Public Document Pack
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CITY OF LINCOLN COUNCIL
Sir/Madam,
You are hereby summoned to attend the meeting of the COUNCIL of the City of Lincoln to be held at The Guildhall on Tuesday, 25 November 2014 at 6.30 pm.
Deputy Chief Executive and Town Clerk
Angela Andrews
A G E N D A SECTION A Page(s) 1. Confirmation of Minutes - 29 September 2014 5 - 10
2. Declarations of Interest
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.
3. Receive Any Questions under Council Procedure Rule 11 from Members of the Public and Provide Answers thereon
None received
4. Receive Any Questions under Council Procedure Rule 12 from Members and Provide Answers thereon
5. Receive Reports under Council Procedure Rule 2 (vi) from Members
(a) Chair of Performance Scrutiny Committee 11 - 16
6. To Consider the Following Recommendations of the Executive and Committees of the Council
(a) Executive - 24 November 2014 - Strategic Plan 2012-2017 - A New 17 - 76 Delivery Plan 2014-2017
(b) Audit Committee - 28 October 2014 - Code of Corporate 77 - 102 Governance
(c) Executive - 22 August 2014 - Annual Report 2013 -14 103 - 140
7. Polling Station Review 141 - 176
8. Appointment of Deputy Electoral Registration Officer 177 - 180
9. Amendments to the Constitution 181 - 184
10. Appointment of Member Safeguarding Champion 185 - 186
11. Scrutiny Procedure Rule 15 - Decisions Taken as a Matter of Urgency 187 - 192
Item No. 1 Public Document Pack Council 29 September 2014
Present: Councillor Brent Charlesworth (in the Chair) , Councillor Bill Bilton, Councillor Kathleen Brothwell, Councillor Chris Burke, Councillor Sue Burke, Councillor Bob Bushell, Councillor Gill Clayton-Hewson, Councillor Tony Gray, Councillor Gary Hewson, Councillor Ronald Hills, Councillor Andy Kerry, Councillor Rosanne Kirk, Councillor Karen Lee, Councillor Liz Maxwell, Councillor Ric Metcalfe, Councillor Neil Murray, Councillor Donald Nannestad, Councillor Marika Riddick, Councillor Fay Smith, Councillor Tony Speakman, Councillor Edmund Strengiel, Councillor Ralph Toofany, Councillor Katie Vause, Councillor Pat Vaughan, Councillor Keith Weaver, Councillor Peter West and Councillor Loraine Woolley
Apologies for Absence: Councillor Geoff Ellis, Councillor David Gratrick, Councillor Jim Hanrahan, Councillor David Jackson, Councillor Jackie Kirk and Councillor Adrianna McNulty
27. Mayoral Announcements
The Mayor advised that Ralph Wadsworth a Councillor for 15 years from July 1958 and Mayor in 1968 -69 had passed away. A minutes silence was held in recognition of him passing.
28. Confirmation of Minutes - 12 August 2014
RESOLVED that the minutes of the meeting held on 12 August 2014 be confirmed subject to the reference to Councillor Hewson in minute number 25(a) being amended to read Councillor Speakman.
29. Declarations of Interest
Councillor Pat Vaughan declared a Personal Interest with regard to the agenda item titled 'Portfolio Holder for Corporate Management and Customer Services'. His daughter worked in the Benefits Advice Section of the City Council.
30. Receive Any Questions under Council Procedure Rule 11 from Members of the Public and Provide Answers thereon
None received
31. Receive Any Questions under Council Procedure Rule 12 from Members and Provide Answers thereon
Question 1
Question from Councillor Strengiel
Do we as a council in England believe that devolution should also apply to the existing cities and counties as they already exist and have been proved to 5 have the capacity and ability to deliver more services, and do we agree that any devolved power should be accompanied by a corresponding reduction in central taxation so that there is no additional financial burden on the public?.
Answered by Councillor Metcalfe, Leader of the Council
This is a highly topical question on a subject which this Council will no doubt have to debate in the future. The DCLG Select Committee reported on this a short while ago and they concluded that fiscal devolution in England is certainly something that needs to be considered. Scotland and Wales both receive significant fiscal devolution and there is a need for England to keep abreast of this and there is a need for a debate on it. However it is not something we should rush into and consultation needs to take place with all interested parties, including the DCLG. There is a need to agree what taxes can be devolved and how they would be controlled possibly by a group of authorities rather than an individual. Whatever happens the functional area must display competence and the capability to manage such a system. Any powers and responsibilities to be devolved should be by agreement not imposition. Whilst authorities might agree with the arrangements there will be a need to ensure any taxes collected are distributed equally. The downside for poor authorities like Lincoln is that with a narrow tax base we would want some redistribution. National expenditure levels are a matter for all governments and tend to be led by national policy. The lending cap on the Housing Revenue Account is an example of a policy which hinders local authorities. This authority has a creditable programme of house building but we could do more if borrowing within the HRA was not capped.
This is an important subject and I would welcome a further debate on it in the future.
Supplementary Question from Councillor Strengiel
I am delighted to a certain extent with the Leaders reply, but I don’t necessarily agree with his comments on borrowing. I am delighted with the result in Scotland and ask whether you agree that on behalf of the Council that you should be promoting English votes for English laws with the Leader of your party?.
Answered by Councillor Metcalfe
No, I don’t believe for all sorts of reasons, or agree that we should disbar Scottish MP’s from voting in Parliament.
32. Portfolio Holder for Corporate Management and Customer Services
The Portfolio Holder for Corporate Management and Customer Services:
a. Presented his report highlighting key elements as follows:-
• Financial savings • Revenues and Benefits Shared Service • Customer Services 6 • Complaints • Website Development • Local Authority Mortgage Scheme (LAMS) • Procurement • Property including asset management, maintenance of strategic assets and protection of heritage assets • Business Development and Information Technology including the Five District IT Partnership • Emergency Planning • Risk Management • Human Resources • Work Based Learning –Apprenticeships • Audit Arrangements • Equality and Diversity • Annual Report • Key Performance Issues • Housing Benefits • Customer Services • Procurement • Revenues Collection • Performance in delivering Strategic Plan Projects • Corporate Measures – Sickness Indicators – Q1 2014/15 • Communications • Future Challenges and Targets
b. Answered members questions thereon
RESOLVED that the report be noted
33. Portfolio Holder for Economic Regeneration and Planning Policy including Historic Environment Advocate
The Portfolio Holder for Economic Regeneration and Planning Policy:
a. Presented his report highlighting key elements as follows:
• Economic Regeneration • Infrastructure Development • Car Parking • Planning Policy • Shared Housing • Heritage • Tourism
b. Answered members questions thereon
RESOLVED that the contents of the report be noted
34. Statement of Accounts 2013/14
It was moved by Councillor Metcalfe, seconded by Councillor Nannestad, debated and 7
RESOLVED that the Statement of Accounts (including the Annual Governance Statement) for 2013/14 be approved
35. Scrutiny Committees' Terms of Reference
It was proposed by Councillor Metcalfe, seconded by Councillor Nannestad debated and
RESOLVED that the revised Terms of Reference for Performance Scrutiny Committee and Policy Scrutiny Committee as detailed in appendices A and B to the report be approved
36. Scrutiny Annual Report 2013/14
It was proposed by Councillor Lee, seconded by Councillor Hewson debated and
RESOLVED that the Scrutiny Annual Report 2013/14 be received
37. Decisions Taken under Special Urgency Measures
RESOLVED that the decision taken by the Leader under special urgency provisions be noted.
38. Proposed Amendment to Policy Scrutiny Committee Membership
That the change in membership to the Policy Scrutiny Committee as detailed in the report be noted
39. Interim Corporate Management Arrangements
It was proposed by Councillor Metcalfe, seconded by Councillor Nannestad debated and
RESOLVED
1. That the Director of Resources be appointed as the Interim Deputy Chief Executive including the positions of Electoral Registration Officer, Returning Officer for the City of Lincoln Council and Acting Returning Officer for Parliamentary elections pending the return of the original postholder.
2. That the Interim Deputy Chief Executive/Director of Resources be given authority to exercise any powers delegated to the Director of Housing & Community Services relating to the housing element of the post until a replacement postholder is in place.
3. That the Director of Development & Environmental Services be given authority to exercise any powers delegated to the Director of Housing & Community Services relating to the community services element of the post until a replacement postholder is in place.
4. That Council note the interim corporate management arrangements and the need to ensure that these are monitored to ensure effective decision- making. 8
40. To Receive the Minutes of the Appointments Panel Held on 12 September 2014
That the minutes of the meeting of the Appointments Panel held on 12 September 2014 be received
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10 Item No. 5a
COUNCIL 25 NOVEMBER 2014
REPORT UNDER RULE 2(vi) OF THE COUNCIL PROCEDURE RULES
Report by Councillor Gary Hewson, Chair of Performance Scrutiny Committee
Mr Mayor, Members of Council
Performance Scrutiny Committee has seen a further year pass and since the last report to council a year ago membership of the committee as changed. This is sometimes by choice although in Councillor Bilton’s case due to his work commitments and the change from Wednesday evening meetings to Thursday he was unable to carry on and I would like thank him for his input. Hopefully we can revert back to Wednesday meetings in the new council year as we have still encountered a delay in reports being presented to committee even with availability of an extra day to provide information. We are not alone in this as Audit Committee has suffered similar problems; hopefully these hitches will be shortly eliminated though I suspect this stems from cut backs having been imposed on us from above.
At this point I would like to give thanks to my Vice-Chair Councillor Speakman. Tony and myself attend a pre meeting before each Performance Scrutiny Committee to tease out any issues from the agenda items that we consider will need further information provided to committee. This gives officers and/or portfolio holders some time to gather the relevant facts to give committee as fuller a picture as possible. Previously, a process had been trialled at pre meets of Performance Scrutiny Committee to identify potential questions to be asked by members at the actual meeting, although the trial was discontinued during this municipal year. It may be that members of the committee might like to reconsider its usefulness although it will of course not debar any member from asking any question re performance at committee
I think in the future Performance Scrutiny Committee should look at the progress being made in our 3 strategic priorities - growing the local economy - protecting the poorest people in Lincoln - increasing the supply of affordable housing - and hopefully the Executive (through the portfolio holders sessions) can supply us with the data to show how the council is progressing these aims. Another issue that should be considered shortly by the committee is progress in respect of the councils aim to achieve accreditation of the Anti-Social Behaviour Respect Charter within Housing. .
ACHIEVEMENTS Regular Monitoring
Throughout the year we have maintained an overview of performance through the standard set of quarterly reports which includes the following areas:
• The Operational Performance report • The Financial Performance report • The Strategic Plan Implementation Team (SPIT) report - looking at key Strategic Plan and capital projects
11 • The Strategic Risk register for the Council - covering key risks • The Revenues & Benefits update – on the shared service
In addition we have monitored six monthly reports on:
• Progress for all of the Strategic Plan schemes run within the services • The Treasury Management Stewardship and Actual prudential Indicators report – which measures performance at ½ yearly stages of the council’s investment and debt portfolio against the annual strategy approved by Full Council.
Portfolio Reviews
Each Portfolio Holder has been to committee to update on the performance aspects of their Portfolio, and answer detailed questions on the information provided in their reports.
In Quarter 3 2013 the committee piloted a new way of looking at Portfolios. In the first instance, the emphasis was moved away from reviewing the Portfolio Holder to reviewing the Portfolio, and in order to enhance the information provided to committee members, Policy Unit undertook to provide some additional background information to set the context.
The data that has been available differs according to the Portfolio, but usually consists of contextual data from the Lincoln Drivers report, the set of key operational service measures relevant to the Portfolio, and benchmarking information from LGInform (Local Government comparison data set). Overall, this allowed members to see how we are performing not just against our own past performance, but in comparison to other councils in the East Midlands and against wider National statistics.
As a result of one of these sessions – a referral to the Health Scrutiny Board was made following concern on poor health statistics for the City.
Thematic Reviews
A further advance this year has been the introduction of thematic reviews in to the schedule. Performance Scrutiny Committee sits eight times a year – four of these meetings are devoted to the quarterly performance meetings, and the other four to Thematic Reviews. (The six Portfolio reviews are spread over these weeks too)
Thematic reviews are held on a single topic of interest to the group – with the focus on the performance aspects. Wherever possible we schedule the reviews to fit with the right Portfolio so that the appropriate Members and Officers are present for the question and answer session.
In the last year we have held four reviews:
• Housing – October 2013
• Car Parks – January 2014
• Waste – March 2014
12 • Channel Shift – July 2014 All reviews have proven to be worthwhile to Members, both in expanding general knowledge on a mix of subjects and in allowing the group to understand the performance aspects of the services and projects in more detail.
Key Measures
One of the main changes the Performance Scrutiny Committee has undertaken during this year is to work with the Corporate Management Team (CMT) to completely revamp the format of the output within the Performance report. Previously extracts from the IMPS performance monitoring system were used to identify areas of improving or deteriorating performance across all aspects of all services.
During a review conducted early in the year it was agreed that having over 400 measures could be distracting and reduce the ability to determine where the real issues and successes lay, and that more focus should be placed on the key performance measures. As a result, a set of 70 key measures covering most service areas was defined and agreed with CMT, and as of Quarter 1 they have been reported in a new tabular format. The full IMPS system is still in place, and thus the remaining measures can be used for Portfolio Holder reports and as support information for the main quarterly report when required.
In addition to this change, the committee also recommended two additional corporate measures identifying the current level of FTE’s and vacancies as new measures to be collated quarterly. These were subsequently agreed and are now reported.
Revised Terms of Reference
In order to ensure the Performance Scrutiny Committee governance is current, we have again revised the Terms of Reference for the group – with the update being confirmed in September 2014.
CONCERNS ADDRESSED
In addition to the Committee’s usual focus on the areas above, we have continued to focus on any individual areas which appear to offer an opportunity for improvement.
Christmas Market
You will remember that in my last report I noted the concern felt by the committee around the slow reporting of the results from the 2012 Christmas market. I am pleased to report two improvements as a result of focussed discussion on the Market:
1. Reports are now coming to Scrutiny on a timely basis 2. That as a result of discussions that were held subsequently to receiving the outturn report, recommendations were made to Executive to consider reducing the amount of ‘profit’ that the market has to make, which resulted in a change to budgeting for the 2014 market.
13 Budget Review Group
Following concerns that not all members had the opportunity to influence the budget setting process, this year we introduced a new process for the developing the budget and Council Tax for 2014/15, and the Medium Term Financial Strategy (MTFS) 2014- 2019.
This was in the form of two separate stages; firstly a series of briefing sessions for all members and secondly the creation of a Budget Review Group made up of 8 non executive members to review in more detail the MTFS and the robustness of the proposed budget options and council tax for the year. This group reported in to Performance Scrutiny Committee in February 2014.
Planning
The committee has identified the Planning and Regeneration teams as an area that they would like to hold a review – but due to resource re-prioritisation, this review will now be held in early 2015.
Sickness Levels
Finally, it was noted that sickness levels have continued to rise this year. At this point the rise is predominantly caused by long term sickness, but from multiple causes. Performance Scrutiny Committee continues to be aware of this trend and that Managers are already working with the employees affected. However, we will keep an eye on the causes looking for any underlying resource/stress effects.
Housing Scrutiny
Whilst drawing up a few words as chair of the Housing Scrutiny Sub-Committee regarding the past year it is time also to give thanks to those who have now left, hopefully to pursue a long-deserved, healthy and happy retirement. This includes John Bibby, who I personally have always thought was the best officer the Council had, Dennis Powell for his input at sub-committee meetings and, last but not least, John Morris for all his work for our tenants as housing officer. I know there are others from within City Hall and Hamilton House who have also left Housing and I would like on behalf of this committee and the City Council tenants to give them all thanks for all of their input over the years.
To carry on with the thank yous it should not go without passing to note that our City Maintenance Services team returned a surplus on the account in the year 2013/14 of £226,271 which was returned to the Housing Revenue Account.
The sub-committee is always keeping a mindful eye on the day to day working performance of the services given to our tenants; I will just take the opportunity to highlight the past year's tenants' 99% satisfaction rate regarding completed repairs.
An area of work we will be keeping a watchful eye on is the collection of rent, arrears which amounted to £925,453 (3.36%) in 2013/14 compared to £835,395(3.10%) in 2012/13. An additional item which is also to be perused is the continuingly high level of day to day repairs which is a cause for concern, as with the planned
14 maintenance programme and the decent homes standard which should also be reducing . In closing I would also like to give thanks for the time given freely by those who represent the tenants at the Housing Scrutiny Sub-Committee and a special thanks to Colin Herbert who has taken over the reins as Chair of the Lincoln Tenants Panel this year.
In summing up the Performance Scrutiny Report can I say in the best traditions of leaving the best to last a big thanks to all the help given to myself and the committee from Democratic Services for the late night service they provide us with to complete our meetings, Policy Officers particularly Pat Jukes who ably held the fort whilst Simon Walters was away and those in Finance who provide us a explanation to our many questions re the number crunching parts of the committee's paperwork or I Pad pages that is now the fashion
Councillor Gary Hewson Chair of Performance Scrutiny Committee
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16 Item No. 6a COUNCIL 25 NOVEMBER 2014
SUBJECT: EXTRACT FROM COMMITTEE – EXECUTIVE – 24 NOVEMBER 2014 – STRATEGIC PLAN 2012 – 2017 – A NEW DELIVERY PLAN 2014 - 2017
DIRECTORATE : DIRECTOR OF RESOURCE S
REPORT AUTHOR : STEVE SWAIN – PRINCIPAL DEMOCRATIC OFFICER
1. Matter for Council
1.1 To approve the Strategic Plan Delivery Plan for 2014 - 2017.
List of Appendices: Executive report – 24 November 2014
NB. The Executive minute will be tabled at the meeting.
Lead Officer: Steve Swain – Principal Demo cratic Officer Telephone – 873439
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18
EXECUTIVE 24 NOVEMBER 2014
SUBJECT: STRATEGIC PLAN 2012- 2017 - A NEW DELIVERY PLAN 2014/17
REPORT BY: CHIEF EXECUTIVE AND TOWN CLERK
LEAD OFFICER: SIMON WALTERS, ASST. D IRECTOR - CORPORATE REVIEW AND DEVELOPMENT
1. Purpose of Re port
1.1 To present to Members for comment the new delivery plan covering the final three years of the existing Strategic Plan 2012-17, which was approved in March 2012.
2. Executive Summary
2.1 This report presents for comment, prior to approval by Full Council, the new strategic plan delivery plan for the remaining period through to March 2017. This plan reflects the changing context both nationally and locally within which the council operates and in particular the challenging financial environment that persists in local government. Whilst the Council is not changing the current five broad strategic priorities (as agreed in March 2012 and reflected in the Strategic Plan 2012-2017), with the ever tightening financial landscape, the focus of the Council’s efforts over the next three years of the strategy will concentrate more specifically on four strands to maximise impact. These are:
• Grow the local economy - to work to bring employment to the city and help people, particularly in deprived areas, gain employment in a very competitive labour market and hence help lift them out of a cycle of poverty and its associated negative impacts on health and well being.
• Protect the poorest people in Lincoln - from the hardship effects of the current recession
• Increase the supply of affordable housing - to meet increasing demand for housing across a range of tenure
• Towards Financial Sustainability - to ensure the longer term financial viability of the Council.
2.2 Member’s attention is particularly drawn to the range of projects to be progressed within the plan itself over the next three years and the proposed allocation of funding between the various projects. The overall level of funding required has already been reflected within the Medium Term Financial Strategy, but this report
19 further confirms how that broad allocation will be distributed.
2.3 Whilst this plan does provide a 3 year forward programme of activity, in such a dynamic operating environment it also highlights the most immediate projects for delivery. Hence the plan will receive a “light touch” review each year to highlight annually the most important projects for delivery from the three year programme that year.
3. Background
3.1 The Strategic Plan sits alongside the Medium Term Financial Strategy as one of the key strategy documents produced by the authority. Publication promotes a clear view of the authority’s strategic focus and in particular its key priorities. It is therefore an essential part of the City Council’s overall governance framework. The current Strategic Plan 2012-17 was approved in March 2012 with an anticipated lifespan of 5 years and so will remain in place until March 2017. The current vision, strategic priorities and core values articulated in the plan will therefore remain in place as the council moves into the second phase of delivery.
3.2 In support of this overall strategy, the council also published alongside it a two year delivery plan for the period April 2012 to March 2014. By adopting a two year focus initially, it has allowed the council to remain flexible to the very volatile operating conditions it has found itself operating in. This delivery plan has now come to an end and so a replacement has been developed to outline the focus for activity over the remaining three years of the strategic plan.
4. Key Developments
4.1 Since the production the current Strategic Plan, the landscape within which the City Council operates at a national, regional and local level has changed considerably. Councils across the country are facing a complex set of pressures - cuts in funding, rising demand for services from customers who rely on the safety net provided by local government in times of recession, and the challenge of driving economic growth in the local area.
4.2 Whilst this operating environment has indeed been very challenging over recent years, Executive will note that the current Strategic Priorities were derived from extensive research into the long term issues affecting the city. As such they tackle difficult, entrenched topics that take many years to resolve and so as priorities at the highest strategic level they remain robust and valid for the remainder of the plan period. These are:
• Reduce poverty and disadvantage • Reduce Lincoln’s carbon footprint • Improve the council’s housing landlord function • Develop a fit for purpose council • Seek to increase the supply of affordable housing
4.3 Whilst the Council is not changing the above five broad strategic priorities, with the ever tightening financial landscape, the focus of the Council’s efforts over the next
20 three years of the strategy will concentrate more specifically on four strands to maximise impact. These are:
• Grow the local economy - to work to bring employment to the city and help people, particularly in deprived areas, gain employment in a very competitive labour market and hence help lift them out of a cycle of poverty and its associated negative impacts on health and well being
• Protect the poorest people in Lincoln - from the hardship effects of the current recession
• Increase the supply of affordable housing - to meet increasing demand
• Towards Financial Sustainability - to ensure the longer term financial viability of the Council.
The various elements of these strands still achieve significant progress against the overall strategic priorities through to 2017
4.4 In terms of the format of the new delivery plan, this has changed in some respects from the previous version. As the original delivery plan was published at the same time as the Strategic Plan itself, it was a very focussed document only recording the details of the schemes for delivery. The entire context section was included within the strategic plan itself.
4.5 This version of the delivery plan is published as a stand alone document. It therefore takes on a slightly wider format and includes:
• A brief summary of changes impacting on the city over the last two years
• A summary of the changing operating environment for local government, and the City Council in particular
• A résumé of what the first delivery plan achieved
• A forward look at commitments over the next three years
It is therefore positioned as a document that sits between the full strategic plan at one end of a continuum, but at the other end it does not go into the full detail of outcomes achieved - this typically being found in the Council’s annual report published in the autumn each year.
The plan itself is attached as Appendix A .
5. Significant Policy Impacts
5.1 Strategic Priorities
The delivery plan continues to underpin the existing five strategic priorities but
21 focuses effort and resources through four underpinning themes.
5.2 Equality and Diversity
An overarching Impact assessment has not been undertaken on the delivery plan. Each project within the delivery plan will receive an individual equality assessment as part of the Lincoln Project Management Model once it is progressed.
6. Organisational Impacts
6.1 Finance
The 2014/17 delivery plan details the range of projects to be delivered in the remaining three years of the existing Strategic Plan. Each project details the associated cost and the overall total cost associated with this delivery plan has been built into the Council’s Medium Term Financial Strategy.
6.2 Whilst the majority of the projects in the delivery plan already have specific budget allocations approved, either through the Medium Term Financial Strategy or through subsequent Executive approvals, there are three specific projects which now require budget approval.
6.3 Included within the Medium Term Financial 2014-19 Strategy is a revenue reserve of £312,760 to be utilised towards the resourcing of the delivery plan. The resource within this reserve having been identified from the setting aside of an element of the Council’s New Homes Bonus grant allocation. Allocation of these resources, by the Executive, to a number of projects within the delivery plan has already been subject to previous approvals (totalling £116,000), specific approval is however required for the following two projects contained within the delivery plan:
• Life Skills Training - £10,000 • Debt Advice Support - £5,000
Total allocations from the £312,760 will therefore total £131,000, leaving a balance of £181,760 to be held in the earmarked reserve.
6.4 The third project which requires budget approval is the incentivised Year 7 savings account for children. A budget allocation of £20,000 is required for this project and will be funded from the DRF earmarked reserve.
6.5 Legal Implications
There is no legal requirement to produce a Strategic Plan but within the Council’s Constitution and Performance Management Framework, the Plan and its supporting delivery plan are documents designated ultimately for Full Council approval.
Whilst this overarching delivery plan is scheduled to be approved by Full Council on the 25 th November 2014, the more involved specific projects will be further
22 reported to Executive as they progress, in order that Members can give these full consideration and approval.
7. Risk Implications
7.1 The actual delivery projects within the plan reflect organisational capacity – both financial and staff resources, and thereby ensure commitments are deliverable.
8. Recommendation
8.1 Members are recommended to:
i) Note the format and contents of the Delivery Plan 2014-2017 and suggest any amendments as appropriate
ii) Refer the Delivery Plan to Full Council for adoption
iii) Approve the allocation of £15,000 from the strategic plan earmarked reserve and £20,000 from the DRF earmarked reserve as set out in paragraphs 6.3 and 6.4 above.
Key Decision No
Key Decision Reference No.
Do the Exempt No Information Categories Apply
Call in and Urgency: Is the No decision one to which Rule 15 of the Scrutiny Procedure Rules apply?
Does the report contain Yes Appendices? If so, how many? 2
List of Background none Papers :
Lead Officer: Simon Walters Asst. Director - Corporate Review and Development Telephone 873866
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24 Appendix A
City of Lincoln Council
Strategic Plan 2012 - 2017
Delivery Plan 2014 - 2017
Version 4 post CMT Oct 14
1 25
Contents
1 Foreword
2 A changing city
3 The journey since April 2012
4 Our strategic approach in a ‘snap shot’ (diagram to be inserted)
5 Our priorities for action:
Grow the local economy
Protect the poorest people in Lincoln
Increase the supply of affordable housing
Towards Financial Sustainability
6 Way Forward
2 26 1. Foreword
We have great pride in presenting the City Council’s revised and updated Delivery Plan, which should be read alongside the council’s existing overarching Strategic Plan 2012-17. This is the second delivery plan produced during the period of the current Strategic Plan and covers the remainder of the period from April 2014 to March 2017.
At the time of publishing its predecessor in April 2012, the authority was in the midst of a major organisational restructure, moving from 12 Heads of Service to 7 Assistant Directors and therefore re-aligning services under that new structure. It is testament to the drive and determination of both Members and officers that this was completed very quickly and that the authority has gone on to achieve so much in the two years since at both the strategic level (developing some incredibly important strategies to tackle Growth and Anti- Poverty) and at the operational level, through a range of new schemes. This track record of delivery is something we can be rightly proud of as a council and I hope that you will agree.
As we now look forward in this new delivery plan, the environment in which we operate continues to present many significant challenges. Endeavouring to grow the local economy and provide jobs for local people whilst emerging from one of the deepest national recessions for generations, trying to protect some of our more vulnerable residents in wards that are within some of the most deprived in the country, and ensuring sufficient housing is provided to meet the needs of our growing population at a time when the house building industry is only now starting to recover are just some of the issues we face. AND we need to achieve this against a backdrop of continued cuts in local government funding, which are envisaged to continue for a number of years ahead.
But we do face this challenge constructively and with imagination. Despite the financial savings still to be made by the council (and this will mean services continue to be designed differently to meet those savings targets, and yes some services may need to be withdrawn completely) there is building a huge sense of optimism within the council and amongst wider partners. The city’s economic output IS increasing again (and indeed our already diverse economy has shielded the city from the worst ravages of the recession), and investment in the city is growing rapidly not only in infrastructure projects, but also in new and exciting technologies in both traditional and emerging industries.
Whilst we are investing in the city, we also need to invest in our own organisation and build a financially robust council - one where we continue to meet the needs of our communities. Therefore despite significant budget pressures this delivery plan does provide investment in key areas. You will note we have taken the opportunity to refine our focus still further and over the remainder of the plan period we will concentrate our own activities on four hugely significant areas to:
3 27 • Grow the local economy • Protect the poorest in our society • Increase the provision of affordable housing • Build a financially sustainable future for the council
The city has so much potential and this delivery plan articulates, alongside other key strategies, how the council will play its full role. We hope you therefore find this delivery plan informative and as always, we would welcome your feedback on the contents.
Andrew Taylor Cllr Ric Me tcalfe Chief Executive Leader of City of Lincoln Council
4 28 2. A changing city
The city itself has faced a number of challenges over the last few years. Despite recent growth in the national economy, unemployment remains an issue for many, as does the rising cost of living. In spite of this, the resilience of Lincoln, as shown by the evidence base we hold on the city, is encouraging. The Strategic Plan 2012-2017 provides a detailed baseline on what life was like in the city at the time of publication in 2012, covering a wide range of statistics such as Health, Housing, Education and Income. The snapshot below seeks to build on this baseline, and gives a refreshed view in 2014 - two years on, focussing on those areas where the statistics have been updated.
A growing economy Economic projections show the value of goods and services produced in Lincoln continues to grow, and has been projected to be worth £24million more throughout 2014 than in 2012. The city faces an exciting future with planned major new infrastructure such as the East/West link road and Eastern bypass, which will make it even easier to get to and from, and around, the city. The Universities and further education establishments present in the city particularly continue to expand and bring with them a wealth of development opportunities. Industry is also investing with notable examples such a Bifrangi’s £50m investment in new forge technology in the city along with £15m from the Regional Growth Fund for a research and development centre. A healthy local economy is a vital building block that will help the council, and partners, address the other challenges the city faces. Work will continue in this area to further enhance broadband connectivity, improve and exploit rail links to major economic centres like London, and the ports of Grimsby and Immingham (which are of increasingly national significance). This will help maximise growth in industries the city is renowned for (manufacturing/engineering expertise), and in emerging areas such science and innovation.
Reducing unemployment Unemployment is also showing signs of improvement. Although still high in comparison to many areas nationally, it has fallen, from 4.5% in August 2013, to 3.1% in August 2014. This accounts for a reduction of 871 Lincoln residents relying on Jobseekers Allowance. With 2,061 residents currently claiming Jobseekers Allowance, the number of unemployment claimants in Lincoln is now as low as it was in October 2008. Good quality job creation is the quickest and most effective way to lift people out of poverty. The challenge therefore remains to ensure job creation is spread across the local economy, so that high quality, lasting job opportunities, is provided for all local people.
Increasing salaries Lincoln is also proving to be an increasingly good city in which to work, with the average annual full time salary for those working here increasing by 1% to £24,279, and the average annual part time salary increasing by 14% to £9,544 from 2011 to 2013. However, whilst the city is moving in the right direction, pay and unemployment, still perform relatively poor when compared to other areas. The city’s economy is still predominantly based on the lower wage sectors. Like many areas of the country, minimum
5 29 wage jobs, zero hour contracts, and underemployment remain a current feature, which do not help people build financial resilience in the long term. All partners need to tackle this, and by doing so, help reduce the risk of “in work” poverty. With 4,490 children in Lincoln living in low-income families, accounting for almost one quarter of all children, and 6,687 households estimated to be in fuel poverty, there remains much to do.
Reducing crime There has been a downward trend over the last few years, from 114 crimes per 1,000 residents in 2011/12, to 96 crimes per 1,000 residents in 2013/14. Crime directly affects the quality of life for residents, and typically increases during a period of acute financial strain such as a recession, so the reduction experienced is a very positive position for the city to now build upon.
Educational attainment remaining a challenge Educational attainment poses a particular challenge for the city. Lincoln continues to lag behind countywide attainment at all three key stages. Whilst significant recent improvement at Key Stage 1 has helped to close the gap, the gap between the city and the county remains a challenge. This is particularly the case in terms of English and Maths (whilst Key Stage 4 attainment in Lincoln is two percentage points above the county rate, when English and Maths is included, it drops to 11 percent points below the county rate). Evidence also suggests both Key Stage 4 attainment, and school absence rates, are worse amongst children from poorer socioeconomic households in the city. Educational attainment creates an important building block for young people to gain further education, training and employment when leaving school. Raising educational attainment for all children in the city, therefore, forms a vital part of breaking the cycle of poverty and provides a ready source of qualified labour for local business at the entry point into the labour market.
Health of the city a key concern The average length of life in the city is relatively low compared to other similar areas of England. Although there are multitudes of reasons that may cause this, we do know that we have a challenge regarding early deaths from heart disease and stroke, along with early deaths from cancer. In addition, a concern for the city is the high rate of self-harm and suicide, along with lifestyle factors such as alcohol consumption and drug misuse. Partnership working is vital to improving the health of the city, and something that must be at the forefront of service delivery as we move forward.
All of the above factors have been considered as part of this updated delivery plan.
6 30 3. Our Journey since April 2012
Since the production in April 2012 of the Council’s five year Strategic Plan (and its supporting two year delivery plan covering the period to mid 2014), the landscape within which the City Council operates at a national, regional and local level has changed considerably. Councils across the country are facing a complex set of pressures - cuts in funding, rising demand for services from customers who rely on the safety net provided by local government in times of recession, and the challenge of driving economic growth in the local area.
Throughout the last two years, meeting these challenges whilst working towards a sustainable financial position for the future has been a core focus of the City Council.
National context
Whilst there has been increased optimism in the early part of 2014 as the national economy begins to show slim signs of a sustained recovery through more consistent growth, it is unlikely to have any positive impact on local government resources for the foreseeable future. The government remains committed to continue with its deficit reduction plans and returning public finances overall to a sustainable position. This means reductions in funding from central government are set to continue until at least until 2017/18 and potentially through to the end of the decade.
Coupled with this, inflation is increasing the operating costs for councils but conversely interest rates remain stubbornly low, therefore further suppressing the investment income councils typically receive. Despite property prices beginning to rise sharply in 2014, the Bank of England appears non-committal on the timing of any potential interest rate rise in the foreseeable future.
Significant changes nationally to the way local councils are financed were introduced in 2013/14 by government which now mean income from central grants are no longer guaranteed. For instance the ‘localisation of business rates’ (a principle form of local government finance besides council tax and the Government’s Revenue Support Grant) means that the amount of money the City Council receives to finance local services is directly linked to how many new businesses are set up in the city coupled with the overall level of existing businesses that actually pay their business rates.
In addition, council tax increases have effectively been capped at 2%, as regulations introduced mean councils must have a public referendum (which in the City Council’s case would cost more than the additional income received) if they wish to increase council tax beyond this level in any single year.
Of course 2013/14 also saw the impact of the government’s welfare reform changes. Amongst the changes were:
7 31
• Abolition of council tax benefit (CTB) and introduction of localised council tax support; • Abolition of community care grants and crisis loans from the social fund (SF) and replacement with localised support; • Introduction of a ‘benefit cap’; • introduction of local housing allowance (LHA) size criteria for housing benefit (HB) in the social rented sector (the ‘bedroom tax’);
These combined changes have, and continue to have, a huge impact on many of the city’s poorer residents as we move towards Universal Credit.
Local context
Since 2008 the Council has delivered a range of savings programmes which have collectively led to a reduction in net annual expenditure from £18.0m to £12.9m, a sum of over £5m, a huge figure in comparison to the size of the Council’s overall budget. Despite this, it is clear that the council must continue to reduce its level of expenditure or identify additional income sources if it is to remain sustainable.
Revenue Support Grant from government for 2016/17 remains uncertain until the next government Sending Review due in 2015. The amount to be received by the Council for 2014/15 is £3.799m and predicted to be £2.566m for 2015/16, a reduction of 24.1% and 32.5% respectively.
Whilst government offered a 2 year grant (equivalent to a 1% increase in council tax) to each council to freeze council tax levels for 14/15 and 15/16, for the City/ Council this would have equated to a further loss in funding of £70,000 per and annum. In view of this, the council has retained a 1.8% increase in council tax /which retains income projections and results in the equivalent of only an additional 6p per week for each Band A property.
The council has also come under financial strain from a range of service pressures, as a direct result of the recession. Car park income has been lower than anticipated (even after allowing for extended periods of car park closures during 2013 for improvement works) particularly arising from a slowdown in season ticket sales. Income from Building Control and Planning applications has also been lower than budgeted for, and the increase in homelessness has seen the provision of emergency bed and breakfast accommodation once again soar, leading to a budget pressure. Such budget pressures will continue as the full extent of the Welfare Reforms impact. The most financially vulnerable people in the city already experience poverty, often with corresponding debt issues as their limited financial reserves are quickly used up trying to make ‘ends meet’.
8 32 Despite these emerging pressures, the council’s revenue budget savings target, set to achieve a sustainable financial strategy, remains at this stage at £3m per annum by 2016/17.
Progress to date
At the Strategic level
At a strategic level, the combined financial pressures on the council, as detailed above have culminated in a re-focus within the strategic plan itself. Whilst the Council is not changing the current five broad strategic priorities (as agreed in March 2012 and reflected in the Strategic Plan 2012-2017), with the ever tightening financial landscape, the focus of the Council’s efforts over the next three years of the strategy will concentrate more specifically on three strands to maximise impact. These are:
• Grow the local economy - to work to bring employment to the city and help people, particularly in deprived areas, gain employment in a very competitive labour market and hence help lift them out of a cycle of poverty and its associated negative impacts on health and well being
• Protect the poorest people in Lincoln - from the hardship effects of the current recession
• Increase the supply of affordable housing - to meet increasing demand
Extensive work has been undertaken throughout 2013/14 and the early part of 14/15 to develop the above three strands into a coherent, partnership approach. A Growth Strategy for Lincoln has was approved by Full Council on 24 th June 2014 and officially launched on 6 th August 2014. It is supported by a Growth Board and Forum to progress delivery of the supporting actions across a range of public, private and third sector partners. This strategy has a particular focus on:
• Employment led growth (to help tackle poverty in the city) through job creation, • Recognition of the city’s manufacturing and engineering expertise, and also its visitor attraction offer • Infrastructure improvements to/from and within the city to improve connectivity, • Skills and training to create work ready individuals in key sectors, • Enhanced physical environment and • Further high quality housing development.
9 33 A ‘Growth’ website bringing all the key stakeholders and work together is under construction.
Whilst some projects within the above strategy can be implemented quickly, the overall Growth strategy is a long term vision for the city. This has been supported therefore with the creation of an Anti-Poverty strategy to help alleviate the immediate affects of poverty for those residents who are financially vulnerable. The Anti-poverty strategy itself has a number of objectives designed to help people on low income ‘get through’ the daily financial struggle and make their lives that bit easier:
• Helping people maximise their income • Making the move into work easier • Helping with the cost of raising a child • Breaking the link between poor health and poverty • Making sure older people get the services they need • Improving the condition of peoples homes • Working with partners in a joined up way
Both of these strategies are reflected further in this Strategic Plan Delivery Plan, bringing out those projects where the council will take the predominant lead role.
The above three strands are underpinned by a continued focus on Towards Financial Sustainability - to ensure the longer term financial viability of the Council. This is an equally crucial area of work and has six key activities:
• Implementing fair and appropriate charging for services that generate an income.
• Driving greater value from purchasing goods and services
• Rationalising the City’s property and land to optimise its use and generate income from it where we can.
• Redesigning and modernising services to improve customer experiences, maximise efficiencies and continue to make the business fit for purpose
• Withdraw or part withdraw from some services not considered of sufficient priority or any longer affordable.
• Achieve savings by making greener choices in the way that we work.
10 34 At a delivery level
Whilst there has been a particular focus on developing a new strategic framework for the remaining three years of the current strategic plan, a range of exciting projects from the first delivery plan have taken place at the operational level too.
Mapping against the re-focussed priorities, key highlights for the period April 2012- mid 2014 include:
Grow the local economy:
• Revitalised the City Centre Masterplan, providing a vision and framework for how the city centre will develop over the coming years.
• Supported work on major infrastructure schemes such as the East/West link road, the Eastern By-pass and the rail crossing to bring them to the point of delivery commencing
• Extensive work on key car parks in the city to ensure they remain operational and meet demand for city centre parking from visitors, shoppers and commuters
• Draft car parking strategy for the city approved by Executive on 22 nd September 2014 and now subject to wider stakeholder consultation.
• Expanded the Council’s award winning apprenticeship scheme to incorporate a range of employers, now providing in excess of 90 apprentices within the city
• Further developed the concept of a one stop shop for young people (especially those not in Education, Training or Employment) to gain career advice and search for a range of career paths including additional training, skills acquisition, apprenticeships, work experience and life skills opportunities.
• As a major commissioner of goods and services in the city, we have introduced, as far as competition law allows, opportunities for local employment within the contracts we procure as a way of supporting the local labour market
• Delivered another successful Christmas market, giving a boost to the local economy and placing the city on the national and international map
• Provided financial support to Visit Lincoln partnership to attract tourists to the city and hence support those local businesses dependent upon the tourist offer in the city
11 35 • Continued to work with Lincoln BIG, recognised as a key partner with a mandate to maintain and enhance the vitality of the city centre. On 22 nd September 2014 the City Council’s Executive resolved to submit a ‘Yes’ vote (supporting the continuation of Lincoln BIG) in the ballot to those businesses who pay a levy.
• Delivered the Newport Arch Restoration Project, protecting a significant heritage asset in the Uphill tourist area of the city.
Protect the poorest people in Lincoln:
• Introduced a Local Council Tax Support scheme that mirrors the previous national Council Tax Benefit scheme. This has helped those people on lower incomes by protecting their exemption levels from Council Tax payment and so allowing them ‘the breathing space’ to adjust to other welfare reforms first.
• Worked more widely with people affected by Welfare Reforms as part of the Bee Better Off Campaign
• Expanded our Benefits Advice service into a more holistic money advice service helping people who are financially vulnerable to maximise their income and manage their household budget as effectively as possible.
• Introduced a bulk energy purchase scheme for Lincoln residents - with average combined fuel bill saving of around £190 per annum for those who signed up and switched
• Transferred our lowest paid council staff onto the Living Wage (£7.65 per hour)
• Realigned our three Neighbourhood Management Teams to focus on our most deprived areas of the city and provided core funding to provide sustainability to the service.
• Continued funding to key third sector partners including Citizen advice Bureau, Shopmobiltiy, Lincoln Credit Union and Dial a Ride
• Commenced a multi partner 4 month campaign encouraging local people to “say no to high cost borrowing” and signposting to a range of alternatives
As a council landlord:
• Worked closely with almost 900 tenants affected by the bedroom tax to explain the changes and explore the options available to them including benefit checks, money advice, help to move home and advice on boarders or lodgers
12 36 • Established an incentivised savings scheme for council tenants with the LincUp credit union to promote a culture of saving and so provide a financial buffer and alternative to high interest borrowing
• Funded for a fixed period a community development worker for a tower block (Shuttleworth House) in one of our most deprived communities
In terms of improving the free leisure offer in the city:
• Restoration work was completed at Swanholme Lakes
• The Council, with partners, attracted significant investment for Boultham Park
• Installed a new ‘White Bridge’ at Hartsholme Park to replace the old bridge and therefore open up the country park once again to a wider range of users
• Linked with the British Heart Foundation to obtain ‘Heart City’ status and promote a range of activities to promote healthy more active lifestyles
Increase the supply of affordable housing
• Worked on bringing forward plans for housing development in the north east, west and south east of the city
• Commissioned a range of studies to assist in bringing forward the new urban extension plans on Western Growth Corridor
• Local Authority Mortgage scheme - has provided almost £870,000 worth of indemnity cover (underwriting that part of a mortgage between 75% and 95%) allowing first time buyers to obtain 95% mortgages and so reduce the burden of saving for a larger deposit. 45 mortgages, covering £4.5m of lending, have been provided by Lloyds Bank (our partners) to local buyers under the scheme.
As a council landlord:
• Delivered 5 new council houses in Wellington Street.
• Commenced a second phase of council house building with a new development of a further 5 council houses on Stapleford Avenue, completed on 17 th July 2014.
• Identified a range of potential city council owned sites around the city that could be utilised for a further council house build programme
13 37 • Achievement of the Customer Service Excellence award for our Housing Landlord Service
• Maintained Decent Homes Standard for all City Council owned housing stock
Towards Financial Sustainability:
The City Council has undertaken a number of reviews since to 2008 to reduce its expenditure and operate as efficiently as possible. As the council enters the next Strategic Plan delivery phase, the options for further cost reductions to meet government funding restrictions will get ever harder and will have more impact on those services customers experience. The council will always seek to minimise this direct impact but on occasions this may prove unavoidable.
Whilst the 2013/14 Programme has been successful in delivering the target of £1m per annum savings for 2013/14 and has made considerable progress towards the increased cumulative target of £2m per annum for 2014/15, these savings have been extremely challenging to achieve. In some cases they have resulted in decisions the council would not ordinarily wish to take and the loss of some services that have been well regarded by the public, although not directly contributing to a priority of the council.
In 2015/16 the cumulative target increases to £2.5m per annum and by 2016/17 the target saving stabilises at £3m per annum and so there will be more difficult decisions to take ahead.
Over the last two years we have made progress in the following areas:
Purchasing and Commissioning :
• Negotiated cost savings from our contractor for Refuse collection and street cleansing
Redesigning services:
• Completed a range of ‘Lean Systems’ reviews to drive out waste and duplication in the way we deliver services, leaving them working as effectively and efficiently as possible. Service areas covered to date include Public Protection, Housing Services, Car Parking, Licensing, Planning and Regeneration.
• General Service reductions in areas such as Internal Audit and Civic.
14 38 Fair and appropriate charging:
Whilst the council does annually review all its fees and charges, in the last delivery plan period only one new charging regime was introduced:
• Charging for the collection of green waste (income from which reinvested in local services)
Withdrawal of services:
• Closed some services that no longer contribute to absolute key priorities of the council including, Urban Ranger service, Commons Warden, and the Sports Development Service
• Ceased ward budgets, which gave local councillors a small budget each year to support local activities in their ward
• Reduced the service standard for some services such as a move to single staffing of CCTV during quieter periods, and re-focusing Neighbourhood working to cover the only most deprived areas of the city
• Cessation of some subsidies including the city centre Uphill/Downhill link bus service
• Cutting of a range of council operational budgets resulting in service managers making daily operational decisions to ensure their budgets go further
Other investment measures:
• Piloted an electric car scheme to ascertain the possible use of this technology for the wider fleet as a way of reducing emissions and providing cheaper transport for staff carrying out their duties around the city.
• Introduced a new more transactional website allowing those people who wish to, access a wider range of self service options and thereby improve convenience for them whilst reducing the council’s transaction costs.
• Developed a New Cemetery on Long Leys road to ensure the city has sufficient burial space for the next 20 to 30 years
• Undertaken major investment in the Crematorium to ensure it meets the latest emissions, is fit for purpose and provides a suitable, respectful facility at which people can say goodbye to loved ones.
15 39 • Replaced the council’s old HR and Payroll system - now offering a multi functional system that allows staff to ‘self serve’ and thereby reduce operating costs
The above are just some of the examples of projects completed by the City Council over the last two years. Further details are available in the council’s Annual report, published in the Autumn 2014 and available at http://www.lincoln.gov.uk/your-council/information-policies-and- publications/corporate-publications/
A new annual report will be produced in late September 2015.
Our Spending Plans
Given the reduced financial envelope within which the Council is operating it is vital that we continue to deliver against the significant savings targets set. However, the Council also has to address a need to continually re-direct resources towards its strategic priorities. In line with the Strategic Plan 2012- 17 and the new 3-year delivery plan, resources totalling £300k have been made available to support this plan. These resources are not on-going and are essentially ‘one off’ contributions to schemes.
The next section looks ahead at what new activities the council will commit to undertake over the next three years to meet the re-focussed priorities. Whilst this plan does provide a 3 year forward programme of activity, in such a dynamic operating environment it also highlights the most immediate projects for delivery. Hence the plan will receive a “light touch” review each year to highlight annually the most important projects for delivery from the three year programme that year.
16 40 4. Our priorities for action
Grow the local economy
The City Council has published a long term Growth Strategy for the city covering the period 2014-2034. Whilst produced by the City Council, this is a document owned by a much wider partnership involving an extensive range of stakeholders from the public and private sector. The vision within this strategy is:
“Lincoln will evolve into a beautifully engineered world class historic city becoming internationally renowned for its enterprise, heritage and educational excellence, whilst demonstrating that being a competitive city does not equal compromising on people, 41 values and culture”
The scale of transformation planned is huge, such that the range of stakeholders required to turn this vision into reality is extensive. This will be co-ordinated and managed through a new partnership architecture involving a Growth Board and supporting wider Growth Forum.
Whilst the Council will support many, if not all, of the schemes within the Growth strategy, below are those schemes where the City Council will take a lead.
Further information on the wider Growth Strategy is available at http://www.lincoln.gov.uk/your-council/information-policies-and- publications/growth-strategy
17 Key projects to be progressed during 2014/15
Project Brief Description Additional Budget Title allocated in 2014/15 and beyond(£) Central Lincoln T ransport Hub
Develop and deliver plans for a Central Lincoln Transport Hub in the St Mary Street area of the city, Single Local Growth which will provide a modern bus station, improved car parking offer and better access to the train Fund -£11m. station. This is an exciting opportuntiy to re-define how visitors access the city and stimulate growth Remainder from a mix across the city. of public and private sector investment
42 £100,000 for feasibility works in 2014/15 from the Council’s Growth Fund We stern Growth Corridor
Development of the Western Growth Corridor (covering land between the Lincoln By Pass and Cost of necessary Tritton Road, from Skellingthorpe Road upto Beevor Street) offers huge potential for a new studies/plans to inform development to the west side of the city incorporating new housing provision (upto 2,700 properties), the development and business premises, recreation facilities and transport infrastructure. Previous concerns over flooding bring it forward for have been overcome and progress will now be focussed on bringing this to fruition and building out planning permission to the site by 2034. be funded from the Council’s Growth Fund
18 Project Brief Description Additional Budget Title allocated in 2014/15 and beyond(£) Central L incolnshire Local Plan
Through the Joint Planning Unit (a partnership between North Kesteven District Council, West Lindsey District Council and ourselves) develop, consult and agree a Central Lincolnshire Local Plan, providing the planning framework for the future development of the City. The first draft Local Plan will be subject to public consultation during 2014.
Renovation of Boultham Park
In 2013/14 the council, in partnership with Linkage Trust, was successful in receiving Heritage £2.7m lottery funding 43 Lottery Fund (HLF) and the Big Lottery Fund (BIG) funding to completely renovate Boultham Park. The will provide £2.7m funding into a local park. £200,000 Council contribution from previous land sale in the area. In addition, £46,000 capital (already allocated in the previous delivery plan as a contingency reserve)
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Other projects to be progressed over the three year delivery plan period
A significant increase in quality job creation and retention across a wide distribution of employment opportunities, supporting growth of existing companies and attracting new investment
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond(£) Unlock the city’s potential for development
Undertake a range of activity to: 44 • Develop and market an investment prospectus to attract inward investment • Review commercial land owned by the City Council and develop a range of options to maximise its use • Complete an employment land survey to identify sites that could unlock further growth • Develop a local investment team to work directly with companies to identify barriers to growth and try and provide joint solutions • Highlight national and local funding opportunities to local businesses, utilising available networks and business support operations
20 Making Lincoln the place to be for business, residents, students and visitors
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Support Regeneration Opportunities
Support regeneration opportunities across the city centre and adjacent areas including:
• St Marks retail centre • Sincil Street/Cornhill area 45 Lincoln Central Market
Prepare a business plan for significantly improving the indoor market offer as a vital component of the city centre offer.
Hartsholme Park Flood Alleviation Scheme
Hartsholme Park is an extremely important park in the city. With a huge number of residents and visitors £255,000 capital coming to the park every year it is a vital natural asset to the city. This long term project, to assess the (already allocated flood implications attached with the lake, remains within this latest version of the delivery plan. in the previous delivery plan) Yarborough Leisure Centre
Significant investment to improve the facilities and overall leisure offer at the centre £1.2m capital investment
21 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Improv ement to facilities on West Common
Utilisng Developer Contributions, we will invest in further facilities on West Common including the £179,000 (S.106 completion of a new cricket pavilion contributions)
Global Recognition of the City’s exceptional manufacturing/engineering expertise and further expansion of the sector
46 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Expand the Engineering hub in Lincoln
Seek to source and influence training course providers and tailor courses/training to meet the needs of local engineering companies thereby providing a ready source of local skilled labour
Attract new business
Undertake a sector specific inward investment programme aimed at promoting Lincoln to engineering and manufacturing companies to locate too from across the country
22 Substantial growth in the city’s visitor economy and increased global awareness
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Visit Lincoln P artnership
Using 2015 Magna Carta/Lincoln castle revealed as a springboard to boost the tourism sector within the £25,000 per local economy, the City Council will continue with its financial support for Visit Lincoln for two years. This annum for is the primary partnership for promoting the tourism offer in the city regionally, nationally and 2014/15 and internationally. 2015/16
47 Christmas Market
Further develop and deliver the internationally renowned annual Lincoln Christmas Market
Exploit our Twinning links
Build upon the important international trade, business and cultural links already in place with cities such as Tangshan, Nanchang and Neustadt, focussing particularly on the business opportunities in the city and the excellent higher education offer.
Visitor Park And Ride
The City Council retains a commitment to exploring the opportuntiy for a park and ride service into the city centre and will work with partners to assess viability as such opportunities develop.
23 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Visitor Inform ation
Procure a new contract for Visitor Information Services (Tourist Information Centre provision) with the Private Sector
Improving educational attainment to a high standard, addressing the skill gaps at all levels, resulting in work-ready individuals and satisfying local employer requirements
48 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Youth access to work
Building on the City Council’s award winning apprenticeship programme, the primary aim of this City Council led project is to prepare young people for work and the employment opportunities that will come on-line from an expanding economy in the coming months and years. This will be done by developing a £27,000 pa city centre based knowledge hub for young people. annum (allocated in the previous This project will develop, with a range of partners, opportunities for the provision of central Lincoln based delivery plan) Sustainable Knowledge Hub/s which will bring knowledge together in one place with a personal contact for young people to discuss and access the employment resources and opportunities open to them. This will be pursued further in a sector wide conference in January 2015 followed by a range of external funding bids to progress the scheme.
24 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Work with training providers and business
Increase opportunities for local people to access training and employment. Schemes to be developed include:
• Encouraging employer led training programmes focussed on those staff on low pay • Targeted training for disadvantaged groups enabling them to access the job market • Increase the number of high level apprenticeships to meet demand for technician level jobs • Work with local schools to introduce more targeted careers advice 49 • Identify bespoke courses with universities and local companies • Improve community access to education and training providers, in particular developing training programmes to support unemployed adults back into work
Home to a world class university and science and innovation park, a UK leader in knowledge creation and transfer
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Lincoln Science and Innovation park
Develop a Masterplan for the area and support the development by partners of a Technology Centre that will provide high quality, multi occupancy, mixed laboratory/office space for established growth businesses
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Low carbon Lincoln - groundbreaking approaches on energy provision
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Exploration of Combined heat and power plant for Western Growth Corridor
Work in partnership with the Carbon Trust to review the feasibility and viability of the development of a combined heat and power plant as part of the design and development of proposed new development to 50 the west of the city.
Energy Service Company
Explore a business case for establishing an Energy Service Company (ESCO) - a non-profit business providing a broad range of energy solutions including designs and implementation of energy saving projects Reducing the City’s energy consumption
Work closely with businesses that have high energy consumption and indentify how they might contribute towards new energy solutions/reduce levels required
Ho me Energy Strategy
Deliver a Home Energy Strategy for Lincoln residents reviewing its interface with any changes to the national green deal
26 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Cycle to Work scheme
The City Council has already introduced a successful cycle to work scheme over the last two years where £19,000 in a number of staff have taken advantage of the scheme reducing the number of car commuting into the 2014/15 - external city. The Council will also be providing further secure cycle storage facilities, and increased shower funding grant provision, for staff to increase capacity and reflect the take up achieved of people now commuting by plus £12,500 cycle council contribution from existing budget 51 Public and private sector working together to identify common goals to drive economic growth for Lincoln
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Lincoln to Nottingham Rail Service
Alongside relevant neighbouring local authorities, the City Council has supported a successful funding bid £10,000 per from Local Government to the Single Local Growth Fund (SLGF), with the goal of improving the line, track annum for three and signalling between Lincoln and Nottingham and thus to other key hubs such as London. Line years, 2015/16 to improvements will now take place and so will increase frequency and speed of connection with 2017/18 Nottingham and beyond, opening up the connectivity of the city still further.
27 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Support for the City Centre
Work with the Business Improvement Group (subject to the BID ballot result) to support the creation of a business plan for 2015-2020, as well as supporting the delivery of key ongoing projects
Lincoln Growth Forum
Facilitate a quarterly City Growth Board and twice yearly City Growth Forum to engage a wide range of public, private and third sector organisations in planning the economic growth and regeneration of the city 52 Infrastructure provision and improvement recognising the importance of connectivity to a primary urban centre for the region
Proje ct Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Car parking strategy
Finalise, after further stakeholder consultation, a Car Parking Strategy for the city and where resources permit, implement its recommendations Ma jor road Improvements
Work with partners to unlock redevelopment opportunities in key areas of the city, through the delivery of:
28 Proje ct Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) • East/West link road and associated works - opening up across the city traffic movements and so helping to alleviate traffic pressure on the High Street level crossing, • Eastern bypass- opening up the eastern side of the city and releasing some pressure on the existing western by pass route around the city.
Link employment hubs together
Work with local transport providers to improve direct public transport between employment hubs in the city, rather than all public service routes having to go through the city centre 53
Digital connectivity
Work with the On-Lincolnshire programme and a range of broadband providers to greatly increase access to superfast broadband within Lincoln
29 Protect the poorest people in Lincoln
The City Council has been working with a range of partners to formulate an Anti Poverty strategy for the city. The strategy was developed following an extensive piece of detailed scrutiny by the City Council’s Community Leadership Scrutiny Committee over a nine month period. The review was supported by a significant statistical evidence base of need in the city and included a study of many academic texts, interviews with key partners and case studies from families living in poverty. The outcome set from the start was to produce a strategy that made a difference in the daily lives of those local people who are financially vulnerable.
The ambition for the strategy is grounded in reality. It’s not an inspiring visionary statement that in reality is unachievable and destined to always remain aspirational. Put simply it is:
“Working with partners, to tackle the effects of poverty, and so have a positive noticeable impact on 54 people’s daily lives”
This is supported by a series of Objectives, each with a range of programmes for further action. Below are those schemes where the City Council will take a lead.
Further information on the wider Anti-Poverty Strategy is available at www.lincolnagainstpoverty.co.uk
30 Helping people maximise their income
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Livi ng Wage Campaign
To develop a campaign with leading business, voluntary and church/faith based organisations to tackle the issue of minimum wage pay and zero hour contracts (with exclusivity clauses) in the city and help lift people out of working poverty.
Further support for Council tenants 55 To assist tenants adjust to the impacts of Welfare reform, the council will explore options to support our Existing most vulnerable tenants to help them maintain their tenancies and hence maintain the council’s rental resources within income. Such support could include financial and budgeting advice. the HRA
Incentivised Child Savings Account
Working with the Children’s University and Lincolnshire Credit Union, to provide a pilot savings account £20,000 one off for all school children participating in the Children’s university in the city entering Year 7 of formal contribution education. The scheme is designed to encourage a culture of saving and will be backed up with financial (already allocated advice sessions offered by the Lincolnshire Credit Union, both in Year 7 and as the children subsequently in a previous come up to school leaving age. MTFS)
31 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Helping our Council tenants
Deliver a programme providing new and existing council tenants with an incentivised Credit Union £12,000 -£15,000 account (to establish a savings culture). pa estimated (already financed Further explore opportunities for our tenants to build up a positive credit rating history through the rent through the payments they make and hence open up cheaper forms of credit. Housing Revenue Account) 56
Allocation of private interview space for third sector partner debt/money manage service providers
Provision of free private space within community centres, neighbourhood management offices and other £5,000 (to replace council locations around the city to Lincolnshire Advice Network and other third sector partners who offer lost income free intensive money management advice and support to local residents. potential) in 2014/15 Su pport the Lincolnshire Credit Union
Provision of financial support in 2014/15, in advance of revisiting the longer term funding agreement with £10,000 in the City Council. This is also linked with a move of the Credit Union into City Hall providing greater 2014/15 synergies between the work of the Credit Union and the advice and support the City Council already (of which £5,000 offers to some our most financially vulnerable residents is from the HRA)
32 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Lead on preparations for Universal Credit
Lead a multi agency partnership piloting work on establishing a Universal Credit Local Support Services Framework to co-ordinate and join up support for individuals clients in advance of the introduction in Lincoln of Universal Credit. Schemes being considered include:
• Offering a nationally recognised training course (through Lloyds Bank) for partner organisations (including City Council) staff who provide debt and money advice - thereby developing a common standard of quality advice 57 • Partners to explore developing an out of hours telephone money advice service • Develop a timetable of existing money/benefits advice surgeries that will be distributed monthly to key partners and councillors and hence help them with signposting people to support • Increase promotion of the wide range of banking options available for those residents with poor credit history • Explore Innovative ways of signposting to debt advice
Review of Fair Debt collection policy
The existing policy was approved by the City Council some years ago and therefore pre-dates the welfare reforms. Work will therefore be undertaken to refresh the policy and incorporate the latest research undertaken as part of the Anti-Poverty work into key issues around debt
33 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Enhancing the role of Scrutiny
Building on the success of the review into poverty in Lincoln by the City Council’s Community Leadership Scrutiny Committee in 2013/14, the committee has been undertaking further more detailed topic specific scrutiny reviews into:
• High interest lending - leading to an extensive 4 month campaign “Say No to High Cost Borrowing” • Furniture recycling opportunities - leading to diverting usable furniture from landfill to various charitable restoring project within the city 58 • Cost of raising a child
Further recommended campaigns and actions will arise from third area focussing on child poverty
34 Making the move into work easier
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond (£) Life Skills Training
Work in partnership with the Abbey Access Centre to offer a joint service to unemployed people of all £10,000 in ages who are currently facing barriers to gaining employment. The scheme will help with costs such as 2014/15 equipment, clothing, travel, CRB checks and work permit cards. The funding will also be used to help people develop social skills to enable them to take up appropriate employment opportunities
59
Helping with the cost of raising a child
Project Brief Description Additional Title Budget allocated in 2014/15 (£) Enhancing the role of Scrutiny
Building on the success of the review into poverty in Lincoln by the City Council’s Community Leadership Scrutiny Committee in 2013/14, the committee will be undertaking further more detailed topic specific scrutiny review into child poverty.
Further recommended campaigns and actions will arise from these sessions in 2014/.15
35 Breaking the link between poor health and poverty
Project Brief Description Additional Budget Title allocated in 2014/15 (£) Improvements to Allotment sites to provide more sustainable living opportunities
Allotments are seen as one way to help people move out of food poverty. They offer a more £75,000 in 2014/15 (already sustainable opportunity than continued reliance on foodbanks etc. The City Council has already allocated in the previous provided £75,000 in the previous delivery plan for investment in the allotment sites around the delivery plan). city. The additional provision within this latest delivery plan will be focussed on addressing overall allotment provision in the city. This will be supported by the appointment of an Allotment plus Development Officer for two years to drive forward the strategy. Developer contributions of £72,600 60 Plus £25,000 in 2014/15 and £50,000 in 2015/16
Making sure older people get the services they need
Project Brief Description Additional Title Budget allocated in 2014/15 (£) Utilising local community Facilities
The City Council will lead a pilot project and bring representatives from West Lincolnshire Clinical Commissioning Group and the local community to explore a new way of engaging and providing signposting to older people through ‘key connectors’ (e.g. hairdressers, local shops etc)
36 Improving the condition of people’s homes and also reduce the running costs
Project Brief Description Additional Title Budget allocated in 2014/15 (£) Bulk energy scheme
Tranche One of this collective scheme was operated in February 2014 and proved successful for those residents that were “switch savvy” and signed up to change their energy provider. Tranche Two was launched in April 2014, with a particular focus on making families in low-income aware and helping them through the registration process. Those on pre-payment meters are included. This is supported by an extensive marketing campaign. Tranche 3 commenced in September 2014.
61 Shuttleworth House Heating scheme
The City Council is committed to helping those tenants in fuel poverty. Installation of energy efficiency Investment level measures at Shuttleworth House to lower costs for tenants is the first project to come forward. to be confirmed as project developed (mix of external grant and City Council Housing Investment Programme resources)
37 Project Brief Description Additional Title Budget allocated in 2014/15 (£) Noise Abatement
The City Council has piloted an out of hours noise abatement service to ascertain the level of demand for £6,000 in 2014/15 such a service. Noise nuisance can happen anywhere in the city, but seems to be more prevalent in for the pilot some of our most diverse and/or deprived communities. The pilot operated during May and June 2014 and then again in September and October 2014. Its primary focus was to tackle reported noise nuisance arising from residential properties in the evening through to the early hours of the next morning, thereby improving the living environment for those communities experiencing such anti social behaviour. The pilot operated on selected evenings. This will now lead to an evaluation of the need for, and full costings associated with, a possible permanent service. 62 Working in a joined up way
Project Brief Description Additional Title Budget allocated in 2014/15 (£) Annual Poverty Conference
Building on the success of the 2013/14 conference where over 100 delegates attended from in excess of £3,000 50 organisations, the City Council (through its community leadership role) will continue to facilitate multi- (Funded within agency working by bringing all practitioners together once per year to develop an action plan for the year existing budgets) ahead. Develop Community Hubs
Explore the feasibility of developing current Neighbourhood Management offices into multi agency community hubs
38 Increase the supply of affordable housing
As the city in particular grows, central Lincolnshire will need 18,000 new homes to accommodate the increase in people choosing to make the area their home upto 2034. This brings with it challenges and opportunities, not just in bringing forward for development new larger sites both within and on the boundaries of the city, but also in terms of accommodating additional homes on smaller sites across the city itself.
Coupled with new build, the council continues to work within the legislation to improve the standard of existing housing stock, particularly in the private rented sector. Whilst the Council’s own housing stock now predominantly meets the defined national Decent Homes Standard , there are many properties within the lower end of the private rental market that remain of extremely poor quality, consigning tenants to living in cold, damp conditions that at worst are structurally dangerous and at best can have longer term cumulative affects on health. 63 Finally, empty homes remain a constant focus for the City Council. With increased pressure on the local housing market, we cannot continue to have properties left empty for years at a time, when they could be utilised for families in housing need. Using a range of powers and innovative agreements with property owners, the City Council is undertaking more work to bring as many empty homes back into use as possible.
The key objective, drawn from the over arching Growth strategy, is:
Creation of more high-quality homes through successful integrated delivery of three sustainable urban extensions, supplementary housing schemes and improvement of existing housing provision
39
Key projects to be progressed during 2014/15
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond(£) Increase the City Council’s own house building programme
The City Council will escalate its current council house building programme. Whilst 10 properties have £15,000,000 from been successfully completed, and a further 20 bungalows planned, there is an opportunity to significantly the Housing increase the level of build within the Council’s Housing Investment Programme - be it directly, procured or Investment with partners. A total of £15m has been allocated to build upto 150 housing units of a range of property Programme 64 types over the coming six years across sites in the city.
To assist, the Council will appoint a “New Build Team Leader” to ensure momentum is maintained.
Review the extent and quality of provision for “Houses in Multiple Occupation” in the city
The City Council will review how the HMO rented sector operates in the city, and with the help of scrutiny To be reviewed committee, identify and explore any need for further regulation of the sector and which route/s would offer by Executive, the most appropriate solution. Full time officer has been re-allocated to lead this work. dependent upon options developed by Scrutiny.
40 Other projects to be progressed over the three year delivery plan period
Project Brief Description Additional Budget Title allocated in 2014/15 and beyond (£) Majo r housing development opportunities
Work with our neighbouring councils to bring forward further developments in the north east of the city (1,400 homes) and the south east of the city (2,800 homes)
Spreading growth across the city.
Develop up to 8,000 new private residential homes in the Lincoln area by 2034 ensuring there is a 65 sufficient mix to accommodate likely future demand. As part of this process the City Council will review its own housing land and identify potential future usage Empty Homes Strategy
Utilising a range of powers, the council will dedicate staff time (a shared officer with North Kesteven £20,000 per annum District Council) identifying and liaising with property owners to bring even more properties back into (already allocated within use the Medium Term Financial Strategy) Local Authority Mortgage Scheme
The City Council will continue the Local Authority Mortgage scheme, first introduced in the previous £1m in 2014/15 (already delivery plan. A further £1m (already allocated under the previous plan) will now be released to allocated within the indemnify the bank for lending to new first time buyer mortgages (the Council underwrites that part of Medium Term Financial the mortgage between 75% and 95% reducing the need for first time buyers to save a huge deposit) . Strategy) The council is currently sourcing a new High Street Lender to partner the scheme as the previous partner has withdrawn from this particular model nationally.
41 Towards Financial Sustainability
The current Medium Term Financial Strategy 2014-19 was developed amidst fundamental changes to Local Government funding mechanisms and continued unprecedented reductions in public expenditure levels. As a result of which, the Council continues to face pressure to deliver a significant level of savings.
In response to this, and building on the success of it’s previous review programmes, the council has developed it’s new Towards Financial Sustainability Programme, concentrating on the following key strands;
• Procurement and commissioning : We will continue to look at how we can save money on the contracts we have with external contractors.
66 • Redesign and modernisation : We will constantly reviewing the way services are delivered to make them more efficient and responsive to customer needs
• Fair charging : As well as statutory charging, the council also reviews its charging arrangements for services we are not legally obliged to provide, such as the garden waste collection service. We are looking at all income areas to ensure appropriate charges are made where possible. It is important that any costs and charges involved remain fair and competitive for the people we serve.
• Asset rationalising : We are looking at our assets to consider if we are making the best use of them. Would we better off selling them, retaining them and using them for other projects or investing in them to encourage more use?
• Sustainability : Focussing on sustainability and the savings that can be gained by making greener choices in the way we work.
• Withdrawal of services : This will include looking at services which we have discretion in the way they are delivered and seeing if there is away they can be done differently.
42
All these themes are closely integrated and the overall programme (which remains fluid to respond to emerging pressures) is reproduced below.
Key projects to be progressed during 2014/15
Project Brief Description Additional Title Budget allocated in 2014/15 and beyond(£) Entrepreneurial Council
Undertake a review of the potential for entrepreneurial activity - focussing on moving customers (who £100,000 2014/15 67 can) over to more inexpensive forms of communication with, and payments to, the council and developing a range of other programmes aimed to develop a more commercial focus and hence provide even more efficient services with more sustainable sources of income.
In terms of facilitating more digital access:
To provide an extended ‘on line’ alternative for service delivery, available 24 hours per day for those customers who are able and choose to interact with the council this way. It does not remove the existing ways for residents and customers to engage with the council, and it will benefit:
- the council (through cheaper contact methods), - customers who continue to use traditional channels as they will be more readily available when a proportion of demand is diverted away, and - those customers who prefer on line service as it will provide an ability to log service requests at any time, from any location with internet access.
43 Project Brief Description Additional Title Budget allocated in 2014/15 and beyond(£) In particular the programme seeks to:
• Shift customer interactions to electronic and non-assisted where possible • Improve the quality and amount of information available electronically • Embrace new technologies and use social media effectively • Focus on customer needs and instil a ‘website first’ culture across the organisation Deliver an excellent and consistent customer service through multiple channels, with customers opting for the most cost effective method that meets their needs
68 Organisational D evelopment and Workforce Development
The local government environment is changing so rapidly there is a need to invest in developing both the £33,000 (existing skills of our workforce and the overall culture of the organisation to cope with and embrace such change budget) and so deliver our strategic priorities in new and innovative ways. The Council will therefore build a programme of development over the first year of this plan
44 Other projects to be progressed over the three year delivery plan period
Project Brief Description Additional Title Budget allocated in 2014/15 (£) Service Reviews
Further fundamental review of the way services are operated will be undertaken, focussing on those areas of the council that have as yet not experienced such a review. These include:
• ICT provision • Regulatory services including Private Sector Housing, Environmental Health and Food Safety 69 • Financial Services • Property Services • Community Services • Sports and Leisure • Business Development • CCTV/Lincare
Other reviews will follow as the later years programme is developed
Exploiting Marketing Opportunities
The Council is working in a range of service areas to become more entrepreneurial and thereby provide Upto £50,000 for a range of income streams for re-investment in local services. the council’s ‘Invest to Save’ fund to research and implement
45 Project Brief Description Additional Title Budget allocated in 2014/15 (£) opportunities and thereafter payback the above investment Capital Investment in Operational Buildings
Investment in the council’s primary property assets to make sure they continue to meet not only £200,000 pa legislative but also operational requirements. Also seek to rationalise where appropriate those properties capital budget that no longer meet a requirement of the council plus £737,000 additional one off 70 allocation - already included within the MTFS Reducing the Council’s carbon footprint
Undertaking a range of schemes to reduce usage of natural assets and hence reduce operating costs Upto £100,000 where possible. Such projects include reducing use of water, lower energy consumption and assessing from 2014/15 opportunities for wider schemes to generate income from technologies such as solar panels onwards on basis investment will yield at least the same amount in reduced operating costs
46 Project Brief Description Additional Title Budget allocated in 2014/15 (£) Ext end use of electric vehicles
Within the 2012/14 delivery plan electric vehicles were introduced for the car parking service as a way of No additional assessing the suitability and cost savings available from use of this technology. It is clear there is a funding -seek business case for utilising electric vehicles. This project will therefore build on this early learning and through existing explore wider use within the fleet of either electric cars or other emerging technologies. and new lease arrangements
71
47
5. Our strategic approach in a ‘snap shot’
*******Insert the FAST chart here ***********
48 72
6. The Way Forward
We will monitor delivery of all the projects detailed within this delivery plan and report progress on a six monthly basis to both our Executive Committee and Performance Scrutiny Committee. These updates reports will be publicly available on our website.
In addition, the council will produce an Annual Report, which will provide a resume in the Autumn each year of overall progress. This report will be specifically designed for residents and stakeholders and form another way to hold us to account for the commitments we have made here.
As this delivery plan has demonstrated, we all live and operate in a dynamically changing world. Whilst this plan is designed to stay in place through to March 2017 when a complete fundamental review of our strategic plan will take place, three years is a long time and so we will review the overall direction of the plan each year.
49 73
Back Page
Our Vision:
“A city with a strong sense of history committed to sustainable growth and social justice”
Read the 2014-17 Strategic Plan and other related documents at www.Lincoln.gov.uk/publications
To obtain a copy of this document in large print or in another language, please call us on 01522 873829
50 74 Our strategic approach in a snapshot
- Increase the quality of job creation and retention - Making Lincoln the place to be for business, residents, students and visitors - Global recognition of the city’s manufacturing/engineering expertise - Substantial growth in the city’s visitor economy Growing the local economy - Improving educational attainment and closing the skills gap - Home a world class university and science and innovation park - Ground breaking approaches to energy provision - Partnership working to drive economic growth - Infrastructure provision and improvement
- Helping people maximise their income - Making the move into work easier A city with a - Helping with the cost of raising a child 75 strong sense of Protecting the poorest people in Lincoln - Breaking the link between poor health and poverty history committed - Making sure older people get the services they need to sustainable - Improve the condition of peoples homes growth and social - Working in a joined up way justice
Increase the supply of affordable housing - More high quality homes
- Procurement and commissioning - Redesign and modernisation - Fair charging 'HYHORSD¿WIRUSXUSRVHFRXQFLO - Withdrawal of services - Asset rationalisation - Sustainability
Vision Priority Objectives This page is intentionally blank.
76 Item No. 6b COUNCIL 25 NOVEMBER 2014
SUBJECT: EXTRACT FROM COMMITTEE – AUDIT COMMITTEE- 28 OCTOBER 2014- CODE OF CORPORATE GOVERNANCE
DIRECTORATE : DIRECTOR OF RESOURCE S
REPORT AUTHOR : STEVE SWAIN – PRINCIPAL DEMOCRATIC OFFICER
1. Matter for Council
1.1 To approve the City of Lincoln Council’s Code of Corporate Governance.
It should be noted that any links shown in the document appended to the Audit Committee report will become live when the document is published online.
List of Appendices: Audit Committee report and minute – 28 October 2014
Lead Officer: Steve Swain – Principal Democratic Officer Telephone – 873439
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78 EXTRACT FROM COMMITTEE
Audit Committee 28 October 2014
32. Revised Code of Corporate Governance
Simon Walters, Assistant Director, Corporate Review and Development:
a. presented a report to review and invite comments from Audit Committee on the proposed revisions to the Code of Corporate Governance for the City Council as detailed at Appendix A, prior to approval by Council
b. highlighted that the Council must ensure that its business was conducted in accordance with the law and proper standards, and that public money was safeguarded, and used economically, efficiently and effectively; the Council was required therefore to provide a statement detailing how the operation of the organisation was governed
c. advised that the Code attached to this report was consistent with the CIPFA/SOLACE Framework “Delivering Good Governance in Local Government”, and once approved a copy would be published on our website
d. stated that Members would already note that an annual review of the effectiveness of the council’s governance arrangements had been in place for a number of years (the Annual Governance Statement) and it was during this process for 2014 that a need to review of the overall Code became apparent
e. confirmed that by reviewing the Code of Corporate Governance and incorporating into the Annual Governance Statement (AGS) document the key elements of the council’s governance arrangements, it would enable the AGS to become shorter and far more focused on reporting how successfully the Code had been complied with during the year under review
f. provided background information on the content and purpose of the Code of Corporate Governance at paragraph 4 of his report
g. referred to the ‘At a Glance’ summary of the key elements of the code which provided a quick reference guide, in addition to a comprehensive explanation of the council’s framework and core principles also included within the revised Code of Corporate Governance
h. requested member’s consideration of the content of the report.
RESOLVED that the revised Code of Corporate Governance be agreed and referred to Council for approval.
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80 AUDIT COMMITTEE 28 OCTOBER 201 4
SUBJECT: REVISED CODE OF CORPORATE GOVERNANCE
REPORT BY: CHIEF EXECUTIVE AND TOWN CLERK
LEAD OFFICER: SIMON WALTERS, ASSISTANT DIRECTOR CORPORATE REVIEW AND DEVELOPMENT
1. Purpose of Report
1.1 To review and comment on the proposed revisions to the Code of Corporate Governance for the City Council, prior to approval by Executive .
2. Executive Summary
2.1 The Council must ensure that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded, and used economically, efficiently and effectively . The Council is required therefore to provide a statement detailing how the operation of the organisation is governed.
2.2 The Code attached to this report is consistent with the CIPFA/SOLACE Framework “Delivering Good Governance in Local Government”, and once approved a copy will be published on our website .
2.3 Members will already note that an annual review of the effectiveness of the council’s governance arrangements has been in place for a number of years (the Annual Governance Statement) and it is during this process for 2014 that a need to review of the overall Code became apparent.
3. Background
31 In accordance with regulation 4(3) of the Accounts and Audit (England) Regulations 2011, the Council has to review its system of Internal Control, and then prepare and publish an Annual Governance Statement (AGS). The Chief Executive and Leader of the Council must sign the AGS document.
3.2. As part of the process for preparing the 2014 AGS, it became increasingly apparent that the Council’s existing Code of Corporate Governance was outdated and lacked a significant amount of detail. This was therefore resulting in an overlong AGS statement itself as this had inadvertently become the vehicle used to explain the framework the council had adopted in more detail. By reviewing the Code and incorporating into that document the key elements of the council’s governance arrangements, it will enable the AGS to become shorter and far more focused on reporting HOW successfully the Code has been complied with during the year under review.
81 4. The Code of Corporate Governance
4.1 Governance is about how the council ensures that it is doing the right things, in the right way, for the right people, in a timely, inclusive, open, honest and accountable manner. The Council has a legal duty under the Local Government Act 1999 to secure continuous improvement in the way our functions are exercised, having regard to economy, efficiency and effectiveness.
4.2 This Code of Corporate Governance comprises the systems and processes, culture and values by which the authority transparently controls its activities. It enables the Council to monitor the achievement of stated strategic objectives and to consider whether those objectives have led to the delivery of appropriate services and value for money
4.3 The Code, attached in Appendix A , is based on a set of six Core Principles:
• Maintaining a focus on the purpose of the City Council and on outcomes for the community. Creating and implementing a vision for the city.
• Members and officers working together to achieve a common purpose with clearly defined functions and roles
• Promoting values for the City Council and demonstrating the values of good governance through upholding high standards of conduct and behaviour
• Taking informed and transparent decisions which are subject to effective scrutiny and managing risk
• Developing the capacity and capability of Members and officers to be effective
• Engaging with local people and other stakeholders to ensure robust public accountability
4.4 The code also includes a summary of the key elements supporting each Core Principle, which provides a quick reference guide. It is envisaged that this will prove more accessible for the public when it’s communicated more widely.
5. Organisational Impacts
5.1 Finance
No Financial implications
5.2 Legal Implications
The code is consistent with the CIPFA/SOLACE Framework “Delivering Good Governance in Local Government”
This revised Code will form the basis for production of an Annual Governance Statement, which itself must comply with regulation 4(3) of the Accounts and Audit (England) Regulations 2011.
82 6. Recommendation
6.1 That Audit Committee review and offer any comments on the revised Code prior to approval by Executive.
Key Decision No
Do the Exempt No Information Categories Apply?
Call in and Urgency: Is the No decision one to which Rule 15 of the Scrutiny Procedure Rules apply?
How many appendices 1 does the report contain?
List of Background No background papers Papers :
Lead Officer: Simon Walters, Asst. Director – Corporate Review and Development Telephone 873866
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84
City of Lincoln Council
Code of Corporate Governance
Version 2 03.10.14
85 Introduction
The City Council must ensure that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded, and used economically, efficiently and effectively. We also have a duty under the Local Government Act 1999 to secure continuous improvement in the way our functions are exercised, having regard to economy, efficiency and effectiveness.
In discharging this overall responsibility, we must put in place proper governance arrangements for our affairs.
This document is our code of corporate governance. It is consistent with the CIPFA/SOLACE Framework Delivering Good Governance in Local Government. A copy of our Code is on our website at www.lincoln.gov.uk//download/51157
The purpose of this Code
Governance is about how we ensure that we are doing the right things, in the right way, for the right people, in a timely, inclusive, open, honest and accountable manner.
This Code of Corporate Governance comprises the systems and processes, culture and values by which the authority transparently controls its activities. It enables us to monitor the achievement of our strategic objectives and to consider whether those objectives have led to the delivery of appropriate services and value for money.
The code is based on a set of six Core Principles:
• Maintaining a focus on the purpose of the City Council and on outcomes for the community. Creating and implementing a vision for the city.
• Members and officers working together to achieve a common purpose with clearly defined functions and roles
• Promoting values for the City Council and demonstrating the values of good governance through upholding high standards of conduct and behaviour
• Taking informed and transparent decisions which are subject to effective scrutiny and managing risk
• Developing the capacity and capability of Members and officers to be effective
• Engaging with local people and other stakeholders to ensure robust public accountability
‘At a Glance’
86
Whilst the following sections provide a more comprehensive explanation of the council’s framework, immediately below is a summary of the key elements which provide a quick reference guide. It is envisaged that this will prove more accessible for the public when it’s communicated more widely.
Maintaining a focus on the purpose of the City Council and on outcomes for the community. Creating and implementing a vision for the city.
• Lincoln Drivers Report provides a statistical analysis of the key issues facing the City • Vision and strategic objectives articulated in the Council’s 5 year Strategic Plan, supported by an operational delivery plan • A five year Medium Term Financial Strategy is in place • Lincoln Citizens Panel used to test priorities with local residents • An Annual Report communicates the council’s progress against its strategic priorities and its financial performance. This is supported by publication of comprehensive Annual Accounts • A Local Performance Management Framework is in place to continually monitor service performance • Detailed Performance and Financial reports are quarterly reported to Executive and Performance Scrutiny Committee • The Council has an adopted Value for Money Statement
Members and officers working together to achieve a common purpose with clearly defined functions and roles
• A formal adopted Constitution that defines the council’s policy and decision making process. This is kept under continual review. • Clear terms of reference and delegations for Executive Members. • A clear split between the Executive and Scrutiny functions • A published rolling Forward Programme of key decisions to be made • A scheme of delegation for senior staff with statutory roles included. • Regular liaison meetings between CX and Leadership, between Portfolio holders and senior officers, and between scrutiny chairs and their nominated lead officers. • Joint consultative committee in place, consisting of union representatives, Members and senior officers
Promoting values for the City Council and demonstrating the values of good governance through upholding high standards of conduct and behaviour
• A set of organisational core values has been agreed • A range of codes of conduct and protocols are in place detailing the behaviour expected of Members and officers.
87 • The Ethics and Engagement Committee deals with complaints about Member conduct • Anti Fraud and corruption policy in place • Registers in place to record gifts and hospitality received as well as interests, foreign travel and secondary employment • Procedures for conflicts of interest have been established • Investigation and disciplinary processes are documented and action taken where officer conduct falls below acceptable standards • Clear terms of reference in place for the council’s Internal Audit service. • Audit Committee retains an overview of the council’s governance arrangements, with the committee itself reviewed annually for effectiveness.
Taking informed and transparent decisions which are subject to effective scrutiny and managing risk
• Scheme of delegated and reserved powers set out within the Constitution • Structure for senior decision making based around the strategic priorities of the council • Committee reports have to follow a specific template format to ensure decisions required are properly supported with relevant information • Equality Impact Assessments are undertaken for all new/ changes to policy and to changes to service standards • A clear Risk Management Strategy is in place supplemented by risks registers at the strategy, operational and project specific levels
Developing the capacity and capability of Members and officers to be effective
• Robust recruitment and selection process in place for staff, supported by a formal induction process • Appraisal system to regularly review officer performance and assist in identifying development opportunities. • Corporate (staff) Training and Workforce Development Plan • Mandatory training is in place for Members
Engaging with local people and other stakeholders to ensure robust public accountability
• Consultation and engagement strategy adopted by the council • Wide variety of channels employed to engage with residents and stakeholders including establishment of a Citizen Panel • ‘Your Lincoln’ magazine circulated to all households in the city three times per year • Extensive presence on social media and strong relationship with local media channels • Signatory to a county wide protocol for engaging with the Third Sector
88 Core Principle1:
Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area
This section covers how we:
• Exercise strategic leadership by developing and clearly communicating the authority’s purpose and vision and its intended outcome for residents and service users
• Ensure that users receive a high quality of service whether directly, or in partnership, or by commissioning others to provide a service
• Ensure we make best use of resources and that tax payers and service users receive excellent value for money
We achieve these requirements in the following way:
Our Strategic Approach
• The vision and strategic priorities of the council are articulated in our Strategic Plan. This can be found at:
www.lincoln.gov.uk/your-council/news-and-media/publications ).
Each Plan remains in place for 5 years and then is comprehensively reviewed by Members following public consultation.
• The Strategic Plan is supported by a delivery plan which operationalises the commitments within the Strategic Plan and is further translated into service plans, team plans and personal actions for staff.
• Underpinning these priorities, the council uses a significant level of statistical analysis (majority of which is also included in the Lincoln Drivers report - copy here XXX) highlighting local issues.
• Priorities are tested further through public consultation with both the Lincoln Citizen Panel (an established representative group of upto 600 local residents) and residents more generally, supplemented by engagement with businesses and third sector organisations. ‘All Member’ workshops seek to include those issues of concern to elected Members.
• The council communicates its progress towards achieving commitments within the Strategic Plan through an Annual Report, which details the council’s activities and achievements, its financial position and performance.
89 This is produced in the autumn each year. This latest version can be viewed here: http://www.lincoln.gov.uk/your-council/news-and-media/publications
How the council monitors performance in achieving its objectives
• Regular management team meetings, including Departmental Management Teams, Corporate Management Team (CMT) and Assistant Director Group meetings maintain an organisational focus on the performance of services.
• Budgets are controlled and monitored by Assistant Directors and service managers in each service area, supported by regular liaison sessions with accountants.
• The ‘Towards Financial Sustainability Board’ and other working groups, e.g. the Equality and Diversity Group, Strategic Plan Implementation Team (SPIT) and SFIT (HRA Self-Financing Implementation Team) maintain a cross directorate focus on cross cutting projects within the Strategic Plan.
• Part of the evaluation process for new projects involves a comprehensive impact analysis process, part of which assesses their environmental impact.
• The council has complied with all aspects of the now established National Single Data Set, and has gone further to develop a Local Performance Management Framework (IMPS). Council officers and Members have access to the system to allow them to input data and examine current performance across services.
• Detailed quarterly performance and finance reports are considered at the same time by Executive, Performance Scrutiny Committee and with Portfolio Holders to provide an overview of the value for money offered by services. Reports are also considered quarterly by the Corporate Management Team, DMT’s and individual performance is discussed via the appraisal system for employees. The appraisal process continues to be monitored to ensure that it is applied consistently.
• The council has in place a VFM statement (copy here XXX) and is a key element of the budget setting process
• Performance against the existing Strategic Plan delivery plan is reported six monthly to the Executive and Performance Scrutiny Committee.
• All performance reports to Committee are made available to the public on the council’s website or in hard copy form upon request.
• Services experiencing below expected levels performance are addressed quickly through specific targeted interventions. The council’s annual scrutiny report provides examples. The latest copy is available here xxxxxx
90 How the council monitors its financial position
• The council's financial management arrangements conform with the governance requirements of the CIPFA Statement on the Role of the Chief Financial Officer in Local Government (2010)
• The financial management system includes;
• A five year Medium Term Financial Strategy (copy here xxx), which is reviewed and updated annually, to support the delivery of the council’s Strategic Priorities. This is available to the public.
• An annual budget cycle incorporating council approval for revenue and capital budgets, as well as treasury management strategies
• Financial and Contract Procedure Rules that are reviewed at intervals of not more than 3 years.
• Process and procedure guidance manuals (including Budget Holder Manual).
• Annual Accounts supporting stewardship responsibilities, which are subjected to external audit and which follow Code of Practice on Local Authority Accounting in the UK in line with International Financial Reporting Standards.
• Regular budget monitoring by budget holders through monthly financial monitoring meetings and reports
• Quarterly reporting of the council’s financial position to Corporate Management Team and Members, stating financial and performance information
• Management of risk in key financial areas, by specific quarterly monitoring
• The council effectively procures goods and services through the Procurement Lincolnshire partnership, and adopts their rules more generally on procurement
Our other governance arrangements
• The council continues to meet its legal requirements to publish equality objectives, and these are supported by a 2 year delivery plan . The latest version can be found here XXXXXXX
• The council has an IT Security Policy which defines responsibility for IT security and has control mechanisms in place to ensure compliance with its own policy and government requirements.
91 • Governance arrangements are in place for all significant partnerships, working to agreed terms of reference and incorporating performance management aspects. New partnership guidance document was rolled out during 2013/14 to staff.
• Customer complaints are dealt with in accordance with the council’s published complaints policy ( copy available here xxx ) which now incorporates the provisions within the Localism Act 2011 introducing new arrangements for dealing with complaints by social tenants against their landlords.
Core Principle 2:
Members and officers working together to achieve a common purpose with clearly defined functions and roles
This section covers how we ensure:
• Effective leadership throughout the authority maintaining clear executive and non-executive functions and roles /responsibilities
• Constructive working relationships exist between Members and officers and that the responsibilities of both are carried out to a high standard
• Relationships between the authority, its partners and the public are clear so that each knows what to expect of the other
We achieve these requirements in the following way:
Roles and responsibilities
• The council’s policy and decision-making process is defined in the Constitution (the decision making process within the constitution can be found here XXX) . Key aspects include:
o The Budget and Policy Framework is decided by Full Council o Executive has delegated authority by Council to deliver approved Policy o Executive approves policies, plans and strategies which do not form part of the Council’s Policy Framework
• The Council’s constitution is kept under continual review throughout the year.
• Each Executive Member has clear terms of reference and delegations
92 • The council has an overview and scrutiny function and there is a clear split between Executive and Scrutiny. The scrutiny function is provided by four Scrutiny Committees – Policy Scrutiny, Community Leadership Scrutiny, Performance Scrutiny and Select Scrutiny, which examine the activity of the Executive to ensure it delivers council policy. The council also retains an Audit Committee focussing on key governance issues. Each has clear terms of reference. Agendas and minutes are available to the public and the work of all scrutiny committees is captured in an annual scrutiny report ( copy here XX)
• Membership of each committee is decided annually
• The council publishes on a monthly basis a rolling twelve monthly Forward Plan of key decisions to be taken by the Executive. The Forward Plan is reviewed and monitored by the Policy Scrutiny Committee.
• Quasi-judicial matters such as Planning and Licensing are dealt with through separate Planning and Licensing Committees
• The Council adopted from September 2012 the provisions within The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. The scheme of delegated and reserved powers is set out within the constitution, including a formal schedule of those matters specifically reserved for collective decision of the council
• There are protocols for effective communication which include:
• Member/Officer Relations Protocol • Portfolio Holders regularly meet with designated officers and Chief Officers • ‘Call in’ protocol which enables a decision of the Executive to be questioned by Scrutiny before it is finally approved
• The Chief Executive and Leader have established a joint communication process to progress strategic and operational issues and manage operational objectives
• The scheme of delegation provides detail on the role and delegation powers of senior staff and this is embedded in the constitution. Clear job descriptions are in place for all staff within the organisation. In particular:
o The Chief Executive, as Head of Paid Service, retains overall operational responsibility for the council
o The Director of Resources, as S151 Officer, is responsible for ensuring that appropriate advice is given on all financial matters, for keeping proper financial records and accounts, and for maintaining an effective system of internal financial control
93 o The Asst. Director - Corporate Support Services, as Monitoring Officer, is responsible for ensuring that agreed procedures are followed and that all applicable statutes and regulations are complied with.
• The council has an independent remuneration panel annually evaluating and advising on the level of member allowances
• Information in respect of governing partnerships is documented and available to Members and officers on the council’s intranet site. Members are allocated formal roles on a number of external partnerships, and their responsibility made clear
• Contract and Financial Procedure Rules also govern the extent of delegated authority
Our Internal Audit function
• The Council has set out the terms of reference for internal audit; which identify the following:
o The senior position of the Audit Manager in the management structure reflects the influence he or she has on the control environment.
o The Audit Manager reports directly to the Corporate Management Team and Audit Committee
o The Chief Executive has responsibility for internal audit and the Director of Resources has responsibility for identifying resource requirements which are delegated to the Assistant Director (Corporate Review and Development)
o Internal Audit complies with the Public Sector Internal Audit Standards and the Audit Manager role complies with CIPFA Statement on the Role of the Head of Internal Audit (2010)
Core Principle 3:
Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour
This section covers how we ensure:
• Members and officers exercise leadership by behaving in ways that exemplify high standards of conduct and effective governance
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• Values are put into practice and are effective
We achieve these requirements in the following way:
Codes of conduct
• A set of organisational core values has been agreed and published widely through our Strategic Plan. Both Members and officers are charged with setting a tone of openness and transparency for the organisation
• Standards of conduct and personal behaviour expected of Members and staff are defined and communicated through the following codes of conduct and protocols:
a) Members Code of Conduct b) Guidance when dealing with Planning Matters c) Protocol on Member/Officer Relations d) Officer Code of Conduct e) Whistle Blowing Policy in place f) Complaints procedure in place g) Anti-Fraud and Corruption Policy h) Partnerships governance arrangements
• New Members receive training on the code of conduct which includes ethics.
• The Ethics and Engagement Committee deals with complaints about Member conduct and reports its work through to Full Council. This provides a significant role in maintaining high standards of conduct by elected and co- opted members. Its operation is regularly reviewed.
• There is an induction process in place for staff which includes a guide to the Officer Code of Conduct.
• There is a staff appraisal system which is also used to reinforce expected behaviours
• The council has an Anti fraud and anti corruption policy, a whistle blowing policy (copies are available here XXX) and has established systems for receiving whistle blowing complaints and general service based complaints.
• There are registers of gifts and hospitality, interests, foreign travel and secondary employment and these are signed off annually by the CX. Procedures for conflict of interest are in place and these are included and reported in committee reports
• There is an investigation and disciplinary process for conduct issues and action is taken against employees where conduct falls below that expected.
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• Council produces an Annual Governance Statement covering compliance with this framework
Audit Committee
• The council maintains and operates an Audit Committee which is independent of the Executive and Scrutiny functions. Membership is cross party and includes an independent member.
• Clear terms of reference are in place and the committee complies with CIPFA’s “Audit Committees: Practical Guidance for Local Authorities”
• Audit Committee is independent and is charged with retaining an overview of the governance arrangements in place across the council. The committee itself is reviewed for its effectiveness on an annual basis.
Core Principle 4:
Taking informed and transparent decisions which are subject to effective scrutiny and managing risk
This section covers how we ensure:
• We are rigorous and transparent about how decisions are taken and listen and act on the outcome of constructive scrutiny
• We have good-quality information, advice and support to ensure that services are delivered effectively and are what the community wants/needs
• An effective risk management system is in place
• Our legal powers are used to the full benefit of the citizens and communities in their area
We achieve these requirements in the following way:
Decision making
• The scheme of delegated and reserved powers is set out within the constitution, including a formal schedule of those matters specifically reserved for collective decision of the council, taking account of relevant legislation.
• The Council has a robust reporting process in place and Scrutiny Committees are in place with clear terms of reference- their operation is covered in the constitution and reported in an annual review of performance.
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• The committee report template requires report authors to seek professional advice on proposals from finance and legal. The Council also produces an annual ‘Lincoln Drivers report (copy available here xxx) covering all the key statistics on issues affecting the city. More specific data can be obtained from the council’s Policy/Information Analyst who can produce bespoke research and analysis.
• The meetings of the Council have appropriate agendas, reports and minutes which demonstrate data quality and are available for the pubic. A Forward programme (copy here xxx) of forthcoming key decisions is published.
• The council has introduced a process to enable councillor calls for action to take place (copy here xxx)
• The senior officer decision making infrastructure is based around four boards of senior staff, each supported by an operational programme team and various specialist sub groups. These Boards are aligned to the strategic priorities of the council and cover:
• Growth – To provide strategic vision and direction for economic growth within the City of Lincoln, and act as a strong community leader in the partnerships this will involve.
• Towards Financial Sustainability – To ensure the council has plans in place to reach and maintain financial sustainability over the short, medium and long term.
• Meeting Business Needs - To provide strategic direction for the operational running and governance of the council
• Horizon scanning - To continually maintain an overview of emerging legislation and changing operating landscape to inform the strategic vision and direction for the council.
• Each board and programme team has specific terms of reference and decision making powers.
Risk
• The council has a clear Risk Management Strategy and guidance on managing risk based on risk appetite methodology. This is supported through training for Members and officers.
• The Council has a strategic risk register, supplemented by departmental and project specific risk registers.
• There are a range of officers within the council with risk management expertise and the council benefits from membership of a countywide risk
97 management group and a partnership with the County Council for more specialist advice.
• Reports are produced for Executive and Performance Scrutiny Committee on high risks and their management.
• Audit Committee have a responsibility as part of their terms of reference for the overview of risk arrangements and the council has an internal officer group (Risk Advisory Group) looking at risk across the organisation
Fraud
• The Council has a Counter Fraud Strategy and reflects the Local Government Fraud Strategy. Audit Committee receives a 6 monthly update report on Counter Fraud arrangements and also local fraud cases
• Our Tenancy Fraud Strategy and Corporate Counter Fraud risk register is used to monitor fraud risks and undertake pro-active work in key areas.
Compliance with relevant laws and regulations
• Legal Services holds a central library of all relevant legislation.
• The Corporate Policy Unit maintains a Policy scanning function.
• Departments take responsibility for receiving and operating to new legislative responsibilities as they arise.
• Legislation and Statutory Instruments are dealt with and assessed as they are received (from a range of sources including national email alert systems).
• The communication of local policies and procedures is embedded in a number of different ways such as team briefings and local training etc.
• The council’s statutory officers are the Chief Executive (Head of Paid Service), the Section 151 Officer (Director of Resources) and the Monitoring Officer (Head of Corporate Support Services). These officers are responsible for ensuring that the council acts within the law and in accordance with established policy and procedure.
• Directors and senior management carry responsibility for ensuring that legislation and policy relating to service delivery and health and safety are implemented. Disciplinary process in place for both staff and members for any breaches
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Core Principle 5:
Developing the capacity and capability of members and officers to be effective
This section covers how we ensure:
• That Members and officers have the skills, knowledge, experience and resources they need to perform well in their roles
• We develop the capability of people with governance responsibilities and evaluate their performance, as individuals and as a group
• We encourage new talent for membership of the authority so that best use can be made of individuals’ skills and resources in balancing continuity and renewal
We achieve these requirements in the following way:
• The council has a robust recruitment and selection policy and process to ensure we recruit the most effective people. The process includes on-going monitoring of the operation of the recruitment process itself to ensure all sections of the locally community have the opportuntiy to apply for positions with the council
• We operate an appraisal system comprising of a formal annual appraisal for staff followed by regular ‘one to one’ chats to ensure development needs are continually highlighted and met. Such development needs link directly to the achievement of objectives as laid out in the appraisal, as well as looking ahead to future service requirements. This is supplemented by officer’s own professional requirements through Continuing Professional Development
• This is supported by a Corporate Training Strategy and Workforce Development Plan
• The council also has a formal induction system for new staff and Members to ensure they have access to all the advice and guidance they need to be effective
• The Council offers a range of training of which for some, such as member conduct, work is undertaken with the respective leaders to encourage as much participation as possible . This is a mix of general training and then committee specific training for example the audit committee who have specific training before relevant meetings. There is a training attendance record which identifies training delivered and who has attended
99
Core Principle 6:
Engaging with local people and other stakeholders to ensure robust public accountability
This section covers how we ensure:
• We exercise leadership through a robust scrutiny function which effectively engages local people and all local institutional stakeholders, including partnerships, and develops constructive accountability relationships
• An active and planned approach to dialogue with, and accountability to, the public to ensure effective and appropriate service delivery whether directly by the authority, in partnership or by commissioning
• We make best use of human resources by taking an active and planned approach to meet responsibility to staff
We achieve these requirements in the following way:
Engagement with public:
• The council has a consultation and engagement strategy in place (available here xxxxx) and uses a variety of channels to communicate with a wide cross section of the local community and stakeholders for example: -
a) Strategic Plan Consultation including the voluntary and business sector b) Citizen Panel (up to four surveys per year) c) ‘All Residents’ Surveys d) Focus Groups e) Equality and Diversity work with the 3rd sector f) E-Surveys g) Your Lincoln newsletter h) Neighbourhood newsletters I) Tenant newsletters j) Neighbourhood working and Community Cohesion work
• Results of consultation are reviewed and included within the decision making process .
100 • The council regular tests new ways of reaching different groups of residents in the city through initiatives such as the on-line budget setting tool ‘You Choose’.
• The council has its own newspaper “Your Lincoln” and has both an active website and Facebook/Twitter social media accounts to ensure all sectors of the community are engaged
• We invest in an experienced Communications Team to promote key messages locally and there is good recognition of councillors by the public.
• Neighbourhood Management helps to create additional opportunities to directly engage with local people to help shape services, and is operating in all our most deprived communities
• We interact with the voluntary sector and have built strong relations with those bodies supporting the council’s strategic priorities- in particular the Third Sector Infrastructure Body for Lincoln – Voluntary Centre Services. We are a signatory to the countywide protocol for engaging with such bodies.
• Whenever the council makes significant policy decisions or makes fundamental changes to service provision, these are always accompanied by an Equality Impact Analysis, developed after consultation with the groups affected, so Members can understand the impact of their decisions and seek mitigation wherever possible
• The Council’s annual report ( available here XXX ) provides a detailed assessment of our performance over the year and is scrutinised by Performance Scrutiny Committee for accuracy prior to approval for publication.
Engagement with staff
• The council maintains a proactive relationship with the unions and has a formal consultation process through a Joint Consultative Committee consisting of union representatives, members and senior officers.
• The council operates a strong management of change policy which ensures early engagement with staff for views and ideas whenever service changes are discussed. This on going dialogue is retained throughout the review process.
• HR maintains and supports managers and staff in the application of a wide range of employee related policies and procedures. These are readily available to managers on the council’s intranet site.
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Other arrangements
Ensuring effective management of change and transformation
• The Council has in place a framework for managing the transformation of services.
• The programme ‘Towards Financial Sustainability’ continues with a governance structure in place. Within this, a programme plan is in place developed for the delivery of individual projects and the monitoring of this plan takes place through the governance framework.
• Members are part of this process and regular reports are produced to keep them updated.
• A transformation strategy is used to inform the Towards Financial Sustainability Programme (TOFS).
• Overall the council has in place a Management of Change policy, which it uses when developing the workforce to meet the strategic priorities and meeting financial challenges facing the organisation
Review of the effectiveness of this Code
The City Council conducts, at least annually, a review of the effectiveness of its governance framework including the system of internal control. The review of effectiveness is informed by the work of the senior managers within the authority who have responsibility for the development and maintenance of the governance environment, the head of internal audit’s annual report, and also by comments made by the external auditors and other review agencies and inspectorates.
Further information on the operation of this code is available from :::::XXXX
102 Item No. 6c COUNCIL 25 NOVEMBER 2014
SUBJECT: EXTRACT FROM COMMITTEE – EXECUTIVE – 26 AUGUST 2014 – ANNUAL REPORT 2013-14
DIRECTORATE : DIRECTOR OF RESOURCE S
REPORT AUTHOR : STEVE SWAIN – PRINCIPAL DEMOCRATIC OFFICER
1. Matter for Council
1.1 To receive the City of Lincoln Council’s Annual Report 2013 -14.
List of Appendices: Executive report and minute – 26 August 2014
Lead Officer: Steve Swain – Principal Democratic Officer Telephone – 873439
103 This page is intentionally blank.
104 EXTRACT FROM COMMITTEE
Executive 26 August 2014
44 . Annual Report
Purpose of Report
For Executive to consider and comment on the content of the draft Annual Report 2013/14.
Decision
That the Annual Report 2013/14 be recommended to Council for approval.
Alternative Options Considered and Rejected
None.
Reason for Decision
The Council’s seventh Annual Report provided an overview of the Council’s achievements in the past year, highlighting the effects of government cuts, the new strategies linked to the refocused priorities, key successes, and setting out plans for 2014/15. Having regard to the endorsement of the Performance Scrutiny Committee, the Executive resolved to recommend the report for approval by Council.
105 This page is intentionally blank.
106 EXECUTIVE 26 AUGUST 2014
SUBJECT: ANNUAL REPORT 2013-2014
REPORT BY: SIMON WALTERS, ASSISTANT DIRECTOR - CORPORATE REVIEW AND DEVELOPMENT
LEAD OFFICER: PAT JUKES, SENIOR POLICY OFFICER
1. Purpose of Report
1.1 For Executive to consider and comment on the content of the draft Annual Report 2013/14
2. Executive Summary
2.1 The council’s seventh Annual Report provides an overview of the council’s achievements in the past year, highlighting the effects of government cuts, the new strategies linked to the refocused priorities, our key successes in each of those areas, as well as setting out plans for 2014/15.
As usual the report also contains data on our Summary of Accounts and the Annual Governance Statement to meet requirements.
2.2 The draft report is attached as a PDF document at Appendix A for consideration and comment by Executive.
2.3 Following this meeting the report will be updated (if there are any comments) and then submitted to Full Council for approval.
2.4 Once this is approved it will be published on both the intranet and the external website
3. Strategic Priorities
3.1 Growing the local economy
Whilst the Annual Report does not impact on this strategic priority, it does highlight its importance and detail achievements over the last year
3.2 Protecting the poorest people in Lincoln
Whilst the Annual Report does not impact on this strategic priority, it does highlight its importance and detail achievements over the last year
3.3 Increasing the supply of affordable housing
Whilst the Annual Report does not impact on this strategic priority, it does highlight its importance and detail achievements over the last year
107
4. Organisational Impacts
4.1 Finance No impact
4.2 Legal Implications including Procurement Rules No impact
4.3 Equality, Diversity & Human Rights No impact
5. Risk Implications
5.1 (i) Options Explored – n/a
5.2 (ii) Key risks associated with the preferred approach – n/a
6. Recommendation
6.1 That the Executive consider the report and make any recommendations for change before submission to Full Council
Is this a k ey decision ? No
Do the exempt information No categories apply?
Does Rule 15 of the Scrutiny No Procedure Rules (call-in and urgency) apply?
How many appendices does One (Appendix A) the report contain? List of Background Papers : None . Lead Officer: Pat Jukes, Senior Policy Officer, Telephone 873657
108 APPENDIX A
Annual report 2013-14 www.lincoln.gov.uk facebook.com/thecolc109 twitter.com/lincolncouncil Contents Page number Our vision Foreword 3 “A city with a strong sense of history committed to /LQFROQLQFRQWH[W sustainable growth and social justice.” *URZWK6WUDWHJ\ Our values $QWL3RYHUW\6WUDWHJ\ Five key words +RXVLQJ6WUDWHJ\ that describe who we are: $¿WIRUSXUSRVHFRXQFLO Fair &RPSOHWHGSURMHFWVLQWKHFLW\ Open Ambitious &RPPXQLW\&RKHVLRQ Green Responsible 1HLJKERXUKRRG:RUNLQJ
Our priorities $QQXDO*RYHUQDQFH6WDWHPHQW Growing the local economy: to do 2XUFLYLF\HDU what we can to bring employment to the 5HWLULQJFRXQFLOORUV city and help lift people out of a cycle Protecting the 2WKHUODQJXDJHV poorest people in Lincoln: from the effects of the recession. Increasing the supply of affordable housing: to meet increasing demand. 'HYHORSD¿WIRU purpose council: to ensure it is ¿QDQFLDOO\VWDEOH meets the needs of our customers and is well prepared to meet the challenges of local government and leadership. 2 Annual Report 2013-14 110 Foreword When we look back over 2013-14 we can feel proud of what the council and city have achieved. Inside this Annual Report you will be able to read about some of our initiatives that have made a GLIIHUHQFHWRWKHFRPPXQLW\ZLWKLQRXUFLW\LQFOXGLQJRXUUHFHQWO\DGRSWHG$QWL3RYHUW\6WUDWHJ\ *URZWK6WUDWHJ\DQG+RXVLQJ6WUDWHJ\ 2XUVXFFHVVIXO&RPPXQLW\&RKHVLRQFDPSDLJQFRQWLQXHVWREULQJSHRSOHWRJHWKHUZLWKPDQ\PRUH initiatives from this still to come. $OORIWKHVHKDYHEHHQJLYHQKXJHVXSSRUWIURPEXVLQHVVHVRUJDQLVDWLRQVDQGFKDULWLHVZLWKLQRXU city and we will carry on working alongside them to ensure actions are carried out and that real progress continues to be made. 7KHVHSURMHFWVJRWRZDUGVUHLQIRUFLQJWKHSULRULWLHVZHKDYHEHHQIRFXVLQJRQZKLFKDUH Growing the local economy 3URWHFWLQJWKHFLW\¶VSRRUHVWSHRSOHIURPWKHHIIHFWVRIWKHUHFHVVLRQ Increasing the supply of affordable housing 'HYHORSD¿WIRUSXUSRVHFRXQFLO All of this fantastic work has been achieved against the backdrop of further cuts in funding from Central Government. :KLOHZHKDYHULVHQWRWKHFKDOOHQJHLQ¿QGLQJVDYLQJVZKHUHSRVVLEOHZHZLOOFRQWLQXHWRPRQLWRU ZKHUHIXUWKHUHI¿FLHQFLHVFDQEHPDGHEXWHQVXUHZHVWLOOSURYLGHWKHVHUYLFHVWKHSHRSOHRIWKHFLW\ deserve. More information about how we are planning to face the times ahead can be found later in this report. Andrew Taylor Councillor Chief Executive Ric Metcalfe Leader Annual Report 2013-14 3 111 Lincoln in context A city that is growing… /LQFROQFRQWLQXHVWRJURZDQGFKDQJH/DWHVWSRSXODWLRQ¿JXUHVWHOOXVWKDWWKHSRSXODWLRQRI/LQFROQ FXUUHQWO\VWDQGVDW UHVLGHQWVDSHUFHQWLQFUHDVHIURPMXVWWHQ\HDUVDJR7KLVSHULRGRI VLJQL¿FDQWJURZWKVKRZVMXVWKRZSRSXODU/LQFROQLVEHFRPLQJDVDSODFHWROLYHZRUNDQGVRFLDOLVH in. That is welcoming… /LQFROQKDVDVWURQJSXOORQDQDWLRQDODQGLQWHUQDWLRQDOOHYHO7KHFLW\¶VWZRXQLYHUVLWLHVDWWUDFWKXJH numbers of students each year from across the country and world. Many people also come here to ZRUN,Q PLJUDQWZRUNHUVVHWWOHGLQ/LQFROQIURPSODFHVLQ(XURSH$VLD$IULFDDQGWKH Americas. 7KHDWWUDFWLRQRI/LQFROQDVDSODFHWRVWXG\DQGZRUNKDVOHGWRPRUHWKDQODQJXDJHVEHLQJ VSRNHQLQWKHFLW\1HYHUWKHOHVVWKHYDVWPDMRULW\RIIRUHLJQVSHDNHUVZKROLYHLQWKHFLW\FDQ communicate well in English. And there is lots to do… 7KHUHDUHSOHQW\RIWKLQJVWRGRLQ/LQFROQ)URPDWWHQGLQJSOD\VDQGFRQFHUWVWRVHHLQJFRPHG\ GUDPDRSHUDDQGEDOOHW7KHUHLVVRPXFKWRVHHDWJUHDWYHQXHVVXFKDV7KH7KHDWUH5R\DO7KH (QJLQH6KHGDQG/LQFROQ'ULOO+DOO :KHWKHU\RXZDQWWRUHOD[LQWKHKLVWRULFXSKLOODUHDRI/LQFROQRUEHSDUWRIWKHYLEUDQWDQGPRGHUQ DUHDVRIGRZQKLOO/LQFROQVXFKDVWKHSLFWXUHVTXH%UD\IRUG0DULQDWKHUHDUHDKRVWRIUHVWDXUDQWV FRIIHHVKRSVEDUVDQGFOXEVRQRIIHU With good opportunities… /LQFROQLVWKHPDLQXUEDQDUHDLQWKHFRXQW\DQGRQHRI¿YHSULQFLSOHXUEDQDUHDVLQWKH(DVW 0LGODQGV7KHUHDUHPRUHWKDQSHRSOHHPSOR\HGLQWKHFLW\ZLWKPRVWHPSOR\PHQWLQWKH SXEOLFVHFWRUWKHHGXFDWLRQDOVHFWRUUHWDLO¿QDQFLDOVHUYLFHVDQGEXVLQHVVVHUYLFHV We welcome you to enjoy our past… 2QHRI/LQFROQ¶VPRVWVWULNLQJLPDJHVLVWKDWRI/LQFROQ&DWKHGUDO:LWKLWVPDJQL¿FHQWJRWKLF DUFKLWHFWXUHLWFDQEHVHHQIURPPLOHVDZD\:RUNVWDUWHGRQWKHFDWKHGUDOLQPHDQLQJLW KDVGRPLQDWHGWKHODQGVFDSHIRUDOPRVW\HDUV A short stroll across the cobblestones in the heart of the Bailgate area of the city takes you from the cathedral to Lincoln Castle. 7KLVDQFLHQWEXLOGLQJZDVEXLOWIRU:LOOLDPWKH&RQTXHURULQWKHWK&HQWXU\DQGSOD\HGDPDMRU UROHLQWKHEDWWOHVRI/LQFROQZKHUHWKHIRUFHVRI.LQJ-RKQDQGKLVVRQ.LQJ+HQU\,,,UHSHOOHGWKH invasion forces of the future Louis VIII of France. 7KHFDVWOHFXUUHQWO\RQHRIWKHELJJHVWFRQVHUYDWLRQSURMHFWVLQWKHFRXQWU\LVWKHXVXDOKRPHRIRQH RIWKHFRSLHVRIWKHZRUOGIDPRXV0DJQD&DUWD7KHWKDQQLYHUVDU\RIWKHGRFXPHQWLVLQ when it is due to return to Lincoln from its current tour. :KLOVWDWWKHFDVWOH\RXZLOODOVREHDEOHWRVHHWKH&KDUWHURIWKH)RUHVW/LQFROQLVWKHRQO\SODFH ZKHUH\RXFDQYLHZWKH0DJQD&DUWHUDQGWKH&KDUWHURIWKH)RUHVWVLGHE\VLGH 4 Annual Report 2013-14 112 And take a stake in our future… 3URMHFWLRQVVKRZWKDW/LQFROQKDVDVWURQJIXWXUH2YHUWKHFRPLQJ\HDUVRXUHFRQRP\LVSURMHFWHG WRJURZDVLVRXUSRSXODWLRQDQGHPSOR\PHQWRSSRUWXQLWLHV7KLVUHTXLUHVDUREXVWSODQWREHSXW LQSODFHDQGZLOOEHWDNHQIRUZDUGDVSDUWRIRXU*URZWK6WUDWHJ\ZKLFKLVH[SORUHGIXUWKHULQWKLV Annual Report. :KLOHJURZLQJWKHFLW\IRUWKHIXWXUHZHPXVWQRWVK\DZD\IURPWKHYHU\UHDOFKDOOHQJHVZHKDYHLQ WKHµKHUHDQGQRZ¶:KLOHWKHQDWLRQDOHFRQRP\VWLOOVWUXJJOHVDQGPDQ\SHRSOHIHHOWKHLPSDFWRIWKH ODUJHVWUHIRUPWRZHOIDUHLQUHFHQWPHPRU\SRYHUW\DQG¿QDQFLDOKDUGVKLSFRQWLQXHVWRDIIHFWPDQ\ KRXVHKROGV:HVWURQJO\EHOLHYHWDFNOLQJSRYHUW\LVVRPHWKLQJZHPXVWGRLQSDUWQHUVKLSDQGPRUH GHWDLOVRQKRZZHDUHVHHNLQJWRDFKLHYHWKLVLQRXU$QWL3RYHUW\6WUDWHJ\DUHVKRZQLQWKLVUHSRUW &URVVLQJERWKRIWKHVHWZRLVVXHVLVWKHWRSLFRIDIIRUGDEOHKRXVLQJ*URZLQJWKHFLW\DQGHQVXULQJ WKDWJRRGTXDOLW\KRXVLQJLVDYDLODEOHIRUDOOUHVLGHQWVLVDFRUHFRQFHUQRIRXUV7KHUHIRUHZHVHHN WRLQFUHDVHRSSRUWXQLW\RIDIIRUGDEOHKRXVLQJWKURXJKRXU+RXVLQJ6WUDWHJ\PRUHLQIRUPDWLRQRQ which is contained later on in this report. Annual Report 2013-14 5 113 Growth Strategy 7KH/LQFROQ*URZWK6WUDWHJ\KDVEHHQGHYHORSHGWRFRPSOHPHQWWKH&LW\0DVWHUSODQDQGKDV¿YH SULRULWLHV±*UHDW3ODFH*UHDW$FFHVV*UHDW3HRSOH*UHDW3DUWQHUVKLSVDQG*UHDW,QQRYDWLRQV± ZKLFKKDYHEHHQVKDSHGIROORZLQJFRQVXOWDWLRQZLWKNH\VWDNHKROGHUVIURPWKHSXEOLFSULYDWHDQG voluntary sectors. 7KHVWUDWHJ\ZLOOEHDGULYHUIRUHFRQRPLFJURZWKWRHQKDQFHWKHSK\VLFDOHQYLURQPHQWSURYLGH employment growth and reduce poverty. 7KHDPELWLRQVRIWKHVWUDWHJ\DUH $QLQFUHDVHLQTXDOLW\MREFUHDWLRQDQGUHWHQWLRQDFURVVPDQ\HPSOR\PHQWRSSRUWXQLWLHV supporting growth and new investment &UHDWLRQRIKLJKTXDOLW\KRPHVWKURXJKGHOLYHU\RIWKUHHVXVWDLQDEOHXUEDQH[WHQVLRQVKRXVLQJ schemes and improvement of existing stock 0DNLQJ/LQFROQWKHSODFHWREHIRUEXVLQHVVUHVLGHQWVVWXGHQWVDQGYLVLWRUV *OREDOUHFRJQLWLRQRIWKHFLW\¶VH[FHSWLRQDOPDQXIDFWXULQJHQJLQHHULQJH[SHUWLVHDQGIXUWKHU expansion of this sector 6XEVWDQWLDOJURZWKLQWKHFLW\¶VYLVLWRUHFRQRP\DQGLQFUHDVHGJOREDODZDUHQHVV ,PSURYLQJHGXFDWLRQDODWWDLQPHQWWRDKLJKVWDQGDUGDGGUHVVLQJVNLOOJDSVDWDOOOHYHOVUHVXOWLQJ LQµZRUNUHDG\¶LQGLYLGXDOV +RPHWRDZRUOGFODVVXQLYHUVLW\DQGVFLHQFHDQGLQQRYDWLRQSDUND8.OHDGHULQNQRZOHGJH creation and transfer Low carbon Lincoln - ground breaking approaches on energy provision 3XEOLFDQGSULYDWHVHFWRUZRUNLQJWRJHWKHUWRLGHQWLI\FRPPRQJRDOVWRGULYHHFRQRPLFJURZWKIRU Lincoln Infrastructure provision and improvement recognising the importance of connectivity to a primary urban centre for the region :KLOHWKHFLW\FRXQFLOZLOORYHUVHHWKHGHYHORSPHQWRIWKHVWUDWHJ\LWVDFWLRQVDUHRZQHGE\DOOWKH stakeholders so there is full agreement to deliver a prosperous city. Central Lincolnshire Local Plan 6LQFHZRUNVWDUWHGRQWKH&RUH6WUDWHJ\IRU&HQWUDO/LQFROQVKLUHLQWKHJRYHUQPHQWKDV FKDQJHGLWVSUHIHUHQFHIRUSODQPDNLQJE\ORFDODXWKRULWLHVIURPDSODQFRQWDLQLQJDQXPEHURI VHSDUDWHGRFXPHQWVWRRQHVLQJOH/RFDO3ODQGRFXPHQW 7KH&HQWUDO/LQFROQVKLUH3DUWQHUVKLS$XWKRULWLHVRI:HVW/LQGVH\1RUWK.HVWHYHQDQGWKH&LW\RI /LQFROQ&RXQFLOVXSSRUWHGE\/LQFROQVKLUH&RXQW\&RXQFLODUHQRZZRUNLQJRQSURGXFLQJD&HQWUDO 6 Annual Report 2013-14 114 Strategic priority: Growing the local economy /LQFROQVKLUH/RFDO3ODQE\LQRUGHUWRVHFXUHWKHVXVWDLQDEOHJURZWK&HQWUDO/LQFROQVKLUHQHHGV DQGWRPDNHVXUHWKDWRXUFRPPXQLWLHV¶QHHGVDUHPHWWKURXJKRXWWKHSURFHVV /RFDOFRPPXQLWLHVZLOOEHJLYHQFOHDULQIRUPDWLRQDERXWZKDWWKHRSWLRQVDUHIRUHDFKVHWWOHPHQW¶V JURZWKDQGJLYHQVXI¿FLHQWWLPHIRUGHEDWHEHIRUHGHFLVLRQVDUHPDGHE\WKH-RLQW6WUDWHJLF3ODQQLQJ &RPPLWWHH7KLVZLOOQRWUHVXOWLQDQ\GHOD\DVWKH$OORFDWLRQV3ODQZDVGXHWREHDGRSWHGE\ DQGWKHQHZVLQJOH/RFDO3ODQZLOODOVREHDGRSWHGE\WKHQ Western Growth Corridor 7KH:HVWHUQ*URZWK&RUULGRUEHWZHHQ%RXOWKDPDQG%LUFKZRRGFRXOGSURYLGHPRUHWKDQKRPHV LQWKHFLW\DORQJZLWKLQFUHDVHGHPSOR\PHQWJUHHQVSDFHVDQGLPSURYHGLQIUDVWUXFWXUH7KHFRXQFLO ZKLFKRZQVSHUFHQWRIWKHODQGLVZRUNLQJLQSDUWQHUVKLSZLWK7D\ORU:LPSH\WRFRQVLGHURSWLRQVIRU WKHKHFWDUHVLWHZKLFKKDVEHHQHDUPDUNHGDVRQHRIFHQWUDO/LQFROQVKLUH¶VWKUHH6XVWDLQDEOH8UEDQ ([WHQVLRQV 68(V GHVLJQHGWRSURYLGHWKHDUHDZLWKDQDGGLWLRQDOKRPHVLQWKHSHULRGXSWR 7KH(QYLURQPHQW$JHQF\LVVDWLV¿HGWKHDUHDFDQEHGHYHORSHGVDIHO\VRIROORZLQJH[WHQVLYH SXEOLFFRQVXOWDWLRQRQWKHSODQV WKHFRXQFLO¶V([HFXWLYHVXSSRUWHGDVHULHVRIUHFRPPHQGDWLRQV LQ'HFHPEHU$0DVWHUSODQLVLQGHYHORSPHQWWKDWZLOOLQFOXGHPHDVXUHVWRLPSURYHÀRRG SURWHFWLRQEH\RQG:HVWHUQ*URZWK&RUULGRUDQGDGGUHVVLVVXHVVXFKDVLQIUDVWUXFWXUHOD\RXWDQG the mix of housing and services needed. International links 7KH&LW\KDVDOZD\VKDGWZLQQLQJOLQNVZLWK&KLQDEXWGXHWRLQFUHDVLQJWUDGHRSSRUWXQLWLHVIURP WKH)DU(DVWIURP0DUFKZHKDYHHQKDQFHGRXUIRUPDOOLQNVE\WZLQQLQJZLWK1DQFKDQJWKH FDSLWDORI-LDQJ[L3URYLQFHLQVRXWKHDVWHUQ&KLQD,QDGGLWLRQZHDUHVHHLQJDJURZLQJLQWHUQDWLRQDO VWXGHQWEDVHWRRXUXQLYHUVLWLHVDPDMRUSDUWRIZKLFKDUHIURPWKH&KLQHVHWHUULWRULHV7KHVH VWXGHQWVEULQJVLJQL¿FDQWH[WUDLQFRPHWRWKHUHJLRQ¶VHFRQRP\ Support for young workers 7KH&LW\RI/LQFROQ:RUN%DVHG/HDUQLQJ7HDP :%/ PDQDJHDOORIRXUDSSUHQWLFHVDVZHOODV providing apprentices for local government and private businesses across Lincolnshire. This has EHHQDQRWKHU\HDURIVWURQJJURZWKIRUWKHWHDPLQIDFWDSSUHQWLFHVXQGHUWRRNWUDLQLQJZLWKWKH :%/7HDPZLWKD FRPSOHWLRQVXFFHVVUDWHDQG DFKLHYLQJSRVLWLRQVDFURVVWKHFLW\ $IXUWKHUDSSUHQWLFHVZHUHRQWKH$SSUHQWLFHVKLS7UDLQLQJ$JHQF\SURJUDPPHDQGRIWKH FRPSOHWHUV PRYHGLQWRHPSOR\PHQWRUHGXFDWLRQ PRYHGLQWR/HYHOSRVLWLRQVDQGOHIWWKHSURJUDPPH7KLV The Work Based high number of positive outcomes gives more opportunities to Learning Team has been \RXQJSHRSOHDVSDUWRIWKHUROORQUROORIISURJUDPPH awarded the Matrix Quality standard. The Network The team has also been shortlisted for the Large Employer of the Year ,Q-XO\WKH&RPPXQLW\/HDGHUVKLS6FUXWLQ\&RPPLWWHHLQYLWHGSDUWQHUVWRH[SORUHWKHFXUUHQW climate of poverty in Lincoln. ,QWKHPLGVWRIWKHODUJHVWUHFHVVLRQLQ\HDUVFRPELQHGZLWKWKHELJJHVWFKDQJHVWREHQH¿WVLQ PRUHWKDQ\HDUVWKLVUHYLHZZDVERWKWLPHO\DQGPXFKQHHGHG The committee heard from practitioners and were presented with case studies from people struggling HDFKGD\WRµPDNHHQGVPHHW¶ ,WDOVRIRXQGWKHLPSDFWRQSHRSOHLVYHU\UHDOLQWHUPVRILQFUHDVHGVWUHVVSRRUKHDOWKKLJKGHEWDQG UHGXFHGLQFRPHHVSHFLDOO\IROORZLQJFKDQJHVWREHQH¿WVSD\PHQWV,QDGGLWLRQFRPPLWWHHIRXQGWKDW these do not just affect adults. Committee learnt of the high incidence of child poverty and the limiting life chances this can bring. Life really is a struggle for many. 7KHVWDWLVWLFVDQGHYLGHQFHIURPSDUWQHUVUHYHDOHGDYHU\VWDUNSLFWXUHRIZKDWLWLVOLNHWROLYHRQ very limited income in the city today. Lincoln is no different to many cities up and down the country in that deprivation exists - but for /LQFROQLQYDULRXVDUHDVDURXQGWKHFLW\WKHGHSWKRIGHSULYDWLRQLVWKDWPXFKPRUHDFXWH 3RYHUW\FXWVDFURVVDOODVSHFWVRIDSHUVRQ¶VOLIHDQGFDQEHGH¿QHGZKHQVRPHRQHODFNVWKH UHVRXUFHVEHLWPDWHULDORURWKHUWREHH[FOXGHGIURPWKHVRFLHW\LQZKLFKWKH\EHORQJ 7KHUHYLHZRISRYHUW\FXOPLQDWHGLQWKH¿UVW/LQFROQ3RYHUW\&RQIHUHQFHLQ)HEUXDU\0RUHWKDQ GHOHJDWHVDWWHQGHGIURPDSSUR[LPDWHO\RUJDQLVDWLRQVWRH[SORUHKRZZHFRXOGWDFNOHVRPH RIWKHLVVXHVWKDWFDPHRXWRI6FUXWLQ\&RPPLWWHH¶VUHYLHZWRJHWKHU0RUHWKDQDFWLRQVZHUH VXJJHVWHGE\SDUWQHUVDQGIRUSDUWQHUV )ROORZLQJWKH/LQFROQ3RYHUW\&RQIHUHQFHWKH/LQFROQ$QWL3RYHUW\6WUDWHJ\ZDVZULWWHQDQGDGRSWHG LQ$SULO7KLVLVXQGHUSLQQHGE\DQHPHUJLQJ$QWL3RYHUW\$FWLRQ3ODQIRUWKHFLW\ZKLFKLVGUDZQ IURPPDQ\RIWKHDFWLRQVVXJJHVWHGE\RI¿FHUVDQGSDUWQHUVDWWKH/LQFROQ3RYHUW\&RQIHUHQFH7KH SXUSRVHRIWKLV6WUDWHJ\DQG$FWLRQ3ODQLVWRWDFNOHWKHVKRUWWRPHGLXPWHUPHIIHFWVRISRYHUW\LQ Lincoln. 7KHUHDUHVHYHQNH\WKHPHVWKDWFDPHRXWRIWKHUHYLHZRISRYHUW\LQ/LQFROQWKDWWKH$QWL3RYHUW\ 6WUDWHJ\DQG$FWLRQ3ODQDUHEDVHGXSRQ7KHVHDUH +HOSLQJSHRSOHPD[LPLVHWKHLULQFRPH Making the move into work easier +HOSLQJZLWKWKHFRVWRIUDLVLQJDFKLOG Breaking the link between poor health and poverty Making sure older people get the services they need ,PSURYLQJWKHFRQGLWLRQRISHRSOH¶VKRPHV Working in a joined up way To date the council has delivered a number of projects all designed to alleviate poverty and the FDXVHVRISRYHUW\6RPHRIWKHVHLQFOXGH 3D\LQJRXUVWDIIWKH/LYLQJ:DJHDQGSODQQLQJDFDPSDLJQWRHQFRXUDJHRWKHUHPSOR\HUVWRGR the same 6LJQSRVWLQJVWDIIWRWKH&LWL]HQV$GYLFH%XUHDXRQSD\VOLSVDQGHQFRXUDJLQJRWKHUSDUWQHUVWRGR the same 8 Annual Report 2013-14 116 Strategic priority: Protecting the poorest people in Lincoln 3URYLGLQJµVWRSORDQVKDUNV¶LQIRUPDWLRQWRDOOQHZFRXQFLOWHQDQWV 3URYLGLQJµVWRSORDQVKDUNV¶OHDÀHWVHPSOR\PHQWEHQH¿WVGHEWDQGHPHUJHQF\IXQGOHDÀHWVWR clients of a local emergency night shelter Development of a Food Bank Forum to encourage support for the four food banks operating in the city 6XSSRUWLQJ/LQFROQVKLUH&UHGLW8QLRQZLWKDQRYHUKDXORIWKHLUZHEVLWH The full council tax discount scheme has been retained for 2014/15 Developing and launching a bulk energy purchase scheme &RPPHQFLQJDSURMHFWJLYLQJQHZFRXQFLOWHQDQWVD&UHGLW8QLRQDFFRXQWRQVLJQXSZLWKD deposit from the council &RPPHQFLQJDUHYLHZRIRXU)DLU'HEW3ROLF\ ,QÀXHQFLQJWKHGHYHORSPHQWRIWKH*URZWK6WUDWHJ\DQGDIRFXVVHGUHJHQHUDWLRQDSSURDFKIRU deprived areas 6XFFHVVIXOH[WHUQDOELGIRUDIXUQLWXUHUHF\FOLQJVFKHPHZLWKDWKLUGVHFWRUSDUWQHU 'HYHORSPHQWRIµ7KH0DUNHW.LWFKHQ¶ZLWKSDUWQHUVDIUHVKDSSURDFKWKDWWDNHVSHRSOHWKURXJK SXUFKDVLQJIUHVKVHDVRQDOSURGXFHWRSUHSDULQJDQGFRRNLQJKHDOWK\DQGDIIRUGDEOHPHDOV 7KH¿UVW/LQFROQ3RYHUW\&RQIHUHQFHZDVVRZHOOUHFHLYHG that it was unanimously agreed by participants that the council should bring partners together again – so a second conference The review of poverty has now been booked for February 2015 to continue the work in Lincoln was short- already started. listed for two award categories by the &LW\RI/LQFROQ&RXQFLOLVOHDGLQJRQD8QLYHUVDO&UHGLW/RFDO Centre for Public 6XSSRUW6HUYLFHV)UDPHZRUNSURMHFWLQYROYLQJPDQ\RWKHU 6FUXWLQ\±³,QÀXHQFH key partner organisations in the City. This work is to help put beyond boundaries” PHFKDQLVPVLQSODFHUHDG\IRUWKHUROORXWRI8QLYHUVDO&UHGLW and “Economic LQFRPLQJ\HDUVWRVXSSRUWFXVWRPHUVZLWKDUHDVRIFODLPLQJ resilience”. It was also 8QLYHUVDO&UHGLWLQFOXGLQJ±¿QDQFLDOLQFOXVLRQGLJLWDOLQFOXVLRQ runner-up in the and helping with employment opportunities. “Scrutineers’ Choice” Award The anti-poverty action plan is aligned with the work done by WKH8QLYHUVDO&UHGLW/RFDO6XSSRUW6HUYLFHVIRU/LQFROQ±ZKLFK is designed to deal with the impact of Welfare Reforms. Annual Report 2013-14 9 117 Housing Strategy 7KH6WUDWHJLF+RXVLQJ6WDWHPHQWIRU/LQFROQZDVSURGXFHGLQ6HSWHPEHUDQGZLOOIRUPWKHEDVLVRI WKHIRUPDO+RXVLQJ6WUDWHJ\WREHGHYHORSHGIURPWKHVHYHQNH\DUHDVH[SORUHGZLWKLQWKHVWDWHPHQW ,QDGGLWLRQDVWUDWHJLFKRXVLQJPDUNHWDVVHVVPHQWKDVEHHQFRPPLVVLRQHGZKLFKLVUHYLHZLQJWKH KRXVLQJQHHGVWKHDIIRUGDEOHKRXVLQJQHHGVVWXGHQWKRXVLQJQHHGVDQGWKHLPSDFWRIWKH0R'RQ KRXVLQJQHHGVDFURVVWKH&HQWUDO/LQFROQVKLUHDUHD,QGLFDWLYH¿JXUHVDUHWREHUHOHDVHGLQ$XJXVW ZLWKFRQ¿UPHGGDWDDYDLODEOHLQHDUO\7KLVZLOOEHXVHGDORQJZLWKFRQVXOWDWLRQGDWDWRLQIRUP WKH¿QDO+RXVLQJ6WUDWHJ\ So what have we done in the last year? While the strategy is being completed the council has engaged in many projects aimed at improving the housing situation in Lincoln. PLOOLRQLQYHVWPHQWWREXLOGFRXQFLOKRPHV &RPSOHWLRQVRIKRXVLQJEXLOWE\WKHSULYDWHVHFWRULQ/LQFROQODVW\HDUQXPEHUHGDQGRQO\QLQHRI WKRVHZHUHDIIRUGDEOH$WWKHVDPHWLPHPRUHWKDQSHRSOHDUHUHJLVWHUHGRQRXUFRXQFLOKRXVH ZDLWLQJOLVWZLWKSHRSOHQRZZDLWLQJXSWRVHYHQ\HDUVWRJHWDKRXVH )ROORZLQJWKHVXFFHVVIXOEXLOGRI¿YHQHZFRXQFLOKRPHVLQ:HOOLQJWRQ6WUHHWLQZHKDYHQRZ FRPSOHWHGDQRWKHU¿YHQHZKRPHVLQ6WDSOHIRUG$YHQXH%XLOWWR&RGHRIWKHQDWLRQDOEXLOGLQJ VWDQGDUGHDFKRIWKHWZRVHPLGHWDFKHGKRXVHVDQGWKUHHWRZQKRXVHVIHDWXUHVVRODUSDQHOVDPRQJ a range of other energy-saving measures. )XUWKHUWRWKLVPRUHWKDQQHZFRXQFLOKRPHVFRXOGEHEXLOWLQ/LQFROQRYHUWKHQH[WVL[\HDUV 7KH([HFXWLYHFRPPLWWHHKDVDJUHHGWRFRPPLWDQLQLWLDO PLOOLRQRIIXQGLQJIURPWKH+RXVLQJ 5HYHQXH$FFRXQWDQGWRHDUPDUNWKHUHVWRIWKHEDODQFHIRUIXWXUHVFKHPHVXQGHUD0XQLFLSDO +RXVH%XLOGLQJ3URJUDPPH 10 Annual Report 2013-14 118 Strategic priority: Increase the supply of affordable housing 7KHFRXQFLOPD\LQLWLDOO\FRQFHQWUDWHRQSURSHUWLHVVXFKDVEXQJDORZVDQGÀDWVVRLWFDQIUHHXS ODUJHUDFFRPPRGDWLRQIRUVRPHRIWKHSHRSOHZKRDUHZDLWLQJWREHKRXVHGLQWZRWKUHHRUIRXU bedroom properties. 2I¿FHUVDUHQRZORRNLQJDWIXWXUHVLWHVLQ%LUFKZRRGZLWKDYLHZWREXLOGLQJEXQJDORZV $OWKRXJKWKHFRXQFLOKDVVWDUWHGWREXLOGQHZKRPHVIRUWKH¿UVWWLPHLQ\HDUVRYHUWKHODVWWZR \HDUVWKHDXWKRULW\ZDVIRUFHGWRVHOOSURSHUWLHVXQGHUWKHµ5LJKWWR%X\¶VFKHPH Empty homes brought back into use The number of empty homes in Lincoln has reduced by more than a quarter in the year up to October GURSSLQJIURPWR 7KHFRXQFLOKDVKHOSHGRZQHUVRIYDFDQWKRPHVEULQJWKHPEDFNLQWRXVHWKURXJKDUDQJH RIPHDVXUHVLQFOXGLQJDFFHVVWRJUDQWVIRU¿UVWWLPHEX\HUVSXUFKDVLQJORQJWHUPHPSW\KRPHV FRQWULEXWLRQVWRZDUGUHQRYDWLRQRUFRQYHUVLRQFRVWVDQGDGYLFHRQUHSDLUVDQGUHQRYDWLRQ ,QDQHIIRUWWRHQFRXUDJHPRUHRZQHUVWREULQJHPSW\SURSHUWLHVEDFNLQWRXVHWKHFRXQFLOLQWURGXFHG DSHUFHQWFRXQFLOWD[UDWHIRUKRPHVOHIWYDFDQWIRUPRUHWKDQWZR\HDUV6RDSDUWIURP LPSURYLQJWKHDSSHDUDQFHRIDQDUHDUHVWRULQJDQHPSW\SURSHUW\FDQEULQJEHQH¿WVWRWKHRZQHU such as a rental income and reduction in council tax. $QGZHKHOSHGPDQ\¿UVWWLPHEX\HUV¿QDQFLDOO\WRR /DVW\HDUWKHFRXQFLODQQRXQFHGWKHODXQFKRIWKH/RFDO$XWKRULW\0RUWJDJH6FKHPHLQFRQMXQFWLRQ ZLWK/OR\GV76%7KHSURMHFWJLYHV¿UVWWLPHEX\HUVZKRFDQDIIRUGDPRUWJDJHEXWQRWWKHGHSRVLW WKHVXSSRUWWRJHWRQWRWKHKRXVLQJODGGHUJLYLQJWKHPDFFHVVWR PRUWJDJHVE\SURYLGLQJDQ LQGHPQLW\ XQGHUZULWLQJ IRUWKHGLIIHUHQFHEHWZHHQDQG RIWKHPRUWJDJH $WWKHHQGRI0D\PRUWJDJHVKDGEHHQFRPSOHWHGHTXLYDOHQWWRWRWDOOHQGLQJRI PRI ZKLFKWKHFRXQFLOKDVSURYLGHGWKHLQGHPQLW\RI N,QDGGLWLRQWKHUHDUHDIXUWKHUVL[PRUWJDJHV ZKLFKDUHSURJUHVVLQJWKURXJKDSSOLFDWLRQVDQGSXUFKDVHVZLWKFDSDFLW\IRUDIXUWKHURQHRUWZR DSSOLFDQWVIURPWKH¿UVWSKDVH $VDFRQVHTXHQFHRIWKHVXFFHVVRIWKH*RYHUQPHQW¶V+HOSWR%X\PRUWJDJHJXDUDQWHHVFKHPH WKHUHDUHFXUUHQWO\QREDQNVEXLOGLQJVRFLHWLHVZLOOLQJWRSDUWLFLSDWHLQDIXUWKHUSKDVHRIOHQGLQJVRDW this stage the council is unable to launch the second phase of the scheme as planned. $QHZELRPDVVERLOHUIRU6KXWWOHZRUWK+RXVH Our Housing Service $QHZELRPDVVERLOHULVEHLQJLQVWDOOHGDW6KXWWOHZRUWK was given the +RXVHLQ6WDPS(QGZKLFKZLOOXVHVXVWDLQDEOHZRRGSHOOHWV Customer Service WRKHDWWKHÀDWVSRWHQWLDOO\VDYLQJUHVLGHQWVKXQGUHGVRI Excellence Award in SRXQGVIURPWKHLUKHDWLQJELOOV%XLOWLQWKH VWKHÀDWVLQ March 2014, which 6KXWWOHZRUWK+RXVHFXUUHQWO\XVHH[SHQVLYHHOHFWULFVWRUDJH is recognition of a heaters. high level of service from an independent ,QDGGLWLRQWKHUHZLOOEHUHSODFHPHQWZLQGRZVEDOFRQ\GRRUVDQG body. The assessment FODGGLQJWKDWZLOOSURYLGHPRUHHIIHFWLYHLQVXODWLRQIRUWKHVWRUH\ included speaking to WRZHUEORFN7KHZRUNVDUHSDUWRID PLOOLRQVFKHPHWRSURYLGH staff and those who greener energy for residents and contribute to a more sustainable use the service. IXWXUHIRU/LQFROQ7KHVFKHPHZLOOEHIXQGHGWKURXJKWKHFRXQFLO¶V +RXVLQJ,QYHVWPHQW3URJUDPPHDQGZHZLOOSXUVXHDGGLWLRQDO IXQGLQJIURPWKH*RYHUQPHQW¶V(&26FKHPH Annual Report 2013-14 11 119 $ÀWIRUSXUSRVHFRXQFLO 2XU¿QDQFLDOVWDWXV /LNHPDQ\FRXQFLOVWKLV\HDUZHKDYHKDGWKHFKDOOHQJHRIPDLQWDLQLQJRXUSHUIRUPDQFHZKLOHDWWKH VDPHWLPHIDFLQJLQFUHDVLQJGHPDQGDQGJURZLQJH[SHFWDWLRQVIURPRXUFXVWRPHUVEXWZLWKLQHYHU UHGXFLQJ¿QDQFLDOUHVRXUFHV 7KHQDWLRQDO6SHQGLQJ5RXQGLQ'HFHPEHUDQQRXQFHGPRUHUHGXFWLRQVLQORFDOJRYHUQPHQW IXQGLQJZLWKDQDGGLWLRQDOFXWIURPRIRQWRSRIWKHUHGXFWLRQLQIXQGLQJVLQFH 2010. %HWZHHQDQGWKHFRXQFLOUHGXFHGLWVH[SHQGLWXUHE\VRPH PEXWWKHQHZ6SHQGLQJ 5RXQGPHDQVWKDWZHKDYHWR¿QGDIXUWKHU PLQWKHQH[WWKUHH\HDUV+HQFHPXFKRIWKLV\HDU has been spent on planning the way forward. Last year we commenced the Towards Financial 6XVWDLQDELOLW\ 7)6 SURJUDPPHZKLFKFRQFHQWUDWHVRQVL[NH\VWUDQGV Implementing fair and appropriate charging regimes for services Driving greater value from procurement and commissioning activity 5DWLRQDOLVLQJWKHFLW\¶VSURSHUW\DQGODQGSRUWIROLRWRRSWLPLVHXVDJHDQGFRPPHUFLDOUHWXUQV 5HGHVLJQLQJVHUYLFHVWRLPSURYHFXVWRPHUH[SHULHQFHVPD[LPLVHHI¿FLHQFLHVDQGFRQWLQXHWR PDNHWKHEXVLQHVV¿WIRUSXUSRVH :LWKGUDZLQJRUSDUWZLWKGUDZLQJIURPVRPHVHUYLFHVQRWGHHPHGWREHRIVXI¿FLHQWSULRULW\RUDQ\ longer affordable Focussing on sustainability and savings that can be gained by making different choices in the way that we use non renewable resources ,Q\HDURQHZHKDYHEHHQVXFFHVVIXOLQGHOLYHULQJWKH PWDUJHWZHVHWRXUVHOYHVLQIDFW RYHUDFKLHYLQJWKLVE\DQDGGLWLRQDO N7KLVZDVGRQHWKURXJKDFRPELQDWLRQRISURMHFWVIURPWKH VWUDQGVDERYHDQGWKH\LQFOXGH Reduction of overall supplies and services budgets 3URFXUHPHQWVDYLQJVIURPVRPHRIRXUNH\FRQWUDFWV 5HGXFWLRQVLQVWDI¿QJOHYHOVLQ/LFHQVLQJDQG&LYLFVHUYLFHV :LWKGUDZDOIURPVRPHVHUYLFHVVXFKDVXUEDQUDQJHUDQGFRPPRQVZDUGHQ 6DYLQJVRQRXUEDQNLQJFRVWV Additional income from green waste charges Projects designed to ensure sustainability (QVXULQJWKHFRXQFLOLVµ)LWIRU3XUSRVH¶LVQRWRQO\DERXWPDNLQJVXUHZHGRQ¶WVSHQGPRUHWKDQ ZHJHWLQ±LW¶VDOVRDERXWHQVXULQJWKDWRXUNH\DVVHWVDUHPDLQWDLQHGVRWKDWWKH\FRQWLQXHWREH SURGXFWLYHDQGWKDWZHPD[LPLVHWKHHI¿FLHQF\RIRXUVHUYLFHV The council’s car parks /XF\7RZHU6WUHHWFDUSDUNKDGWREHFORVHGIRUPXFKRIGXHWRHVVHQWLDOPDLQWHQDQFH,WZDV partially reopened ahead of schedule at the beginning of December 2013 for the Christmas period and then fully opened in March 2014 :KLOHUHSDLUVZHUHRQJRLQJQHZFDUSDUNVZHUHRSHQHGDW6LQFLO6WUHHWDQGLQ'DQHVJDWH )OD[HQJDWHZKLFKKDVSURYLGHGRYHUÀRZSDUNLQJIRUWKHQHDUE\)OD[HQJDWH&DU3DUN Garden waste collection ,QZHLQWURGXFHGDFKDUJHIRUWKHFROOHFWLRQRIJDUGHQZDVWHDQGWKHSULFHZDVIUR]HQWKLV\HDU DW ±OHVVWKDQSSHUZHHN7KHVHUYLFHRIIHUVDTXLFNDQGHDV\VLJQXSHLWKHURQOLQHRUYLD 12 Annual Report 2013-14 120 Strategic priority: $ÀWIRUSXUSRVHFRXQFLO a specialised payment line. Residents can spread the cost by sharing a green bin with a friend or QHLJKERXU/DVW\HDUPRUHWKDQELQVZHUHSDLGIRUDQGDVRI$XJXVWPRUHWKDQ bins have already been paid for under the second year of the scheme. Customer Services and Channel Shift ,QIURQWOLQHVWDIIDQVZHUHGWHOHSKRQHHQTXLULHVIURPUHVLGHQWVEXWXQIRUWXQDWHO\ we were taking up to three minutes to answer some of the calls. A new phone system was introduced in October 2013 to replace our previous outdated software which offers a much better experience for the public. Callers are now informed of their position in the queue and the few customers who wait a longer than average time are offered a call back option. We are now answering calls in an average of RQHPLQXWHEXWDUHVWLOOZRUNLQJRQLPSURYLQJWKDW One of the next key challenges was to help and support It’s been an excellent FXVWRPHUVZKRZRXOGOLNHWRVHOIVHUYHYLDRXUZHEVLWHE\ year for our parking SURYLGLQJDUHOLDEOHDQGVHFXUHRQOLQHµDFFRXQW¶IRU&RXQFLO team. Team Leader 7D[EHQH¿WDQGUHQWLQIRUPDWLRQDQGHQTXLULHV7KLVZLOO Rod Williamson won EULQJRXUVHUYLFHLQOLQHZLWKPRGHUQEXVLQHVVGHOLYHUWKH a British Parking FRQYHQLHQFHDQGDFFHVVWKDWPRUHUHVLGHQWVH[SHFWDQG Award, the service DOVRUHOHDVHHI¿FLHQFLHV:RUNRQWKLVFRPPHQFHGLQHDUO\ featured on BBC 1 ZLWKDIRFXVRQIRXUVKRUWWHUPSURMHFWV series Parking Mad and Lincoln’s council 3D\PHQWV±RIIHUWKHPRVWHI¿FLHQWSD\PHQWPHWKRGVWRDOO car parks were Correspondence – a review of our internal postal costs awarded the Park (OHFWURQLFEHQH¿WFODLPV±EULQJRXUSURFHVVHVWRH[SHFWHG standards Mark standard On-line activity – convenient reporting of issues and service requests Annual Report 2013-14 13 121 Completed projects in the city $VZHOODVGHYHORSLQJNH\VWUDWHJLHVIRUWKHORQJHUWHUPIXWXUHRIWKHFLW\WKHFRXQFLOKDVHQVXUHGWKDW RXUIDFLOLWLHVDVVHWVDQGVHUYLFHVDUHPDLQWDLQHGWRPHHWWKHQHHGVRIWKHFRPPXQLW\ Newport Arch $QRWKHUDPELWLRXVSURMHFWWRUHVWRUHRQHRI/LQFROQ¶VROGHVWDQGPRVWLFRQLFODQGPDUNVZDV completed in May 2014. 1HZSRUW$UFKWKH5RPDQQRUWKJDWHZD\WR/LQFROQZDVRQ(QJOLVK+HULWDJH¶Vµ$W5LVN¶UHJLVWHUDIWHU VXIIHULQJGDPDJHIURPFROGZLQWHUVDQGJHQHUDOFRUURVLRQRYHUWKH\HDUV 6SHFLDOLVWVWRQHPDVRQVIURP5REHUW:RRGKHDG/WGUHEXLOWVHFWLRQVRIWKHWKLUGFHQWXU\DUFKZKLFKLV WKHRQO\5RPDQDUFKLQWKHFRXQWU\WKDWWUDI¿FFDQSDVVXQGHUQHDWK:RUNLQYROYHGVWDELOLVLQJSDUWV RIWKHDUFKUHSODFLQJHURGHGVWRQHVDQGDGGLQJDOD\HURIVWRQHZRUNWRWKHWRSWRSURWHFWWKH5RPDQ brickwork. 7KHSURMHFWUHFHLYHGD +HULWDJH)XQGJUDQWIURP:5(1ZLWKWKH&LW\RI/LQFROQ&RXQFLO FRQWULEXWLQJ IURPLWVFDSLWDOEXGJHWV White Bridge $IWHUWKH\HDUROG:KLWH%ULGJHLQ+DUWVKROPH3DUNZDVIRXQGWREHXQVDIHIRUSXEOLFXVHLQ LWZDVFORVHGDQGDPELWLRXVSODQVVWDUWHGIRUDUHSODFHPHQWEULGJH )ROORZLQJFRQVXOWDWLRQZLWKSDUNXVHUVDQGPHPEHUVRI+DUWVKROPH&RXQWU\3DUN$GYLVRU\*URXSD new design was agreed which incorporated features from the iconic old bridge. 7KHUXUDOQDWXUHSUHVHQWHGFKDOOHQJHVIRUKHDY\SODQWDQGPDFKLQHU\DFFHVVDQGLQDGGLWLRQPXFK RIWKHZRUNKDGWREHFDUULHGRXWIURPDERDW EXWGHVSLWHWKLVWKHEULGJH¿QDOO\UHRSHQHGLQ0DUFK 2014. Long Leys Road Cemetery 7KHQHZFHPHWHU\ZLWKURRPIRUSORWVWKDWVKRXOGPHHW/LQFROQ¶VEXULDOQHHGVIRUXSWR\HDUV ZDVIRUPDOO\RSHQHGLQ-XO\7KLVUHSUHVHQWVD PLOOLRQLQYHVWPHQWE\WKH&LW\&RXQFLO 14 Annual Report 2013-14 122 Completed projects in the city The advantage of Long Leys Road Cemetery is that the council can now offer the purchase of plots in DGYDQFHZKLFKKDVEHHQLPSRVVLEOHXSWRQRZDVWKHRWKHUFHPHWHULHVDUHHLWKHUIXOORUKDYHOLPLWHG space available. :DWHUGUDLQDJHZDVDPDMRUFKDOOHQJHRQWKHVORSLQJVLWHEXWWKHSUREOHPZDVWDFNOHGE\WKH LQVWDOODWLRQRIDSRQGDQGEXULHGUHWHQWLRQWDQN3ODQWVDQGWUHHVZHUHFKRVHQIRUWKHLUQDWXUDODELOLW\ to absorb underground water to help alleviate the problem as well as act as screening for nearby houses. &XUUHQWO\RQO\KDOIWKHVLWHKDVEHHQGHYHORSHGZLWKWKHKLJKHUOHYHOOHIWDVDZLOGÀRZHUPHDGRZ 7KLVPD\SURYLGHDQRSSRUWXQLW\WRRIIHUSHRSOHDQRSWLRQRIDµJUHHQEXULDO¶DUHDLIWKHUHLVLQFUHDVHG demand in the future. ERRVWIRUFRPPXQLW\VSRUWLQ/LQFROQ $VXFFHVVIXOELGE\WKH&LW\2I/LQFROQ&RXQFLOIRU RI1DWLRQDO/RWWHU\IXQGLQJIURP6SRUW (QJODQG¶V&RPPXQLW\6SRUW$FWLYDWLRQ)XQGZLOOKHOSGHYHORSJUDVVURRWVVSRUWVLQLWLDWLYHVDFURVV Lincoln over the next three years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nergy Switch scheme In the last year the City Council has offered two chances to register with the /LQFROQVKLUH(QHUJ\6ZLWFK6FKHPH /(66 ZKLFKFRXOGUHDOO\UHGXFHHQHUJ\ELOOVIRUWKRVHZKR KDYHQHYHUVZLWFKHGHQHUJ\VXSSOLHUVRUKDYHVWXFNZLWKJDVDQGHOHFWULFLW\VXSSOLHUVIRUDORQJWLPH ,QWKH¿UVWRIIHUZKLFK¿QLVKHGLQ0DUFKWKHDYHUDJHVDYLQJVIRUKRXVHKROGVZKRVZLWFKHGZDV There is no obligation to switch so there is nothing to lose by Green Flags - a UHJLVWHULQJ$QG\RXGRQ¶WHYHQKDYHWROLYHLQ/LQFROQVKLUH national standard DVLWLVRSHQWRDQ\RQHLQWKHFRXQWU\VRIULHQGVDQGIDPLO\ for parks and open FDQDOVRUHJLVWHUZKHUHYHUWKH\OLYH spaces linked with the Keep Britain Tidy A similar switching scheme for small and medium businesses Campaign - have 60(V LVDOVRDYDLODEOH been awarded to Hartsholme Country Credit Union into City Hall Park for the sixth year in a row and the The Council has offered to support the work of the Arboretum for the /LQFROQVKLUH&UHGLW8QLRQE\SURYLGLQJµVKRSIURQW¶DFFHVV ninth time in a row. ZLWKLQWKHSXEOLFDUHDVRI&LW\+DOO,WLVKRSHGWKDWWKLVZLOO HQFRXUDJHSHRSOHLQ¿QDQFLDOGLI¿FXOW\WRWXUQWRDQDIIRUGDEOH way of lending rather than fall victim to high interest lenders. Annual Report 2013-14 15 123 Community Cohesion 7KH&RPPXQLW\&RKHVLRQ6WUDWHJ\ZDVODXQFKHGLQ$SULODVDSDUWQHUVKLSEHWZHHQDUDQJHRI SXEOLFYROXQWDU\DQGSULYDWHVHFWRURUJDQLVDWLRQVWRSURPRWHWROHUDQFHDQGXQGHUVWDQGLQJEHWZHHQ UHVLGHQWVRIWKHFLW\7KHVWUDWHJ\ZDVEDVHGRQDUREXVWHYLGHQFHEDVHDQGLGHQWL¿HGVHYHUDODUHDV of focus for action by both the city council and our partners. During the year these have developed and current activity is now focussed on four key areas. West End area of the city The West End area of the city has a mix of grand Victorian houses and traditional terraced housing ZLWKVRPHUHVLGHQWVKDYLQJEHHQERUQDQGEUHGLQWKHDUHD+RZHYHUZLWKWKHJURZWKRIWKH 8QLYHUVLW\DQGPRUHSHRSOHPRYLQJWRWKHFLW\LWKDVVHHQDFKDQJHRYHUUHFHQW\HDUVZLWKPDQ\ properties now offered for rent. This has meant the area has become increasingly attractive to VWXGHQWVPDQ\RIZKRPKDYHDGLIIHUHQWOLIHVW\OHWRWKHORQJWHUPUHVLGHQWV 6RPHFRQFHUQVKDYHEHHQYRLFHGE\ORFDOUHVLGHQWVRYHUQRLVHDQGDQWLVRFLDOEHKDYLRXUELQVOHIWLQ WKHVWUHHWDQGSRRUO\PDLQWDLQHGSURSHUWLHV7KHFLW\FRXQFLODORQJZLWKRWKHUSDUWQHUVLQFOXGLQJWKH 3ROLFH8QLYHUVLW\RI/LQFROQDQG/LQFROQ8QLYHUVLW\6WXGHQWV¶8QLRQKDYHEHHQZRUNLQJZLWKWKHORFDO residents association to try and address these issues. 2QHRIWKHHDUO\LQLWLDWLYHVZDVWRDUUDQJHDVHULHVRIµ0HHWWKH6WUHHW¶HYHQWVLQDUDQJHRIYHQXHV inviting local people to come and have a chat with neighbours over a coffee and a cake. More than SHRSOHDWWHQGHGWKHIRXUHYHQWVZKHUHWKH\DOVRKDGWKHRSSRUWXQLW\WRPHHWUHSUHVHQWDWLYHVRI partner organisations involved in the project. %LQVOHIWLQWKHVWUHHWDUHDFDXVHRIFRQVWDQWFRQFHUQ7KHFLW\¶V:DVWH(QIRUFHPHQW7HDPLV therefore working with the residents association on a scheme involving a friendly reminder card that bins need to be removed from the roadside after they have been emptied. If bins remain in the road after three or four days the residents association pass details of the property on to the team for enforcement action. 7UDQVLHQWQRLVHGXULQJWKHVPDOOKRXUVLVIUHTXHQWO\UDLVHGDVDFRQFHUQSDUWLFXODUO\DURXQG )UHVKHUV:HHN7KH6KXVKFDPSDLJQLVDSDUWQHUVKLSDFWLYLW\DLPHGDWUHLQIRUFLQJWKHPHVVDJH WKDWSDUW\JRHUVVKRXOGUHWXUQKRPHTXLHWO\DIWHUDQLJKWRXW3XUSOHZULVWEDQGVZLWKWKHZRUGV µ6+86+±OHW¶VPDNHLWDVLOHQWQLJKW¶ZHUHGLVWULEXWHGWRVWXGHQWVDQGDFRPSHWLWLRQODXQFKHGWR GHVLJQDµ6KXVK¶ORJRDVSDUWRIWKH-DQXDU\FDPSDLJQ7KHORJRLVQRZEHLQJXVHGWRSURPRWHWKH PHVVDJHDSSHDULQJRQVWUHHWVLJQVÀLSVÀRSVLQYHQXHVRQ6WXGHQWV8QLRQYROXQWHHU7VKLUWVDQG RQSDUWQHUV¶ZHEVLWHV/HDÀHWVDERXWEHLQJDJRRGQHLJKERXUKDYHDOVREHHQZLGHO\GLVWULEXWHGWR VWXGHQWVDQGORQJWHUPUHVLGHQWV7KH3XEOLF3URWHFWLRQ7HDPKDVDOVREHHQUXQQLQJDQRXWRIKRXUV noise pilot scheme across the city. 6RPHUHVLGHQWVDUHFRQFHUQHGWKDWWKHDUHDLVUHDFKLQJDWLSSLQJSRLQWDVPRUHKRXVHVDUHWXUQHG RYHUWRVWXGHQWVOHWVDQGKDYHFDOOHGIRUIXUWKHUFRQWUROVE\WKHFRXQFLO7KH3ODQQLQJDQG3ULYDWH 6HFWRU+RXVLQJWHDPVDUHWKHUHIRUHORRNLQJLQWRRSWLRQVVXFKDV$UWLFOH'LUHFWLRQV VWULFWHUSODQQLQJ UHTXLUHPHQWV DQG+02 +RXVHVLQ0XOWLSOH2FFXSDWLRQ /LFHQVLQJVFKHPHVVXSSRUWHGE\DODQGORUG accreditation scheme to see whether these might help. Abbey and Park Wards 7KHVHDUHDVRIWKHFLW\DUHFKDUDFWHULVHGE\WKHLUGLYHUVHSRSXODWLRQVRIQHZFRPHUVWRWKHFLW\ including migrants from Eastern Europe and beyond as well as students and long term local UHVLGHQWV:HKDYHSURGXFHGDOHDÀHWSURYLGLQJGHWDLOVRIZKRGRHVZKDWLQWKHFLW\FRXQFLOZLWK contact details for services a new resident in the city might need to access. This is being produced in VHYHUDOODQJXDJHVUHFRJQLVLQJWKDWLQLWLDOO\SHRSOHPD\QRWEHFRQ¿GHQWLQ(QJOLVK Work has also taken place in partnership with others to engage with the different communities to address issues and encourage them to get to know each other. This has included discussions 16 Annual Report 2013-14 124 with representatives from a wide range of Eastern European communities and more recently HQFRXUDJHPHQWIRUDÀHGJOLQJODQJXDJHDQGFXOWXUHJURXSµ/L/D&6¶ Work with the Muslim community 3ODQQLQJSHUPLVVLRQKDVQRZEHHQJUDQWHGIRUDQHZPRVTXHRQWKHROG%RXOWKDP3DUN'DLU\ site. During the year the city council helped with facilitating a question and answer session for local UHVLGHQWVDQGLVZRUNLQJZLWKWKH/LQFROQ,VODPLF$VVRFLDWLRQDQG3ROLFHWRHQVXUHORFDOSHRSOHDUH kept fully informed about progress and ensure any concerns are addressed. The team with responsibility for the new cemetery has also been talking to the Lincoln Islamic $VVRFLDWLRQWRPDNHVXUHWKHLUVSHFL¿FQHHGVLQUHVSHFWRIEXULDOVFDQEHPHW Across the city At a more strategic level the council continues to provide VXSSRUWIRUWKH&RPPXQLW\&RKHVLRQ6WHHULQJ*URXSDQGKDV Heather Grover from co-ordinated a media campaign to subtly raise awareness of our Policy Unit has VSHFL¿FLVVXHVDQGSURPRWHWROHUDQFHDQGXQGHUVWDQGLQJZLWK been given an award PRUHWKDQ³¿UVWSHUVRQ´DUWLFOHVSXEOLVKHGLQWKH/LQFROQVKLUH to recognise the (FKRDVZHOODVRWKHUPHGLDFRYHUDJH work she has done to improve community $QRWKHUFLW\ZLGHLQLWLDWLYHZDVWRSURPRWH:RUOG+HOOR'D\ relations. She won VD\KHOORWRSHRSOHWRSURPRWHSHDFH RQ1RYHPEHU the University of UHVXOWLQJLQDURXQGDGR]HQRUJDQLVDWLRQVWDNLQJSDUWDQG Lincoln Students’ saying hello in their own unique way. Work is now underway to Union Award 2014 SURPRWH:RUOG+HOOR'D\RQ1RYHPEHU for Community Partnership Other city-wide activity has been the production of a ‘useful FRQWDFWVOLVW¶IRUVWDIIZRUNLQJZLWKFRPPXQLWLHVDQGWKH development of a calendar of events that bring residents together. Annual Report 2013-14 17 125 Neighbourhood Working 6LQFHDUHVWUXFWXUHLQ$SULOWKHQHLJKERXUKRRGWHDPVKDYHPDGHFRQVLGHUDEOHSURJUHVV WRZDUGVDPRUHXQL¿HGDQGFRQVLVWHQWVHUYLFHDFURVVWKHHLJKWFRPPXQLWLHVWKH\VHUYHLQ/LQFROQ 7KHSURJUDPPHQRZKDVLWVRZQORJRDQGEUDQGLQJZLWKWKHLQWURGXFWLRQRIVKDUHGSURPRWLRQDO materials. It has also developed a range of performance measures to track progress across the teams. Neighbourhood Planning 1HLJKERXUKRRG6XUYH\VZHUHFRQGXFWHGLQ%LUFKZRRGDQG6W*LOHVWRLGHQWLI\UHVLGHQWSULRULWLHV IRUSDUWQHUVKLSZRUNLQWKRVHDUHDV7KH¿QGLQJVIRU%LUFKZRRGKDYHEHHQIHGLQWRWKH%LJ/RFDO SODQQLQJSURFHVVZLWKVXSSRUWSURYLGHGWRWKH6WHHULQJ*URXSLQGUDIWLQJWKHLU%LJ/RFDO3UR¿OH7KLV ZLOODVVLVWLQGUDZLQJGRZQ PLOOLRQIRULQYHVWPHQWLQWKHDUHD 7KH6W*LOHVGDWDLVFXUUHQWO\EHLQJDQDO\VHGIRUWKHLU1HLJKERXUKRRG3ODQ)ROORZLQJ DVLPLODUVXUYH\LQWKHVSULQJRI'HFHPEHUVDZWKHFRPSOHWLRQDQGDJUHHPHQWRIWKH ¿UVW1HLJKERXUKRRG3ODQE\WKH$EEH\1HLJKERXUKRRG%RDUG%\WKHHQGRIWKH\HDUWKUHH 1HLJKERXUKRRG3ODQVZHUHEHLQJXVHGE\FRPPXQLWLHVZLWKLQWKHSURJUDPPHZLWKDQDYHUDJHRI RIDFWLRQVRQWDUJHW This year also saw the formation of a new Neighbourhood Board in Ermine East providing a total of six active boards within the eight areas we work. 2014/15 should see the team reach its full quota. )RUWKH¿UVWWLPHH[LVWLQJ1HLJKERXUKRRG%RDUGPHPEHUVWRRNSDUWLQDQDQRQ\PRXVVDWLVIDFWLRQ VXUYH\UHJDUGLQJWKHLUH[SHULHQFHRIWKHSURJUDPPH7KHUHVSRQGHQWVUHFRUGHGD VDWLVIDFWLRQUDWHZLWKDOPRVWKDOI VWDWLQJWKH\ZHUHµYHU\VDWLV¿HG¶ZLWKWKHSURJUDPPH The team has worked with at least 114 different partner organisations over the last 12 months. Funding ,QDGGLWLRQWRVXSSRUWLQJQLQHH[WHUQDOIXQGLQJDSSOLFDWLRQVWKHSURJUDPPHDOVRIDFLOLWDWHGVRPH IXQGLQJVWUHDPVZKLFKLQFOXGHGDQHOHPHQWRIUHVLGHQWGHFLVLRQPDNLQJ 7KH1HLJKERXUKRRG2I¿FHV Each Neighbourhood Team operates a direct service to residents to provide them with support and DVVLVWDQFHWRDFFHVVWKHVHUYLFHVWKH\QHHG(DFKRI¿FHRIIHUVDVOLJKWO\GLIIHUHQWIDFLOLW\GXHWRWKH opportunities and restrictions offered by the venues. The table below shows the number of people the team has helped throughout the year. Facilitate Facilitate access to 'LUHFW6XS - access to port 'LUHFW6XSSRUW 3KRQH Computer 3KRWRFRSLHU 6HUYLFHV 6LJQSRVW Advice North 820 48 153 305 Central 4 89 250 6RXWK 350 21 43 58 142 Total 300 18 Annual Report 2013-14 126 Community Development ,QDGGLWLRQWKH1HLJKERXUKRRG7HDPVDOVRHQFRXUDJHDQGVXSSRUWYROXQWHHULQJ6RXWK7HDP currently supports a volunteer gaining work experience learning basic admin duties. The Central Community Caretaker also co-ordinates a team of volunteers who identify environmental issues. ,Q-XQH1RUWK7HDPFRRUGLQDWHGDTXL]QLJKWFHOHEUDWLQJYROXQWHHULQJDFWLYLW\RQ6W*LOHVZLWK teams taking part. The team also supports residents who would like to take a role in community governance such as VXSSRUWLQJUHVLGHQWVWRDWWHQGD)LQDQFLDO,QFOXVLRQ&RQIHUHQFHLQÀXHQFHSURSRVDOVRQFDSLWDO developments or in delivering presentations about their project. 7KHWHDPVFDQVXSSRUWDQGDGYLVHJURXSVLQUXQQLQJHYHQWVVXFKDVWKH6W*LOHV*DOD Community Caretakers The local environment or streetscene can have major implications for how communities view WKHPVHOYHVDQGDQLQGLYLGXDO¶VKHDOWKDQGZHOOEHLQJ7KH&RPPXQLW\&DUHWDNHUVDUHDYLVLEOH Annual Report 2013-14 19 127 Neighbourhood Working presence in communities and ensure that issues are reported quickly and correctly to the responsible agency. The Community Caretaker also provides support and advice to residents. 7KLV\HDUWKHWKUHH&RPPXQLW\&DUHWDNHUVFRPSOHWHG VWUHHWDXGLWVGHDOLQJZLWKPRUHWKDQ issues. Other key achievements )XQGLQJDSLHFHRIZRUNOHGE\/LQFV3ROLFH/LQFV)LUHDQG5HVFXHDLPHGDWUHGXFLQJDQWL social behaviour on Tower Estate. Early signs are showing that it has positively changed the relationships between members of the community and the local police team ,Q6W*LOHVWKHWHDPKHOGD:LQWHU:DUPHUVHYHQWZKLFKUHVLGHQWVDWWHQGHGZKHUHWKH\KDG SUHVHQWDWLRQVRQ)XHO3RYHUW\$JH8.+HDOWK7UDLQHUVDQG6W%DUQDEDV &UHGLW8QLRQDFFHVVSRLQWUXQLQ0RRUODQGE\1HLJKERXUKRRG7HDP )LQDOLVDWLRQRI7HDP$URXQGWKH3ODFHDSSURDFKWRHQFRXUDJHPRUHFURVVWHDPZRUNLQJZLWKLQWKH City Council in neighbourhoods A free home composting workshop was run in April 2013 where residents were also encouraged WRVZDSVHHGVDQGSODQWVWRLPSURYHWKHDUHD7ZHQW\¿YHUHVLGHQWVWRRNSDUW 2UJDQLVHGDQGGHOLYHUHGDJUDI¿WLSURMHFWIRU:RUOG+HOORGD\ 3URGXFHGWZRORFDOQHZVOHWWHUV±0RRUODQGDQG6W*LOHV Worked with young people to create an anti-bullying video for schools +HOSHGWRRUJDQLVHDFRPPXQLW\FOHDQXSGD\LQ%LUFKZRRGDOORZLQJSHRSOHWRJHWULGRIUXEELVK from their gardens free of charge -RLQHGXSZLWKFKDULWLHVVXFKDVWKH3'6$DQG'RJV7UXVWWRRIIHUIUHHHYHQWVIRUSHRSOH¶VGRJV VXFKDVPLFURFKLSSLQJDQGKHDOWK02762QHHYHQWDORQHDWWUDFWHGPRUHWKDQDWWHQGHHV Case Study 1 ³,KDGFRPSOHWHGDQHQYLURQPHQWDODXGLWZLWKRQHJDUGHQLQSDUWLFXODUFDWFKLQJP\H\H,WKDG EHHQDPHVVDQGKDGJUDGXDOO\VWDUWHGWRJHWZRUVHZLWKDWOHDVWEODFNELQEDJVIXOORIJHQHUDO refuse on an overgrown littered front grass. I issued a garden card with advice which contained my contact details and the resident rang me. The tenant was a young mother with a terminal illness who struggled to do day-to-day tasks. I then supported her to arrange a bulky collection of items that were lying in her front garden for which she had no use. I also advised her about the assisted collection for her bins.” &DVH6WXG\ “A bungalow had been abandoned for approximately three months and the garden and VXUURXQGLQJDUHDKDGEHHQXVHGDVDGXPSLQJJURXQGDPDVVLQJPRUHWKDQEDJVRIZDVWH DQGH[FHVVLYHOLWWHU%\FRQWDFWLQJWKHRULJLQDORZQHUVDQGWKHSURSHUW\PDQDJHUZHKDYHUHFHQWO\ VXFFHHGHGLQFOHDQVLQJWKHDUHDLPSURYLQJWKHVXUURXQGLQJDUHD´ 20 Annual Report 2013-14 128 Annual Governance Statement The City of Lincoln Council has a responsibility to ensure its business is conducted in accordance with the law; that public money is safeguarded and properly accounted for and that it is used HFRQRPLFDOO\HI¿FLHQWO\DQGHIIHFWLYHO\ (DFK\HDUDORQJVLGHWKHSXEOLFDWLRQRIRXU6WDWHPHQWRI$FFRXQWVWKHFRXQFLOPXVWSURGXFHDQ $QQXDO*RYHUQDQFH6WDWHPHQWVHWWLQJRXWWKHJRYHUQDQFHDUUDQJHPHQWVWKURXJKZKLFKLWZLOOPHHW its responsibilities. 7KHJRYHUQDQFHIUDPHZRUNHQDEOHVWKHDXWKRULW\WRPRQLWRUGHOLYHU\RILWVVWUDWHJLFREMHFWLYHVDQG consider whether services are appropriate and cost effective. The statement is divided into three sections: 7KHJRYHUQDQFHIUDPHZRUN±KRZWKHFLW\FRXQFLO¶VRSHUDWLRQVDUHJRYHUQHG Review of effectiveness – looks at the effectiveness of the framework. 6LJQL¿FDQWJRYHUQDQFHLVVXHV±GHWDLOVWKRVHDUHDVUHTXLULQJDWWHQWLRQ So how are we doing? In reviewing the effectiveness of the Governance Framework it was found that it is generally RSHUDWLQJZHOODQGWKHUHDUHQRPDMRUJDSVDOWKRXJKVRPHJRYHUQDQFHLVVXHVZHUHLGHQWL¿HGDQG actions are being taken to address these. 7KHVHLVVXHVDUH ,QIRUPDWLRQ0DQDJHPHQW *RRGSURJUHVVZDVPDGHWKURXJKDQDXGLWRIDOOLQIRUPDWLRQKHOG LWVW\SHVHQVLWLYLW\ORFDWLRQDQGPHGLDVWRUHGLQZKLFKSURYLGHGDFRPSUHKHQVLYHYLHZRI LQIRUPDWLRQKHOG+RZHYHUWKHSURGXFWLRQDQGLPSOHPHQWDWLRQRIUHYLVHGUHWHQWLRQDQGGLVSRVDO schedules has been delayed in 2013/14 and so will be progressed in the year ahead. +RXVLQJ%HQH¿WV'DWD4XDOLW\ $ORQJVLGHPDQ\ORFDODXWKRULWLHVQDWLRQDOO\WKHDQQXDO+RXVLQJ %HQH¿WVXEVLG\FRQWLQXHVWREHTXDOL¿HGE\([WHUQDO$XGLW([WHQVLYHLPSURYHPHQWZRUNKDV taken place within the service and further work is planned in 2014/15 with a dedicated project lead now in place to bring together a robust subsidy/quality checking process across the shared service. This project will run from May to December 2014. +HDOWKDQG6DIHW\ 7KLVKDVEHHQDIRFXVRIWKH$QQXDO*RYHUQDQFH6WDWHPHQWUHFHQWO\DQG DFRQVLGHUDEOHDPRXQWRIZRUNKDVEHHQFRPSOHWHGDVDFRQVHTXHQFH+RZHYHUDQXPEHURI DUHDVUHPDLQDVLJQL¿FDQWLVVXH 1. $VEHVWRVPDQDJHPHQW 'XULQJDFRPSOLDQFHJDSDQDO\VLVZLOOEHXQGHUWDNHQDQGDFWLRQ plan developed. 2. 5HVSRQVLEOHRI¿FHUGXWLHV :KLOVWWKHµ7UHHRI5HVSRQVLELOLW\¶LVQRZLQSODFHWKHUHDUHVRPH DFFHSWDQFHVWREHIRUPDOO\DJUHHG7KLVZLOOEH¿QDOLVHGGXULQJ 3. )UDPHZRUNIRUULVNDVVHVVPHQW 7RUHYLHZDQGLPSURYHWKHULVNDVVHVVPHQWSURFHVVLQFOXGLQJ staff training so that the mechanisms in place ensure that risk assessments are suitable and VXI¿FLHQW Further details about the governance framework and review of effectiveness are included in the full $QQXDO*RYHUQDQFH6WDWHPHQWZKLFKLVDYDLODEOHRQWKH&RXQFLO¶VZHEVLWH Annual Report 2013-14 21 129 Our civic year &RXQFLOORU3DWULFN9DXJKDQFHUWDLQO\WKUHZKLPVHOILQWRKLV0D\RUDO\HDUZLWKRQHRIKLVPDQ\ KLJKOLJKWVEHLQJVN\GLYLQJIURPIHHW 7KURXJKRXWKLVWHUPRIRI¿FHKHUDLVHGPRQH\IRUWKH0RWRU1HXURQH'LVHDVH$VVRFLDWLRQDFKDULW\ FORVHWRKLVKHDUWDIWHURQHRIWKHFRXQFLO¶VVWDIIZDVGLDJQRVHGZLWKWKHFRQGLWLRQ 1RWPDQ\SHRSOHDWWKHDJHRIZRXOGFRQVLGHUMXPSLQJRXWRIDSODQHEXWXQGHWHUUHGKHWRRNRQ WKHFKDOOHQJHZLWKDVPLOHRQKLVIDFHDQGHYHQPDQDJHGWRSHUVXDGH&LYLF0DQDJHU.DWH)HQQWR join him in the daredevil stunt. $QRWKHUHYHQWZKLFKVDZPRQH\UDLVHGIRUFKDULW\LQYROYHGDEXV\+LJK6WUHHWRQDZDUP0D\ 6DWXUGD\DIWHUQRRQ %XVWOLQJZLWKVKRSSHUVDQGZLWKWKHVXQVKLQLQJGRZQEULJKWO\DÀDVKPREWRRNSODFHMXVWRXWVLGH WKH*XLOGKDOOVWRSSLQJKXQGUHGVRISHRSOHLQWKHLUWUDFNVDVWKH\HQMR\HGWKHLUUHWDLOWKHUDS\+H MRLQHGLQWKHH[WUDYDJDQ]DE\SHUIRUPLQJDORQJVLGHWKHGDQFHUVIRUDVHJPHQWWRPXVLFE\WKH%OXHV Brothers. ,QMXVWVHYHQPLQXWHVWKLVHYHQWDORQHUDLVHG WRZDUGVWKH KHDFKLHYHGIRUWKH01'$ WKURXJKRXWKLVWHUPRIRI¿FHIURP0D\WR-XQH 2WKHUKLJKOLJKWVRI&RXQFLOORU9DXJKDQ¶V\HDULQFOXGHWDNLQJSDUWLQWKHEULOOLDQWDQGDZDUGZLQQLQJ/LS 'XE/LQFROQOD\LQJDZUHDWKRQEHKDOIRI/LQFROQLQ%UDGIRUGRQ0D\WRPDUN \HDUVVLQFHWKH WHUULEOH¿UHWKDWNLOOHGSHRSOHDW9DOOH\3DUDGH6WDGLXPGXULQJDIRRWEDOOPDWFKEHWZHHQ%UDGIRUG and Lincoln City and delivering the Christmas message at Lincoln Cathedral on Christmas Eve. $ORQJZLWKDWWHQGLQJFRPPHPRUDWLYHHYHQWVKHDOVRDWWHQGHGPDQ\FHOHEUDWRU\HYHQWVLQFOXGLQJ XQLYHUVLW\DQGFROOHJHJUDGXDWLRQVYLVLWLQJVFKRROVWRLQWURGXFH\RXQJSXSLOVWRRXUFLW\¶VWUDGLWLRQV and spending time at care homes meeting many interesting people. 5HSUHVHQWLQJ/LQFROQKHWUDYHOOHGWRRXUWZLQFLW\1HXVWDGWLQ*HUPDQ\DQGWR&KLQDZKHUHWKHUHLV DORWRILQWHUHVWLQEXVLQHVVHVLQYHVWLQJLQ/LQFROQ7KLVFRXOGEULQJVLJQL¿FDQWHFRQRPLFEHQH¿WVLQWKH IXWXUH+HDOVRZHOFRPHGDGHOHJDWLRQRIEXVLQHVVPHQDQGSROLWLFLDQVIURP&KLQDWR/LQFROQ 22 Annual Report 2013-14 130 Retiring councillors 3UHVHQWDWLRQVZHUHPDGHWRWKUHHFRXQFLOORUVZKRFROOHFWLYHO\VHUYHGIRU\HDUVDQGGLGQRWVWDQG for re-election in May. &RXQFLOORU+LOWRQ6SUDWW %UDFHEULGJH &RXQFLOORU-DQH&ODUN %LUFKZRRG DQG&RXQFLOORU*HRII .LUE\ +DUWVKROPH ZHUHJLYHQIUDPHGFHUWL¿FDWHVE\7KH5LJKW:RUVKLSIXO0D\RURI/LQFROQ3DWULFN 9DXJKDQDWWKH)XOO&RXQFLOPHHWLQJRQ7XHVGD\$SULO &RXQFLOORU6SUDWWVDLG ³,¶YHVHUYHGRQWKHFRXQFLOIRU\HDUVFRQWLQXRXVO\VLQFHDQGZDVDOVR DPHPEHUIRU0RRUODQGEHWZHHQ DQG “I was really honoured to be Mayor and to have been leader of the Conservative group as well as a portfolio holder for a time. “The reason I am standing down is work commitments – I have a full-time job as a lecturer at college and I do not feel I can do the role of a councillor justice at the moment.” &RXQFLOORU.LUE\ZKRKDG\HDUV¶VHUYLFHVDLG ³,¶YHWKRURXJKO\HQMR\HGP\\HDUVRQWKLV council. ³,QHYHUUHDOLVHGMXVWZKDWLWZDVOLNHEHLQJDFRXQFLOORUKDYLQJEHHQDQRI¿FHUEHIRUHKDQG, thoroughly enjoyed the people side of it all. ³$WWKHHQGRIWKHGD\RXUMRELVWRGRRXUEHVWWRPDNHSHRSOHKDSS\,W¶VQRWDQHDV\WKLQJWRGR ³2QWKHZKROH,¶YHIRXQGLWWKHPRVWSOHDVLQJMRE,¶YHGRQH´ &RXQFLOORU&ODUNZKRKDGVHYHQ\HDUV¶VHUYLFHVDLG ³(YHU\WKLQJKDVEHHQH[FLWLQJEXWWKH2O\PSLF Flame visit and the Red Arrows going over was really something. “Two of my favourite committees have been Equality and Diversity and the Commons Advisory 3DQHO´ 0D\RU3DWULFN9DXJKDQVDLG ³,¶GOLNHWRWKDQN&RXQFLOORUV&ODUN.LUE\DQG6SUDWWIRUWKHLUKDUGZRUN for the city of Lincoln and for their wards. “I wish them all the best in their future endeavours. Thank you all for your support for our city.” Annual Report 2013-14 23 131 Your councillors Councillors are elected to represent the interests of the residents of their wards and work to serve the city as a whole. The city council comprises 33 FRXQFLOORUVZLWKWKUHHFRXQFLOORUV representing each of the 11 wards within Lincoln. The political make-up RIWKHFLW\FRXQFLOLV/DERXU councillors and six Conservative. Individual councillors are elected by eligible residents of their wards once every four years. Elections are held in three of every IRXU\HDUVZLWKRQHFRXQFLOORULQ HDFKZDUGHOHFWHGLQHDFKRIWKH¿UVW WKUHH\HDUV,QWKHIRXUWK\HDUWKH city council does not hold regular elections. Councillor Councillor Councillor .DWKOHHQ )D\6PLWK 3HWHU:HVW Brothwell Abbey ward Labour Labour Labour Councillor Councillor Councillor Eddie Anthony Rosanne 6WUHQJLHO Gray .LUN Birchwood Birchwood ward Conservative Labour Labour Councillor Councillor Councillor Gill Gary Ralph Clayton- +HZVRQ Toofany +HZVRQ Boultham Boultham ward Labour Labour Labour Councillor Councillor Councillor .HLWK:HDYHU .DWLH9DXVH Bill Bilton Bracebridge Bracebridge ward Conservative Labour Labour 24 Annual Report 2013-14 132 Councillor Councillor Councillor Donald -LP Loraine Nannestad +DQUDKDQ Woolley Castle Castle ward Labour Labour Labour Councillor Councillor Councillor Neil Murray .DUHQ/HH Tony 6SHDNPDQ Carholme Carholme ward Labour Labour Labour Councillor Councillor Councillor 3DWULFN Richard -DFNLH.LUN Vaughan Metcalfe Glebe Glebe ward Labour Labour Labour Councillor Councillor Councillor 5RQ+LOOV Andrew Marika .HUU\ Riddick Hartsholme Hartsholme ward Conservative Conservative Conservative Councillor Councillor Councillor /L]0D[ZHOO 6XH%XUNH David Gratrick Minster ward Labour Labour Conservative Councillor Councillor Councillor Geoff Ellis Bob Bushell Adrianna McNulty Moorland ward Labour Labour Labour Councillor Councillor Councillor David Chris Burke Brent -DFNVRQ Charlesworth Park ward Labour Labour Labour Annual Report 2013-14 25 133 2XUÀQDQFHV The council produces a full set of accounts in compliance with relevant standards. In order to present WKHPRVWLPSRUWDQWLQIRUPDWLRQIURPWKHDFFRXQWVLQDPRUHXVHUIULHQGO\XQGHUVWDQGDEOHIRUPDWWKLV summary of accounts has been produced. The full statement of accounts are made up of a number of key statements and the main ones are summarised below. The comprehensive income and expenditure statement Net expenditure £’000 Central services to the public &XOWXUDODQG5HODWHG6HUYLFHV (QYLURQPHQWDODQG5HJXODWRU\6HUYLFHV 3ODQQLQJ6HUYLFHV +LJKZD\VDQGWUDQVSRUWVHUYLFHV /RFDODXWKRULW\KRXVLQJ +5$ Other housing services 3XEOLF+HDOWK 95 Corporate and democratic core Non distributed costs Net cost of services $GG &RUSRUDWH,QFRPH /HVV &RUSRUDWH&KDUJHV Amount to be met from government grants and local taxation Financed by £’000 Central Government Grant Council Tax Retained Business Rates 6XUSOXVRQ3URYLVLRQRI6HUYLFHV 6WDWXWRU\$GMXVWPHQWV General Fund balance brought forward General Fund Balance Carried Forward Where our money 7KH&RXQFLO¶VWRWDOJURVVVSHQGRQ services for the year was approximately comes from 0&RXQFLO7D[HTXDWHGWRRI all income received by the council 7KH&LW\&RXQFLOUHFHLYHG PLOOLRQRI Council Tax in 2013/14. Our element of Council Tax for an average Band D rated SURSHUW\ZDV 26 Annual Report 2013-14 134 Balance Sheet 7KH%DODQFH6KHHWVKRZVWKHFXUUHQW¿QDQFLDOSRVLWLRQRIWKH&LW\RI/LQFROQ&RXQFLODWWKHHQGRIWKH \HDU,WVKRZVWKHYDOXHRIDOODVVHWVDQGOLDELOLWLHV ZKDWWKHFRXQFLORZHVDQGLVRZHG Balance Sheet £’000 )L[HG$VVHWV /DQG %XLOGLQJV 6WRFN VWRUHVRIPDWHULDOV 392 'HEWRUV SHRSOHZKRRZHPRQH\WRWKHFRXQFLO ,QYHVWPHQWV YDOXHRIPRQH\LQYHVWHG &XUUHQW/LDELOLWLHV FRXQFLOGHEWVSD\DEOHZLWKLQ\HDU /RQJ7HUP/LDELOLWLHV 'HEWVSD\DEOHDIWHU\HDU Total Net Assets Financed By: Accounting Reserves General Balances Earmarked Reserves 7KHFRXQFLO¶VPRVWYDOXDEOHDVVHWLV Assets Annual Report 2013-14 27 135 2XUÀQDQFHV Cash Flow Statement 7KLVWDEOHVKRZVWKHÀRZRIFDVKGXULQJWKH\HDU &DVKÀRZVWDWHPHQW £’000 Cash at 1 April 2013 418 1HW&DVKÀRZIURPRSHUDWLQJDFWLYLWLHV 1HW&DVKÀRZIURPLQYHVWLQJDFWLYLWLHV 1HWFDVKÀRZIURP¿QDQFLQJDFWLYLWLHV &DVKDW0DUFK Housing Revenue Account It is a legal requirement that all income and expenditure on council houses is kept in a separate DFFRXQWFDOOHGWKH+RXVLQJ5HYHQXH$FFRXQWV 7KHFRXQFLORZQVKRPHVFRQVLVWLQJRIWKHIROORZLQJW\SHV Low-Rise Flats Our housing stock Medium Rise Flats +LJK5LVH)ODWV 299 +RXVHV%XQJDORZV During the year 32 properties were sold and work commenced on a scheme at 6WDSOHIRUG$YHQXHWREXLOG¿YHQHZ properties. Income £’000 &RXQFLOKRXVHUHQWV JURVV Other Income Expenditure Repairs and maintenance 6XSHUYLVLRQDQGPDQDJHPHQW &DSLWDO¿QDQFLQJFRVWV Corporate costs 6HOI)LQDQFLQJVHWWOHPHQWSD\PHQWWRWKH6HFUHWDU\RI6WDWH 0 6XUSOXV 'H¿FLWIRU\HDU 6WDWXWRU\$GMXVWPHQWV +5$%DODQFHERXJKWIRUZDUG HRA balance carried forward 28 Annual Report 2013-14 136 Capital Expenditure &DSLWDOH[SHQGLWXUHUHSUHVHQWVPRQH\VSHQWE\WKHFRXQFLORQSXUFKDVLQJDQGXSJUDGLQJRU LPSURYLQJDVVHWVWKDWZLOOKHOSDFKLHYHWKHFRXQFLO¶VSULRULWLHVRYHUDQXPEHURI\HDUV*RRG H[DPSOHVDUHUHJHQHUDWLRQEXLOGLQJFRQVWUXFWLRQDQG,7XSJUDGHV ,QWKH&RXQFLO¶VFDSLWDOH[SHQGLWXUHWRWDOOHG PLOOLRQ Below is a breakdown of the capital expenditure for 2013/14 - £’000 :RUNVWRWKH+RXVLQJ6WRFN 6WDSOHIRUG$YHQXHFRXQFLOKRXVHQHZEXLOGVFKHPH 390 Car park works Improvement & renovation grants Telephony & IT systems Other Total Capital Spend Capital expenditure Annual Report 2013-14 29 137 2014/17 delivery plan $VZHORRNIRUZDUGWRODXQFKLQJWKHQHZGHOLYHU\SODQWKHHQYLURQPHQWLQZKLFKZHRSHUDWH FRQWLQXHVWRSUHVHQWPDQ\VLJQL¿FDQWFKDOOHQJHV Endeavouring to grow the local economy and provide jobs for local people whilst emerging from RQHRIWKHGHHSHVWQDWLRQDOUHFHVVLRQIRUJHQHUDWLRQVWU\LQJWRSURWHFWVRPHRIRXUPRUHYXOQHUDEOH UHVLGHQWVLQZDUGVWKDWDUHZLWKLQVRPHRIWKHPRVWGHSULYHGLQWKHFRXQWU\DQGHQVXULQJVXI¿FLHQW housing is provided to meet the needs of our growing population at a time when the house building industry is only now showing the signs of recovery are just some of the issues we face. We need to DFKLHYHWKLVDJDLQVWDEDFNGURSRIFRQWLQXHGFXWVLQORFDOJRYHUQPHQWIXQGLQJZKLFKDUHHQYLVDJHG to continue for a number of years ahead. 6RZKDWDUHRXUSODQVIRUWKHQH[WWKUHH\HDUV" Growing the local economy 7KHFRXQFLOKDVSXEOLVKHGDORQJWHUP*URZWK6WUDWHJ\IRUWKHFLW\FRYHULQJWKHSHULRG 7KHVFDOHRIWUDQVIRUPDWLRQSODQQHGLVKXJHDQGWKHUDQJHRIVWDNHKROGHUVUHTXLUHGWRWXUQWKLV vision into reality is extensive. This will be co-ordinated and managed through a new partnership involving a Growth Board and a supporting wider Growth Forum. 6RPHRIWKHNH\DUHDVWKDWZLOOEHWDFNOHGRYHUWKHQH[WWKUHH\HDUVLQFOXGH &RPSOHWLRQRIWKH&HQWUDO/LQFROQVKLUH/RFDO3ODQIRU 7KHUHQRYDWLRQRI%RXOWKDP3DUNLQSDUWQHUVKLSZLWK/LQNDJH&RPPXQLW\7UXVW $VVHVVPHQWRIWKHÀRRGLPSOLFDWLRQVDW+DUWVKROPH&RXQWU\3DUN &RQWLQXHGVXSSRUWIRU9LVLW/LQFROQRXUWRXULVPSDUWQHUVKLS 6XSSRUWIRUWKHGHYHORSPHQWE\SDUWQHUVRID7HFKQRORJ\&HQWUH 6XSSRUWIRUDELGWRLPSURYHWKHOLQHWUDFNDQGVLJQDOOLQJEHWZHHQ/LQFROQDQG1RWWLQJKDPWR speed up connectivity times. 5HYLHZWKH/LQFROQ&HQWUDO7UDQVSRUW+XESURSRVDOWRUHSODFHWKHDJHLQJEXVVWDWLRQDQGEULQJ WRJHWKHUWKHFDUUDLODQGEXVQHWZRUNV ,QWURGXFWLRQRID&DU3DUNLQJ6WUDWHJ\IRUWKHFLW\DQGZKHUHUHVRXUFHVSHUPLWLPSOHPHQWLWV recommendations Continue to work with partners to support the delivery of the East/West link road and the Eastern bypass Review the quality of our public toilet provision to seek to improve what is available Protecting the poorest people in Lincoln 7KHDPELWLRQIRUWKHVWUDWHJ\LVWR ³:RUNZLWKSDUWQHUVWRWDFNOHWKHHIIHFWVRISRYHUW\DQGVRKDYHDSRVLWLYHQRWLFHDEOHLPSDFWRQ SHRSOH¶VGDLO\OLYHV´ 7KLVDPELWLRQLVVXSSRUWHGE\DVHULHVRIREMHFWLYHVHDFKZLWKDUDQJHRISURJUDPPHVIRUIXUWKHU action. Below are some of those schemes where the City Council will take a lead. Offer support to residents struggling to pay council tax and /or housing rent. :RUNZLWKSDUWLFLSDWLQJVHFRQGDU\VFKRROVWRSURYLGHDVDYLQJVDFFRXQWIRUDOOVFKRROFKLOGUHQLQ WKHFLW\HQWHULQJ $VWKHFLW\JURZVLWZLOOQHHGQHZKRPHVWRDFFRPPRGDWHWKHLQFUHDVHLQSHRSOHFKRRVLQJWRPDNH Lincoln their home. This brings the challenges and opportunities of bringing forward developments for both large and small sites across the city. At the same time the council will continue to work to improve the standard of existing housing VWRFNSDUWLFXODUO\LQWKHSULYDWHUHQWHGVHFWRUZKLOVWUHWDLQLQJDIRFXVRQWKHOHYHORIHPSW\KRPHV remaining in the city. 3ODQVIRUWKHQH[WWKUHH\HDUVLQFOXGH The Western Growth Corridor development which offers potential growth for the west side of the FLW\LQFRUSRUDWLQJQHZKRXVLQJSURYLVLRQEXVLQHVVSUHPLVHVDQGUHFUHDWLRQIDFLOLWLHV The council will escalate its current council house building programme with up to 150 houses planned for the next six years. ([SORUHWKHGHYHORSPHQWRIDUHQHZDOSURJUDPPHXWLOLVLQJIXQGLQJIURPWKHH[LVWLQJFDSLWDO funding 3RWHQWLDOIRUDORFDOOLFHQVLQJVFKHPHIRUWKHSULYDWHUHQWHGVHFWRUWRLPSURYHWKHTXDOLW\DQG standard of property The council will dedicate staff time to identifying and liaising with property owners to bring even more properties back into use Towards Financial Sustainability $VPHQWLRQHGHDUOLHUWKHFRXQFLOIDFHVXQSUHFHGHQWHGUHGXFWLRQVLQSXEOLFH[SHQGLWXUHOHYHOVDQGDV DUHVXOWQHHGVWRGHOLYHUVLJQL¿FDQWUHYHQXHVDYLQJV6RZKLOVWWKHFRXQFLOPD\EHDEOHWRXQGHUWDNH DIHZFDSLWDOSURMHFWVWRKHOSGULYHJURZWKDQGVXSSRUWSHRSOHWKHUHLVDFOHDUQHHGWRFRQWLQXHWKH GULYHIRUVDYLQJV,QWKHQH[WIHZ\HDUVWKHFRXQFLOZLOOEHORRNLQJDW ([WHQGLQJWKHµRQOLQH¶DOWHUQDWLYHIRUVHUYLFHGHOLYHU\DYDLODEOHKRXUVSHUGD\IRUFXVWRPHUV who are able and choose this way )XUWKHUIXQGDPHQWDOUHYLHZVRIWKHZD\VHUYLFHVDUHRSHUDWHGLQFOXGLQJ)LQDQFLDO6HUYLFHV 5HJXODWRU\6HUYLFHVDQG/HLVXUH6HUYLFHV 8QGHUWDNLQJDUDQJHRIVFKHPHVWRUHGXFHXVDJHRIQDWXUDODVVHWVDQGKHQFHUHGXFHRSHUDWLQJ costs where possible. Build on the data gained from the previous experience of the introduction of an electric vehicle to H[SORUHZLGHUXVHZLWKLQWKHÀHHWRIHLWKHUHOHFWULFFDUVRURWKHUHPHUJLQJWHFKQRORJLHV Consider options to enter into a joint county-wide recycling agreement to try to turn waste into resources and provide opportunities to improve recycling rates 7KHIXOOOLVWRISURSRVDOVIRUWKHQH[WWKUHH\HDUVZLOOEHFRYHUHGLQWKHQHZGHOLYHU\SODQ which will be published in autumn 2014. Annual Report 2013-14 31 139 Other languages City of Lincoln Council is passionate about promoting equality and diversity. ,I\RXKDYHGLI¿FXOW\LQXQGHUVWDQGLQJDQ\WKLQJLQWKLVGRFXPHQWSOHDVHJRWR &LW\+DOO%HDXPRQW)HH/LQFROQRUDQ\RWKHU&RXQFLORI¿FHZKHUHZHFDQFDOO in an interpreter for you through the Big Word Services. Polish: 5DGD0LDVWD/LQFROQ ]DQJ&LW\RI/LQFROQ&RXQFLO MHVWZSHáQL]DDQJDĪRZDQDZSURPRZDQLHUyZQRĞFL LUyĪQRURGQRĞFL:UD]LHMDNLFKNROZLHNWUXGQRĞFL]H]UR]XPLHQLHPQLQLHMV]HJRGRNXPHQWXSURVLP\XGDü VLĊGRUDWXV]D&LW\+DOO%HDXPRQW)HHZ/LQFROQOXEGRLQQHJRXU]ĊGXUDG\PLDVWDJG]LHEĊG]LHP\ PRJOL]RUJDQL]RZDüGOD3DĔVWZDWáXPDF]D]%LJ:RUG6HUYLFHV Russian: ȽɨɪɨɞɫɤɨɣɫɨɜɟɬɅɢɧɤɨɥɶɧɚɹɜɥɹɟɬɫɹɭɛɟɠɞɟɧɧɵɦɫɬɨɪɨɧɧɢɤɨɦɜɛɨɪɶɛɟɡɚɪɚɜɧɨɩɪɚɜɢɟɢ ɷɬɧɨɤɭɥɶɬɭɪɧɨɟɪɚɡɧɨɨɛɪɚɡɢɟȿɫɥɢɜɞɚɧɧɨɦɞɨɤɭɦɟɧɬɟɜɚɦɱɬɨɧɢɛɭɞɶɧɟɹɫɧɨɩɨɠɚɥɭɣɫɬɚ ɨɛɪɚɬɢɬɟɫɶɜ&LW\+DOO%HDXPRQW)HHɜɅɢɧɤɨɥɶɧɟɢɥɢɜɥɸɛɨɟɞɪɭɝɨɟɛɸɪɨɝɨɪɨɞɫɤɨɝɨɫɨɜɟɬɚɝɞɟ ɦɵɫɦɨɠɟɦɜɵɡɜɚɬɶɞɥɹɜɚɫɩɟɪɟɜɨɞɱɢɤɚɩɨɥɶɡɭɹɫɶɭɫɥɭɝɚɦɢɚɝɟɧɬɫɬɜɚ%LJ:RUG6HUYLFHV Lithuanian: /LQNROQRPLHVWRVDYLYDOG\EơVNLULDGDXJGơPHVLRO\J\EơVLUƳYDLURYơVVNDWLQLPXL-HLãLRGRNXPHQWR QHVXSUDQWDWHHLNLWHƳ0LHVWRURWXãĊ&LW\+DOO%HDXPRQW)HH/LQFROQDUEDƳEHWNRNƳNLWąVDYLYDOG\EơV VN\ULǐNXU%LJ:RUGYHUWLPǐDJHQWnjUDPXPVSDGơVVXVLVLHNWLVXYHUWơMX Czech: 5DGDPČVWD/LQFROQLQWHQ]LYQČSRGSRUXMHURYQRVWDGLYHU]LWX3RNXGQČþHPXYWRPWRGRNXPHQWX QHUR]XPtWHGRVWDYWHVHSURVtPGRPČVWVNpKR~ĜDGX&LW\+DOO%HDXPRQW)HH/LQFROQQHERGRMLQp NDQFHOiĜHWRKRWR~ĜDGXNGHSUR9iVSURVWĜHGQLFWYtPVOXåHEVSROHþQRVWL%LJ:RUGPĤåHPH]DMLVWLW WOXPRþQtND Latvian: /LQNROQDVSLOVƝWDVSDGRPHGHG]ƯJLYHLFLQDYLHQOƯG]ƯEXXQGDXG]YHLGƯEX-DMXPVLUJUnjWLVDSUDVWNDXWNR ãDMƗGRNXPHQWƗOnjG]XGRGLHWLHVX]&LW\+DOO%HDXPRQW)HH/LQNROQƗYDLDUƯX]MHENXUXFLWX3DGRPHV ELURMXNXUPƝVDUDƧHQWnjUDV%LJ:RUGSDOƯG]ƯEXYDUƝVLPSLHGƗYƗWMXPVWXONDSDNDOSRMXPXV &KLQHVH 6LPSOL¿HG Slovak: 0HVWVNê~UDGPHVWD/LQFROQVR]DQLHWHQtPSRGSRUXMHURYQRFHQQRVĢDUR]PDQLWRVĢ3RNLDĐQLHþRPXY WRPWRGRNXPHQWXQHUR]XPLHWHGRVWDYWHVDSURVtPGRPHVWVNpKR~UDGX&LW\+DOO%HDXPRQW)HH/LQFROQ DOHERGRLQHMNDQFHOiULHWRKWR~UDGXNGHSUH9iVSURVWUHGQtFWYRP%LJ:RUG6HUYLFHVP{åHPH]DLVWLĢ WOPRþQtND Portuguese: A Câmara da Cidade de Lincoln tem o compromisso de promover igualdade e diversidade. Caso tenha GL¿FXOGDGHHPFRPSUHHQGHUDOJXPDFRLVDQHVWHGRFXPHQWRGHYHUiGLULJLUVHDR&LW\+DOO%HDXPRQW)HH /LQFROQRXRXWURGHSDUWDPHQWRGD&kPDUDRQGHSRGHPRVFRQWDFWDUXPLQWpUSUHWHDWUDYpVGRVVHUYLoRV da Big Word. ,I\RXZRXOGOLNHWKLVLQIRUPDWLRQLQDQDOWHUQDWLYHIRUPDWODUJHSULQW DXGLR&'RUHOHFWURQLFDOO\SOHDVHFRQWDFWXVRQ RU email [email protected] Item No. 7 COUNCIL 25 NOVEMBER 2014 SUBJECT: POLLING STATION REVIEW REPORT BY: ANGELA ANDREWS –DEPUTY CHIEF EXECUTIVE LEAD OFFICER: STEVE SWAIN – PRINCIPAL DEMOCRATIC OFFICER 1. Purpose of Report 1.1 To advise on the outcome of the consultation carried out in respect of the Polling District and Places Review and recommend to Council a Schedule of Polling Stations for approval. 2. Executive Summary 2.1 The Council is required under the provisions of Sections 18A to 18E of the Representation of the People Act 1983 to undertake a review of its parliamentary polling districts and places every four years. The last review took place in 2011. 2.2 Consultation on the current polling districts and places ended on the 1 September 2014 and this report sets out the comments received and the Acting Returning Officers proposals for future polling stations. 3. Background 3.1 When undertaking a review, the authority must:- • Seek to ensure that all electors in a constituency in its area have such reasonable facilities for voting as are practicable in the circumstances; • Seek to ensure that so far as is reasonable and practicable every polling place for which it is responsible is accessible to electors who are disabled; • Have regard to the accessibility to disabled persons of potential polling stations in any place which it is considering designating as a polling place or the designation of which as a polling place it is reviewing. • Ensure that the polling place for a polling district must be in an area in the district, unless special circumstances make it desirable to designate an area wholly or partly outside the district; • The polling place for a polling district must be small enough to indicate to electors in different parts of the district how they will be able to reach the polling station. 3.2 The review formally commenced on the 1 August 2014 and has to be completed in time for the Electoral Registration Officer to make any alterations necessary to the Register of Electors when it is next fully revised on the 1 December 2014. 141 3.3 Submissions on any aspect of polling districts, polling places and polling stations were invited from electors, councillors, political parties and other interested parties. 4. The Review 4.1 As indicated above the review commenced in Lincoln on the 1 August 2014 and interested persons were able to submit comments up to the 1 September 2014. The following individuals/organisations were consulted:- • Electors via the local press and the City Council’s website • Political Parties • Individual Councillors • The MP • Representatives of people with disabilities including Disability Lincs Ltd, Lincoln Blind Society and Age Concern. 4.2 In addition an advert was also placed on the Council’s website and posters were displayed at locations around the City inviting comments. 4.3 A schedule of the current polling districts and polling stations was made available to all the organisations/persons who were consulted and also to any other interested party. The schedule also provided details of any proposed changes to polling stations. 4.4 The current wards and polling districts came into force in 2007 following the Boundary Review. Since that date no problems have been encountered with the polling stations apart from the provision of disabled access to temporary polling stations. 4.5 Detailed on Appendix A are the responses received in respect of certain polling stations. In addition comments to those responses are also provided. 4.6 Only one of the respondents made a suggestion regarding an alternative polling station, comments were received about the outside lighting at one of the polling stations in Abbey Ward. In addition another elector queried why we had to request the closure of two schools in the same ward. 4.7 The Polling Station list proposed by Officers for the period 2015 – 2020 is attached as Appendix B to the report. 5. Organisational Impacts 5.1 Finance (including whole life costs where applicable) 5.1.1 There are no direct financial implications arising from this report. 5.2 Legal Implications 5.2.1 The Council must undertake a review in accordance with Sections 18A to 18E of the Representation of the People Act 1983, which must be completed in time to 142 enable the Electoral Registration Officer to make any alterations necessary to the Register of Electors when it is next fully revised on the 1 December 2014. 5.2.2 The finalised list of polling stations must be approved by Council. 6. Recommendation 6.1 That the proposals for Polling Districts, Places and Stations for future elections as detailed in Appendix B - Schedule of Polling Stations be approved . 6.2 That the Acting Returning Officer be authorised to make alternative arrangements should any of the proposed polling stations become unavailable for any future election. Key Decision No Key Decision Reference No. Do the Exempt No Information Categories Apply Call in and Urgency: Is the No decision one to which Rule 15 of the Scrutiny Procedure Rules apply? Does the report contain Yes Appendices? If Yes, how many? 2 List of Background Papers : Lead Officer: Steve Swain Principal Democratic Officer Telephone 873439 143 This page is intentionally blank. 144 APPENDIX A Polling Current Polling Station Comment Received Response Recommendations District CH TAG Office, Roman Rear access not very well lit Additional lighting can be That additional lighting be Pavement provided on election day provided on election day. GC The Moorlands and Railway Possible relocation to St Peter and St Peter and St Pauls Parish That St Peter and St Club Newark Road St Pauls Parish Church Hall as Church have been contacted Paul’s Parish Church Hall Lincoln access for pedestrians to the current and they have confirmed that be used as a polling polling station can only be obtained the Church Hall can be used for station instead of the via Newark Road due to Licensing election purposes. Moorlands and Railway Act restrictions on the premises 145 Club HC St Christopher’s School Parent of child attending Manor Both of the schools used for That no change be made Leas County Junior School HC and HD have significant to the current questioned why it was necessary numbers of electors. The arrangements to close two schools in the same facilities provided at either area school are not sufficient to have two polling stations at either premise. HD Manor Leas County Parent of child attending Manor As above That no change be made Junior School Leas County Junior School to the current questioned why it was necessary arrangements to close two schools in the same area This page is intentionally blank. 146 APPENDIX B SCHEDULE OF POLLING STATIONS NOVEMBER 2013 Ward DIVISION Polling Electors Areas within polling District Polling Place Returning District Officers Proposals Glebe Lincoln No.1 Polling 1235 Browning Drive (part), Coleridge Gardens St Giles Community No Glebe District AA (part) Centre suggested Cottingham Drive, Goldsmith Walk, Keats Swift Gardens change Close, Kipling Close, Lamb Gardens Lincoln unless a (part), Macaulay Drive (part), Nettleham more Mews, suitable Nettleham Road (part) Outer Circle Drive location is (part), Oval Approach, Ruskin Avenue identified (part), Sheridan Close, Swift Gardens (part), Swift Green, and The Oval Glebe Lincoln No.2 Polling 976 Addison Drive, Burns Gardens, Coleridge St Giles Community No 147 Glebe District AB Green, Cowper Drive, Frank Wright Centre, Swift suggested Court, Goldsmith Walk (part), Outer Circle Gardens, Lincoln change Drive, Outer Circle Green, Robert Tressell unless a Walk, Scott Gardens, Swift Gardens more suitable location is identified Glebe Lincoln No.3 Austen Walk, Chaucer Drive, Lamb St Giles Methodist No Glebe Polling 597 Gardens, Marlowe Drive, Ruskin Avenue Church Hall suggested District AC (part), Ruskin Green, Shelley Drive and change Wragby Road (part) unless a more suitable location is identified 1 Ward DIVISION Polling Electors Areas within polling District Polling Place Returning District Officers Proposals Glebe Lincoln No.4 Polling 346 Bunkers Hill (part), Hawthorn Chase, Childrens Room No Glebe District AD Hawthorn Road (part), Sympson Close Lincolnshire suggested Poacher change unless a more suitable location is identified Glebe Lincoln No.5 Polling 1695 Atwater Close, Atwater Court, Atwater Childrens Room No Glebe District Grove, Beaufort Close, Beaufort Road, Lincolnshire suggested AE Bullingham Road, Bunkers Hill (part), Poacher change Chedworth Close, Chedworth Road, unless a Chesney Road, Fawsley Close, Gynewell more Grove, Hale Close, Holdenby Close, suitable Holdenby Road, Laney Close, Larkspur location is 148 Road, Lilford Close, Lilford Road, identified Montaigne Close, Montaigne Crescent, Montaigne Garden, Neile Close, Remigius Grove, Swayne Close, Thurlow Court, Winniffe Gardens, Wolsey Way (part), Wragby Road (part) Glebe Lincoln No.6 Polling 532 Arabis Close, Aster Close, Azalea Road, Portacabin No Glebe District AF Bellflower Close, Blackthorn Close, Nettleham Road suggested Chatsworth Close, Hurstwood Close, Shopping Centre change Lincoln Road (Nettleham part), Lupin unless a Road, Marigold Close, Marlborough more Close, Pennycress Close, Thistle Close, suitable Westholm Close, Windermere Road, location is Wolsey Way (part), Woodrush Road identified 2 Ward DIVISION Polling Electors Areas within polling District Polling Place Returning District Officers Proposals Castle Lincoln No. 7 Amble Close, Ancholme Close, Aylesby Ermine West No North Polling 1379 Close, Bain Street, Bishops Gate, Methodist Church suggested District BA Buchanan Street, Chatterton Avenue, Hall change David Avenue, Deansleigh,Ermine Close, unless a Garfield Close, Keddington Avenue, more Midville Close, Minting Close, Moorby suitable Close, Nene Road, Queen Elizabeth location is Road, Queen Mary Road, Riseholme identified Road, Ruckland Avenue, Ruckland Court, Spire Close, Stainton Gardens, Steeping Court, Tangshan Court, Tetney Close, Trelawney Crescent, Trelawney House,Trent View, Welland Road, Wickenby Crescent (including St Francis School), 149 3 Ward DIVISION Polling Electors Areas within polling District Polling Place Returning District Officers Proposals Castle Lincoln No. 8 460 Allandale Close, Allandale View, Ermine West No North Polling Clarendon Gardens, Clarendon View, Methodist Church suggested District BB Edendale Gardens, Edendale View, Hall change Epworth View, Escombe View, Garfield unless a View, Glynn View, Greyling Close, more Greyling View, Jesmond View, Kershaw suitable View, Natal View, Pietermaritz, Street, location is Pietermaritz View, Pine Close, Retief identified Close, Retief View, Ridge View, Riverton Close, Riverton View, Sanders Close, Sanders View, Woodburn Close, Woodburn View 150 4 Ward DIVISION Polling Electors Areas within polling District Polling Place Returning District Officers Proposals Castle Lincoln No.9 Polling 1240 Aisne Close, Anzio Close, Anzio Sobroan Barracks, No North District BC Crescent, Anzio Gren, Anzio Terrace, Burton Road, suggested Anzio Walk, Arnhem Close Arras Close, Lincoln change Blenheim Square, Breedon Drive, Burton unless a Road (part) Cambrai Close, Dunkirk more Road, Falklands Close, Honington suitable Approach, Honington Crescent, location is Legbourne Close, Marne Gardens, Mons identified Road, Oaklands Close, Riseholme Road, Somme Close, Syd Wilson Court, Thorpe Avenue, Tobruk Close, Verdun Close, Yarborough Crescent, Castle Lincoln No.10 1644 Anderson lane, Avalon Court, Buckfast Burton Road No West Polling Road, Burton Mews, Burton Road (part), Methodist Church suggested District BD Carisbrooke Close, Carlton Street, Castle Hall change 151 Street, College Close, Francis Street unless a (Newport), Good Lane, Gray Street, more Harrison Place, Hereward Street, suitable Kenneth Street, Kingsley Street, Mildmay location is Street, Mill Court, Mill Row, Mount Street, identified Naam Grove, Naam Place, Newport Olive Street, Osborne Close, Rasen Lane, St Nicholas Street, Sastangate House, Saxon Street, Saxon Villas, Spital Street, Upper Saxon Street, Vere Street, Wake Street, Wilson Street, Woburn Avenue, Yarborough Crescent 5 Castle Lincoln No.11 513 Bailgate, Bedfort Court, Burton Road Westgate No West Polling (part), Castle Hill, Cecil Mews, Cecil Academy, suggested District BE Street, Chapel Lane, Chestnut Street, Westgate, Lincoln change Cuthberts Yard, Drury Lane, Lillicrap unless a Court, Mary Sookias House, Newport, more Newport Court, Rasen House, Rasen suitable Lane, Russell Court, St Clements Court, location is St Pauls Lane, Steep Hill (part), Union identified Road, West Bight, Westgate, Wordsworth Street Castle Lincoln No.12 280 Burton Ridge, Burton Road (part), Sobroan Barracks, No West Polling Caenby Street, Higson Road, Westcliffe Burton Road, suggested District BF Street and Wingrave Street Lincoln change unless a more suitable 152 location is identified Castle Lincoln East No. 13 367 Christ’s Hospital Terrace, Danesgate, St Peter in No Polling Eastgate, Exchequergate, Greestone Eastgate Church, suggested District BG Place, Greestone Terrace, Greetwell Eastgate, change Gate, Lindum Road, Minster Yard, Lincoln unless a Pottergate, Priory Gate, Steep Hill (part), more Temple Gardens, Ventnor Terrace, Vicars suitable Court, Wainwell Mews, Winnowsty Lane, location is Wragby Road (part) identified 6 Abbey Lincoln East No.14 289 Bank Street, Broadgate, Brook Street, St Swithins No Polling Cathedral Street, Friars Lane, Magpie Community Centre, suggested District CA Square, Monks Road (part), Rosemary Croft Street change Lane, St Rumbold Street, St Swithin’s unless a Square, Saltergate, Spa Buildings, Unity more Square, Waterside North (part), and suitable Wesleyan Court, location is identified Abbey Lincoln East No 15 374 Arboretum Avenue, Arboretum View, St Swithins Polling Cheviot Street, Lindum Avenue, Monks Community Centre, District CB Leys Terrace, Monks Road (part), Croft Street Nottingham Terrace, Vine Street and Woodland View, Abbey Lincoln East No 16 515 Abbey Place, Avondale Street, St Swithins Polling Baggeholme Road, Claremont Street, Community Centre, District CC Coningsby Street, Croft Street, Croft Street 153 Eastbourne Street, John Street, Montague Street, Montague Terrace, St Hugh Street, Thomas Street, Winn Street (part), Abbey Lincoln East No 17 405 Bentinck Square, Bentinck Street, St Swithins Polling Cannon Street (part), Fenton Place, Community Centre, District CD Lytton Street, Napier Street, Shuttleworth Croft Street House, Stamp End, Winn Street (part) Abbey Lincoln East No.18 492 Bernard Street, Clarina Street, Fairfield Monks Abbey No Polling Street, Frederick Street, Horton Street, County Primary suggested District CE Laceby Street, Milman Road, Monks School change Road, Sewell Road, unless a more suitable location is identified 7 Abbey Lincoln East No 19 530 Ashfield Street, Belmont Street, Coleby Monks Abbey Polling Street, Cromwell Street, Eastfield Street, County Primary District CF Florence Street, Grafton Street, Monks School Road (part), Oakfield Street, Percy Street, Tempest Street, Winn Street (part), Abbey Lincoln East No 20 360 Devon Street, Dorset Street, Hartley Monks Abbey Polling Street, Kent Street, McInnes Street, County Primary District CG Monks Road, Spa Street, Toronto Street School and Walmer Street 154 8 Abbey Lincoln East No.21 1019 Allenby Close, Bathurst Street, East TAG Office, No Polling Liberty, Ellesmere Avenue, Hillside Rear of Shops suggested District CH Avenue, Jellicoe Avenue, Monks Road Roman Pavement, change (part), Roman Pavement, Sherbrook Lincoln unless a Street, Tower Avenue, Tower Crescent, more Tower Drive, Tower Flats and Tower suitable Gardens location is identified Abbey Lincoln East No.22 731 Admiral Walk, Ancaster Avenue, Curle Lincoln Hospital No Polling Avenue, Eastcliff Road, Fulford Court, Sports and Social suggested District CI Gerald’s Close, Greetwell Close, Club change Greetwell Place, Greetwell Road (part), St Anne’s Road unless a Limelands, Lindum Terrace, Manor more House Gardens, Monks Manor Court, suitable Monks Manor Drive, Princess Royal location is Close, Queensway, St Anne’s identified Bedehouses, St Anne’s Close, Sewell Road, Upper Lindum Street and Wragby 155 Road (part) Abbey Lincoln Park No.23 887 Archer Street, Barkers Court, Canwick Thomas Cooper No Polling Road, Charles Street, Chelmsford Street, Memorial Church, suggested District CJ Cross Street (part), Doughty’s Court, High Street, Lincoln change Great Northern Terrace, Hermit Street, unless a High Street (part), Kesteven Street, Lewis more Street, Melville Street, Monson Street, suitable Portland Street, Ripon Street, St Andrews location is Place, St Andrews Street, St Marys identified Street, Sincil Bank, Stanley Place, Tentercroft Street, Trollope Street, Walnut Place 9 Abbey Lincoln No.24 702 Blackfriars Road (part), Buck Close, Lincoln Carlton No Glebe Polling Byland Close, Carlton Boulevard (part), Academy suggested District CK Carlton Mews, Exley Square, Flaxley Community Room, change Close, Flaxley Road, Kirkstall Close, Carlton Boulevard, unless a Leland Close, Marrat Close, Olsen Rise, Lincoln more Padley Road, Poplars Grove, Ross Close, suitable Stukeley Close and Venables Way, location is identified Abbey Lincoln East No 25 590 Blackfriars Court, Blackfrairs Road (part), Lincoln Carlton Polling Blackfriars Walk, Bobbin Lane, Carlton Academy District CL Boulevard (part), Gabriel Crescent, Gage Community Room, Court, Howe Court, Pigot Way, Pitcairn Carlton Boulevard, Avenue, Ploughmans Court, Ploughmans Lincoln Lane, Ploughmans Walk, Putnam Drive, Reed Drive, Stark Way, Warren Court, St Augustine Road, Whitefriars Close, Whitefriars Road 156 Carholme Lincoln No.26 1072 Albion Close, Albion Crescent, Benbow Portacabin, No West Polling Way, Bendigo Close, Berrilldon Drive, Grassed Area suggested District DA Carram Close, Carram Way, Dorrigan Albion Crescent, change Close, Elton Close, Fordham Drive, Lincoln unless a Fulmen Close, Garden Court, Granely more Close, Harricot Close, Industrial Cottages, suitable Long Leys Road, Madden Close, location is Maidment Drive, Manrico Drive, Mercer identified Drive, Midia Close, Mitchell Drive, Oakleigh Drive, Oakleigh Terrace, Oberon Close, Saxilby Road, Tapin Close, Vigo Close, Vindex Close 10 Carholme Lincoln No.27 978 Albert Crescent, Alderman’s Walk, Ashlin St Faith’s CE Infant No West Polling Grove, Bedford Street, Cambridge School suggested District DB Avenue, Colenso Terrace, Ely Street, change Hampton Court, Hampton Street, May unless a Crescent, North Parade, Queens more Crescent, Richmond Grove, Richmond suitable Road, Rosebery Avenue, Tennyson location is Street, The Avenue, West Parade (part), identified Yarborough Road (part) and York Avenue, Carholme Lincoln No 28 906 Allison Place, Allison Street, Blenheim St Faith’s CE Infant West Polling Road, Carholme Road, Drake Street, School District DC Fleet Street, Gresham Street, Hewson Road, Howard Street, Moor Street, Newland Street West, Norfolk Street, 157 Wellington Street, West Parade and Woodstock Street Carholme Lincoln No.29 427 Brayford Wharf, Carholme road (part), Derek Miller Court No West Polling Charles Street West, Depot Street, Derek Community Hall, suggested District DD Miller Court, Gresham Street, Kelsey Derek Miller Court, change Street, Nelson Street, Newland, Newland Lincoln unless a Street West, Rudgard Lane, St Faith’s more Court, St Faith’s Street, South Parade, suitable The Avenue, Trafalgar Court, Wellington location is Street, West Parade (part), Westbourne identified Grove, Whitehall Grove and Whitehall Terrace, Carholme Lincoln No 30 608 Angelica Road, Arthur Taylor Street, Derek Miller Court West Polling Carholme Road, Carr Street, Community Hall, District DE Charlesworth Street, Derwent Street, Far Derek Miller Court, Wharf, Foss Bank, Foss Street, Harvey Lincoln Street, Holmes Road, Iris Crescent, Milfoil Avenue, Roman Wharf, Severn Street, Staunton Court and Westfield Street 11 Carholme Lincoln No.31 644 Alexandra Terrace, Avenue Terrace, Trinity United No West Polling Beaumont Court, Beaumont Fee, Carline Reformed Church, suggested Station DF Road, Clara Terrace, Cordage Court, Garmston Street, change Corporation Street, Drury Lane, Erinalice Lincoln unless a Court, Garmston Street, Gibraltar Hill, more Guildhall Street, High Street (part), suitable Hungate, Michaelgate, Motherby Hill, location is Motherby Lane Newland, Park Court, identified Park Street, St Martin’s Street, St Michael’s Terrace, Spring Hill, St Cuthbert’s Court, Stanthaket Court, Steep Hill, The Avenue, The Heights, The Park, The Ropery, The Strait, Theological College, Victoria Passage, Victoria Place, Victoria Street (West Parade), Victoria Terrace, West Parade (part) Yarborough Road (part), 158 Carholme Lincoln No.32 793 Albany Street, Belle Vue Road, Belle Vue Burton Road No West Polling Terrace, Burton Road (part), Carline Methodist Church, suggested District DG Road, Lawn Cottages (Castle Lane), Burton Road, change Lawn Court (Castle Lane), Mill Road Lincoln unless a Occupation Road, Theodore Street, more Turner Street, Upper Long Leys Road, suitable Waldeck Street, Willis Close, Willis location is Terrace, Windmill View, Yarborough identified Road (part), Yarborough Road Top, and Yarborough Terrace 12 Carholme Lincoln No.33 1116 Alfred Street, Anchor Close, Brayford Salvation Army No Boultham Polling Street, Brayford Wharf East, Crown Mill, Church, High suggested District DH Foster Street, Gaunt Street, High Street Street, Lincoln change (part), John O’Gaunt House, Lindsey unless a Court, Merchant Cottages, Mill more Lane,Princess Mews, Princess Street, suitable Riverside Drive, St Mark Square, Station location is Street, Tanner’s Court, Vernon Street, identified Witham Mews, Woodburn Place Carholme Lincoln East No 34 79 Clasketgate, Danes Cottages, Danes Trinity United No Polling Terrace, Danesgate, Grantham Street, Reformed Church, suggested District DI Museum Court, Neustadt Court, Steep Garmston Street, change Hill, Swan Street, The Strait, Well Lane Lincoln unless a more suitable location is 159 identified Carholme Lincoln No.35 272 Beevor Street, Beresford Close, Campus EMTEC Building, No Boultham Polling Way, Picton Street, Residential University of suggested District DJ Moorings, Ruston Way and Waterloo Lincoln change Street unless a more suitable location is identified Park Lincoln No. 36 304 Altham Terrace, Colegrave Street, Debry Priory Centre, No Boultham Polling Street, Hamilton Road, St Catherines Colegrave Street, suggested District EA (part), St Catherines Road, St Catherines Lincoln change Terrace, Weir Street and Wyatt Road, unless a more suitable location is identified 13 Park Lincoln Park No.37 451 Abbot Street, Ashton Court Flats, High St Peter at Gowts No Polling Street, Monson Court, Monson Street, CE Primary School, suggested District EB Nelthorpe Street, Pennell Street, Prior Scorer Street, change Street, Scorer Street, Sewell’s Walk and Lincoln unless a Sibthorp Street more suitable location is identified Park Lincoln Park No.38 898 Arthur Street, Bishop King Court, Canwick Bishop King School No Polling Road, Cross Street, Dunlop Street, Edna Kingsway, Lincoln suggested District EC Street, Grace Street, Henry Street, Hood change Street, Hope Street, Kingsway, Kirkby unless a Street, Lancaster Place, Linton Street, more Lonsdale Place, Lumley Place, Martin suitable Street, Norris Street, Ripon Street, St location is Andrews Close, St Andrews Street, identified Sausthorpe Court, Sausthorpe Street, 160 Scorer Street (part), Works Cottages, Sincil Bank, Thesiger Court, Thesiger Street, Vicarage Court and Washingborough Road Park Lincoln Park No.39 620 Gibbeson Street, High Street (part), Lincoln City No Polling Knight Place, Knight Street, Knight Football Club, suggested District ED Terrace, Little Bargate Street, Queen Sincil Bank, Lincoln change Street, Shakespeare Street, Smith Street, unless a South Park and Spencer Street more suitable location is identified 14 Park Lincoln Park No. 40 560 Albany Terrace, Beech Court, Beech Bracebridge No Polling Street, Connaught Terrace, Elder Street, Community Centre, suggested District EE Ellison Street, Ewart Street, Francis Maple Street, change Street (Bracebridge), Fleming House, Lincoln unless a Grosvenor Court, Grosvenor Hall Care more Home, Maple Street, Newark Road (part), suitable Poplar Street, Urban Street and Victoria location is Street (Bracebridge), identified Park Lincoln Park No 41 712 Clumber Street, Cross O’Cliff Close, Priory Centre, No Polling Cross O’Cliff Hill, Eleanor Close, Frank Colegrave Street, suggested District EF Swaby Court, Hamilton Road, Milton Lincoln change Street, Newark Road (part), Orchard unless a Walk, Shamrock Cottages, Shamrock more Court, St Catherines (part), St Catherines suitable Grove and St Catherines Court, location is identified 161 Park Lincoln Park No 42 686 Ashley Court, Boundary Street, Fairfax Bracebridge No Polling Street, Fishers Cottage, Lexington House, Community Centre, suggested District EG Manby Court, Manby House, Manby Maple Street, change Street, Newark Road (part), Otters Lincoln unless a Cottages, Park Lane, Russell Street, more Saville Street, Stanley Street, The suitable Withams and Willow Tree Close location is identified Park Lincoln No.43 435 Apple Garth, Brant Road (part), Cedar Portcabin grassed No Bracebridge Polling Avenue, Holly Close, Holly Street, Laurel area Holly Street, suggested District EH Close, Lodge Court, Manse Avenue, Brant Road, Lincoln change Newark Road (part), Parker Avenue and unless a Parker Crescent more suitable location is identified 15 Park Lincoln No 44 376 Albert Terrace, Bargate, Craven Mews, Priory Centre, No Boultham Polling Craven Street, Henley Court, Henley Colegrave Street, suggested District EI Street, High Street (part), Pleasant Lincoln change Terrace, Sidney Street, Sidney Terrace, unless a Tealby Street, Toll Bar House and Webb more Street suitable location is identified Boultham Lincoln No.45 1622 Anderby Close, Anderby Drive, Appleby Hartsholme No Hartsholme Polling House, Ashby Avenue, Bardney Close, Academy suggested District FA Barlings Close, Bayons House, Belton Community Room change Avenue, Bennington Close, Bucknall unless a Avenue, Carrington Drive, Caythorpe more House, Crowland Drive, Croxton Drive, suitable Dawson Close, Denton House, Eastoft location is House, Eccleshare Court, Gunby Avenue, identified Hartsholme Country Park, Hartsholme 162 House, Hatton Close, Hemswell Avenue, Jarvis House, Keadby Close, Ludford Drive, Morton Drive, Northorpe Close, Park Avenue, Revesby Close, Risby Green, Roxby Close, Scampton Avenue Scawby Crescent, Scotton Drive, Shays Drive, Sixfield Close, Skellingthorpe Road(part), Span- by Drive, Thornton Close Tothill Close, Uffington Avenue, Uffington Close, Walcot Close, Winterton House, Wyville Walk Boultham Lincoln No.46 652 Bell Street, Boultham Avenue, Cranwell St Botolph’s Court No Boultham Polling Street, Dixon Street, Eastern Terrace, suggested District FB Edward Street, Frank Street, High Street change (part), Park View, Peel Street, Riverside unless a Lawns, Robey Court, Robey Street, St more Botolph’s Court, St Botolph’s Crescent, suitable The Paddock location is identified 16 Boultham Lincoln No.47 1767 Boultham Park Road (part), Brancaster Sir Francis Hill No Boultham Polling Drive, Bristol Drive, Church Drive, Clive County Primary suggested District FC Avenue, Coulson Road, Crusader Road, School change Dixon Street (part) Earls Drive, Glenwood unless a Grove, Gresley Drive, Hall Drive, more Harrington Avenue, Hunt Lea Avenue, suitable Lincoln Avenue, Marjorie Avenue, location is Maxwell Avenue, Mayfair Avenue, identified Meynell Avenue, Peppercorn Close, Quorn Drive, Railway Park Close, Railway Park Mews, Rufford Green, Sage Court, St Andrew’s Drive, St Andrew’s Gardens, St Matthew’s Close, Sunningdale Drive and Thyme Court Boultham Lincoln No.48 856 Acorn Close, Altham Terrace, Boultham Holy Cross Church No Boultham Polling Park, Boultham Park House, Boultham Hall, suggested District FD Park Road (part), Crane Grove, Hall Skellingthorpe change 163 Drive, Hallam Grove, Rookery Court, Road, unless a Rookery House, Rookery Lane, St Lincoln more Helen’s Avenue, Skellingthorpe Road suitable (part), Westbrook Close, Westbrooke location is Road, Western Avenue (part), Western identified Crescent, Boultham Lincoln No.49 493 Almond Avenue, Almond Court, Almond The Monson Arms, No Boultham Polling Crescent, Almond House, Cherry Grove, Skellingthorpe suggested District FE Hartsholme Drive, Old Boultham, Road change Skellingthorpe Road (part), Westwood Lincoln unless a Close, Westwood Drive more suitable location is identified Moorland Lincoln No 50 595 Bell Grove, George Elsey House, Harris Holy Cross Church Moorland Polling Road, Moorland Avenue, Prial Avenue, Hall, District GA Prial Close, Rookery Lane, Westwick Skellingthorpe Drive, Westwick Gardens Road, Lincoln 17 Moorland Lincoln No.51 661 Constable Avenue, Constable Close, De Moorland Avenue No Moorland Polling Wint Avenue, De Wint Place, Moorland Community Centre suggested District GB Avenue (part), Murfin House, Rayment Moorland Avenue change House, Shannon Avenue, Shannon Lincoln unless a Close, Webster Close more suitable location is identified Moorland Lincoln No.52 1115 Blackbourn Road, Bourne Close, The Moorlands and Relocation Moorland Polling Chancery Close, Cottage Lane, De Wint Railway Club to St Peter District GC Avenue, De Wint Close, Fordham House, Newark Road and St Grainsby Close, Hainton Road, Hughes Lincoln Pauls House, Kenilworth Drive, Lake View Parish Road, Lansdowne Avenue, Newark Road Church (part), Romney Drive, Rookery Lane, Hall 164 Simon’s Green,St Peter’s Avenue, The Cottage Paddock, Witham Close 18 Moorland Lincoln No.53 1362 Ashworth Close, Astwick Road, Boswell St George’s Church No Moorland Polling Drive, Boswell Grove, Bowden Drive, Room, suggested District GD Bramley Court, De Wint Court, Eastbrook Road, change Doddington Road, Eastbrook Road, Lincoln unless a Fontwell Crescent, Greenbank Drive, more Hadfield Road, Hadleigh Drive, Jason suitable Road, Lavenham Grove, Mead Close, location is Middlebrook Close, Middlebrook Road, identified Newark Road (part), Parksgate Avenue Prenton Close, Redcote Drive, Sudbury Close, The Mead, Tritton Road Moorland Lincoln No 54 690 Buttery Close, Clarke Road, Constance St George’s Church Moorland Polling Avenue, Doddington Avenue, Doddington Room, District GE Road (part), Fern Close, Foxes Eastbrook Road, Lane,Maple Court, Newark Road (part), Lincoln Oak Court, Richards Avenue, 165 Swallowbeck Court, Swallow Gardens, Swallowbeck Avenue, Thirsk Drive, Wetherby Crescent Moorland Lincoln No 55 1271 Cosgrove Close, Cotman Road, Cotman Holy Cross Church Moorland Polling Walk, Fulbeck House, Gainsborough Hall, District GF Gardens, Highfield Avenue, Kenner Close Skellingthorpe Kilburn Crescent, Lawrence Close, Road, Leighton Crescent, Moorland Avenue, Lincoln Moorland Crescent, Reynolds Drive, Reynolds House, Romney Close, Roydon Grove, Sansford Green, Skellingthorpe Road (part), Turner Avenue, Usher Avenue, Usher Green, Walford Drive, Westwick Drive 19 Bracebridge Lincoln No.56 1608 Antrim Road, Birkdale, Brant Road, St Columba’s No Bracebridge Polling Broughton Gardens, Carn Close, Clare Church Centre suggested District HA Close, Coleraine Close, Correen Close, change Cullin Close, Edgehill, Foyle Close, unless a Glenarm Crescent, Glendon Close, more Harwich Close, Heysham Close, Kells suitable Close, Larne Close, Larne Road (part), location is Lisburn Close, Mourne Terrace, identified Newhaven Drive, Ryecroft, Southdown, Sperrin Close, Walbury Close, Weymouth Close, Bracebridge Lincoln No 57 886 Brant Road (part), Calder Road (part), St Columba’s Bracebridge Polling Camdon Close, Chiltern Road, Garrick Church Centre District Close, Helsby Road, Lannimore Close, HB Lurgan Close, Malvern Close, Mendip 166 Close, Pullan Close, Snowdon Close, Syston Grove 20 Bracebridge Lincoln No 58 1233 Baildon Crescent, Berkeley Avenue, St Christopher’s No Bracebridge Polling Berkeley Drive, Branston Close, Fosse School suggested District HC House, Gregg Hall Close, Gregg Hall change Crescent, Gregg Hall Drive, Hykeham unless a Road (part), Newark Road (part), Pavillion more Gardens, Poplar Court, St Margaret’s suitable Close, St Margaret’s Gardens, Somersby location is Close, Southland Drive, Toynton Close, identified Wallis Avenue Bracebridge Lincoln No.59 975 Abbotsford Way, Glentham Close, Manor Leas County No Bracebridge Polling Grange Crescent, Harby Close, Hykeham Junior School suggested District HD Road (part), Ingham Close, Manor Leas change Close, Rivermead, Rivermead Close, unless a Scarle Close more suitable location is identified 167 Bracebridge Lincoln No.60 1079 Bangor Close, Bluebell Close, Bradbury The Meadows No Bracebridge Polling Avenue, Brant Road (part), Calder Road Primary School suggested District HE (part), Carral Close, Dunmore Close, change Foxglove Way, Honeysuckle Close, unless a Horner Close, Juniper Close, Lavender more Close, Orchid Road, Primrose Close, suitable Renfrew Close, Renfrew Road, Sidlaw location is Grove, Strahane Close identified Minster Lincoln No.61 778 Balmoral House, Barkston Gardens, Sudbrooke Drive No North Polling Burneside Close, Burwell Close, Community Centre suggested District IA Cabourne Avenue, Cabourne Court, change Cathedral View Court, Cheshire House, unless a Gibson House, Hampton House, Hannah more House, Hawkshead Grove, Haydor suitable Avenue, Kensington House, Laughton location is Crescent, Laughton Way (part), Learoyd identified House, Lenton Green, Marlborough House, Millbeck Drive, Nettleton House, Redbourne Drive, Roughton Court, Sandringham House, Searby Road, Thurlby Crescent, Troutbeck Close 21 Minster Lincoln No.62 952 Apley Close, Belvedere House, Sudbrooke Drive North Polling Broxholme Gardens, Buckingham House, Community Centre District IB Dunholme Court, Hanover House, Hardwick Place, Harewood House, Harmston Close, Holyrood House, Ingleby Crescent, Lambeth House, Laughton Way North, Nocton Drive, Scopwick Place, Sedgebrook Close, Sedgebrook House, Somerset House, Swaby Close, Tudor House, Waddingworth Grove, Welton Gardens, Westminster House, Woodhall Drive Minster Lincoln No.63 1638 Asterby Close, Aubourn Avenue, Ermine United No North Polling Bassingham Crescent, Bilsby Close, Reformed Church suggested District IC Blankney Crescent, Brattleby Crescent, Hall change Carlton Grove, Carlton Walk, Clarence unless a House, Cornwall House, Dunston Close, more 168 Edinburgh House, Edlington Close, suitable Ermine House, Fiskerton Drive, Gayton location is Close, Gloucester House, Hack-thorn identified Place, Harpswell Court, Harpswell Road, Hatcliffe Gardens, Laughton Way, Lissing- ton Close, Longdales Place, Longdales Road, Manton Road, Nettleham Road, Raven- dale Drive, Riseholme Road, Rolleston Close, Rothwell Road, Stapleford Avenue, Stuart House, Sturton Close, Sudbrooke Drive, Thonock Close, Thores- way Drive, Torrington Road, Welbourne Gardens, Wellingore Road, Willingham Avenue, Windsor House 22 Minster Lincoln No.64 1338 Bailgate, Bishop Grosseteste College, The Vestry, No North Polling Boole Close, Broadway, Broadway Close, Bailgate Methodist suggested District ID Bruce Close, Bruce Road, Church Lane, Church Hall change Cottesford Place, East Bight, Eastgate, unless a Elvin Close, Ernest Terrace, Francis Hill more Court, Haffenden Road, James Street, suitable Lillys Road, Longdales Road, Manor location is Close, Manor Road, Marriner Court, identified Marriner Crescent, Middletons Field, Nettleham Close, Nettleham Road, Newport, Northgate, Ockbrook Court, Palmer Road, St John’s Road, Springfield Close, Stonefield Avenue, Williamson Street Mi nster Lincoln East No 65 478 Auden Close, Barratts Close, Eastgate, St Peter in Polling Eastgate Close, Egerton Road, Eastgate Church District Langworthgate, Lee Road, Mainwaring 169 IE Road, Massey Road, Nettleham Road, NightingaleMews, Northgate, Nursery Grove, St Clements, St Giles Avenue, St Leonard’s Lane, The Grove, Wragby Road (part) Minster Lincoln No 66 589 Byron Avenue, Carlyle Walk, Darwin St Giles Methodist Glebe Polling Court, Dryden Avenue, Geneva Avenue, Church Hall District IF Macaulay Drive, Nettleham Road (part), Ruskin Avenue, Wragby Road, Wyatt House 23 Hartsholme Lincoln No.67 121 Burghley Close, Burghley Road, Haddon Church of Jesus No Birchwood Polling Close, Skellingthorpe Road (part), Christ of Latter Day suggested District JA Saints, change Skellingthorpe unless a Road more suitable location is identified 170 24 Hartsholme Lincoln No 68 572 Birchwood Avenue (part), Birchwood Church of Jesus Hartsholme Polling Grange, Goldcrest Close, Mallard Close, Christ of Latter Day District JB Meadow Lake Close, Meadow Lake Saints, Crescent, Old Pond Close, Shearwater Skellingthorpe Close, Shearwater Road, Road Skellingthorpe Road (part), Stones Lane, Stones Place Residential Home, 171 25 Hartsholme Lincoln No.69 1077 Avocet Close, Birchwood Avenue (part), Birchwood Leisure No Hartsholme Polling Bittern Way, Bottesford Close, Egret Centre suggested District JC Grove, Elsham Close, Elsham Crescent, change Falcon View, Fieldfare Close, Finch unless a Close, Folkingham Close, Fulmar Road, more Harrier Court, Heron View, Kestrel Close, suitable Kingfisher Close, Linnet Close, location is Metheringham Close, Nightingale identified Crescent, Plover Grove, Redwing Grove, St Claire’s Court, Spilsby Close, Strubby Close, 172 26 Hartsholme Lincoln No.70 1708 Abingdon Avenue, Abingdon Close, Portcabain No Hartsholme Polling Alconbury Close, Benson Close, Benson Grassed Area suggested District JD Crescent, Blyton Close, Blyton Grove, Abingdon Avenue change Blyton Road, Boscombe Close, Brigg unless a Close, Brigg Grove, Cottesmore Road, more Doddington Road (part), Finningley suitable Close, Finningley Road, Frome Close, location is Harlaxton Close, Harlaxton Drive, identified Hartsholme Country Park, Jacobean Road, Kelstern Close, Kelstern Road, Kinloss Close, Leeming Close, Lindholme Road, Locking Close, Roseum Close, Sandtoft Close, Shawbury Close, Stenigot Close, Stenigot Grove, Stenigot Road, Swanholme Close, Swaythling Close, Sywell Close, Top Lodge Close, Wigsley Close, Wigsley Road, Wittering Close, Woodvale Avenue, Woodvale Close 173 Hartsholme Lincoln No 71 1684 Acer Close, Acer Court, Adam Close, Ash Birchwood Leisure Hartsholme Polling Close, Baker Crescent, Beswick Close, Centre District JE Betula Grove, Binbrook Close, Caistor Close, Caistor Road, Chippendale Close, Chippendale Road, Coalport Close, Digby Close, Doulton Close, Faldingworth Close, Fulmar Road, Gothic Close, Goxhill Close, Goxhill Grove, Hibaldstow Close, Hibaldstow Road, Higgins Close, Lime Tree Close, Melbourne Close, Melbourne Road, Ridgewell Close, Sheraton Close, Staffordshire Crescent, Sycamore Close, Sycamore Crescent, Tudor Road, Wedgewood Close, Wedgewood Grove, Wedgewood Road, Winthorpe Close, Winthorpe Grove, Winthorpe Road, Worcester Close Hartsholme Lincoln No 72 67 Birchwood Avenue (part), Church of Jesus Birchwood Polling Christ of Latter Day District JF Saints, 27 Skellingthorpe Road Hartsholme Lincoln No 73 69 Birchwood Avenue (part), Birchwood Leisure Birchwood Polling Centre District JG Birchwood Lincoln No 74 494 Belgravia Close, Chalgrove Way, Chelsea Church of Jesus Birchwood Polling Close, Eton Close, Euston Close, Christ of Latter Day District KA Farrington Close, Farrington Crescent, Saints, Grosvenor Avenue, Rochester Drive, Skellingthorpe Roxborough Close, Shaftesbury Avenue, Road Birchwood Lincoln No 75 794 Burnmoor Close, Buttermere Close, Church of Jesus Birchwood Polling Dellfield Avenue, Dellfield Close, Denby Christ of Latter Day District KB Dale Close, Durham Close, Ennerdale Saints, Close Skellingthorpe Grasmere Way, Landmere Grove, Road Larchwood Crescent (part), Malham Close, Malham Drive, Ringwood Close, 174 Rydal Close, Sandwell Drive, Skellingthorpe Road (part), Sunfield Crescent, Teesdale Close, Thirlmere Way, Uldale Close, Wasdale Close, Woodfield Avenue (part) Birchwood Lincoln No.76 961 Baywood Close, Briar Close, Camwood Woodlands Infants No Birchwood Polling Crescent, Dellfield Avenue, Dellfield School suggested District KC Court, Ebony Grove, Elmwood Close, change Firtree Avenue, Hazelwood Avenue, unless a Hickory Road, Old Wood Close, Peartree more Close, Regent Avenue, Satinwood Close, suitable Tulipwood Avenue, Wheatfield Road, location is Whitethorn Grove, Woodfield Avenue identified (part) Woodfield Close 28 Birchwood Lincoln No.77 972 Broomhill, Cassia Green, Chivenor Close, Birchwood Youth No Birchwood Polling Clematis Approach, Cydonia Approach, Centre suggested District KD Eastleigh Close, Hurn Close, Jasmin change Road, Jasmine Walk East, Lancewood unless a Gardens, Larchwood Crescent, Lilac more Close, Luton Close, Oakwood Avenue, suitable Prestwick Close, Rosewood Close, Salix location is Approach, Snowberry Gardens, Sorrel identified Court, Spirea Approach, Staverton Crescent, Syringa Green, Willowtree Gardens Birchwood Lincoln No 78 856 Aberporth Drive, Aldergrove Close, Birchwood Youth Birchwood Polling Aldergrove Crescent, Alness Close, Centre District KE Andover Close, Bawtry Close, Birchwood Avenue, Cosford Close, Halton Close, 175 Henlow Close, Jasmin Road, Kemble Close, Lyneham Close, Marham Close, Mildenhall Drive, Snetterton Close, 29 Birchwood Lincoln No.79 1872 Aldergrove Crescent, Anglesey Close, Leslie Manser CP No Birchwood Polling Appleby Way, Aynsley Road, Brecon School suggested District KF Close, Brockenhurst Close, Brooklands change Close, Brooklands Way, Brough Close, unless a Cadwell Close, Carnoustie Drive, more Chedburgh Close, Cherry Blossom Court, suitable Elvington Close, Elvington Road, Epsom location is Close, Epsom Road, Furndown Court, identified Good-wood Way, Graveley Close, Greenock Way, Ivywood Close, Kingsdown Road, Kirmington Close, Langer Close, Leconfield Close, Leconfield Road, Limeberry Place,Lissett Close, Lydd Close, Mallory Close,Melrose Lane,Muirfield Close, Orchard Close, Pembrey Close, Pershore Way, Petersfield Close, Pinewood Crescent, 176 Rockingham Close, Schoeffer House, Silverstone Road, Snaith Close, Sturgate Close, Truro Drive, Turnbury Close, Turner Court, Waltham Close, Waltham Road, Wentworth Way, Witchford Close, Witchford Road, Woodfield Avenue, Wyton Close 30 Item No. 8 COUNCIL 25 NOVEMBER 2014 SUBJECT: APPOINTMENT OF DEPUTY ELECTORAL REGISTRATION OFFICER REPORT BY: DIRECTOR OF RESOURCE S LEAD CAROLYN WHEATER – MONITORING OFFICER OFFICER: 1. Matter for Council 1.1 To appoint the Legal and Democratic Services Manager as the Deputy Electoral Registration Officer to undertake hearings after a person has been advised that they are not eligible to be registered in the following circumstances and have requested a Hearing :- • The person was not entitled to be registered in respect of the address • The person has ceased to be resident at the address or has otherwise ceased to be resident at the address or has otherwise ceased to satisfy the conditions for registration • The person was registered as the result of an application for registration made by someone else (ie not the individual whose details are provided on the application and who has declared that the information provided is true), or the persons entry has been altered as the result of an application for a change of name made by someone else 2. Background 2.1 The Electoral Registration and Administration Act 2013 introduced Individual Electoral Registration from June 2014. This introduced individual registration and placed a duty on electors to ensure that they were registered for their place of residence. 2.2 All applications received whether online or by application form are processed through the Governments IERDS system (Individual Electoral Registration Digital Service) where their names, dates of birth and national insurance numbers are compared with information held with the DWP. If a persons details are confirmed they are entered on to the electoral register and issued with a letter of confirmation. 2.3 However in some instances a persons details do not confirm and we have to write to the individual concerned asking for further information to prove their identity and eligibility to be registered. 2.4 If an individual fails to provide or respond to request for information or we are unable to confirm their eligibility through local data matching we are required under the legislation to undertake a review including of those persons requiring determination to remain registered. 2.5 Grounds for a review are as follows: 177 • The person was not entitled to be registered in respect of the address • The person has ceased to be resident at the address or has otherwise ceased to satisfy the conditions for registration • The person was registered as the result of an application for registration made by someone else (ie not the individual whose details are provided on the application and who has declared that the information provided is true), or the person’s entry has been altered as the result of an application for a change of name made by someone else 2.6 There are three types of review as detailed below:- • Type A Review – This would be undertaken when we are of the opinion that the elector is not or was not entitled to be registered, or has an entry in the register which results from or was altered as a result of an application made by another person. Any person given notice following a Type A review has 14 days to request a Hearing. If they do not respond they will not be included in the register or will be removed from the register. • Type B Review – This would be undertaken when electors are required to provide evidence of age or nationality. This would be undertaken when we have doubts as to whether the person meets one or more of the eligibility criteria but you are not able to substantiate these by using other records. Any person given notice following a Type B review has 28 days in which to supply the required evidence. If they do not a Type A review would have to be undertaken and then after 14 days if information is still not received they will either not be included or removed from the register • Type C Review – This review would be used if it was decided to go straight to a Hearing. This might be in circumstances where our position and that of the elector or any other person is clear and it would be more practicable to have a hearing to decide the matter than to conduct a Type A or Type B review by correspondence. A Type C review can be completed in a shorter timescale than types A and B and so may be particularly appropriate close to a registration deadline. If a Type C review is to be undertaken then the elector must be given notice of the intention to hold a Hearing. 2.7 If a request is received by the Council arrangements would have to made for a Hearing which must take place no earlier than 3 working days and no later than seven working days after the date of the notice of Hearing is given to the person requesting it. All affected parties would be present at the hearing including Electoral Services staff and electors. 2.8 The Electoral Commission recommend that as Hearings are quasi-judicial proceedings it would not be appropriate to delegate this duty to an officer who is not appointed either as ERO or as a Deputy ERO. Angela Andrews was appointed the ERO at the last Council meeting held on the 29 September 2014 but we currently do not have a deputy. 2.9 It is not anticipated that we will receive many requests for Hearings but bearing in mind the timescales given to put the arrangements in place and the fact the ERO may not always be available it is suggested that the Legal and Democratic 178 Services Manager be appointed as Deputy ERO. 3. Recommendation 3.1 That the Legal and Democratic Services Manager be appointed as the Deputy Electoral Registration Officer to undertake hearings after a person has been advised that they are not eligible to be registered in the following circumstances and have requested a Hearing :- • The person was not entitled to be registered in respect of the address • The person has ceased to be resident at the address or has otherwise ceased to be resident at the address or has otherwise ceased to satisfy the conditions for registration • The person was registered as the result of an application for registration made by someone else (ie not the individual whose details are provided on the application and who has declared that the information provided is true), or the persons entry has been altered as the result of an application for a change of name made by someone else List of Appendices . Lead Officer: Carolyn Wheater – Monitoring Officer Contact No.873323 179 This page is intentionally blank. 180 Item No. 9 COUNCIL 25 NOVEMBER 2014 SUBJECT: AMENDMENTS TO THE CONSTITUTION REPORT BY: DIRECTOR OF RESOURCE S LEAD CAROLYN WHEATER – MONITORING OFFICER OFFICER: 1. Matter for Council 1.1 To approve a number of suggested amendments and additions to the Constitution as detailed in APPENDIX A to the report. 2. Background 2.1 In accordance with Article 16.1 the Monitoring Officer will monitor and review the operation of the Constitution to ensure that the aims and principles of the Constitution are given full effect. 2.2 Any changes to the Constitution may only be made by Full Council. 3. Recommendation 3.1 That Council consider and approve the suggested amendments and additions detailed in Appendix A to the report. List of Appendices Appendix A – Details of Amendments . Lead Officer: Carolyn Wheater – Monitoring Officer Contact No.873323 181 This page is intentionally blank. 182 APPENDIX A AMENDMENTS TO THE CONSTITUTION Section of Constitution Proposed Amendment/Addition Other Officer /Committee Reason for Amendment (If (if required) required) Article 4 – The Full Council Addition of the Lincoln Growth Strategy to the list of documents making up the Policy Framework Director of Resources - To authorise applications to the Assistant Director – Legal Amendment to Regulation of Delegations Magistrate’s Court before RIPA and Corporate Support Investigatory Powers Act 2000 can be used to access: Services or Legal and by Sections 37 and 38 of the Democratic Services Protection of Freedoms Act 183 • Communications data; or Manager 2012 • Authorise directed surveillance or • A Covert Human Intelligence Source(CHIS) Director of Housing and To authorise officers to act in a Assistant Director – New legislation Community Services - statutory role as appropriate to Communities and Street Delegations undertake duties and Scene responsibilities under Parts 1, 2,3 and 4 of the Anti Social Behaviour, Crime and Policing Act 2014 To review applications following Assistant Director – the request for a review of the way Communities and Street an application for a Community Scene Trigger has been dealt with Scrutiny Procedure Rules – Request for Call-In to be submitted No current time deadline 14.4 by midday five working days after exists. The suggested time of the publication of the notice of midday would assist officers in decisions (e.g. under normal either organising Select circumstances the call-in period for Scrutiny Committees to deal minutes despatched on a Friday with Call In requests or where would end at noon on the following no request is received allow Friday). officers to action the decision. Member Code of Conduct To clarify that members with To clarify wording in order to pecuniary interests must leave the bring the section in line with the room during the consideration of a treatment of Disclosable relevant matter at a meeting Pecuniary Interests and usual 184 (under the heading ‘Non practice by members. participation in case of pecuniary interest’). Item No. 10 COUNCIL 25 NOVEMBER 2014 SUBJECT: APPOINTMENT OF THE MEMBER SAFEGUARDING CHAMPION REPORT BY: COUNCILLOR RIC METCALFE, LEADER OF THE COUNCIL 1. Matter for Council 1.1 To note the appointment of Councillor Rosanne Kirk as the Member Safeguarding Champion. 2. Recommendation 2.1 That Council note the appointment of Councillor Rosanne Kirk as the Member Safeguarding Champion. . 185 This page is intentionally blank. 186 Item No. 11 COUNCIL 25 NOVEMBER 2014 SUBJECT: SCRUTINY PROCEDURE RULE 15 - DECISIONS TAKEN AS A MATTER OF URGENCY REPORT BY: DIRECTOR OF RESOURCES LEAD OFFICER: CAROLYN WHEATER, MONITORING OFFICER 1. Purpose of Report 1.1 To report to Council under Rule 15 of the Scrutiny Procedure Rules a decision taken by the Asset Management Group as a matter of urgency on 7 November 2014. A copy of the decision notices already circulated to councillors and published on the Council’s website are attached as Appendices A and B . 2. Background 2.1 In accordance with rule 15 of the Scrutiny Procedure Rules, the normal Council Procedure Rules will not apply where the decision taken is urgent. A decision will be urgent if any delay likely to be caused by the call in process would seriously prejudice the Council’s or the public’s interest. The Monitoring Officer must agree that both the decision proposed is reasonable in all the circumstances and to it being treated as a matter of urgency. 2.2 Decisions taken as a matter of urgency must be reported to the next available meeting of the Council, together with the reasons for urgency. 3. Central Lincolnshire Local Plan 'Call for Sites' Consultation Response 3.1 The Asset Management Group was scheduled to have considered this item at its meeting of 30 October 2014. Owing to the Disclosable Pecuniary Interests of two members in this item, it was not possible to consider this matter on 30 October 2014. As such an additional meeting was arranged for 7 November 2014 in order to allow for the attendance of substitute members. 3.2 The Monitoring Officer considered that the decision should be treated as a matter of urgency on the grounds that the deadline for responses to the call for sites was 11 November 2014. As the Council has a legal duty to provide at least five clear working days’ notice of its meetings it was not possible to arrange a meeting date which would allow sufficient time for the call-in process. As such, the call-in provisions were suspended in order to allow the Council to make a response to the consultation, which was in the interests of both the Council and those responsible for the consultation process. 4. Further Budget for Development of Lincoln Transport Hub Project 4.1 The Portfolio Holder for Corporate Management and Customer Services took a decision on 4 November to release an additional £40,000 towards the projects costs of developing the Central Transport Hub. 187 4.2 The Monitoring Officer considered that the decision should be treated as a matter of urgency on the grounds set out within the notice. These were that a delay in the decision would result in delays within the planning process leading to a significant financial loss and a delay in project development. 5. Recommendation 5.1 That Council notes the decision taken under Rule 15 of the Scrutiny Procedure Rules. 188 EXTRACT FROM COMMITTEE APPENDIX A Asset Management Group 7 November 2014 19 . Central Lincolnshire Local Plan 'Call for Sites' Consultation Response Purpose of Report To request that members approve the proposed response to the Central Lincolnshire Draft Local Plan consultation in respect of the ‘call for sites’ as part of Central Lincolnshire Local Plan Policy development. Decision That the sites identified in Appendices A and B to the report provided be approved for submission to or deletion from the Central Lincolnshire Strategic Housing and Employment Land Availability database, including the Housing Revenue Account sites identified in the revised appendices circulated at the meeting. That officers be requested to submit a response to the Local Plan ‘call for sites’ on the basis of information in Appendices A and B to the report provided, including the Housing Revenue Account sites identified in the revised appendices circulated at the meeting. Alternative Options Considered and Rejected None. Reason for Decision The Council, in partnership with adjacent district councils, was preparing the Central Lincolnshire Local Plan. Draft policies had been published for public consultation for a period of six weeks from 1 October to 11 November 2014. This consultation included a ‘call for sites’ from land owners who wished their land to be considered for development in the future planning of Central Lincolnshire, specifically in respect of any site allocations to be made and publicly consulted on in the Plan next summer. In support of the Central Lincolnshire Local Plan, a Strategic Housing and Employment Land Available (SHELA) database had been evolving since the Joint Strategic Planning Committee was established in 2009. This database had been developed from sites submitted by land owners for development consideration and included Council-owned sites. In order to form the Council’s response as a landowner to the call for sites, members considered proposals for changes to the sites on the SHELA database. These proposed changes and retentions were considered on a case-by-case basis taking into account any contextual changes identified since the last request for sites was submitted. It was stressed that the inclusion or exclusion of sites from submission at this time would not prejudice any future decisions regarding the use of the land, while any included sites were still subject to the usual requirements of the planning application process. Further annual reviews would be undertaken to reflect any 189 changes in relevant circumstances. Members therefore determined to incorporate the sites identified in the revised appendices tabled at the meeting which included sites held within the Housing Revenue Account. 190 APPENDIX B 191 This page is intentionally blank. 192