Agenda and minutes

DECISION

1. Working with South Holland District Council and East Lindsey District Council as our partners in a South and East Lincolnshire Council Partnership (S&ELCP), a Community Lottery Scheme to raise money for local good causes across the sub-region, in accordance with the provisions of this report be established.
2. The appointment of Gatherwell as the external lottery management company (ELM) to provide the day to day management and operation of the lottery on behalf of the Councils be approved.
3. Delegated authority be given to the Deputy Chief Executive - Communities – Communities, in consultation with the Portfolio Holders, to agree final arrangements for process and criteria for the inclusion of ‘good causes’ that would benefit from proposed the scheme.
4. The Deputy Chief Executive - Communities – Communities and the Assistant Director – Wellbeing and Community Leadership are nominated to be the Personal License holders for the S&ELCP Community Lottery Scheme.
5. Agree that a one off payment of £2,800 is allocated from the Transformation Reserve to enable to the initial set up of the scheme.

Portfolio Holders and Officer

MG/ES

REASON FOR DECISION

Councillor Martin Griggs Portfolio Holder for Housing and Communities presented the report noting that the recommendations proposed the creation of a Community Lottery Scheme for the partner councils in S&ELCP which would enable additional funding to be raised for local community-based initiatives and in addition partnership opportunities with the Voluntary and Community Sector (VCS) in the sub-region of Lincolnshire.

The initiative would enable the Partnership, through each of the partnership Councils, to support the priorities of local communities by working in partnership with our residents. The sub region of Lincolnshire has a thriving Voluntary and Community Sector, providing valuable services of support, advice and activities for their communities. These services significantly benefit the health and wellbeing of residents, providing opportunities for active citizenship and helping people meet their aspirations and live the lives that they want.

Funding for these organisations and their services has often relied on external funding sources, either through small grant schemes or fundraising. Regrettably, over the past few years opportunities for fundraising activities have declined. At the same time demand on the sector has substantially increased, compounded by the impacts of Covid-19.

Covid-19 has highlighted the critical importance of local government to their places and communities. Forging deep connections of understanding and relationship building, local government organisations are required to ensure community cohesion, resilience and community identity is nurtured, developed and well supported at a local level.

With the ability to combine resources and deliver cross-cutting community responses, the S&ELCP is best placed to align resources to address common challenges which face our communities. For the Voluntary and Community Sector, seeking to address the funding challenges as a partnership will have greater impact.

Each sovereign council of the S&ELCP has set out the importance of its communities within their individual corporate plans. Enabling the Voluntary and Community Sector further will in turn provide additional opportunities for the communities that they  ...  view the full minutes text for item 58.

DECISION

Approve a one year extension of the current countywide strategies

Portfolio Holders and Officer

MG/ES

REASON FOR DECISION

Councillor Martin Griggs Portfolio Holder for Housing and Communities presented the report and confirmed that The Lincolnshire Homelessness Strategy 2017 - 2021 and the Lincolnshire Rough Sleeping Strategy 2019 – 2021 had both expired.  It was a legal requirement to publish a revised homelessness strategy every five years.  Due to the delay in starting this work, Cabinet is asked to approve a one year extension of the current countywide strategies.

The current homelessness strategy had been approved November 2017 which allowed time for the new combined strategy to be published within the 5 year requirement.

The strategy has an action plan to underpin the priorities and is led by the Strategic Leads of the seven Local Authorities across Lincolnshire.

The Lincolnshire Homelessness Prevention Programme Manager hosted by West Lindsey District Council had responsibility for co-ordinating the partnership and monitoring of the strategy. This later passed to the County Homelessness Partnerships Manager hosted at City of Lincoln Council whilst options for the post were explored by the District Housing Network (DHN).

DHN approved the appointment of a Lincolnshire Housing Partnerships role in May 2021 to take on the duties of the previous postholder, but also include a wider remit linking in with DHN priorities relating to Housing, Health and Social Care.

Recruitment was delayed but the postholder is now in post hosted by North Kesteven District Council and would be responsible for leading on writing the new strategy which will cover homelessness and rough sleeping.

OTHER OPTIONS OR ALTERNATIVES CONSIDERED

The Council could adopt its own individual strategy or a joint strategy across the South East Lincolnshire Councils Partnership but would still require an extension of the current strategies. 

Having individual council strategies or a SELCP strategy has been discounted because having a countywide strategy is seen as good practice, cost effective and has helped increase grant funding for countywide housing and homelessness initiatives. This is because it evidences the seven Lincolnshire Councils and where applicable Lincolnshire County Council can work together for the benefit of its residents. 

RECORD OF ANY CONFLICT OF INTEREST

None.

RECORD OF ANY DISPENSATION GRANTED

None.

DECISION

Agree the Net Zero Action Plan in line with the Council’s commitment to reduce its carbon emissions by 45% by 2027 and to achieve net zero by 2040 in the line with the strategic aim of the Corporate Strategy.

Portfolio Holders and Officer

PS/HP

REASON FOR DECISION

The Environment Officer presented the report advising that In 2021, a Carbon Footprinting exercise was undertaken by the Carbon Trust for the Council’s own operations and a Carbon Reduction Plan was developed and agreed by Cabinet in January 2022. Cabinet agreed to amend the previous net zero target to a more quantifiable and ambitious target to reduce carbon emissions to net zero by 2040 with a minimum reduction of 45% by 2027, providing this can be achieved without the reduction or change in quality of services or adversely impacting on the revenues budget. A Net Zero Action Plan has now been produced to outline the programme of work needed to deliver the necessary reductions based on the Carbon Trust’s reports, with a view to providing a roadmap for carbon reduction measures and projects in the coming years to assist us in meeting our net zero ambition.

Climate Change is one of the greatest global challenges of our time and local authorities have a crucial role to play in driving forward change, leading by example to enable us to adapt to and mitigate Climate Change effectively and achieve a more sustainable future. Monitoring of our carbon emissions via an annual Carbon Footprint and producing plans such as the Carbon Reduction Plan and Net Zero Actin Plan will guide us on our pathway to meet our target of becoming net zero by 2040.

Following on from the recommendations put forward by the Carbon Trust in the adopted Carbon Reduction Plan, a New Zero Action Plan has now been developed to set out the projects required to investigate the feasibility of these recommendations further and provide clear delivery timescales for the proposed actions. The Action Plan also encompassed other environmental initiatives identified by the Climate Change and Environment Team and laid out a more detailed pathway to net zero via the development of our current position in relation to carbon emissions. This would ensure that the most effective and viable pathways forward are taken in relation to our operations. The Carbon Footprint took into account Scope 1, 2 and 3 emissions falling under categories for gas, electrical, fleet, waste and business and commuter travel and these categories have therefore been used as a framework for the Action Plan. Investigative and feasibility actions have been highlighted in grey with actions dependant on the outcome of these investigations highlighted in light grey for ease of visualisation.   It was not currently possible, at this time, to provide costs or projected carbon savings for some of the projects identified in the Net Zero Action Plan. These details will be identified during the progression of the projects and where significant financial decisions will be required these proposals will  ...  view the full minutes text for item 60.

DECISION

Approve the final version of the Climate Change Strategy following public consultation on the document in winter 2021/22.

Portfolio Holders and Officer

PS/SB

REASON FOR DECISION

The Climate Change and Environment Manager presented the report advising that it provided background to the accompanying Climate Change Strategy for the geographical area covered by the South and East Lincolnshire Councils Partnership (S&ELCP). The document was the next step in our Climate Change aspirations, moving beyond the confines of our own carbon footprint and emissions to look at the wider issues for Climate Change in our local communities. S&ELCP cannot deliver this strategy in isolation and a new South and East Lincolnshire Climate Action Network (SELCAN) will be established to bring together all relevant partners and ensure delivery at all levels as we work towards a net zero ambition.  If agreed is would allow officers to progress work on the agreed Climate Change Strategy and enable the establishment of a South and East Lincolnshire Climate Action Network.

Since establishing Climate Change as a priority within the Corporate Strategy, Boston Borough Council has been working to address its own impact in terms of carbon emissions and commissioned the Carbon Trust to produce a Carbon Reduction Plan which was approved in January 2022. As part of that process, the Council committed to reduce its carbon emissions to net zero by 2040 with a minimum emissions reduction of 45% by 2027 ensuring it leads by example in encouraging the Borough as a whole to undertake similar steps.  The development of a Climate Change Strategy for the wider Borough was identified in the work programme developed following the nine recommendations adopted by Council in January 2020, as put forward by the Climate Change Working Group. Those recommendations also identified that a citizen’s assembly should be established. Planning is now underway for a Climate Action Network which will take ownership of the Climate Change Strategy and lead delivery with the support of the Council.  In October 2021, Cabinet agreed the draft Strategy for consultation. Consultation has subsequently taken place across Boston, East Lindsey and South Holland and the comments have informed this final version of the Strategy.

OTHER OPTIONS OR ALTERNATIVES CONSIDERED

None.

RECORD OF ANY CONFLICT OF INTEREST

None.

RECORD OF ANY DISPENSATION GRANTED

None.

DECISION

Cabinet supports the operational arrangements as set out in this report, in particular:

1. That East Lindsey District Council acts as the lead accountable body and delivers the Sustainable Warmth programme on behalf of Boston Borough Council as part of the South and East Lincolnshire Councils Partnership.
2. The entering into of an appropriate written agreement between East Lindsey District Council and Boston Borough Council to deliver the programme, subject to legal advice, with delegated authority given to the Assistant Director Regulatory in consultation with the Portfolio Holder to agree the terms.
3. To delegate responsibility in respect of programme delivery to the Assistant Director Regulatory in consultation with the Chair of the Programme Board including all operational matters such as determination of applications for grant funding.

4.    The establishment of a Programme Board for Sustainable Warmth with appropriate Portfolio Holder representation from each of the three Partnership Councils and Assistant Director Regulatory to monitor quarterly progress as outlined in paragraph 3.10.

Portfolio Holders and Officer

PS/SB

REASON FOR DECISION

The Climate Change and Environment Manager presented the report advising that Funding of £7,254,966 has been secured from the Department for Business, Energy and Industrial Strategy across the South and East Lincolnshire Councils Partnership (S&ELCP) for the next phase of Green Homes Grants delivery – known as Sustainable Warmth. This paper sets out the proposed operational arrangements and eligibility criteria for the next round of grants ahead of a proposed launch in April 2022. The funding will be managed within the Climate Change and Environment Team on behalf of the S&ELCP and would enable officers to prepare to launch the new scheme, with effect from 1 April 2022. 

OTHER OPTIONS OR ALTERNATIVES CONSIDERED

Not to approve the operational arrangements.

To implement alternative arrangements, such as implementing the scheme internally rather than with East Lindsey District Council as Accountable Body.

RECORD OF ANY CONFLICT OF INTEREST

None.

RECORD OF ANY DISPENSATION GRANTED

None.

DECISION

1.            To note the quarterly monitoring information for Q3 2021/22

2.            F1: That Cabinet notes the forecast revenue position for 2021/22 as detailed in Table 1 after the proposed use of reserves

3.            F2: That Cabinet approves the following reserves movements   contained within table 2: -

I.          That the Transformation Reserve is utilised to support contracts cost in 2021/22 as the PSPS contract value varies in between financial years where initial investment to improve services is required in the first 2 years of the contract, with a drawdown of £256,000 supporting this investment.

II.         That the Capital Reserve is utilised to fund the Cremator Flue Replacement Capital Scheme at a cost of £60,000

4.            F3: That Cabinet notes the following reserve movement and recommends approval to Council: -

I.          That £729,000 of the COVID Budget Pressures Smoothing reserve is used to offset income pressures being experienced during the year, these relate to Car Parking, Leisure, Markets and Investment Returns.

II.         Cabinet notes that the use of reserves will be reviewed again as part of the Q4 process and consideration given to any further adjustments required.

F4: That Cabinet approves the Cremator Flue Replacement Scheme at a cost of £60,000 be added to the Capital Programme

Portfolio Holders and Officer

JN/SK

REASON FOR DECISION

Councillor Jonathon Noble portfolio holder for Finance presented the report and advised In total there are 22 KPIs for Boston Borough Council. 11 are on or better than target, 1 is within tolerance, 8 are worse than target and 1 is not available. One measure is an annual measure so not yet due for reporting.

Performance on or better than target or within tolerance included the percentage of commercial rent received against agreed budget, number of properties improved through Council intervention, Percentage of cases opened at homelessness prevention stage (i.e. before they have become homeless),  Percentage of homelessness cases that were opened at homelessness prevention stage that resulted in the customer not becoming homeless, number of families with children placed into B&B for more than 6 calendar weeks and time to process Council Tax Support new claims and time to process Housing Benefits new claims.

Performance worse than target in Q3 included the percentage of car parking income received against agreed budget - 85.51% against a target of 100%; car parking income remains below base line forecast level because of the impact of Covid-19, the number of verified rough sleepers – aspirational target of 0; the team managed to reduce the number of rough sleepers down to 2. One of these had recently been evicted from accommodation provided by the Council and the other is refusing to engage with the service, the percentage of Alliance workforce who said 'yes' when asked if they felt valued at work – 72% against a target of 84%, the percentage of ‘other’ planning applications determined within 8 weeks – 70% against a target of 75%; however, performance against the national government measure including time extensions was  ...  view the full minutes text for item 63.

DECISION

1. That Cabinet agrees the formal submission of the business case to Government, and approve delegation to the DCX - Growth in consultation with the Deputy Leader to make any necessary amendments to the business case prior to its submission.
2. That Cabinet agrees the principle of additional ‘phase 2’ works, which do not form part of the main business case and will not be funded through the Town Deal, and instructs officers to bring forward a separate costed business case around the repurposing of relevant parts of the site for alternative uses in
3. That a full programme of Member Briefings and formal scrutiny to be undertaken prior to final decisions by full Council.

Portfolio Holders and Officer

NW/MG

REASON FOR DECISION

Councillor Nigel Welton Portfolio Holder present the report advising that These proposals form part of the Heads of Terms for a Boston Town Deal which were confirmed in March 2021 for £21.9m and subsequently seven projects were confirmed with the Department for Levelling Up, Housing and Communities (DLUHC), including improved Leisure facilities for Boston. The Leisure project has been allocated £2,425,092 of Towns Fund monies, pending Full Business Case approval due to be submitted in March 2022.

The Boston Leisure project proposes to transform the existing Geoff Moulder Leisure Centre site, through significant remodelling and refurbishment. The central aim is to provide improved and remodelled facilities to support the wider area's health and wellbeing.  The Boston Leisure project is proposed to be brought forward in collaboration with the Mayflower (Boston College) which is the flagship Towns Fund project. The proposed location of the Mayflower centre is adjacent to the Leisure Centre and is providing a distinct opportunity to enable the wider regeneration of both sites including Rowley Road and the areas adjacent to the Maud Foster Drain. This combined project would aim to a single site/campus/village - with the potential to address Boston’s health, education, leisure and well-being needs, as well as meeting the requirements of the Towns Fund for the regeneration of place and providing improved facilities for residents both in the immediate area and wider Borough. Both the Council and Boston College have vested interests owing to existing land holdings, but also an established operational relationship between the two sites.

This report is a follow on from the report presented to Cabinet in January 2022 (Boston leisure project: Towns Fund - Mayflower and Leisure campus).

The five case business case is based on the Towns Fund Delivery Partner Stage 2 template and is comprised of the Strategic Case, Economic Case, Financial Case, Commercial Case and Management Case. The business case sets out the required information to enable DLUHC to approve the funding allocated to this project. Following approval of the Council. Once approved the Council will be able to draw down the funding required within the overall timeframe of the Towns Fund deal. It is important to note that the business case document is not a delivery plan at this stage. There will be further development of  ...  view the full minutes text for item 64.

DECISION

That Cabinet approves the submission of the full business cases for the externally managed projects (attached as Appendices to this report):  Boston Railway Station and the Mayflower project.

That Cabinet notes the submission of the following Towns Fund projects to the Department for Levelling Up, Housing and Communities (DLUHC): St Botolph’s Library and Lighting, Blenkin Memorial Hall, Centre for Food and Fresh Produce Logistics, and Healing the High Street and Shodfriars. These projects have been approved by DLUHC.

Portfolio Holders and Officer

NW/LR

REASON FOR DECISION

Councillor Nigel Welton Portfolio Holder present the report advisingthat the  report updated on the Towns Fund process for approval of the business cases; each project requires the Council to support the submission of the business case as the accountable body for the Town Deal. Boston has received a Heads of Terms offer from Government of £21.9m. To secure the Town Deal funding, the projects which formed part of the Town Investment Plan have to submit business cases for approval to Government to release the funding allocation.

There were 7 projects as part of the Boston Town Deal, there are 6 projects which are externally led and 1 project led and supported by Boston Borough Council. For all projects, the Council is the accountable body and has developed a delivery team, delivery arrangements and agreements.

The Boston Railway Station project was externally led by EMR. The total cost for the project is £2,686,800 with the Towns Fund allocation being £2,500,000.  Boston Station is a gateway into the town and in its current condition, both aesthetically and in terms of the facilities offered it does not reflect a station in a town that is economically thriving and a place for people to choose as a town to live and work in. Historically, there has been a lack of investment in the East for EMR stations which had only added to the deterioration of buildings and outdated station services, making the station powerless to compete with stations in larger towns and cities. The investment into the full refurbishment of the station creates a credible statement to make the town a more attractive option to work and live in, to provide for the needs of an aspirational, skilled and healthy population.  Government strategy for the Midlands is focused on growth, connectivity, skills, enterprise, innovation, trade, and quality of life. The development will enhance services and facilities at the station, playing directly into the Levelling Up agenda by paying attention to what the needs of the community are to enable them to better connect to the station, installing contemporary designs and new infrastructure to modernise the station whilst future proofing the enhancements offering an avenue for further development and investments, leading to a strengthened local economy. The vision is to create a modern railway station offering enhanced facilities to better connect the community to the station. Providing an overall better customer experience whilst maintaining high levels of security and safety. Creating a community hub and gateway  ...  view the full minutes text for item 65.