Meeting Details

The Corporate Director of Finance and Resources submitted report RD.04/22 summarising the 2021/22 the provisional outturn for the Council's Capital Budget; and providing details of the revised Capital Programme for 2022/23.  The outturn showed that the net underspend for Council services as at 31 March 2022, once committed expenditure totalling £7,106,700 was taken into account, was £364,314.

Details of the resources which had been utilised to fund the 2021/22 Capital Programme, together with the 5 year Capital Programme for the period 2022/23 to 2026/27 were also provided.  The 2022/23 programme would be continually reviewed to ensure the Council had the capacity to deliver that level of programme.  The information contained within the report was provisional and subject to the formal audit process. 

In considering the report Members raised the following questions and comments: 

- A number of programmes listed within the report were subject to ring fenced funding, would the ring fencing be carried over to the Cumberland Council and had any contingency for cost escalation been incorporated?

The Corporate Director of Finance and Resources confirmed the ring fenced funds for the projects would continue to be set aside, with reference to the Future High Streets Fund and Borderlands Projects other authorities subject to LGR would also have financial involvement.  Some of the schemes were being delivered by the Council's partners who would be liable for any cost overruns.  The Corporate Director indicated that she did not have specific details relating to those matters to hand, but should the Panel require it was able to circulate written information to Members.  

- There were a number of projects within the Capital Programme that were not in keeping with the anticipated timeline or budget, was the project management being effective in its delivery?

The Corporate Director responded that it was not unusual for costs and timelines to exceed those originally set out.  The Council's Project Board was responsible for monitoring the delivery of projects a report on the matter was regularly submitted to the former Business and Transformation Scrutiny Panel.  Risk assessments would be carried on existing projects that would not be completed by the end of March 2023, with any issues identified being included in the Council's Risk Register.  

- Regarding the additional Disabled Facilities Grants (DFG) funding, had the new monies been allocated?

The Corporate Director of Finance and Resources advised that the additional funding had only recently been announced and was allocated by the Better Care Fund from Cumbria County Council.  The allocation of the monies would be monitored through these reports going forward which would be submitted on a quarterly basis; any unspent were anticipated to be retained under the Housing Renewal Assistance Policy.  The Corporate Director undertook to write to the Panel with details of how any monies not spent on DFGs would be used. 

The Chair welcomed the report.  

RESOLVED - 1) That the Provisional Capital Outturn 2021/22 and Revised Capital Programme 2022/23 be noted.  

2) That the Corporate Director of Finance and Resources provide written information to the Panel regarding:
i) The financial contingencies in place for the Future High Street Fund projects;
ii) The potential use of monies allocated for Disabled Facilities Grants that had not been used.

The Corporate Director of Finance and Resources submitted report RD.06/22 which summarised the 2021/22 provisional outturn and performance position for Council Tax and set out the Council Tax Collection Fund budget along with the Council's Council Tax collection performance and NNDR Provisional Outturn as at 31 March 2022.

The Chair asked for clarification of the term 'write-on'.

The Corporate Director explained that the term referred to where a debt had formerly been written off and was the reinstated due to the debt re-establishing contact and making further payments.  

RESOLVED - That the Council Tax Provisional Outturn 2021/22 be noted. 

The Head of Communities and Wellbeing submitted report CS.23/22 that updated the Panel on the work of the Council's Healthy City Team in 2021/22; a verbal summary of a number of examples of work and projects was given.  An overview of programmed work for 2022/23 was set out and the report further highlighted work that would continue beyond March 2023. 

In considering the report Members raised the following questions and comments: 

- A number of Members questioned whether the work of the team was being made known through the LGR process as they felt it was very valuable and likely to be taken forward by the new authority. 

The Head of Communities and Wellbeing explained that the work of the team was being fed into the work packages relevant to the service so that it may be taken forward appropriately.  Were the new Cumberland Council to decide it wished to take forward any aspect of the team's work, officers were prepared and excited to be able to deliver it, and there was the potential that the Healthy City approach could be delivered across the wider footprint.  

In response to a request from a Member for an update on the Waverley Viaduct, the Leader responded that the project was not a Council one but that it being led by The Friends of the Waverley Viaduct.  The Leader had met with the Railway's Footpath Trust who were happy to support the project.  The Council had made an offer of support to the Friends which remained open, however, Cumbria County Council was the Highway Authority and so was responsible for approving the footpath.  

- Was funding available to secure the use of a high street premises for a Health and Wellbeing hub?

The Head of Communities and Wellbeing responded that potential funding opportunities were being identified, including the UK Shared Prosperity Fund.  Were any monies to be secured there were several partners ready to work together to deliver the Hub.

The Healthy City Team Manager emphasised the importance of partnership working and drawing in communities to make any future Health and Wellbeing Hub a success.  The project had great potential to positively impact residents and the vitality of the high street.  Were funding to be secured it was likely that a trial hub would be set up initially, were it to prove successful a facility in the rural area may be considered.

The Chair asked whether GP practices had been approached to see if they were able to support the proposal?

The Healthy City Team Manager responded that local social prescribing would be a significant aspect of the offer.  The Hub would focus on helping people to incorporate measures to prevent the deterioration of health to reduce the need to visits their GP and would be based on facilitation and encouragement.  Discussions with the NHS would take place at the appropriate time. 

- Was the proposed development of a Volunteering Strategy work that would be undertaken by the City Council or the new Cumberland Council?

The Head of Communities and Wellbeing advised that the work would be commenced by City Council and taken forward to the Cumberland Council and its partners.  

- How were community centres to be supported going forward and the outcomes that they had provided retained?

The Head of Communities and Wellbeing considered that they had potential to fit with the Hubs and would be taken forward to the new Cumberland Council.  

Members discussed the role of community centres and the provision of affordable food for residents and the wider benefits that provided in terms of social interaction and information sharing. 

Food provision was anticipated to be an aspect of the Hubs, the Healthy City Manager advised that it would need to be adaptable to encompass a range of cultural needs.  

In response to a question from a Member regarding the location of the ‘Space to Talk' project, the Healthy City Manager stated that it took place every Friday in front of the Old Town Hall and issued many 'Bags of Courage'.  She further noted that a 'Thriving Communities' exhibition was to be held at Tullie House from 1 July 2022 which all Members were welcome to attend, an email with details would be circulated in due course.  

The Chair expressed his thanks for the team's work, and welcomed the theme of 'healthy city' being expanded to healthy county region.  He proposed that the Local Government Reorganisation Transition Portfolio Holder be invited to a future meeting of the Panel to talk to Members about the development and initiation of plans for Cumberland Council.  The Panel indicated its assent.  

The Chair offered the Panel's support to Officers, Members and groups working with Cumberland Council by sharing its experience.  He expressed support for the Health and Wellbeing Hubs and recognised the importance of partnership working in delivering outcomes.  

RESOLVED - 1) That the Healthy City 2022/23 Programme and opportunities for broadening approach beyond 2023 be noted with thanks.  

2) That the Healthy City Manager circulated to Members of the Panel details of the Thriving Communities exhibition being held at Tullie House. 

The Policy and Communications Manager presented the End of Year 2021/22 performance against the current Service Standards and a summary of the Carlisle Plan 2021-23 actions as defined in the ‘plan on a page’.  Performance against the Panel’s 2021/22 Key Performance Indicators (KPIs) were also included.

In considering the report Members raised the following questions and comments: 

- The activity of works for the Carlisle Southern Relief Road (CSLR) seemed to have slowed in pace recently, was the project was still moving forward?

The Finance, Governance and Resources Portfolio Holder advised that works were being undertaken on an incremental basis as not all contracts had been finalised, ground works and Compulsory Purchase Orders were ongoing. 

The Policy and Communications Manager undertook to liaise with the Corporate Director of Economic Development on the matter and circulate further information to the Panel.  

RESOLVED - 1) That the End of Year Performance Report 2021/22 be welcomed.  

2) That the Policy and Communications Manager circulate to the Panel further information regarding the progress of the Carlisle Southern Relief Road project.