Agenda and draft minutes

To receive any apologies for absence.

Apologies were received from Councillors Ali and Chaudhury and Birtwistle.

To approve as a correct record the minutes of the previous meeting.

The minutes of the meeting held on the 16^th October 2024 were approved as a correct record and signed by the Chair.

To determine whether there are any additional items of business which, by reason of special circumstances, the Chair decides should be considered at the meeting as a matter of urgency.

There were no additional items of business.

To receive any declarations of interest from Members relating to any item on the agenda, in accordance with the provisions of the Code of Conduct and/or indicate if S106 of the Local Government Finance Act 1992 applies to them.

Members should consider whether any of the items listed on the agenda represent a conflict with any interests previously declared or new interests.  They should also consider whether their register of interests requires updating as a result of any new undeclared interests.  It is a requirement in law that any new or changed interests are declared within 28 days.  It is incumbent on Members to notify Officers of these changes.

Councillor Lewis declared a non-pecuniary interest as a trustee of Burnley Leisure Trust, and were present for agenda item 10.

To determine during which items, if any, the public are to be excluded from the meeting.

There was no exclusion of the public.

To consider questions, statements or petitions from Members of the Public.

There was no question from the public.

To consider the list of future Key Decisions.

The notice of key decisions were noted.

To receive an update on the work of any active Scrutiny Review Groups.

The Scrutiny Review Group had met and were looking into creating a social media video within the wards to promote cleanliness, history and keeping the area tidy to involve the community. The group will be meeting in the coming weeks and will have a further update to report back to the committee in January.

To receive a presentation from the council’s strategic partner.

The Committee received a presentation from Liberata on what has been achieved together with the Council thus far: The service line has delivered in Revenues and Benefits, Customer Services, Transformation Shift, ICT, and Property Services.

KPI achievements have included the following: Council Tax and NNDR collection Payroll accuracy levels of 99.9% have been maintained and improved the capital programme has been delivered across Burnley portfolio as well as rental income above KPIs targets.

Other non-contractual achievements have been supporting the Council during its 2024 Peer Review, achieved Customer Service CCA Award for Paul Orrell and achieved CCA re-accreditation. There has been implementation of  voicebots for customer services that has been delivered via the genesys platform technology. Alongside Liberata IT, Burnley was one of the first councils to complete a Government funded cyber treatment plan.

For 2025 and beyond the future was to work with Burnley on its transformation initiatives and to assist the Council in meeting both its financial and operational challenges. Liberata will be supporting the insourcing of property services and environmental health & licensing by April 2025.

RESOLVED – The Committee noted the presentation.

The Committee received an annual presentation from Burnley Leisure Trust. The Trust formed in 2014 which had 10 employees which incorporates governance, that has a purpose a trust model and cross-subsidy. Their portfolio includes St Peter’s Centre, Mechanics Theatre, Cultrual Development, Padiham Leisure Centre, Prairie Sports Village, Barden Track, Townley Golf, Thompson Park Boating, Hospitality Venues, and Community wellbeing.

Memberships have grown 55% since 2019 and 21% of all from BLC income of £1.4m,swimming has been served in 31 primary schools within the borough, there were 1024 students in swim academy which age ranged between 3-15ys, and there were 3000 school swims per year. In Burnley Together Down Town over £11,234 were in paid on meal donations providing 2800 hot meals with 13 volunteers recruited. There were seven ‘pay what you can’ events which were held in the Mechanic Theatre and £14,000 worth of food waste donations.

In Community and Wellbeing there were health programmes, school coaching, holiday club, community events, cycling and many more. ‘Up & Active was a programme that had 29 sessions every week which included exercise referral of a 740 and cardiac rehab of 55. Burnley ‘Outdoor Town’ provided the borough with many activities which included park yoga which was proving very popular, as well as beat the street, park play, nature festival, big Burnley walk, Limitless- British Cycling, themed walks, active Burnley forum, and climate action fund.

Looking ahead the Trust want to expand into adventure golf, 2027 Year of Culture, incorporating outdoor events, cycling development, improving Townley Golf, extending current partnerships and business growth.

Members welcomed the presentation during the discussions the committee’s  questions were responded to and noted.

RESOLVED – The Committee noted the presentation.

To report on the Revenue Budget Monitoring quarter two 2024/25.

The Committee was presented a report on the forecast outturn position for the year ending 31 March 2025 based upon actual spending and income to 30 September 2024. Members were asked to note the continued impact of the cost-of-living crisis on Council budgets. In view of the ongoing economic challenges, forecasts remain under review and are subject to change as the impact on the economy continues to unfold. Updates will be provided to Members through the established quarterly budget monitoring process, and via monthly reports to Executive Members.

The Executive were asked to note the projected revenue budget forecast position of a net overspend of £98k, as summarised in table 1 and detailed in Appendix 1, which is expected to break even by the end of the financial year.

The net overspend of £98k has reduced from a forecast net overspend of £176k as reported at Quarter 1. The Executive were also asked to seek approval from Full Council for, the latest revised net budget of £18.987m as shown in Table 1, and c, of the report, the net transfers to date from earmarked reserves of £4.694m, further details of which can be seen in Appendix 2 of the report.

RESOLVED – The Committee noted the report.

To report on the Capital Budget Monitoring quarter 2 2024/25.

The Committee were provided with an update on capital expenditure and the resources position along with highlighting any variances. The Executive were asked to: recommend to Full Council, approve of the net budget changes totalling a net decrease of (£832,861) giving a revised capital budget for 2024/25 totalling £30,237,436 as detailed in Appendix 1 of the report.

Recommend to Full Council, approval of the proposed financing of the revised capital budget totalling £30,237,436 as shown in Appendix 2 of the report.  

And to note the latest estimated year end position on capital receipts and contributions showing an assumed balance of £4,192,091 as at 31 March 2025 as shown in Appendix 3 of the report. And to effectively manage the 2024/25 capital programme.

RESOLVED – The Committee noted the report.

To report on the Fee & Charges.

The Committee were presented a report on the Council’s proposed fees and charges from 1 April 2025. Proposals of an increase of 2% are being presented in the report for members to consider.

That the Executive approve and recommend to Full Council to endorse the: proposed tariff of fees & charges from 1 April 2025 with an increase of 2% as outlined in Appendix 1, with a range of exceptions as outlined in the report, which has been reduced from the proposed 3% increase reported in the MTFS mid-year update in September 2024. A cessation of the discretionary commercial pest control service, authorisation to the Director of Resources, in consultation with the relevant Head of Service, to determine any new charges or changes to existing charges relating to the preparation and approval of the 2025/26 revenue budget, authorisation to Executive Portfolio Members to amend fees & charges periodically in their own area with the agreement of the Director of Resources, authorisation to the Director of Resources, in consultation with the Executive Member for Resources and Performance Management, to determine the bus station departure charges applicable from 1st April, to be calculated once the overall bus station budget has been determined each year, authorisation to the Director of Economy and Development, in consultation with the Executive Member for Resources and Performance Management and the Director of Resources, to adjust fees and charges in relation to the Markets service from time to time to reflect current trading conditions and the overall position of the market, and Council’s Commercial Strategy as included in Appendix 2 of the report.

The reasons for the recommendation were to set the Council’s fees and charges from 1 April 2025 and assist in finalising the 2025/26 budget process. And to carry out an annual review of the Council’s Commercial Strategy.

RESOLVED – The Committee noted the report.

To report on the Management Mid-year update 2024/25.

The Committee were presented a report on the treasury management activity for the first half of 2024/25 covering the period 1 April to 30 September 2024. The Executive were requested to note the treasury management activities undertaken during the period 1 April to 30 September 2024, and recommend that Full Council, endorse the quarterly update on the treasury management strategy 2024/25 in compliance with the requirements of the Chartered Institute of Public Finance and Accountancy’s (CIPFA) Code of Practice on Treasury Management.

The Council operated a balanced budget, which broadly means cash raised during the year would meet its cash expenditure. The first main function of treasury management operations is to ensure this cash flow is adequately planned, with surplus monies being invested in low-risk counterparties providing adequate liquidity initially before considering maximising investment return.

The second main function of the treasury management service was to ensure the funding of the Council’s capital plans. Those capital plans provided a guide to the borrowing need of the Council, essentially the longer-term cash flow planning to ensure the Council could meet its capital spending commitments. This management of longer-term cash may involve arranging long or short-term loans, or using cash flow surpluses, and, on occasions, any current debt may be restructured to meet Council risk or cost objectives.

The monitoring requirements for treasury activity were set out in the Treasury Management Strategy Statement (TMSS) which included the Prudential and Treasury Indicators for 2024/25 – 2026/27, approved by Full Council on 27 February 2024.

RESOLVED – The Committee noted the report.

To receive a report of the Gambling Act 2005, which requires the Licensing Authority to update the statement policy at least every 3 years.

The Committee received a report on the Gambling Policy which required the authority must review at least every 3 years. The Council’s is working to a deadline for publication of 1^st January 2025.  There was a requirement that the policy was subject to appropriate consultation.

It was recommended that the Licensing Committee recommended the policy to the Full Council and to approve the Gambling Policy Statement at Appendix A for implementation on the 1st January 2025.

The Gambling Policy Statement sets out the principles that the authority will apply when exercising its functions under the Gambling Act 2005. A national review of the Gambling Act 2005 had been underway for an extended period.

 Whilst it was a matter for local determination, the committee were advised that the statement was refreshed in line with the requirements of the Act to be enforceable from January 2025. Thereafter the council would publish a revised GLA which can be included in a refreshed statement and are permitted to revise the Council’s statement within the 3-year timescale.' This policy review takes on board the Gambling Commission’s comments and therefore changes were limited to administrative updates only.

The Licensing Committee agreed a draft policy for formal consultation in June. Consultees were listed at Appendix A of the Policy. The consultation period ended on 30th August 2024 and no substantiated policy changes had been made. However, minor changes have been made to the Policy to reflect name changes to statutory body and similar. These were highlighted in the body of the Policy. The final Policy Statement must now proceed through Licensing, Scrutiny and Executive, before Full Council were invited to approve it for publication in December.

RESOLVED - The Committee noted the report.

To receive a report on and seek approval to deliver a sixth Household Support Fund scheme (HSF6) and the Affordable Warmth Grant.

The Committee received a report to sought approval and to deliver a sixth Household Support Fund Scheme and the Affordable Warmth Grant, and to seek approval to accept the £506,148 from Lancashire County Council and to approve the delivery plan for HSF6, and to delegate authority to the Head of Policy and Engagement to agree and sign the MOU with Lancashire County Council to deliver HSF6.

On the basis that the council receives £460,668, the following schemes were proposed subject to third-party organisations agreeing to service level agreements prepared by the Policy and Engagement team.

• £30,000 to provide a payment to the most vulnerable residents and for applications from other households that have previously not received any recent form of household support or cost of living payment.

• £40,000 for additional discretionary hardship payments

• £71,000 for debt and welfare rights advice in Burnley Town centre and Padiham including money management for young people and support for gambling addictions as well as mental health support for young people.

• £194,000 to support household food insecurity including education, the food bank, community grocery stocks, breakfast/luncheon clubs.

• £60,000 for essential housing costs and hygiene products.

• £35,000 on energy efficiency measures and winter warm packs which will complement the work being undertaken through the Affordable Warmth Award.

• £30,668 for administration costs (6.6%). The guidance from county is that in all cases, Authorities should keep administrative costs to a reasonable level, they recognise that costs will differ between Authorities.

Previously Lancashire County Council have awarded this grant separately, it has been delivered by the Home Improvement Agency (HIA) in the winter months to support those that are most vulnerable to harm from cold or damp homes. This year the following initiatives are being proposed for deliver by the HIA:

• Boiler servicing and repairs

• Boiler Replacements

• Repairs to property (fixing leaking roofs). Mould and Damp treatment and prevention

• Glazing/door improvements

• Carbon Monoxide Alarms

• Draught proofing works including floor coverings

RESOLVED – The Committee noted the report.

To report and implement the revised communications strategy for 2024 to 2026 to ensure effective internal and external communications.

The Committee received a report on the revision of the communications strategy for 2024 to 2026 to ensure effective internal and external communications, in order to deliver effective communication and community engagement to ensure customers know what the council and its key partners do and how they can readily access and shape local services.  

To encourage two-way communication which would ensure:

Our staff, customers, members and stakeholders were well informed about the work of the council so that they can influence, challenge and support this work. And to our customers have a positive experience of interacting with the council which will reduce avoidable contact and increase customer satisfaction.

The council recognised the importance of communicating effectively with residents, the media, stakeholders and employees to promote greater understanding of local priorities, engage communities, challenge misconception and help to achieve the strategic plan using both internal and external functions.

RESOLVED – The Committee noted the report.

To report to the committee the draft consultation of the strategic plan 2025-2030.

The Committee received a report on the draft Strategic Plan 2025-2030, it was recommended that the Executive agree to a 6-week consultation period on the draft Strategic Plan which would conclude in early January 2025. The Strategic Plan provided a unified direction for all Council functions, ensuring a cohesive response to community needs and aspirations.

The draft plan proposed a renewed vision for the Council, setting objectives for a prosperous and sustainable future. Structured around the themes of People, Place, Prosperity, and Performance, the plan describes 20 priorities to achieve the vision. The strategy envisions a thriving community rooted in industrial heritage, environmental responsibility, and an inclusive culture. The aim was to provide quality, affordable housing, good employment opportunities, vibrant town centres, and to create an attractive place for residents and businesses alike.

The plan would address various socio-economic challenges, such as health inequality, housing quality, and environmental goals. It recognises the need for collaboration across public, private, and community sectors to achieve resilience and long-term sustainability. The Council would support initiatives to improve health, education, and youth opportunities, addressing social factors that influence residents’ quality of life. There would be emphasis on safe neighbourhoods, quality housing, and public spaces. The Council plans to enhance town centres and implement strategies for green space enhancement and brownfield regeneration. To foster economic growth the plan prioritises support for  advanced manufacturing, education, and digital sectors. The plan also says that the council should build on  the borough’s status as a university town and collaborate with regional and national partners to attract investment.

Operational improvements will include adopting digital innovation, embedding values-driven practices, and upholding fiscal responsibility through the Medium-Term Financial Strategy.

The Council was committed to engaging with residents and encouraging active involvement in setting priorities. With a commitment to transparency, service excellence, and continuous improvement, the plan aims to deliver a high standard of public services and drive a collective vision for Burnley's future.

At the end of the consultation period, officers would share the feedback received from Scrutiny committee, residents and wider stakeholders with the Executive. A final draft plan will be presented to the Executive at its budget meeting in February 2025. The plan will then be submitted to Budget Council for adoption.

RESOLVED – The Committee noted the report.

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To consider any amendments to the Work Programme for 2024/25.

The next meeting is on Monday 13^th January 2025 which would include potential items for January.

Regular / Standing Items Notice of Key Decisions and Private Meetings Review Groups Work Programme Community Safety Annual Report Exec Reports Policy Framework Items Pay Policy Statement.

RESOLVED – The Committee noted the work programme.