Agenda and decisions

Cabinet - Tuesday, 8th September, 2020 2.00 pm

Venue: Virtual meeting - This meeting is being held remotely using Skype for Business. View directions

Contact: Email: Democracy@southkesteven.gov.uk 

Items
No. Item

1.

Register of attendance and apologies for absence

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2.

Minutes of the previous meeting pdf icon PDF 213 KB

3.

Disclosure of Interests (if any)

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4.

South Kesteven District Council Corporate Plan pdf icon PDF 287 KB

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    Report of the Leader proposing the Corporate Plan for the period 2020 to 2023.

    Additional documents:

    Decision:

    Decision:

     

    1)    Cabinet recommends to Council the approval of the Corporate Plan 2020-23 as attached at Appendix A to the Leader of the Council’s report.

    2)    Cabinet notes that the key performance indicators and success criteria for each action will be developed by the Overview and Scrutiny Committees and the Cabinet.

     

    Considerations/Reason for decision:

     

    • The report of the Leader of the Council on the South Kesteven District Council Corporate Plan 2020-23.
    • The Corporate Plan would underpin the Council’s strategic activity and the Council’s performance framework. This would be embedded through service planning and individual performance appraisals.
    • Data sources used to identify the strengths, weaknesses, opportunities and threats (SWOT) for the District, from which the vision, priorities and actions were identified.
    • Consultation and workshops with Council Members.
    • The initial equality impact analysis attached as Appendix B to the report of the Leader of the Council.

     

    Other options considered:

     

    1.    Do nothing – continue without a Corporate Plan – allocations within the annual budget would effectively set the strategy; there would be limited links to objectives, success criteria and performance targets.

     

    2.    Do minimum – develop an annual plan / business plan – this was rejected as it would inhibit long-term planning and focus more on deliverable activity in a single year, rather than any strategic goals.

     

    3.    Develop a single integrated Corporate Plan and Medium Term Financial Strategy – this was rejected due to the need for a revised budget mid-year because of the Covid-19 pandemic.  Additionally, these documents are generally created separately in local authorities. The Corporate Plan sets the framework in which subsequent budgets are set.

5.

Amended Budget 2020/21 pdf icon PDF 314 KB

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    Report of the Cabinet Member for Finance and Resources setting out amended Budget proposals for 2020/21 as a result of the COVID-19 crisis to reflect the changes in the income and expenditure budgets set by Council on 2 March 2020.

    Additional documents:

    Decision:

    Decision:

     

    Cabinet recommends to Council:

     

    1)    An increase in the salary and member allowances budgets of an additional 0.75% in order to meet the national pay agreement for 2020/21 of 2.75%.

    2)    The draft proposed budget amendments for the 2020/21 budget framework contained within the Cabinet Member for Finance and Resources report and associated appendices subject to the following amendments:

     

                        i.          The Bourne Corn Exchange refurbishment to fully utilise the £168,000 allocated budget.

                       ii.          The £200,000 replacement of the Deepings all weather pitch to be deferred until 2021/22 provided agreement is reached with the football foundation.

                     iii.          To adjust the Commercial and Operations service cost to apply a 5%market supplement for loader and operational street scene staff to align their basic wage with that of the surrounding authorities. This will require a £93,000 adjustment to the Commercial and Operations service cost shown at table 3 of the report, increasing the 2020/21 proposed service budget to £8.727m (thereby increasing the proposed service variance to £1,319,000) and adjusting the general funding net budget requirement from £20.581m to £20.674m). The forecast net budget deficit will be £1,315,000 as shown at table 3 of the report.

     

    Considerations/Reasons for decision:

     

    • Report of the Cabinet Member for Finance on the Amended Budget Proposals 2020/21.
    • The impact of Covid-19 on the budget set by Council on 2 March 2020.
    • Budget monitoring undertaken by the Finance, Economic Development and Corporate Services Overview and Scrutiny Committee.
    • Discussion of the proposed amended budget by the Joint Budget Overview and Scrutiny Committee held on 26 August 2020.
    • The allocation of £500m funding from the Government, of which £194,000 would be received by the Council.
    • The Government’s introduction of a co-payment scheme to compensate local authorities for relevant, irrecoverable losses in 2020/21 from loss of income.
    • The impact of Covid-19 in the long term and the volatility and uncertainty in forecasting assumptions for the financial year.
    • The Local Government Service Pay Agreement 2020/21 of 2.75%, a 0.75% increase on the budget framework agreed on 2 March 2020.
    • The bonus payment paid to street scene operatives during the Covid-19 response period, which was due to end on 30 September 2020.
    • Comparison between the rates of pay for South Kesteven’s Street Scene operatives and their counterparts across Lincolnshire.

     

    Other options considered:

     

    There is no option but to review and amend the current budget framework due to the ongoing impact from both an income and expenditure perspective.

6.

Cultural Strategy pdf icon PDF 285 KB

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    Report of the Cabinet Member for Culture and Visitor Economy on the Cultural Strategy for South Kesteven.

    Additional documents:

    Decision:

    Decision:

     

    1. Cabinet approves the adoption of the Cultural Strategy as set out in Appendix 1 to the Cabinet Member for Culture and Visitor Economy’s report.
    2. Cabinet recognises that the adoption of a Cultural Strategy is a key action within the emerging Corporate Plan, which also supports improvement and investment in local arts and cultural venues across the district.
    3. Cabinet notes the conclusions highlighted in the Cultural Strategy and advocates integrating these points into the Corporate Plan Action Plan, supporting the Authority’s goal to become one of the best places to live, work and visit in the UK.

     

    Considerations/Reasons for decision:

     

    • Report of the Cabinet Member for Culture and Visitor Economy on the Cultural Strategy.
    • Workshops undertaken by the Culture and Visitor Economy Overview and Scrutiny Committee which explored the vision and purpose of the Strategy.
    • Establishment of a network of sports providers, user groups and other leisure stakeholders.
    • Consultations, workshops and activities carried out during 2019 with the public, stakeholders, schools and societies, both face to face and online, to identify key priorities for the Cultural Strategy.
    • Recognition of the importance of creativity and physical activity highlighted during the Covid-19 pandemic.
    • The Cultural Strategy would allow a fresh approach to cultural development, engaging in a broad programme of ongoing targeted interventions, initiatives and opportunities. The equality analysis is attached as Appendix 2 within the report by the Cabinet Member for Culture and Visitor Economy.
    • The Cultural Strategy would bring together Arts, Heritage, Sports and Physical Activity and The Sciences to promote creativity and healthy lifestyles.

    .

    Other options considered:

     

    1. The 2013-16 Cultural Strategy included a vision for activity up to 2021: The themes included in the document could have been extended to include further relevant activity until that date.  The option was rejected, as a new focus was identified to capitalise on the success of previous initiatives and to link together the growing opportunities for health and wellbeing as a key driver for wider cultural engagement.
    2. To establish a series of smaller discrete strategies for cultural activity:  This was rejected as the early Members’ Workshops identified the need for a more cohesive approach to cultural programmes and greater connectivity between service area activity and initiatives.

7.

Area Offices Customer Consultation pdf icon PDF 282 KB

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    Report of the Cabinet Member for Communities considering the outcomes of the two consultations relating to proposed changes to the Market Deeping and Stamford Area Office provision.

    Additional documents:

    Decision:

    Decision:

     

    1)    That Cabinet approves the relocation of the Market Deeping Area Office based on option 3 contained within the Cabinet Member for Communities’ report.

    2)    That Cabinet approves the relocation of the Stamford Area Office based on option 3 contained within the Cabinet Member for Communities’ report.

    3)    Cabinet authorises the use of the property reserve to meet any costs relating to the exiting of each site.

    4)    Cabinet recommends to Council a funding allocation of £100k to be included in the 2020/21 capital programme in order to undertake a modernisation scheme at Stamford Arts Centre.

     

    Considerations/Reasons for decision:

     

    • Report of the Cabinet Member for Communities.
    • The Customer Experience Strategy approved by Cabinet on 21 January 2020.
    • The increase in customer expectations and the use of modern technologies.
    • Two separate public consultations: One taken at the beginning of the year and one during the Covid-19 pandemic to establish any shift in opinion as a result of the service offered during the pandemic. Consultation carried out with residents, businesses and other interested parties.
    • Feedback form the consultation confirming a need to modernise elements of the customer offer and improve accessibility at Stamford Arts Centre.
    • The stage 2 Equalities Analysis attached as Appendix 7 to the report of the Cabinet Member for Communities.

     

    Other options considered:

     

    Market Deeping

     

    1.         The closure of the Market Deeping customer service centre with no alternative physical provision in Market Deeping.

    2.         The complete removal of the face-to-face provision in Market Deeping. However, this would see the installation of a kiosk, computer and direct dial phone within the Deeping Community Centre. Current staff from Market Deeping would be providing services from other locations across the district and would require some modernisation of council services to support a change in provision.

    3.         The continuation of the service in its present form. However, it was recognised through the survey that the facility needed modernisation. Whilst the quality of response from the Council’s employees was regarded as excellent, the environment no longer provided the level of customer experience that was expected.

     

    Stamford

     

    1.         The closure of the Stamford customer service centre with no alternative physical provision in Stamford.

    2.         To replace the existing centre with an enhanced self-service provision.

    3.         To continue the existing service provision. However, it was recognised through the survey that the facility needed modernisation. Whilst the quality of response from the Council’s employees was regarded as excellent, the environment no longer provided the level of customer experience that was expected.

8.

Matters Referred to Cabinet by the Council or Overview and Scrutiny Committees pdf icon PDF 201 KB

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9.

Key and Non Key Decisions taken under Delegated Powers pdf icon PDF 151 KB

10.

Representations and questions from Non Cabinet Members

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11.

Cabinet Forward Plan 1 October 2020 to 30 September 2021 pdf icon PDF 189 KB