Decision details

To approve in principle arrangements relating to funding, property, licences and other matters including the nomination of councillors to act as trustees.

Matter for Decision: Transfer to the Cultural Trust of the Council responsibilities as set out in the officer’s report.

 

Decision of the Leader

 

The Leader resolved to:

 

i.       Approve the transfer to the Cultural Trust (“Cambridge Live”) of the Council responsibilities set out in the officer’s report.

 

ii.     Approve the funding, property, staffing and relationship management arrangements proposed in the officer’s report.

 

iii.   Authorise the Director of Customer and Community Services to take all decisions and actions needed to implement the proposals set out in the officer’s report.

 

iv.   Recommend Council to approve the budget and finance proposals set out in the officer’s report.

 

v.    Note the recommendations made by the Executive Councillor for Arts & Recreation and approve two Councillor Trustees to be appointed to         the board of Cambridge Live as set out in the officer’s report.

 

vi.   Note the decision by the Executive Councillor for Communities Arts & Recreation taken on 16th October 2014 in respect of the review of outdoor events.

 

Reasons for the Decision: As set out in the officer’s report

Any alternative options considered and rejected: As set out in the officer’s report

 

Scrutiny Considerations:

 

The committee received a report from the Head of Arts and Recreation. The following minor change to recommendation 2.2 of the officer’s report was highlight (deletion struck through):

 

-        Recommend Council to approve through the budget setting report 2015 the budget and finance proposals set out in the officer’s report.

 

In response to member’s questions the Head of Arts and Recreation and the Director of Customer and Community Services said the following:

 

i.                 Whilst periodic contractual review points would be built in every five years to look at performance, direction of travel and funding arrangements, the first of these would take place in autumn 2017.

ii.               The Cultural Trust would have their own Reserves Policy.

iii.             There would be an option to review the ‘peppercorn’ rates if the Cultural Trust exceeded targets.

iv.             The use of Council property and assets did not currently feature on the balance sheet. This approach will be reflected in the legal agreement and leases and licenses.

v.              The purpose of the project was to reduce the subsidy required to these services; to provide a sustainable financial and operational basis on which they could thrive; and to mitigate the risks of the Council continuing to run the services directly.

vi.             Potential damage to the reputation of the Council had been highlighted within the risk assessment and would be addressed through the legal documentation.

vii.           The business plan provides for the payment of the living wage to staff and have access to a closed LGPS pension scheme.

viii.         Whilst review clauses were in place, a 25 year contract would allow time for the Cultural Trust time to develop a sustainable model in order to develop the cultural offer in the City. Security of continuity was also important with regards to fundraising.

ix.             Budget contributions for outdoor events were separated within the business plan.   

x.              The minutes of Cultural Trust Board meetings would be available to the public and there would be an open aspect to their Annual General Meeting. The public could also apply to be Trustees through an open process.

xi.             The Cultural Trust would decide if their meetings were fully open to the public.

 

In response to member’s questions the Leader said the following:

 

i.       Normal proportionality rules would apply with regards to the appointment of Councillor Trustees. A Councillor from each of the two largest groups would be appointed, on the basis of current proportionality. 

ii.     The purpose of the project was to both maintain and enhance the cultural offer within the City. The Council had a long history of supporting the Corn Exchange, the Folk Festival and the outdoor events programme and this should continue.

iii.   Scrutiny of the Cultural Trust would be undertaken by the proposed reports to the Council, assisted by the role of the two Councillor Trustees.

iv.   An annual report would be brought to the Community Services Scrutiny Committee, six monthly in the first year, as well as a detailed report to the Strategy and Resources Scrutiny Committee as part of the budget setting process.

v.    The Executive Councillor for Community, Arts and Recreation would be responsible for policy and the specific budget would form part of his portfolio. The Executive Councillor for Finance and Resources would be responsible for the overall budget implications as part of the budget setting process. The Leader would be responsible for overall governance and the transformation agenda.

vi.   Work was ongoing across the City with regards to the Living Wage and discussions would continue with the Cultural Trust with its paid staff receiving at least the Living Wage.

 

In response to member’s questions the Chief Executive said the following:

 

i.       The Chief Executive held responsibility for reducing the Council’s corporate overheads. These were dispersed across services and Executive Councillor portfolios and the detailed transformation agenda (including Trusts, shared services and arm’s length bodies) developed by the Director of Business Transformation would address this. 

 

 

 

At the request of Councillor Bick the Leader agreed to add the following to bullet point 2 of the draft Articles of Association (addition underlined): 

 

-        …the advancement of education and participation, particularly, but not exclusively, in relation to music, arts and performing arts;

 

Councillor Bick proposed the following amendment to recommendation 2.2(c) of the officer’s report (addition underlined):

 

-        Authorise the Director of Customer and Community Services to take all decisions and actions needed to implement the proposals set out in the officer’s report in consultation with the Leader and Opposition Spokes.

 

On a show of hands this proposal was lost by 3 votes to 5.

 

The Scrutiny Committee considered the recommendations and endorsed them by 5 votes to 0.

 

The Leader approved the recommendations.

 

Conflicts of Interest Declared by the Leader (and any Dispensations Granted):

 

Not applicable.