Agenda and minutes

Apologies were received from Councillors Herbert and Sweeney.

Item	Councillor	Interest
All	Cllr Davey	Personal: Board member of Cambridge Investment Partnership

 

The minutes of the meeting held on 10 October 2022 were approved as a correct record and signed by the Chair.

A Public Speaker made a statement in regards to item 23/64/SR North East Cambridge Core Site:

 

      i.         There was an Environmental Audit Committee report to the government last year regarding mandatory whole life carbon assessments for building projects.

     ii.         Felt that the Council will be responsible for the carbon emissions related to the relocation of the sewage plant.

    iii.         Felt that Cambridge City Council should factor into decision on this site the carbon emissions for the relocation of the sewage plant.

 

The Director of Enterprise and Sustainable Development said the following in response:

 

      i.         There had been a long process of design and engagement for the relocation of the sewage plant.

     ii.         The new development would address major housing needs within Cambridge. The design for the relocated plant in designed to the highest sustainability level. They have changed the design a result of consultations.

    iii.         Had taken account of the specific life cycle carbon and embodied carbon in the construction of this site and the relocated plant. There figures will be included in the Development Consent Order (DCO) application.

   iv.         In regard to proposals for the future development. The Council and Anglian Water were bringing forward proposals for key strategy and engagement around sustainability and quality of life.

     v.         They were looking at the full life cycle and full embodied carbon for all of the construction on that site.

 

Tom Lewis, Head of Legal Practice

 

Non-key decision

 

A Code of Practice introduced in April 2010 recommends that Councillors should review their authority’s use of the Regulation of Investigatory Powers Act 2000 (RIPA) and set its general surveillance policy at least once a year. The Executive Councillor for Communities and Environment and Community Scrutiny Committee last considered these matters on the 27 January 2022. The City Council has not used surveillance or other investigatory powers regulated by RIPA since February 2010. This report sets out the Council’s use of RIPA and the present surveillance policy.

Decision of the Executive Councillor for Recovery, Employment and Community Safety:

 

·       Review the Council’s use of RIPA set out in paragraph 3.5 of this report.

·       Note and endorse the steps described in paragraph 3.7 and in Appendix 1 to ensure that surveillance is only authorised in accordance with RIPA.

·       Approve the general surveillance policy in Appendix 1 to this report.

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Head of Practice introduced the report.

 

The scrutiny committee unanimously supported the recommendations.

 

The Executive Councillor for Recovery, Employment and Community Safety approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

Will Barfield, Asset Manager

 

Key decision

The Council’s current contract for electricity supply ends on 30 September 2024. A new supply contract is required to ensured continued supply at best possible rates.

Decision of the Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader:

 

·       Approve continuing to purchase electricity via the Eastern Shires Purchasing Organisation (ESPO) energy framework.

·       Recommend the next contract period for the provision of electricity should run for four years from 1st October 2024 to 30th September 2028. Cambridge City Council may terminate this agreement by providing at least twelve months’ notice, prior to the anniversary date of 1 October each year, following the initial 2-year period.

·       Authorize the Strategic Director or Head of Housing Maintenance and Assets to approve the actual electricity price tariff when the procurement is completed by ESPO.

 

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Contract and Procurement Manager introduced the report.

 

The Contract and Procurement Manager said the following in response to Members’ questions:

 

      i.         The term of the contract was fixed but the price may fluctuate in accordance with the frameworks terms and conditions.

     ii.         Using the buying power of the ESPO to try and reduce the volatility of inflation the current heating supply market.

    iii.         The Council were locked into the dates that are set by ESPO. They have the buying power to get the best possible price.

   iv.         The Council could go through an independent broker however the Council does not have the necessary expertise to get the best price and negotiate through a broker.

     v.         If the Council did nothing now it would not stop us from participating with the framework. As whether we could extend the existing contract, the Contract and Procurement Manager would need to look into this as he was not party to the conversations with the Asset Manager and ESPO.

   vi.         Confirmed that the Council will be using 100% renewable sources.

  vii.         Confirmed that the contract could be terminated after two years, with a twelve month notice.

 

 

The scrutiny committee unanimously supported the recommendations.

 

The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

 

Caroline Ryba, Head of Finance

Neil Krajewski, Deputy Head of Finance

 

Key decision

The council continues to develop and expand well-established, long term capital planning. This report presents the capital strategy of the council together with a summary capital programme for the General Fund (GF) and Housing Revenue Account (HRA). The previous capital strategy was approved by Council on 24 February 2022. The strategy is focused on providing a framework for delivery of capital expenditure plans over a 10-30 year period. These plans cover spending on operational assets to support service delivery and on investments which provide an income for the council alongside meeting the council’s objectives in relation to economic development and place-making, regeneration and climate change mitigation. Governance arrangements are also outlined in order to ensure the capital programme continues to deliver value for money.

 

Decision of the Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader recommended to Council:

 

• The capital strategy to Council

• Note the summary capital programme

 

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Deputy Head of Finance introduced the report.

 

The Head of Finance and the Deputy Head of Finance said the following in response to Members’ questions:

 

      i.         How proportionality is measured was that it is an ongoing assessment. It was about risk. It was about the proportion of the Councils income that was reliant on commercial activities and the proportion that is council tax, business rates, government grants for example. There was a higher risk around commercial income.

     ii.         Equality and Poverty implications are measured by complete equality impact assessments. There was an equality impact assessment attached to the budget setting report. There were specific indications when it comes to anti-poverty.

    iii.         Had conversations with Lion Yards owner/operator in regards to the re-generation of this commercial area. The owner/operator decided to not involve the Council.

   iv.         On Park Street there were three different tranches of borrowing which the Council would be drawing down. The drawdown of the £85 million loan is spread over 2-3 years. The interest rate was variable on the three tranches and it is between 1.6-1.7%. If the Council were to arrange Public Works Loan Board (PWLB) loans at this point in time, to draw down now interest rates would be 4.5-5%.

     v.         When asked how much this would save the council over the life of the loan stated that could not give an exact number at this moment and would need to get back to Committee about that. However can say is it would be in the millions of pounds.

 

The Director of Enterprise and Sustainable Development said the following in response to Members’ questions:

 

      i.         The Council needs to be clear about its social purpose. Many of the smaller commercial units have played a part in that. The overarching valuations of the investment plan over a longer term the values are going up and the rental income is going up. They were working to minimise voids and support business through a difficult period and an ongoing difficult period. Over the last two years they have been working on setting up payment plans to avoid voids.

     ii.         The re-letting of smaller spaces, there are a wide range of uses that can meet the rental income within the city.

    iii.         Overall, the value of the commercial portfolio is rising over a long-term basis.

   iv.         The asset management plan will be published in the spring.

 

The scrutiny committee unanimously approved the recommendations.

 

The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

Caroline Ryba, Head of Finance

 

Key decision

This report presents an update on the council’s wholly owned housing company, Cambridge City Housing Company Limited (CCHC). The updated business plan for CCHC for the period 2022/23 – 2031/32 is attached. CCHC performed well over the past year in terms of letting its own stock, with low void levels, minimal arrears, and low levels of antisocial behaviour over the past year. The Annual General Meeting will be on 8 March 2023. Since Covid-19, CCHC leased 5 properties from the council to re-let to rough sleepers to help meet their needs, providing accommodation to help keep them safe and provide support. However, this model has proved to be unsuitable for this cohort and as tenancies are brought to an end, at the request of the council these leases are being collapsed prematurely.

 

Decision of the Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader:

 

·       Note the comments of the Strategy and Resources Scrutiny Committee on the draft business plan; and

·       To inform the board of directors of Cambridge City Housing Company of the comments of the Strategy & Resources Scrutiny Committee for consideration in finalising the Business Plan

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Head of Finance introduced the report.

 

The Head of Finance said the following in response to Members’ questions:

 

      i.         Would enquire what happens to people whose leases were closed.

     ii.         Financial implications of bringing HRA leases to a premature close were that any losses that came from damage, failure to collect rent, leases themselves, the Council would bore the cost.

    iii.         The Council had a relatively small number of properties (23), they are managed by Townhall Lettings. They keep in touch with tenants and signpost to help when needed. By doing so they have been able to keep the voids quite low.

   iv.         Have not had a problem with large amount of void works.

     v.         Always keep loan under review.

 

The scrutiny committee approved the recommendations 7-0 (1 abstention)

 

The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

Caroline Ryba, Head of Finance

Neil Krajewski, Deputy Head of Finance

 

Key decision

The Council is required to receive and approve, as a minimum, three main treasury management reports each year. The first and most important is the Treasury Management Strategy (this report), which covers:

 

•       capital plans (including prudential indicators);

•       a Minimum Revenue Provision policy which explains how unfinanced capital expenditure will be charged to revenue over time;

•       the Treasury Management Strategy (how investments and borrowings are to be organised) including treasury indicators; and

•       a Treasury Management Investment Strategy (the parameters on how investments are to be managed).

A mid-year treasury management report is produced to update Members on the progress of the capital position, amending prudential indicators as necessary, and advising if any policies require revision.

The Outturn or Annual Report compares actual performance to the estimates in the Strategy. The statutory framework for the prudential system under which local government operates is set out in the Local Government Act 2003 and Capital Financing and Accounting Statutory Instruments. The framework incorporates four statutory codes. These are:

 

•       the Prudential Code (2021 edition) prepared by CIPFA;

•       the Treasury Management Code (2021 edition) prepared by CIPFA;

•       the Statutory Guidance on Local Government Investments prepared by the Department for Levelling Up, Housing and Communities (DLUHC) (effective 1 April 2018); and

•       the Statutory Guidance on Minimum Revenue Provision prepared by DLUHC (effective 1 April 2019).

The Council’s S151 Officer has considered the deliverability, affordability and risk associated with the Council’s capital expenditure plans and treasury management activities. The plans are affordable. Where there are risks such as the slippage of capital expenditure, or reductions in investment values or income, these have been reviewed and mitigated at an acceptable level. The Council has access to specialist advice where appropriate. Treasury Management Reports are required to be adequately scrutinised before being recommended to the Council. This role is undertaken by the Strategy and Resources Scrutiny Committee.

Decision of the Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader recommended to Council:

 

·       That this report, including the estimated Prudential and Treasury Indicators for 2023/24 to 2026/27 (inclusive) as set out in Appendix C, be approved.

 

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Deputy Head of Finance introduced the report.

 

The scrutiny committee unanimously approved the recommendations.

 

The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

Caroline Ryba, Head of Finance

 

Key decision

 

 

This report presents the GF draft budget for 2023/24 and a summary of the responses to the associated public consultation. The draft budget is balanced using £2.9m of reserves and reduces the overall five-year savings requirement by £0.4m.

 

A briefing note covering the provisional local government finance settlement, council tax and business rates calculations and other proposed updates to the draft budget is included at Appendix B.

 

Following scrutiny, a final GF budget setting report (BSR) will be produced for presentation to The Executive on 9 February 2023, for recommendation to Council on 23 February 2023. Comments from the Scrutiny Committee will be reported to the Executive and Full Council.

 

Decision of the Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader recommended to Council:

 

·       That this report, including the estimated Prudential and Treasury Indicators for 2023/24 to 2026/27 (inclusive) as set out in Appendix C, be approved.

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Scrutiny Committee received an introduction from the Head of Finance, who updated on the final Local Government Settlement being more than expected which in turn will result in less use of Reserves than forecast dependent on consideration by the Executive on 9 February of the final position.  The Section 25 report from the Head of Finance will accompany the updated Budget Setting Report to the Executive.

 

Cllr Bick proposed an amendment:

 

“Add new recommendation (3):

 

“Invite the Executive to reconsider the following budget items:

 

·      S5118 - Closing some Public Conveniences

Until the council has agreed an overall public toilet strategy, identifying logical locations where needs should be met, necessary investment in ongoing facilities and future coinless access options

 

·      S5143 - Environmental Services – reductions In staffing

On the basis that this would reduce capacity for one of the council’s primary activities at a point when the need is for more, rather than less coverage across the city to support increasing regulation and increasing population

 

·      S5102 – Cancel Big Weekend City Event

Until alternative models for funding and mounting this or a similar event have been examined

 

·      S5110 – Remove remaining subsidy for last 3 bus routes (from 2024/25)

And revisit when the budget for 2023/24 is considered, when we know what the GCP strategy would be and how this would affect bus services”

 

The Chair proposed that the amendment be passported to the Executive for consideration with no debate.  This was agreed by the Scrutiny Committee.

 

There was then some debate on whether the amendment had in fact been supported by the Scrutiny Committee. The meeting was adjourned whilst advice was sought from the Monitoring Officer on the process for presenting the amendment to the Executive.

 

Once re-convened the Chair proposed the amendment be altered to refer to invite the Executive to consider (ie. not re-consider).  Cllr Bick requested the amendment be voted on as submitted.

 

The amendment was lost by 3 votes to 5.

 

The Chair then proposed the amendment be altered as above which was approved by 5 votes to 0.

 

Scrutiny Committee unanimously supported the recommendations for the Executive Councillor for Finance, Resources and Transformation:

 

-Agree the proposed updates to the draft budget set out in Appendix B

-Note and consider the outcomes of the public consultation presented in Appendix C

-That the Executive is requested to consider the budget items listed above.

 

The Executive Councillor for Finance, Resources and Transformation approved the recommendations and re-iterated that a review of the new budget process should be undertaken by the scrutiny committee at the conclusion of this year’s process.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

Liz Watts, Chief Executive, South Cambridgeshire District Council

 

Non-key decision

By the time this report is received by the Strategy and Resources Committee on Monday 30th January, the 4DW trial will have started for nearly all desk-based roles in South Cambridgeshire, including the Shared Planning Service.

 

This report provides a brief summary of the planning process that took place to prepare for the trial and gives a brief insight into the first two weeks of the trial in practice (up to the report deadline date of 13 January 2023). A further verbal update will be provided at the committee meeting, by which time a full month of the trial will have taken place.

 

Decision of The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader:

 

·       Note the report.

·       Provide any feedback thought relevant to the Chief Executive of South Cambridgeshire District Council.

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Chief Executive of South Cambridgeshire District Council introduced the report.

 

The Chief Executive of South Cambridgeshire District Council said the following in response to Members’ questions:

 

      i.         The first KPI data would be collected in February. Would be taken to South Cambridgeshire Staffing Committee in person and sent to the Scrutiny Committee.

     ii.         The pulse survey was a temperature check, the more detailed survey is the health and wellbeing survey which was undertaken in August and will run again in April. This will be run by an external company. It would contain much more detail.

    iii.         The three-month trial was testing whether it is possible to run services over a four-day week. If it appears possible, they will extend the trial for a year.

   iv.         The four-day week may assist in tackling the problem of recruitment and retention.

     v.         The key is sustainability. The vast majority of business that have gone to a four day work week have not gone back.

 

The scrutiny committee unanimously approved the recommendations.

 

The Executive Councillor for Finance, Resources and Transformation and Non-Statutory Deputy Leader approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

Robert Pollock, Chief Executive

 

Key decision

 

Report to follow

The Chief Executive is reorganising the senior management of the Council and has been consulting staff. The Senior Management Review proposals are integral to the Council’s transformation programme - Our Cambridge. This report provides the scrutiny committee with an overview of the consultation feedback and revisions to the proposals.

 

The foreword to the consultation is at Annex A. The consultation document is a separate attachment. The key elements of the proposals include:

 

·       Re-arranging the management of council teams into five groups to create a flatter structure, improve collaboration, and increase efficiency.

·       Reducing the cost of senior management by 20 per cent through a reduction in the number of posts.

·       Achieving around £0.3m net savings per annum once the new structure is fully implemented.

The Civic Affairs Committee will consider changes to the senior officer pay structure on 8 Feb 2023 which implement aspects of the proposals. The Employment (Senior Officer) Committee is responsible for recommending severance packages over £100k to Council.

 

Decision of the Leader of the Council recommended to Council:

 

 

·       That the Council approves the restructuring proposals set out in this report:

 

a) the deletion of the following posts at Director level: Director of Communities and Neighbourhoods; and Director Enterprise and Sustainable Development; and

 

b) the creation of the following new posts at Director level: Director, Communities; Director, City Services; Chief Operating Officer.

 

c) the deletion of the following posts at Head of Service level:

-       Head of Commercial Services

-       Head of Community Services

-       Head of Corporate Strategy / Assistant Chief Executive

-       Head of Environmental Services

-       Head of Housing Maintenance and Assets

-       Head of Housing Services

-       Head of Human Resources

-       Head of Property Services

-       Head of Transformation 

 

d) the creation of the following new posts at Assistant Director level, which will be composed of 2 levels:

-       Assets and Property (AD2)

-       Assistant Chief Executive (AD2)

-       Housing and Homelessness (AD1)

 

e) to note that the following posts will be subject to slotting-in arrangements with new post titles:

-       Head of Finance to Chief Finance Officer (AD1)

-       Head of Housing Development Agency to Assistant Director, Development (AD1)

 

f)   the creation of a new Head of People and a Head of Transformation on 2-year Fixed Term contracts at Band 11, while future leadership arrangements for ‘Transformation, Digital and HR’ are considered. 

 

g) that the Chief Executive is given delegated powers to take all steps necessary to implement the new structure (other than those delegated to the ESOC) including final determination of the Council's staffing structure below Director level, and

 

H) where specific changes to the Constitution are required the Chief Executive and Monitoring Officer should make such changes.

That the Council notes:

h) the Head of 3C Shared Legal Services (Head of Service) and Council’s Monitoring Officer becomes an Assistant Director grade (AD1) in the new grade structure. 

i) the Head of Building Control (Head of Service) post will be reviewed once the Greater Cambridge Shared Planning Service management restructure has been fully implemented.

j) changes proposed to the senior officer Leadership Behaviours following feedback from the consultation (see Annex B).

k) that the transitional Group structure will provide staff with certainty about line management arrangements and are a starting point for each Group organisational redesign (Annex C).

 

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Chief Executive introduced the report.

 

The Chief Executive said the following in response to Members’ questions:

 

      i.         Portfolio division is a decision for Members.

     ii.         There had been comprises made in regard to the naming of groups, however there will be more work done on the group structure over time.

    iii.         It will be possible to reduce to four groups if this was something that needs to be done in future.

   iv.         The Head of HR is proposing some changes to pay for recruitment and retention. A report was going to the Civic Affairs Committee on the 8^th of February about this.

The scrutiny committee unanimously approved the recommendations.

 

The Leader of the Council approved the recommendations.

 

Conflicts of interest declared by the Executive Councillor (and any dispensation granted)

 

No conflicts of interest were declared by the Executive Councillor.

 

 

Andrew Limb, Assistant Chief Executive

 

Non-key decision

This is a regular report to the Scrutiny Committee each cycle providing an update on the activities of the Cambridgeshire and Peterborough Combined Authority (CPCA) Board since the last meeting on 10 October 2022 of the Scrutiny Committee.

 

Decision of the Leader of the Council:

 

·       Provide an update on the Board issues and considered at the meetings of the Combined Authority Board held on 19 October, 30 November 2022 and 25 January 2023.

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

The Assistant Chief Executive introduced the report.

 

The Leader of the Council provided a verbal report.

 

      i.         It was noted that there had been a Combined Authority (CA) board meeting last week and there was a budget debate, as well as the Mayor’s budget. Including a suggestion for a precept of £1.00 per month for council tax for Band D properties to ensure that the 23 bus services saved last year can continue.

 

The Committee noted the report.

 

The Leader of the Council agreed to note the report.

 

 

Fiona Bryant, Director of Enterprise and Sustainable Development

 

Non-key decision

 

This report provides an update on progress to date and next steps for the North East Cambridge (NEC) Core Site project, and the Housing Infrastructure Fund programme delivery.

 

The whole NEC area encompasses around one square kilometre within the City and South Cambridgeshire geographies.

 

The North East Cambridge (NEC) Core Site, situated south of the A14, west of the science park and north of the Cambridge business park, is one of the last large scale brownfield development regeneration sites suitable for housing development in Cambridge. The location beside the A14, Cambridge North Station, the guided bus way and the Chisholm Trail, make this a highly accessible and sustainable location. The Core Site of around 49ha is owned by Anglian Water Authority and Cambridge City Council and is located within Cambridge City Council’s boundary. It currently houses the Cambridge Waste Water Treatment Plant (CwwTP). The relocation of this plant is key to unlocking the potential both for this site and for the wider area.

 

There are three key projects associated with the Council and relating to the proposed Core Site development which include:

 

1. Planning Framework North East Cambridge Area Action plan (NEC AAP or AAP) and the emerging Greater Cambridge Local Plan (GCLP)– led by Greater Cambridge Shared Planning Service.

2. Cambridge Waste Water Treatment Plant Relocation - Cambridge Waste Water Treatment Plant Relocation Project (CwwTP) – led by Anglian Water and funded through HIF. Cambridge City Council is the grant recipient from Homes England for the HIF funding. Grant Monitoring meetings occur monthly.

3. NEC Core Site Development – led by Cambridge 4 LLP, a joint venture between Anglian Water and Cambridge City Council (with reserved matters to Cambridge City Council and Anglian Water), with master developers U&I and TOWN. The project board, comprising members from U&I, Anglian Water and the City Council, meets quarterly and reports to the LLP Board. The LLP Board, comprising members from Anglian Water and the City Council, meets quarterly and is administered by Anglian Water. All reserved matters are referred for decision to the Anglian Water Board and to Executive Cllr/scrutiny committee at the Council. Quarterly reports are also submitted to the Executive Members.

 

It should also be noted that other key landowners are also progressing development proposals and consented plans within the wider NEC area. Whilst the Core site project team are actively engaged with other landowners, this report does not focus on progress other than for the Core Site. The Planning framework and the CwwTP projects are only covered in very high level summary owing to the Core site project’s interdependency with them.

 

Key progress has been mainly focussed this year on the Development Consent Order application, which is due to be submitted in early 2023. For the Core Site, 2022, like 2021, has been focussed on the widest possible engagement programme, focussed on the vision, values and very early master planning stages. Key elements include:

 

·       Appointment of new master planners and confirmation of main team

·       Progress towards a final DCO application and Approval of the Draft Regulation 19 North East Cambridge Area Action Plan

·       Review of the Master Development Agreement

·       Engagement programme for the Core Site including launch in February 2022

·       Establishment of the Ideas Exchange

·       Schools Programme with Cambridge Curiosity and Imagination

·       People, City and Planet Festival October 2022

·       Implementation of the Core Site Branding exercise

·       Establishment of the AAP wide draft transport strategy, to be completed in 2023

·       Progress on proposals for Meanwhile site activation and Early phase development, in compliance with current site constraints

·       Planning 2023 refresh of the landowner group with independent chair, and submission of capacity bid to Homes England

The outcome of the engagement programme is being fed back into the workstreams on an ongoing basis. Emerging themes include:

 

·       General support for the promises and values and for the early engagement

·       Prioritisation of the values based around Openness to all and Living within Environmental means followed by Integration with nature

·       Focus on the practical implications of low or no car use

·       A truly mixed-use urban place

·       A balance of homes and jobs

·       Successful public realm with vibrant animated streets and close amenities

·       A range of new types of homes & ownership models

Key risks for the Core site remain within the planning and transport arenas, with the added risk this year of the inflationary rises, which are currently impacting on both the Relocation project and Core Site development. The longer-term timelines of the project may provide some mitigation on this basis, but reviewing the business cases and working closely with Homes England and DHLUC will be key during 2023.

 

Decision of the Leader of the Council:

 

·       Note the progress and next steps reports for the project workstreams.

·       Note the increased risks arising as a result of the inflationary pressures and delegate authority to the Director to work on further risk mitigation to assure the Council that the programme remains on track for delivery.

Reason for the Decision

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

Not applicable.

 

Scrutiny Considerations

 

A Public Speaker made a statement.

 

The Director of Enterprise and Sustainable Development introduced the report.

 

The Director of Enterprise and Sustainable Development said the following in response to Members’ questions:

 

      i.         The Area Action Plan cannot come forward until the final determination of the Development Consent Order (DCO).

     ii.         The DCO would be subject to inspection.

    iii.         The North East Cambridge landowner group were seeking to appoint an independent chair. There were a number of independent task groups. One of those is the general infrastructure. They were re-engaging with utilities, water management, connectivity. They were re-engaging in regard to energy. Early evidence raised some risks in regard to an AAP wide energy provision. They were looking at key sites and neighbourhoods, whichever is more efficient. However this will all be reviewed.

The Committee noted the report.

 

The Leader of the Council agreed to note the report.

 

Any Alternative Options Considered and Rejected

 

Not applicable.

 

Record of Officer Urgent Decision:

 

Cambridgeshire and Peterborough Combined Authority- Appointment of the Council’s Board member and substitute member

 

Decision taken: To appoint the Board member and substitute member for the City Council on the Combined Authority.

 

Decision of: Chief Executive

 

Reference: 22/OfficerUrgent/SR/02

 

Date of decision: 4 November 2022

 

Matter for Decision: To appoint Councillor Anna Smith as the City Council’s member and Councillor Lewis Herbert as substitute member on the Cambridgeshire and Peterborough Combined Authority.

 

Any alternative options considered and rejected: None

 

Reason for the decision including any background papers considered: Normally an appointment by Full Council (which next meets on 23 February 2023), an urgent decision under paragraph 2 of section 9, Council Procedure Rules was necessary to give the required 14 days’ notice by the Combined Authority of a change to the city council’s Board membership.

 

Conflict of interest and dispensation granted by Chief Executive: None.

 

Comments: None

 

Record of Executive Decision:

 

Approval of funding to Cambridge Investment Partnership for a land purchase.

 

Decision of: Councillor Davey, Executive Councillor for Finance Resources and Transformation

 

Reference: 22/URGENCY/S&R/17

 

Date of decision: 9/12/22  Date Published on website: 12/12/22

 

Decision Type: Key

 

Matter for Decision: Approval of funding to Cambridge Investment Partnership for a land purchase.