In the interests of transparency, the Leader declared an interest in the NFP item relating to 2025 City of Culture Bid in her capacity as the Chair of the Cultural Place Partnership.

ACTION: City Solictor

Recommended –

That the minutes of the meeting held on 8 June 2021 be signed as a correct record (previously circulated).

(Jill Bell / Yusuf Patel - 01274 434580 434579)

Resolved –

That the minutes of the meeting held on 8 June 2021 be signed as
a correct record.

There were no appeals submitted by the public to review decisions to restrict

documents.

There were no recommendations referred to the Executive.

(Councillor Hinchcliffe)

The Director of Finance will submit a report (Document “G”) which provides Members with an update on the year-end financial position of the Council for 2020-21.

It examines the latest spend against revenue and capital budgets and the financial position at the year end. It states the Council’s current balances and reserves and school balances for the year. 

Recommended –

That the Executive

(1)       Note the contents of this report

(2)       Approve the £1.519m of better use of budget requests to carry forward underspends to 2021-22 as outlined in section 13.6 to        Document “G”.

Overview and Scrutiny Committee: Corporate               

(Andrew Cross - 07870 386523)

The Director of Finance submitted a report (Document “G”) which
provided Members with an update on the year-end financial position of
the Council for 2020-21.

It examined the latest spend against revenue and capital budgets and
the financial position at the year end. It stated the Council’s current
balances and reserves and school balances for the year.

The Director of Finance stated that the Council underspent the £378.1m net revenue budget by £0.4m in 2020-21.

The overall underspend did, however, contain significant overspends in some

service areas, most notably Agency staffing costs and increased Child Looked

After Placements in Children’s Services.

Additionally, the Council will also have administered a further c£190m of Business Grants, and hardship grants in the year, with £ms more to be administered in 2021-22.

The forecast costs and income losses to the Council are currently covered by

very welcome additional funding from the Government in 2020-21 meaning that there was no financial loss to the Council as a result of Covid in 2020-21.

However, there remained significant uncertainty about how long Covid will

continue to impact for, and hence how long the additional funding lasts for in

2021-22.

The Leader welcomed the Budget position at the year end, particularly in the context of the financial challenges posed by the pandemic; however, uncertainties remained going forward and in order to realise recovery, additional Government funding was required.

A Member of the main Opposition Group was present at the meeting and stated that the additional Covid related funding from Government had helped the Council balance its books. He also questioned the proposed integration between Health and Adult Social Care and the budget earmarked for this purpose when Government plans were unknown.

In response the Leader stated that the Council’s prudent management of its finances had to be acknowledged and that we were spending our reserves responsibly. 

In relation to the integration of Health and Social Care, it was stressed that no plans were forthcoming from Government yet, on the future funding arrangements for Adult Social Care, however, the partnership arrangements with Health were very good, and the Integrated Care System in West Yorkshire was a model for the Country.

Resolved –

(1)       That the contents of the report be noted.

(2)       That the £1.519m of better use of budget requests to
            carry forward underspends to 2021-22 be approved as outlined in
            section 13.6 to Document “G”.

ACTION:  Director of Finance

Overview and Scrutiny Committee: Corporate

The Director of Finance will submit a report (Document “H”) which examines the latest spend against revenue and capital budgets and the forecast year-end financial position based on information at Qtr 1. It states the Council’s current balances and reserves and school balances. 

As the District emerges from national restrictions and looks to build recovery from the impact of the COVID pandemic a series of priority investments are proposed in order to kick start recovery with a particular emphasis on sustainable and economic growth, visible services and support to our children and young people.  These investments will be made through the deployment of any remaining COVID Emergency Grant or through existing Council reserves.

Recommended –

That the Executive

(1)       Note the contents of this report and the actions taken to manage         the issues highlighted in the report.

(2)       The priority investments recommended at paras 4.3-4.5 to          Document “H”.

(3)       Agrees the formation of a new Joint Committee to oversee the new 2021/22 Leeds City Region Business Rates Pool.

            Approves the Leader’s position on the Joint Committee to          oversee the new LCR Business Rates Pool.

(4)       Accept the recommendation in section 15.2 to Document “H” in           relation to the Early Years Block Nursery Supplement for 2021-22.

(5)       Approve the following capital expenditure schemes as outlined in       section 16.8 & 16.9 to Document “H”:

·             £0.931m for the additional cost of purchasing electric vehicles and ensuring that the appropriate charging infrastructure is in place.

·             £0.072m for the replacement of two franking machines and two finishers at the centralised Council mailing centre. This will be funded by the General Contingency Budget.  

·             £3.1m for the relocation of a current Children’s Residential Home to a new refurbished property subject to final PAG appraisal. This will be funded by invest to save borrowing.

·             £0.4m for the Council’s capital costs linked to the former Odeon scheme.

(6)       Note the following has been approved under Section 1.7 of the             Financial Regulations:

• £0.05m for the completion of health and safety works on the footbridge at Ilkley riverside. To be funded from the general contingency budget.

Overview and Scrutiny Committee: Corporate               

(Andrew Cross - 07870 386523)

The Director of Finance submitted a report (Document “H”) which

examined the latest spend against revenue and capital budgets and

the forecast the year-end financial position based on information at Qtr 1. It

stated the Council’s current balances and reserves and school

balances.

As the District emerges from national restrictions and looks to build

recovery from the impact of the COVID pandemic a series of priority

investments were proposed in order to kick start recovery with a

particular emphasis on sustainable and economic growth, visible

services and support to our children and young people. These

investments would be made through the deployment of any remaining

COVID Emergency Grant or through existing Council reserves.

Based on a projection at 31^st May 2021, the Council was forecast to
overspend the £385.4m net revenue budget by £9.0m by March 31st 2022.
This is after taking account of the c£27m of Covid related funding that has
been carried forward from 2020-21, and c£26m of additional Covid related
funding that is expected to be received in 2021-22.

The forecast overspend contained significant variances in a number of service
areas, most notably agency staffing costs and increased Child Looked After
Placements in Children’s Services, both of which have increased significantly
in recent years. The forecast overspend is after the £7.1m increase in budget
that was approved at budget Council in February 2021.

Covid had also had a significant effect on Adult Social Care in the Health &
Wellbeing department, and was delaying the implementation of planned
Learning Disability demand management savings leading to the forecast
overspend.

The Department of Place also has a number of forecast pressures, with the
main ones being in Waste Services due in part to higher tonnages and
recycling income losses, and also in Housing Services.

As a result of prudent financial management, the Council entered into the
COVID pandemic in relatively good financial health, particularly in relation
to the reserves available to draw on and this provided the flexibility to take
decisions in advance of announcements about additional Government
spending, and therefore move at pace to address the immediate challenges
presented by the virus.

The pandemic’s financial impact had, however, been vast. By the end of the
2020-21 financial year, the additional COVID related gross costs and losses
associated with Council service provision totalled c£92m (excluding
Collection Fund losses), and will be c£160m by the middle of this financial
year. Additionally, the Council also administered a further c£190m of
Business Grants, and hardship grants in 2020-21, with £ms more to be
administered in 2021-22.

The costs and income losses to the Council have so far been covered by
very welcome additional funding from the Government, however, it should
be noted that there remains significant uncertainty about how long Covid
will continue to impact for, and hence how long the additional funding lasts.

The Leader acknowledged the challenges facing the Council at the start of this Financial Year and the pressures being addressed by many service areas. To this end  ...  view the full minutes text for item 20.

The Director of Finance will submit a report (Document “I”) which sets out the financial envelope for the Council to deliver its key priorities as set out in the revised Corporate Plan.

The MTFS is set in a context of substantial uncertainty with long term impact of Covid on the wider socio-economic impacts across the District and uncertainties of the Local Government Finance settlements and planned reforms.

The Council has prudently and carefully managed its finance position over the medium term, which led to no new cuts being proposed in the past two financial years.

This report sets out the initial planned budget strategy for 2022/23, which will evolve as the year progresses.

Recommended –

It is recommended Executive:

(1)       Note the level of uncertainty in forecasting the resource position         for 2022/23.

(2)       Note the national and local context which will impact the 2022/23         Budget.

(3)       Agree the high level budget strategy components (paragraph 4.1         to Document “I”).

(4)       Agree, should resources be available, these be directed to the revenue priorities identified at paragraph 4.2 and capital priorities      at 4.3 to Document “I”.

(5)       Note the proposed MTFS / Budget timeline leading to Full Council       in February 2022.

(6)       Receive a MTFS Update in September 2021 which will specifically       detail the MTFS strategy and resource position in order to    commence formal budget consultation in December

Overview and Scrutiny Committee: Corporate   

(Chris Chapman - 01274 43 3656)

The Director of Finance submitted a report (Document “I”) which set
out the financial envelope for the Council to deliver its key priorities as
set out in the revised Corporate Plan.

The MTFS is set in a context of substantial uncertainty with the long term
impact of Covid on the wider socio-economic impacts across the
District and uncertainties of the Local Government Finance settlements
and planned reforms.

The Council had prudently and carefully managed its finance position
over the medium term, which led to no new cuts being proposed in the
past two financial years.

The report set out the initial planned budget strategy for 2022/23,
which will evolve as the year progresses.

The Director of Finance stressed that a further report would be brought to Executive in early autumn, as has been done in prior years, to provide an update on the MTFS and provide further clarity as the position becomes clearer on a number of fronts.

Resolved –

(1)       That the level of uncertainty in forecasting the resource

            position for 2022/23 be noted.

(2)       That the national and local context which will impact the

            2022/23 Budget be noted.

(3)       That the high level budget strategy components

            (paragraph 4.1 to Document “I”) be agreed.

(4)       Should resources be available, it be agreed that these be directed       to the revenue priorities identified at paragraph 4.2 and capital

            priorities at 4.3 to Document “I”.

(5)       That the proposed MTFS / Budget timeline leading to Full

            Council in February 2022 be noted.

(6)       That a MTFS Update be received in September 2021 which will

            specifically detail the MTFS strategy and resource position

            in order to commence formal budget consultation in

            December.

ACTION: Director of Finance

Overview and Scrutiny Committee: Corporate

(Chris Chapman - 01274 43 3656)

The Chief Executive will submit a report (Document “J”) which provides a summary of the high level achievements of the authority as well as performance in the last year.

The municipal year 2020-21 was far from usual with all Council activity dominated by the response to Coronavirus pandemic. A summary of some of our key achievements over the last year are included in this report.

.Recommended –

That the baseline of the key performance indicators in the 2021/25 Council Plan be noted.

Overview & Scrutiny Committee:  Corporate    (Laura Copley - 01274 437381)

The Chief Executive submitted a report (Document “J”) which
provided a summary of the high level achievements of the Authority as
well as performance in the last year.

The municipal year 2020-21 was far from usual with all Council activity
dominated by the response to the Coronavirus pandemic. A summary of
some of our key achievements over the last year were included in the
report.

This performance report covered a period where Local Government had faced

unprecedented challenges and changes. In particular, the impact of the COVID pandemic, which has had an unprecedented impact on all of the District’s citizens and its businesses as well as on the way in which we work as an Authority.

The Key Performance Indicators (KPI) in the report were agreed at Executive, December 2020, for the municipal year 2021/22. This is a baseline year and as such this report described the direction of travel for each indicator in advance of the Council Plan period.

Those KPIs with a green status had an improving direction of travel, the details of which were set out in the report.

The Leader in welcoming the report stressed that Bradford despite the challenges, was making good progress on the key performance indicators, in particular our response to Covid should be commended for protecting communities.

In addition, with a number of infrastructure projects coming on stream such as Darley Street Market and Bradford Live, the District’s prospects were improving.

The Leader also extended her thanks to all staff for their hard work during the pandemic, and ensuring that Council services continued to be delivered.

Resolved –

That the baseline of the key performance indicators in the 2021/25

Council Plan be noted.

ACTION: No Action

Overview & Scrutiny Committee: Corporate

The Strategic Director of Place will submit a report (Document “K”) which seeks approval for the proposed relocation of St James’s Wholesale Market to facilitate the delivery of a new city centre Northern Powerhouse Rail (NPR) station and to enable the market to expand to become a nationally significant wholesale market.

Recommended –

(1)       The Executive is asked to approve the relocation of St James’s            Wholesale Market and to expand into a regional food hub.

(2)       The Executive is asked to approve the undertaking of a site       appraisal and other studies (including a feasibility study) to         determine the most appropriate option. The £250,000 cost would         be funded from the corporate project feasibility reserve initially,             with potential for those costs to be subsequently capitalised.

(3)       The Executive is asked to delegate authority to the Strategic     Directors of Place and Corporate Resources in consultation with    the Leader and Executive Member for Regeneration, Planning &           Transport to agree the selected site and to advance the project           including seeking approval of the capital resources required to            deliver the scheme.

Overview & Scrutiny Committee: Regeneration & Environment

(Colin Wolstenholme – 01274 432243)

The Strategic Director Place submitted a report (Document “K”)
which sought approval for the proposed relocation of St James’s
Wholesale Market to facilitate the delivery of a new city centre Northern
Powerhouse Rail (NPR) station and to enable the market to expand to
become a nationally significant wholesale market.

As part of the Phase 1 master planning work funded by Government through the West Yorkshire devolution deal, work was commissioned by the Council to demonstrate theeconomic regeneration opportunities of a station in the Southern Gateway area of thecity centre.

The work considered three different station options and the outcome of this process was that the St James’s Wholesale Market site was selected as the preferred option for a proposed Bradford Northern Powerhouse Rail station.

The current wholesale market is at the heart of the Southern Gateway and its proposed relocation would be key to not only enabling NPR as it is under Council ownership, but also in providing an opportunity for the development of a new modern market in a more convenient location to serve not only Bradford and the city region, but the whole of the north of England and southern Scotland, and increase the importance of food supply and manufactureacross this area of the UK.

The Leader in welcoming the proposal commented on the vibrancy of the wholesale market, that it was a real asset to the District, and it was imperative to enable its future growth.

The Regeneration, Planning and Transport Portfolio Holder in echoing the Leader’s comments stressed that the wholesale market was operating at full capacity and this project would enable the market to realise its full potential.

In response to a number of questions from a main Opposition Group Member, it was stated that the market generated a revenue surplus of £250k and that the nearest similar market was in Manchester. Occupancy rates were at a maximum, with established tenancies.

Resolved –

(1)       That the relocation of St James’s Wholesale Market and to expand      into a regional food hub be approved.

(2)       That the undertaking of a site appraisal and other studies           (including a feasibility study) be approved to determine the most    appropriate option. The £250,000 cost would be funded from the      corporate project feasibility reserve initially, with potential for   those costs to be subsequently capitalised.

(3)       That authority be delegated to the Strategic Directors of Place and      Corporate Resources in consultation with the Leader and       Executive Member for Regeneration, Planning & Transport to agree the selected site and to advance the project including             seeking approval of the capital resources required to deliver the          scheme.

ACTION: Strategic Director Place / Corporate Resources

Overview & Scrutiny Committee: Regeneration & Environment

The Strategic Director Place will submit a report (Document “L”) which seeks Executive approval to formally adopt the South Pennine Moors Special Protection Area (SPA) / Special Area of Conservation (SAC) Planning Framework as a Supplementary Planning Document (SPD) for use in the determination of planning applications. This document is in support of Policy SC8 in the adopted Local Plan Core Strategy.

Recommended –

(1)       That the South Pennine Moors SPA/ SAC Planning Framework with the changes as recommended, attached in Appendix 1 to      Document “L”, be adopted as a Supplementary Planning       Document.

(2)       That authority be delegated to the Strategic Director Place in     consultation with the Portfolio Holder to carry out any minor          amendments of a drafting or similar nature necessary, prior to the     formal publication of the adopted South Pennine Moors SPA/ SAC             Planning Framework SPD.

Overview & Scrutiny Committee: Regeneration & Environment

(Andrew Marshall - 01274 434050)

The Strategic Director Place submitted a report (Document “L”)
which sought Executive approval to formally adopt the South Pennine
Moors Special Protection Area (SPA) / Special Area of Conservation
(SAC) Planning Framework as a Supplementary Planning Document
(SPD) for use in the determination of planning applications. This
document was in support of Policy SC8 in the adopted Local Plan Core
Strategy.

A main Opposition Group Councillor was present at the meeting and stressed the importance of preserving the South Pennine Moors and that any future activity should not adversely impact on air quality and the natural habitat, adding that species like curlew had to be protected within this context.

In response it was stated that the SPD was not policy but merely guidance and that policy was contained within the Adopted Plan, however, it could be used in determining planning applications.

The Leader acknowledged that 2/3^rd of the Bradford district were rural and it was therefore vitally important to preserve this natural heritage.

Resolved –

(1)       That the South Pennine Moors SPA/ SAC Planning
            Framework with the changes as recommended, attached in
            Appendix 1 to Document “L”, be adopted as a
            Supplementary Planning Document.

(2)       That authority be delegated to the Strategic Director Place
            in consultation with the Portfolio Holder to carry out any
            minor amendments of a drafting or similar nature
            necessary, prior to the formal publication of the adopted
            South Pennine Moors SPA/ SAC Planning Framework SPD.

ACTION: Strategic Director Place

Overview & Scrutiny Committee: Regeneration & Environment

The Strategic Director Place will submit a report (Document “M”) whereby the Council is required to publish and keep up to date a Local Development Scheme (LDS) which sets out the content and timetable for the preparation of the Local Plan.  The Current Local Development Scheme was approved in 2018 outlining the programme to 2021. The LDS has been revised and updated taking account of recent and emerging changes to the planning system, changes in local circumstances, as well as progress to date on the Local plan.

The revised LDS will provide an up to date position for the public and other interested parties. It is also a key background document which is considered when examining Local Plan Documents by an Inspector at Examination in Public.

Recommended –

That the LDS contained in Appendix 1 to Document “M” be approved and published on the Councils web site.

Overview & Scrutiny Committee: Regeneration & Environment

(Andrew Marshall - 01274 434050)

The Strategic Director Place submitted a report (Document “M”) explaining that the Council was required to publish and keep up to date a Local
Development Scheme (LDS) which sets out the content and timetable
for the preparation of the Local Plan. The Current Local Development
Scheme was approved in 2018 outlining the programme to 2021.

The LDS had been revised and updated taking account of recent and
emerging changes to the planning system, changes in local
circumstances, as well as progress to date on the Local plan.

The revised LDS would provide an up to date position for the public and
other interested parties. It was also a key background document which is
considered when examining Local Plan Documents by an Inspector at
Examination in Public.

Resolved –

That the LDS contained in Appendix 1 to Document “M” be
approved and published on the Councils web site.

ACTION: Strategic Director Place

Overview & Scrutiny Committee: Regeneration & Environment

The Council has adopted the Bradford Community Infrastructure Levy (CIL), which has now been in place and applies to new development since July 2017. This report relates to the investment of the strategic CIL fund.

The Strategic Director Place will submit a report (Document “N”) which seeks Executive approval for the investment of the CIL strategic fund collected 1st April 2020 to 31st Mach 2021.

Recommended –

(1)       That the Executive agree the allocation of the CIL Strategic Fund         as set out in Tables 2 and 3 to Document “N”(up to March 2021)           be used to contribute to education, recreation and open space,        electric vehicle charging points, cycle links, clean air plan, habitat           mitigation and libraries.

(2)       That the decision on the spend of the Strategic CIL Pot in Table 1        (to Document “N”)    be delegated to the Strategic Director (Place) in      consultation with   the Portfolio holder.

(3)       That the Strategic Director (Place) delegates to the Assistant     Director of Planning Transportation and Highways to liaise with other Assistant Directors and Portfolio Holders to remind of the      purpose of the Strategic Pot and how the CIL funds retained     within it may be accessed to help deliver infrastructure projects.

Overview & Scrutiny Committee: Regeneration and Environment

(Michala Bartle - 01274 432522)

The Council had adopted the Bradford Community Infrastructure Levy
(CIL), which had been in place and applied to new development
since July 2017.  This report related to the investment of the strategic
CIL fund.

The Strategic Director Place submitted a report (Document “N”)
which sought Executive approval for the investment of the CIL strategic
fund collected from 1st April 2020 to 31st March 2021.

In response to a question from a main Opposition Group Councillor regarding EV charging points, air quality and libraries, the Regeneration, Planning and Transport Portfolio Holder stated that the usage of EV charging points would be monitored; that additional schemes to improve air quality would be developed and that he would provide a further written answer.

Resolved  –

(1)       That the allocation of the CIL Strategic Fund as set out in Tables 2      and 3 to Document “N” be agreed (up to March 2021), be used to contribute to education, recreation and open space, electric vehicle charging points, cycle links, clean air plan, habitat             mitigation and libraries.

(2)       That the decision on the spend of the Strategic CIL Pot in

            Table 1 (to Document “N”) be delegated to the Strategic

            Director (Place) in consultation with the Portfolio holder.

(3)       That the Assistant Director of Planning Transportation and

            Highways liaise with other Assistant Directors and

            Portfolio Holders to remind of the purpose of the Strategic

            Pot and how the CIL funds retained within it may be

            accessed to help deliver infrastructure projects.

ACTION: Strategic Director Place

Overview & Scrutiny Committee: Regeneration and Environment

Recommended –

That the public be excluded from the meeting during consideration of the items relating to Squire Lane, the City of Culture Bid 2025 and a Construction Project on the grounds that it is likely in view of the nature of the business to be transacted or the nature of the proceedings, that if they were present, exempt information within Paragraph 3  (Finance or Business Affairs) of Schedule 12A of the Local Government Act 1972 (as amended), would be disclosed and it is considered that, in all the circumstances, the public interest in excluding public access to the relevant part of the proceedings outweighs the interest in publication of the report.

It is in the public interest in maintaining these exemptions because it is in the overriding interest of proper administration that Members are made fully aware of the financial implications of any decision.

Resolved –

That the public be excluded from the meeting during
consideration of the items relating to Squire Lane, the City of
Culture Bid 2025 and a Construction Project on the grounds that it
is likely in view of the nature of the business to be transacted or
the nature of the proceedings, that if they were present, exempt
information within Paragraph 3 (Finance or Business Affairs) of
Schedule 12A of the Local Government Act 1972 (as amended),
would be disclosed and it is considered that, in all the
circumstances, the public interest in excluding public access to
the relevant part of the proceedings outweighs the interest in
publication of the report.

It is in the public interest in maintaining these exemptions
because it is in the overriding interest of proper administration
that Members are made fully aware of the financial implications of
any decision.

The Strategic Director’s Place and Corporate Resources will submit a joint report (Not for Publication Document “O”) which sets out the principle of developing a Leisure, Wellbeing and Enterprise centre at Squire Lane

Bradford.

Recommended –

That the recommendations set out in Not for Publication Document (“O”) be approved.

Overview & Scrutiny Committee: Regeneration & Environment

(Phil Barker - 01274 432616 / Ben Middleton - 07582 101816)

The Strategic Directors of Place and Corporate Resources submitted a
joint report (Not for Publication Document “O”) which set out the
principles of developing a Leisure, Wellbeing and Enterprise centre at
Squire Lane, Bradford.

Resolved –

That the recommendations set out in Not for Publication
Document (“O”) be approved.

ACTION: Strategic Director’s Place / Corporate Resources

Overview & Scrutiny Committee: Regeneration & Environment

The Strategic Director Place will submit a report (Not for Publication Document “P”) which updates Bradford Council on the DCMS timetable for bidding.

Recommended –

That the recommendations set out in Not for Publication Document (“P”) be approved.

Overview & Scrutiny Committee: Regeneration & Economy

(Nicola Greenan – 01274 431301)

The Strategic Director Place submitted a report (Not for Publication
Document “P”) which updated the Council on the DCMS
timetable for bidding.

Resolved –

That the recommendations set out in Not for Publication

Document (“P”) be approved.

ACTION: Strategic Director Place

Overview & Scrutiny Committee: Regeneration & Economy

The Strategic Director of Corporate Resources and Children’s Services will submit a joint report(Not for Publication Document “Q”) which relates to a construction project and provides an update on the contract delivery.

Recommended –

That the recommendations set out in Not for Publication (Document “Q”) be approved.

Overview & Scrutiny Committee: Regeneration and Environment and Children’s Services

(Ben Middleton - 07582 101816)

The Strategic Directors of Corporate Resources and Children’s Services
submitted a joint report (Not for Publication Document “Q”) which
related to a construction project and provided an update on the contract
delivery.

Resolved –

That the recommendations set out in Not for Publication
(Document “Q”) be approved.

ACTION:       Strategic Director of Corporate Resources / Children’s                             Services

Overview & Scrutiny Committee: Regeneration and Environment and
Children’s Services