Agenda and draft minutes

RESOLVED that the minutes of the extraordinary meeting of Executive held on 20 March 2025 be confirmed and signed by the Chair as a true record.

RESOLVED that the minutes of the meeting held on 24 March 2025 be confirmed and signed by the Chair as a true record.

RESOLVED that the minutes of the extraordinary meeting of Executive held on 15 April 2025 be confirmed and signed by the Chair as a true record.

RESOLVED that the minutes of the extraordinary meeting of Executive held on 19 May 2025 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 Report

To seek Executive’s approval to make a formal request to the County Council as Local Highway Authority for the extension of the recently introduced Residents Parking Scheme in Sincil Bank.

Decision

That a formal submission to the County Council requesting an extension of the current RPS zones into zones 5E and F in Sincil Bank be approved.

Alternative Options Considered and Rejected

None. Not requesting the County Council pursue the RPS extension would mean that residents on these streets continued to suffer with undue commuter parking pressure. This could also lead to a loss in the sense of community ownership and pride of the street when parking was dominated by non-residents that changed day to day, preventing residents form parking close to their home.

Reasons for the Decision

The provision of adequate and efficient 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. Resident Parking Schemes (RPS) provided a key component to balancing the requirement to provide visitor parking whilst safeguarding adequate provision for residents of a number of our more central wards.

This report identified areas where there was evidence for the extension of the Resident Parking Scheme in the Sincil Bank area. It set out the process for pursuing this, and the costs involved.

In 2018 the City of Lincoln Council sought to create an RPS scheme in Sincil Bank. This originally included zones 5B, C, D, E and F. Following engagement with the County Council they determined that at that time the scheme was too large to implement in one go. Consequently, zones 5B, C, D were implemented on the understanding that it was likely to expand into zones 5E and F post implementation.

Since implementation, several enquiries from both Ward Members and local residents regarding the potential extension of the scheme had been received, citing increased non-resident parking on the streets within zones 5E and F. The City Council therefore commissioned survey work on the remaining zones 5E and F to understand the impact on these areas now the earlier zones had been operating for some time.

As could be seen in the survey results at Appendix 1, officers considered there was sufficient an impact on the streets within the proposed zones 5E and F to make a formal request of the Highway Authority to consider expanding the RPS to include these areas. This evidence would appear to substantiate the anecdotal feedback received from Ward Members and a number of residents within these zones regarding commuter parking.

The results had been shared and discussed with the Council’s Portfolio Holder for Economic Growth who agreed that the evidence supported pursuing the RPS expansion. Officers at the Highway Authority had therefore been informally contacted with the survey results and had raised no objections at this stage.

If a formal request to extend the RPS was submitted to the County Council they would conduct a local referendum covering the  ...  view the full minutes text for item 7.

Purpose of Report

1.    To present to Executive the Directorate of Housing and Investment’s Asset Management Strategy.

2.    To propose that Executive resolves to adopt the strategy attached as ‘Appendix A’ to this report.

Decision

That the adoption of the Housing Asset Management Strategy attached as ‘Appendix A’ to this report be approved.

Alternative Options Considered and Rejected

None.

Reasons for the Decision

In November 2023, the Council adopted its 30-Year HRA Business Plan, which sets out a series of core objectives, including:

·       Developing and improving core landlord services

·       Providing additional affordable housing

·       Regenerating our estates and neighbourhoods

·       Reducing our carbon emissions

Alongside development of the Business Plan, the Housing Assets directorate had also developed a series of policies to support effective delivery of its services. There remained a gap in the directorate’s governance ‘golden thread’, between the Business Plan and these policies; a Housing Asset Management Strategy had been identified as a means of bridging this gap, and would help ensure the Council met the requirements of the Regulator of Social Housing’s Consumer Standards that were introduced in April 2024.

The Strategy had four key outcomes:

• Health and safety compliance
• Planned investment
• Decarbonisation
• Responsive repairs (including aids and adaptations)

This Housing Asset Management Strategy set out how the Council would effectively maintain tenants’ homes. A separate ‘Land and Property Strategy’ was also being developed that would complement this Strategy, and would propose how the Council would acquire, dispose of, and make the most effective use of Housing land assets including garage sites and other types of under-utilised land.

The Strategy had been developed with tenants as its primary audience, with a more visual format and simplified content. It addressed all relevant parts of the Regulator’s Consumer Standards, and each of the four outcomes was accompanied by an action plan that set out key activities the directorate would undertake to further enhance and improve the quality of Council’s homes and how it engaged with tenants throughout. The action plan also identified key activities the Council needed to undertake to ensure it continued to meet the requirements of the Building Safety Regulator.

Lincoln Tenants’ Panel had been briefed on the Strategy and had given its support to the content and format.

Purpose of Report

To present the reviewed Housing Tenancy Fraud Policy document.

Decision

That the Housing Tenancy Fraud Policy be approved.

Alternative Options Considered and Rejected

None.

Reasons for the Decision

As a Registered Provider of social housing, we had obligations under the Prevention of Social Housing Fraud Act 2013 to identify and prevent tenancy fraud.

It was also a requirement of the Regulator’s Tenancy Standard that we make every effort to identify and prevent tenancy fraud.

The policy provided the legal and regulatory context for managing tenancy fraud.

It made clear reference to measures we would take to identify, prevent, and minimise the risk of tenancy fraud occurring.

It reflected a clear intent that we would take decisive action where we had evidence that fraud had taken place, including supporting prosecutions.

LTP had been consulted on the content of the policy They had confirmed that they found the policy easy to read and provided a clear understanding of preventing, identifying, and acting on tenancy fraud.

Purpose of Report

1.    To update Executive on the progress of commissioned work delivered by Rose Regeneration, in relation to regeneration and neighbourhood working in Sincil Bank/Park Ward.

2.    To note that the Corporate Management Team had endorsed the Rose Regeneration report (Appendix A), which evaluated the impact of Neighbourhood Working in Sincil Bank.

3.    To propose the next steps that would inform the future direction of Neighbourhood Working, including the key principles for a managed and sustainable withdrawal from Sincil Bank/Park Ward over a 12-month period starting in Summer 2025, and proposals for future workstreams for the team.

4.    To propose accommodation for the Neighbourhood Working Team from Summer 2025 onwards, including contingency plans if Investors in Lincoln’s plans to purchase 22 – 30 Portland Street did not come to fruition and the Council’s lease was terminated.

Decision

1.    That the report produced by Rose Regeneration and attached as ‘Appendix A’ be noted.

2.    That a managed withdrawal from neighbourhood working initiatives in Sincil Bank over a 12-month period, starting in Summer 2025 be approved.

3.    That the managed withdrawal from Sincil Bank be undertaken so it coincided with building neighbourhood working capacity in Ermine be approved.

4.    That, subject to a formal decision being made on the next phase of Neighbourhood Working, the final decision on the Neighbourhood Team’s accommodation be delegated to the Housing Strategy Manager.

5.    That the Neighbourhood Team’s co-ordinated development of an Ermine Partnership Board and delivery of key recommendations as highlighted in the UKSPF-funded Ermine Place Shaping Framework be approved.

6.    That the Neighbourhood Team be fully based at Ermine from 2026 until March 2030, with a review to be commissioned at that time be approved.

Alternative Options Considered and Rejected

To do nothing – this was not a viable option as the current neighbourhood working project at Sincil Bank was coming to an end. Next steps for the team were therefore required, including meeting the team’s accommodation needs.

To enact the other recommendations set out in ‘Appendix A ‘and discussed in the accompanying presentation – this approach was feasible, however for the reasons set out in this report, it was considered that focusing the Neighbourhood Team’s efforts in one part of the city would deliver the greatest outputs and outcomes.

To focus the Neighbourhood Team’s work on a different part of the city – other parts of the city, including Moorland, Glebe, and Birchwood wards, were also significantly impacted by deprivation. The evidence presented in section 4 of the officer’s report (supported by the detailed presentation), which included statistical evidence provided a basis for why Ermine had been proposed and coincided with UKSPF-funded work to develop a place shaping framework that the Neighbourhood team could build upon.

Reasons for Decision

Members received a detailed presentation on the background, proposals, and reasons for the preferred option for the future of neighbourhood management with a managed withdrawal from neighbourhood working initiatives in Sincil Bank over a 12-month period, starting in Summer 2025, to coincide  ...  view the full minutes text for item 10.

Purpose of Report

To seek approval to accept the surrender of the existing lease of Sobraon Barracks Cricket field and pavilion with Lincoln University and agree terms for a new 25-year Lease and management agreement with Lincolnshire Cricket Ltd.

Decision

1.    That a surrender from Lincoln University of its existing Lease for the Sobraon Barracks cricket facilities be accepted by the Council.

2.    That a new 25-year lease and management agreement for the land and pavilion be granted to Lincolnshire Cricket.

3.    That the new lease to Lincolnshire Cricket Ltd at a peppercorn rent on the basis that the proposals for use and development of the site as detailed in this report were considered to contribute to the promotion or improvement of economic, social, or environmental wellbeing be granted.

Alternative Options Considered and Rejected

To keep the existing Lease with Lincoln University. This would leave Sobraon Barracks unused for physical and recreational activities and would prevent the development of a women’s, girls and disabled cricket and recreational hub.

Reasons for Decision

In 2012 the City Council agreed a 25-year lease at a peppercorn rent and management agreement with Lincoln University to manage and operate the Sobraon Barracks cricket field and pavilion, adjacent to the Territorial Army Barracks near Yarborough Leisure centre to promote cricket to University students and members of the local community. As part of this lease agreement significant improvements were made to the cricket field and cricket square. In addition, a completely new pavilion was opened in 2013 funded by the City Council, the University of Lincoln, and the ECB (England & Wales Cricket Board).

Since 2012, despite the significant improvements made to this site, the use of the cricket pitch and pavilion had not proved as popular as expected. Each year since this lease was first signed, the use of these facilities had reduced, the necessary income needed to maintain this site had not been generated and as a consequence, two years ago, the University took the decision to mothball the site.

This new Lease would enable Lincolnshire Cricket Ltd to deliver a high quality, centrally located facility with the capacity to deliver significant impact across a number of target areas, including girls and ladies’ cricket, women and girls’ recreational activities and female coach education.

Lincolnshire Cricket’s development plan featured a three phased approach to reinstating the Sobraon barracks cricket ground in a sustainable manner an estimated total cost of £140k to £160k.

This proposal provided the opportunity to invest in the facility to allow the re-introduction of cricket on the site. It would contribute to the range of sports offer across the city. The area would also be maintained as general recreational space for the local community, to contribute to the promotion and improvement of economic, social, and environmental wellbeing.

Purpose of Report

To consider the annual Treasury Management stewardship report, a requirement of the Council’s reporting procedures under regulations issued under the Local Government Act 2003. The report covered the treasury management activities and the actual prudential and treasury indicators for 2024/25.

The report met the requirements of both the CIPFA Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities.

Decision

1.    That the actual prudential indicators, as contained within Appendices A and B to the report be noted and recommended to Full Council for approval.

2.    That the annual Treasury Management report for 2024/25 be approved.

Alternative Options Considered and Rejected

None.

Reasons for the Decision

During 2024/25 the Council complied with its legislative and regulatory requirements The key prudential indicators for the year with comparators were detailed at paragraph 2.1 of the officer’s report, together with other prudential and treasury indicators found at Appendix A and B.

The Chief Finance Officer had confirmed that borrowing had only been undertaken for a capital purpose and that the statutory borrowing limit, (the Authorised Limit) had not been breached.

The 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. These 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 fulfilled the requirement of the Prudential Code to ensure adequate monitoring of the capital expenditure plans, prudential indicators (PIs) and treasury management response to these plans. It included a review of compliance with Treasury and Prudential Limits in 2024/25 and showed the status of the Prudential Indicators at 31^st March 2025. For the 2024/25 financial year the minimum reporting requirements were that members should receive the following reports:

• an annual Treasury Management Strategy in advance of the year (Council 27^h February 2024)
• a quarterly treasury update (Executive Q1 27^th August 2024 & Q3 24^th February 2025)
• a mid-year treasury update report (Executive 18^th November 2024)
• an annual report following the year describing the activity compared to the strategy (this report)

The regulatory environment placed a greater onus on members for the review and scrutiny of treasury management policy and activities than in previous years. This report was important in that respect, as it provided details of the outturn position for treasury activities and highlighted compliance with the Council’s policies previously approved by members.

In compliance with the Prudential Code treasury management reports were scrutinised by Performance Scrutiny Committee and reviewed by the Executive prior to reporting to Full Council if required. Member training for the Performance Scrutiny and Audit Committees was undertaken on 4^th February 2025 in order to support their roles in scrutinising the treasury management strategy and policies.

Key Issues to Note from Activity during 2024/25were detailed at paragraph 4.2 of the officer’s  ...  view the full minutes text for item 12.

Purpose of the Report

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

Decision

1.    That the achievements and challenges identified in the Quarter 4 2024/25 operational performance report found at Appendices A and B be noted.

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

The outturn summary report detailed performance against a total of 87 measures across the directorates Chief Executive’s, Communities and Environment, Housing and Investment and Major Developments. In total 64 performance measures out of the 87 were monitored against targets, of which 13 were below target; 11 were within target boundaries; 33 had met or exceeded a higher target; 23 measures were recorded as volumetric, and 7 measures recorded as data not available for this quarter.

Out of the 87 performance measures monitored during the quarter with 64 targets allocated to them, 44 (68.7%)were within or exceeding the targets set.

It was important to note that the performance statuses of measures DMD 1–5 were determined by an external partner working alongside the Major Developments Team, rather than by comparing performance measure outturns against set high and low targets, and when determining the performance measure statuses, a range of factors impacting on programme delivery were taken into consideration such as milestone performance, financial performance and associated risks, amongst other factors.

Appendix A contained a wider range of performance information, including 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 grouped together in Appendix B, including the suite of corporate measures. Performance data was grouped by directorate, and a colour coding system was used 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.

Key highlights of some of the positive work of the Council and its impact during the quarter were summarised at paragraph 4, a brief summary of areas which required monitoring were detailed within paragraph 5, and corporate measures reported at paragraph 6 of the officer’s report.

Purpose of Report

To present the provisional 2024/25 financial outturn position on the Council’s revenue and capital budgets, including the General Fund, Housing Revenue Account, Housing Repairs Service and Capital Programmes.

This report provided the Executive with a summary of actual income and expenditure compared to the revised budget and how any surpluses had been allocated to reserves.

Executive should note that the financial outturn was still subject to Audit by KPMG, the Council’s external auditors.

Decision

1.             That the provisional 2024/25 financial outturn for the General Fund, Housing Revenue Account (HRA), Housing Repairs Service (HRS) and Capital Programmes as set out in sections 3 - 7 of the officer’s report, and in particular the reasons for any variances, be noted.

2.             That the General Fund carry forward requests and transfers to earmarked reserves as detailed in paragraphs 3.10 and 3.11 of the officer’s report be approved.

3.             That the HRA carry forward requests and transfers to earmarked reserves, and the Major Repairs reserve detailed in paragraph 4.8 and 4.9 of the officer’s report be approved.

4.            That the changes to the General Investment Programme and Housing Investment Programme as approved by the Chief Finance Officer detailed in paragraphs, 7.6, and 7.14 of the officer’s report be noted.

5.            That the changes to the General Investment Programme and the Housing Investment Programme, having already received Executive approval detailed in paragraphs 7.3 and 7.11 of the officer’s report be noted.

6.            That the changes to the General Investment Programme and the Housing Investment Programme that were above the limit delegated to the Chief Finance Officer, as detailed in paragraphs 7.5, 7.12 and 7.13 of the officer’s report, be approved.

Alternative Options Considered and Rejected

None.

Reason for Decision

During the last quarter of 2024/25, the position on the General Fund, Housing Revenue Account and Housing Repairs Service had remained positive with budget surpluses/additional contributions to reserves achieved across both the General Fund and HRA at the end of the financial year.

Despite this positive outturn position the Council continued to face escalating cost pressures in future years, above those already factored into the Medium Term Financial Strategy (MTFS). The positive outturn in 2024/25 had been largely driven by reduced borrowing costs and investment income with interest rates continuing above the levels assumed within the MTFS, alongside other overachieved income in the General Fund, predominantly car parking and property rental income. This would not be the case in 2025/26 with budgets adjusted to reflect the base rate forecast, as such strong financial discipline and delivery of the significant savings targets underpinning the MTFS would remain critical in ensuring the Council maintained a sustainable financial position in the medium term.

A summary of the financial position of the Council for the financial year 2024/25 was outlined at paragraph 2.4 of the officer’s report, together with the detailed financial position shown in sections 3-7 and accompanying appendices to the officer’s report, covering the following areas:

·       General Fund Revenue Account

·       Carry Forward Requests

·       Transfers to  ...  view the full minutes text for item 14.

Purpose of Report

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

Decision

That the Council’s strategic risks as at the end of quarter 4 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

An update of the Strategic Risk Register developed under the risk management approach of ‘risk appetite,’ was last presented to Members in February 2025 and contained fifteen strategic risks as detailed within paragraph 3.1 of the officer’s report.

Since reporting to Members in February, the Strategic Risk Register had been refreshed and updated by the Risk Owners and Corporate Management Team which had identified some positive movement in the Risk Register.

The updated register was contained with Part B of this agenda as a restricted document.

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 4 2024/25.

Decision

That the Council’s strategic risks, as at the end of quarter 4 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 15 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.

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.