix A of the report. This forecast variance was the result of a number of forecast year-end variations in income and expenditure against the approved budget. Full details of the main variances were provided in Appendix B of the report while the key variances were noted as follows:

·       Homeless Bed and Breakfast – increased expenditure: £107,800;

·       Savings Target – shortfall in delivery: £201,750;

·       Housing Benefit Overpayment – reduced income: £318,000;

·       Houses in Multiple Occupation – reduced income: £74,260;

·       City Bus Station – reduced expenditure: £104,800;

·       External Interest payable – reduced expenditure: £225,945;

·       City Hall, Industrial Estates and Lincoln Property – increased income: £159,360;

·       Car Parking – increased income: £162,000;

·       Car Parking – increased expenditure: £135,000;

·       Bereavement Services – increased income: £124,150;

·       Bereavement Services – increased expenditure: £88,020;

The most significant of the forecast variations was the reduction in the level of housing benefit overpayment being raised. Whilst this was positive in that the number of overpayments were reducing, this in turn created a budgetary pressure. This was a continuation of a trend from 2017/18 and 2018/19 with the transition of benefits customers to Universal Credit and the use of ‘real time’ information which meant that the level of overpayments raised had drastically reduced. The budget pressure was as a result of the consequential reduced income from reclaiming the overpayment from the claimant and would require a budget realignment as part of the Medium Term Financial Strategy.

Although forecast outturn for the General Fund was a shortfall of £222,080, at this stage in the financial year forecast outturns were difficult to predict and often subject to volatility.

Further to additional contributions from reserves there were also a number of contributions to and  ...  view the full minutes text for item 101.

To provide the Executive with a summary of the operational performance position for quarter three of the financial year 2019/20.

Decision

That the Executive:

(1)       Notes the content of the report.

(2)       Requests that relevant Portfolio Holders ensure management has a local focus on those highlighted areas showing deteriorating performance.

None.

The following updates regarding each of the Council’s Directorates were reported, as follows:

·         Chief Executive’s Directorate – 11 strategic measures were above their target, 5 strategic measures were below their target, 1 was acceptable and 3 volumetric. Whilst some measures negatively changed in direction, the majority of these measures still remained above or within target;

·         Communities and Environment Directorate – 12 strategic measures were above their target, 2 strategic measures were below their target, 7 were acceptable and 8 volumetric. Whilst thirteen measures negatively changed in direction, most of these measures still remained above or within target;

·         Housing and Investment Directorate – 7 strategic measures were above their target, 3 strategic measures were below target, 4 were acceptable and 5 were volumetric. Whilst six targeted measures negatively changed in direction, eight saw a move in a positive direction.

With regard to sickness performance, the overall sickness data as at the end of quarter three was 7.75 days per full time equivalent post, excluding apprentices. This was only slightly higher than the 7.28 days per full time equivalent post in quarter three of 2018/19. During quarter three, the long term sickness per full time equivalent stood at 4.29 days, slightly higher than the 4.14 days in quarter three in 2018/19, with short term sickness standing at 3.45 days.

In quarter three 104 complaints, five less than quarter one, were received by the Council. The cumulative average time across all directorates to respond to formal complaints was 6.9 days and was 6.8 days in quarter three alone. In quarter three the Council had one Local Government Ombudsman case decided, which was not upheld.

There had been a number of achievements during quarter one as follows:

·         awarded as the ‘Best Innovative Environmental Health Solution’ for the City of Lincoln Council’s multi-agency approach to tackling Anti-Social Behaviour;

·         Shortlisted alongside Aaron Services for the H&V News Awards Collaboration of the Year;

·         one of the Council’s Apprentices had been shortlisted for the Lincolnshire Public Service Apprentice of the Year Awards 2019.

In presenting the report it was noted that the percentage of planning applications determined was one of the best rates in the country at 98%, which in turn had a significant impact on the local economy.

Further work was taking place to address call waiting times which at the moment were averaging at one minute, twenty seconds and was below target. One of the reasons for this was that calls taken by the Customer Services Team were complex due to the increased vulnerability of some of the Council’s customers. It was important, therefore, that customers’ calls were fully resolved therefore adding to  ...  view the full minutes text for item 102.

To provide the Executive with a status report of the revised Strategic Risk Register as at the end of the third quarter 2019/20.

Decision

That the Executive note the Strategic Risk Register as at the end of the third quarter 19/20.

None.

Since the previous report to the Executive on the Strategic Risk Register, the document had been reviewed and updated by the Corporate Leadership Team and had identified that there had been some positive movement in the Risk Register.

A number of control actions have now been progressed or completed and the key movements are outlined as follows:

·         Risk 1 - Failure to engage & influence effectively the Council’s strategic partners, council staff and all stakeholders to deliver against the Council’s Vision 2020/2025. The Council’s draft Vision 2025 has been developed, with a new fifth strategic priority, and had been subject to both internal and external consultation.  The final document would be presented to Council for approval on 3 March 2020;

·         Risk 2 - Failure to deliver a sustainable Medium Term Financial Strategy. The draft Strategy had been prepared and was based on revised financial planning assumptions and was subject to public consultation and Member scrutiny during February. The Medium Term Financial Strategy would be approved in March 2020;

·         Risk 6 - Unable to meet the emerging changes required in the Council’s culture, behavior and skills to support the delivery of the council’s future Vision and the transformational journey to one Council approach. A Staff Charter known as “The Lincoln Way” had been developed with staff consultation to commence in February 2020;

·         Risk 7 – Insufficient levels of resilience and capacity exist in order to deliver key strategic projects and services. As part of the development of Vision 2025 timelines for existing, legacy projects have been undertaken along with scheduling of new projects to allow capacity to deliver.

Whilst positive progress had been made in relation to control actions, and these continued to be implemented and risks managed accordingly, there was one risk where the assessed levels of likelihood and impact had increased, as follows. The levels of assessed risks were summarised in paragraph 3.4 of the report.

To provide the Executive with an opportunity to consider the adoption of the 15 statutory prudential indicators and eight local indicators for the period 2019/20 to 2022/23, together with the 2020/21 Treasury Management Strategy prior to reporting to Council for final approval.

Decision

The Executive recommended to Council for approval:

(1)       The Prudential Indicators detailed in paragraph 4.1 and Appendix 1 of the report.

(2)       The Treasury Management Strategy, including the treasury management prudential indicators and the Investment Strategy, set out in paragraph 4 and Appendix 3 of the report.

(3)       The revised Minimum Revenue Provision Policy in Appendix 2 of the report.

(4)       The revised Treasury Management Practices and Schedules in Appendix 4 of the report.

None.

The report set out the operation of the Council’s prudential indicators, its treasury function and its likely activities for the forthcoming year which incorporated the following key reporting requirements:

·         Prudential and Treasury Indicators – the reporting of the statutory prudential indicators together with  local indicators, in accordance with the requirements of the CIPFA Prudential Code for Capital Finance in Local Authorities and the CIPFA Treasury Management Code of Practice;

·         Minimum Revenue Provision Statement – the reporting of the Minimum Revenue Provision Policy which set out how the Council would pay for capital assets through revenue each year;

·         Treasury Management Strategy – which set out how the Council’s treasury activity would support capital decisions, the day-to-day treasury management and the limitations on activity through treasury prudential indicators. The key indicator was the Authorised Limit, the maximum amount of debt the Council could afford in the short term, but which would not be sustainable in the longer term. This was the Authorised Borrowing Limit required by Section 3 of the Local Government Act 2003 and was in accordance with the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code;

·         Investment Strategy – this was included within the Treasury Management Strategy and set out the criteria for choosing investment counterparties and limiting exposure to the risk of loss.

To celebrate with the Executive Vision 2020, the Council’s Strategic Plan covering the period April 2017 to March 2020, a vision for the city shared with key stakeholders and partners, encapsulated in the key vision statement:

“Together, let’s deliver Lincoln’s ambitious future” 

The report highlighted the excellent progress made in this first stage of the Council’s longer vision to 2030.

Decision

That the Celebrating Vision 2020 summary be referred to Council.

None.

Vision 2020 was published in January 2017 and formed the first three-year phase of a wider plan for the city to be delivered by 2030. This vision set out what the Council wanted to achieve over the longer term, and how it would start achieving it.

Progress had been monitored throughout the three years through a series of Strategic Priority Groups aligned to the four priorities identified within the vision.

Performance on the projects commenced as part of the vision was then reported annually to the Performance Scrutiny Committee and the Executive, aligned with the Portfolio Holder reports.

The summary document of vision 2020 was detailed at Appendix A of the report and as part of the presentation to the Executive, members noted the significant schemes and initiatives that had been delivered over the last three years as part of the vision:

·         opening of the Lincoln Transport Hub;

·         significant invest in Boultham Park;

·         significant investment in the CCTV network;

·         redevelopment of Birchwood Leisure Centre;

·         a house building programme which had seen more new homes built in the last three years than had been built in the last forty years;

·         the launch of the Social Responsibility Charter;

·         the launch of the Community Lottery.

Another key aspiration of vision 2020 was to instil pride in the city. This led to the development of the ‘Proud to be Lincoln’ brand which would continue to be celebrated as part of vision 2025.

Councillor Ric Metcalfe thanked the Chief Executive, Corporate Management Team and all officers involved in delivering these achievements, adding that it was this was remarkable for an authority the size of the City of Lincoln Council.

To present to members the final draft Vision 2025 content, which detailed where the Council would focus its resources between now and 2025.

Decision

That the final draft contents of the Vision 2025 Strategic Plan, as detailed at Appendix A to the report, be referred to Council for approval.

None.

The Vision 2025 Strategic Plan outlined the direction for the City of Lincoln Council for the period 2020-2025, forming phase two of the Council’s wider vision for the city to be delivered by 2030.

With a new strategic priority around addressing climate change added to the priorities from Vision 2020, each strategic priority continued to be underpinned by five aspirations and a range of cross-cutting projects which would help the Council and partners to deliver its vision for the city. The vision would be supported each year by an Annual Delivery Plan, detailing which of the projects would commence or be delivered during that particular year of the strategy.

It was proposed that Vision 2025 would be launched at the Lincoln Delivering a Sustainable and Inclusive Future Growth Conference in March 2020.

Councillor Nannestad stated that the inclusion of climate change as a priority was extremely important, particularly in support of the Council’s declaration of a climate emergency in 2019.

Councillor Chris Burke was pleased to see that support for people rough sleeping would continue as part of Vision 2025, stating that the Council had an excellent track record in this respect. He also complimented the fantastic work undertaken in the Sincil Bank area especially since the opening of the community hub and felt that Vision 2025 provided a very good forward plan of activities to look forward to.

Councillor Ric Metcalfe was particularly pleased to see the extent to which the four original strategic priorities of Vision 2020 had been integrated so well. The thoroughness of the revised vision was the basis of learning from Vision 2020 but also taking into account public consultation and understanding what residents, key stakeholders and partners wanted to see as priorities moving forwards. The priorities and aspirations of Vision 2025 were therefore built upon a strong evidence base.

Councillor Ric Metcalfe left the meeting during consideration of this item following his declaration of a disclosable pecuniary interest.

Councillor Donald Nannestad chaired the meeting for this item.

To seek Executive’s endorsement of the new five-year business plan from the Brayford Trust.

Decision

That the Brayford Trust’s five year business plan for 2019/20 to 2023/24 be endorsed and that the Brayford Trust is encouraged to work in a more transparent manner.

None.

The report enclosed the Brayford Trust’s Business Plan for 2019/20 to 2023/24, as set out at Appendix 1. The Business Plan set out the intentions of the Trust over the next five years and how the Trust had performed over the last 5 years.

The Brayford Trust, being both a company and registered charity, operated on a not for profit basis with a remit to manage, conserve and develop Lincoln’s Brayford Pool to the benefit of all.

In January 2010 the Trust entered into a revised lease with the Council for a term of 125 years, and a Management Agreement for the Pool for five years, which required the Trust to produce a five year business plan for the Council’s approval and to account to the Council for the delivery of such.

The lease set out a number of obligations for the Trust such as:

• to manage the Pool in accordance with the Trust’s charitable objectives;
• to keep the Brayford Pool open and available for recreational use by the public;
• to provide moorings;
• to keep the Pool in good condition;
• to maintain and where necessary to shore up and pile the natural banks;
• to use reasonable endeavours to ensure a sufficient depth of water for navigation by dredging the pool.

It was noted that the Trust was complying with these requirements and continued to make considerable improvements to the Pool since the revised lease was entered into.

A letter had been received by the Brayford Watch Group, which called for greater openness and transparency of the Brayford Trust.

It was reported that there was no requirement for the Trust to operate in an open and transparent manner, with their only legal obligations from the perspective of the City of Lincoln Council being to comply with the requirements of the lease.

Members agreed that the Brayford Trust should be encouraged to operate in a more open and transparent manner, reflecting that the Brayford was an important part of the city which the Trust was managing on behalf of the city’s residents and visitors.

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.

These items are being considered in private as they are 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 these items in private.

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.

The following items were considered in private as they were likely to disclose exempt information, as defined in Schedule 12A of the Local Government Act 1972. No representations had been received in relation to the proposal to consider these items in private.

The minute associated with this item was set out in item 103 above.

Decision

That the recommendation contained within the report be approved.

To seek Executive approval of a business case for the creation of an Assistant Director for Planning as detailed at Appendix A to the report.

Decision

That the business case for the creation of an Assistant Director for Planning be approved.

None.

The reasons associated with the Executive’s decision on this item were set out in the report.

An extract of the minutes from the meeting of the City of Lincoln Council and Employee Joint Consultative Committee held on 21 January 2020 was appended to the report, which recommended approval of the recommendations contained within the report.

To seek approval from the Executive to write out debts deemed as irrecoverable.

Decision

That the write outs as set out in Appendices A and B be approved.

None.

The report outlined a number of cases that were deemed to be irrecoverable for various reasons, as shown in the report. All cases would have been through a recovery process and had reached a point where further recovery was not considered appropriate.

To seek the approval of the Executive to settle a dilapidations claim against the Council arising out of a sub-lease of industrial units that it had held and for disposal of the Council’s freehold interest in the land on which the industrial units were sited.

Decision

That the recommendations contained within the report be approved.

None.

Reasons for the decision were set out in the report.

The minute associated with this item was set out in item 107 above.

Decision

That the recommendation contained within the report be approved.

To update the Executive on the Boultham Park Lake Restoration Project, including the funding plan and National Heritage Lottery Fund terms.

Decision

That the recommendations contained within the report be approved.

None.

The reasons for the decision were set out in the report.

To provide the Executive with details of an offer received with regard to the existing contracts for street scene services.

Decision

That the recommendations contained within the report be approved.

None.

The reasons for the decision were set out in the report.

To seek approval to create the post of Climate Change Manager on the Council’s staffing establishment.

Decision

That the post of Climate Change Manager be added to the Council’s staffing establishment.

None.

The reasons for the decision were set out in the report.