Items
No. |
Item |
33. |
Minutes PDF 270 KB
To sign as a correct record the
minutes of the 25 June 2024 Policy Development Panel meeting
(enclosed).
Minutes:
AGREED:
That the minutes of the 25 June 2024 Policy
Development Panel meeting be signed by the Chairman as a correct
record.
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34. |
Actions PDF 203 KB
An update on actions that arose
at the 25 June 2024 Policy Development Panel meeting and the
tracking of outstanding actions (enclosed).
Minutes:
Consideration was given to the update on
actions which arose at the 25 June 2024 Policy Development Panel
meeting and the tracking of outstanding actions.
AGREED:
That the update to actions be noted.
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35. |
Declaration of Interests.
Where a Councillor has a Disclosable Pecuniary
Interest the Councillor must declare the interest to the meeting
and leave the room without participating in any discussion or
making a statement on the item, except where a councillor is
permitted to remain as a result of a grant of dispensation.
Minutes:
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36. |
Questions asked under Standing Order 6
Minutes:
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37. |
Tracking of recommendations
To consider responses of the
Cabinet to reports of the Panel.
Minutes:
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38. |
Items referred from the Performance Monitoring Panel
Minutes:
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39. |
Key Decision Plan PDF 210 KB
To note the current Key
Decision Plan (copy enclosed).
Minutes:
Consideration was given to the Key Decision
Plan dated 27 August 2024.
AGREED:
That the Key Decision Plan be noted.
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40. |
SHDC and S&ELCP Policy Registers PDF 91 KB
To note the SHDC Policy
Register and the S&ELCP Policy Register (enclosed).
Additional documents:
Minutes:
Consideration was given to the SHDC Policy
Register and the S&ELCP Policy Register.
The Business Intelligence and Change Manager
introduced the registers and highlighted the following updates:
In respect of the South Holland Policy
Register:
- Regarding the four policies that
were overdue for review/in review (red):
- The Whistleblowing Policy and
Counter Fraud and Corruption Policy were scheduled to come forward
to the 19 November 2024 Governance and Audit Committee;
- The Pensions Discretions Policy
awaited progression of the alignment of employment Terms and
Conditions; and
- The Customer Feedback Policy was
scheduled for the 26 November 2024 Policy Development Panel
meeting.
- The Artificial Intelligence Policy
and the Housing Knowledge and Information Management Strategy had
recently been added to the register and were to be presented to the
Committee at the current meeting (blue); and
- Review dates were scheduled for
policies that were due for review in the coming months (yellow). A
date for review of the Data Protection Policy was being
sought.
In respect of the Partnership Policy
Register:
- The Corporate Debt Policy review
information was an error. This policy had been linked with the
Financial Policies already approved; and
- The Long Service Policy had been
approved as part of the partnership alignment of Terms and
Conditions.
Members considered the update and did not have
any questions.
AGREED:
That the SHDC Policy Register and the
S&ELCP Policy Register be noted.
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41. |
Public Spaces Protection Order (Dog Controls) PDF 218 KB
To enable enforcement activity
around dog fouling and irresponsible dog ownership (report of the
Assistant Director – Regulatory enclosed).
Additional documents:
Minutes:
At the agreement of the Chairman, this item
was brought forward to agenda item 10, with remaining items being
presented sequentially thereafter.
Consideration was given to the report of the
Assistant Director – Regulatory to enable enforcement
activity around dog fouling and irresponsible dog ownership
The Group Manager Public Protection attended
to present the report and the Portfolio Holder Public Protection
was also in attendance to support the item.
The Group Manager Public Protection introduced
the report, and the following points were highlighted:
- A public consultation regarding a
proposed new PSPO was underway, which if agreed, would implement
the following three offences:
- A requirement to pick up dog
waste;
- A requirement to evidence a means
for the collection dog waste when requested to do so from an
authorised officer ; and
- A proposed requirement to prohibit
dogs from enclosed children’s play areas.
- The proposed PSPO would apply to
district-wide public open spaces;
- Enforcement would primarily be
enacted through the Enviro-Crime enforcement contract however SHDC
officers could also be authorised to enforce the PSPO;
- The proposed fixed penalty notice
(FPN) of £100 was the maximum allowed by legislation;
- Failure to pay the FPN could result
in prosecution through the courts;
- The consultation had been promoted
through the Council’s usual communication channels but also
directly to interested parties such as Parish Councils, the Dogs
Trust and the Police;
- On completion of the consultation,
the PSPO was to be presented to Cabinet in November 2024. The
proposal, if agreed by Cabinet, would be implementation of the PSPO
from February 2025 which would allow sufficient time to promote the
PSPO to residents and for the creation of signage to be placed in
key locations;
- Interim consultation feedback, from
329 responses, included the following:
- Do you believe there is a problem
with dog fouling in public areas? 84 % of responders agreed;
- Do you agree with the proposal to
make it a public offence to fail to pick up dog faeces? 94.8% of
responders agreed;
- The proposal regarding not having
the means to pick up dog waste: 88% of responders agreed;
- The proposal around excluding dogs
from enclosed children’s play areas: 82.6% of responders
agreed; and
- The Draft Public Spaces Protection
Order (PSPO) was at Appendix A;
The Portfolio Holder Public Protection added
that the PSPO would align SHDC with both ELDC and BBC where PSPOs
for dog controls were already in place to assist Enviro-Crime
officers to deal with the issue.
Members considered the report and made the
following comments:
- Members praised the Group Manager
Public Protection for her work in bringing forward the proposed
PSPO.
- Members stated that many residents
were not aware of the proposed PSPO and queried how the message
would be circulated to the community in order to ensure/promote
compliance.
- The Group Manager Public Protection
responded that:
- Education of the public regarding
the PSPO was key, and that this had informed the scheduled
implementation date of February 2025, allowing for a considered
promotion campaign to take place; and
- In the ...
view the full minutes text for item 41.
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42. |
Artificial Intelligence Policy PDF 165 KB
To seek Policy Development
Panel comments on the proposed AI Policy (report of the Assistant
Director – Corporate enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Assistant Director – Corporate which sought Policy
Development Panel comments on the proposed Artificial Intelligence
(AI) Policy.
The Business Intelligence and Change Manager introduced the report
and raised the following points:
- The Policy had been drafted by ICT
(PSPS) with extensive input from the Data Protection Team; Senior
Leadership Team; Portfolio Holders and the Business Intelligence
and Change Manager and his team;
- The proposed policy provided a
governance structure for the use of AI within the council, which
addressed both the benefits and risks;
The term AI covered
a wide range of functionality and was outlined as follows:
When computers and digital systems were programmed to
mimic human thinking and learning, utilising large amounts of data
to learn patterns and make decisions, perform tasks and understand
speech and emotion.
·
Improved AI performance aligned with the greater processing of data
over time;
- The policy outlined the types of AI
and applications and established mechanisms for accountability,
transparency and risk management; and
- Members were encouraged to contact
the Business Intelligence and Change Manager regarding any aspect
of AI they wished to discuss including whether the need existed for
further briefing sessions on the topic.
Members considered the report and made the
following comments:
- Members welcomed the report and the
recent ‘Artificial Intelligence in Local Government’
member briefing.
- Members expressed concerns in
connection with the control of AI programming.
- The Business Intelligence and Change
Manager responded that:
- Programming control was dependent
upon the system being utilised however any new system would be
subject to the partnership’s Procurement Framework process
and would need to be approved by the ICT Strategy Board (chaired by
the Section 151 Officer) and Portfolio Holders;
- Data impact assessments would be
undertaken; and
- Robust governance procedures would
be followed with heightened caution practiced due to the risks
associated with AI as an emerging digital technology.
- Members asked whether the operation
of AI technology included the utilisation of an AI bot to answer
online queries from residents.
- The Business Intelligence and Change
Manager responded that the technology allowed for AI implementation
to answer basic questions which would therefore release customer
contact resources to deal with more complex calls. Development
explorations in this area were underway.
- Members queried if the regulatory
standards in respect of AI were driven by central government and
whether ‘best practice’ could be interpreted as
‘best value’. Would AI serve to reduce costs.
- The Business Intelligence and Change
Manager responded that:
- The policy derived from the central
government framework and any interim guideline changes would be
considered and reflected at the annual review of the policy;
- Whilst AI systems may lead to
efficiencies, the safety and ethical use of the technology was
paramount. An aim of the policy was to ensure that the correct
governance procedures were in place for any such developments;
and
- The use of AI could provide a more
efficient and broader service for residents since direct responses
to certain queries could be received at the ...
view the full minutes text for item 42.
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43. |
Cultural Framework for Renewal PDF 216 KB
Consultation on the new
Cultural Framework (Strategy) for South Holland and the addition of
an executive summary that provides an overarching strategic
framework for the South and East Lincolnshire Councils Partnership,
linking the existing Cultural Framework for East Lindsey District
Council and Boston Borough Council (report of the Director –
Economic Development enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Director – Economic Development which consulted on the new
Cultural Framework (Strategy) for South Holland with the addition
of an executive summary that provided an overarching strategy
framework for the South and East Lincolnshire Councils Partnership,
linking the existing Cultural Framework for East Lindsey District
Council and Boston Borough Council.
The Assistant Director – Economic Growth
attended virtually to introduce the report which included:
- Background in respect of
S&ELCP’s Arts Council England (ACE) National Portfolio
Organisation (NPO) status;
- Details of the consultation
process;
- The ‘Cultural Framework for
Renewal’ overarching document at Appendix A;
- The ‘South Holland Cultural
Strategy’ at Appendix B, which comprised the following four
themes:
- Culture For All;
- Cultural Infrastructure;
- Cultural Places; and
- Culture, Health and Wellbeing.
Members considered the report and made the
following comments:
- Members welcomed both documents and
stated the importance of having a distinct cultural strategy for
South Holland as well as the overarching framework for the
partnership.
- Members asked whether any funding
implications for the south of the county were anticipated as a
result of the recent devolution announcement for Greater
Lincolnshire.
- The Assistant Director –
Economic Growth responded that:
- Cultural investment through
devolution was supported across Greater Lincolnshire; and
- As a result of work (being)
undertaken, such as the NPO relationship with ACE and the
development of the Cultural Framework, the partnership was in a
beneficial position to identify areas of strength and those where
additional support and funding could be sought.
- Members queried whether the document
was editable in order to ensure it remained current and correct.
- The Assistant Director –
Economic Growth agreed that, as a strategic document, the Cultural
Framework needed to be responsive and to this effect proposed that
an additional recommendation to Cabinet be included which delegated
powers to the Assistant Director – Economic Growth, in
negotiation with the Portfolio Holder, to make relevant updates to
the document on an annual basis.
- Members agreed with this
proposal.
AGREED:
a)
That the comments of the Policy Development Panel in respect
of the proposed Cultural Framework
Strategy, prior to its consideration by Cabinet, be noted; and
b)
That an additional recommendation to Cabinet, which gave delegated
authority to the Assistant Director – Economic Growth, to
update the document annually, in negotiation with the Portfolio
Holder, be noted.
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44. |
Joint Scrutiny of the scope and proposed arrangements for a Sub-Regional Leisure Facilities Operator Contract PDF 90 KB
To receive the Task
Group’s report and recommendations following scrutiny of the
Leisure Facilities offer (report of the Assistant
Director – Leisure and Culture enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Assistant Director – Leisure and Culture which asked the
Policy Development Panel to receive the Task Group’s report
and recommendations following scrutiny of the Leisure Facilities
offer.
The Scrutiny and Policy Officer and the Head
of Special Projects – Leisure attended virtually for this
item. Councillor Taylor, the Portfolio Holder for Communities, had
sent his apologies.
The Scrutiny and Policy Officer presented the
report and highlighted the following points:
- The report of the task and finish
group was at Appendix 1;
- The scope of the task and finish
group was at Appendix 2;
- The member briefing presentation in
respect of the partnership-wide Leisure Operator Procurement was at
Appendix 3;
- The following SHDC representatives
of the task and finish group were drawn from the Policy Development
Panel: Councillors James Le Sage, Angie Harrison and Margaret
Geaney; and
- That, as a point of reference, the
Partnership Scrutiny Framework enabled sovereign scrutiny panels
‘to agree’ recommendations that resulted from joint
scrutiny task groups. Approval was therefore being sought for the
recommendations within the report which were outlined at page 4 of
Appendix 1.
Members of the task group added that:
- The task group discussions were
positive, with a focus to ensure that the new facility widened the
leisure provision for residents which enhanced health and
wellbeing;
- Members were satisfied that a
‘value for money for all’ approach was to be taken,
however ultimately this awaited the outcome of the leisure
contractor procurement process; and
- That the South Holland Centre was
included within the discussions.
Members considered the report and made the
following comment:
- Members supported the partnership
approach but wished to establish whether a sovereign approach to
the contract procurement could be taken should the best interests
of South Holland residents not be apparent from a proposed
partnership contract.
- The Head of Special Projects –
Leisure confirmed that whilst a partnership approach was being
taken, South Holland District Council, as a sovereign council,
would make its own decision regarding the contract award. Bidders
would be made aware, as part of the contract tender process, that
contracts would only proceed with distinct authorities where
sovereign approval had been attained.
Agreed:
a)
That the content of the report, at Appendix A, be noted; and
b)
That the associated recommendations stated within the report, be
agreed.
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45. |
Tenancy Strategy 2024-2029 PDF 216 KB
To consider the adoption of the
Tenancy Strategy 2024-2029 (report of the Assistant Director
– Housing enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Assistant Director – Housing which asked members to consider
the adoption of the Tenancy Strategy 2024-2029.
The Housing Transformation Programme Manager
introduced the report which included the following main points:
- That the Localism Act 2011 placed an
obligation on local authorities to prepare and publish a tenancy
strategy;
- The Tenancy Strategy, previously
updated in 2019, set out the council’s expectations of
Registered Providers in the district and provided guidance on a
preferred approach to tenure and affordability;
- The strategy aimed to maintain
stable and sustainable communities, make better use of current
social housing stock and ensure that specialist accommodation could
be made available for those in most need;
- The Tenancy Strategy 2024-2029 was
at Appendix A; and
- The Equality Impact Assessment was
at Appendix B.
Members welcomed
the clear report and had no questions.
AGREED:
a)
That the Tenancy Strategy 2024-2029 be recommended to Cabinet for
adoption; and
b)
That delegation of minor operational amendments to the Tenancy
Strategy 2024-2024, to be given to the Assistant Director –
Housing, in consultation with the Portfolio Holder for Strategic
and Operational Housing, be supported and recommended to
Cabinet.
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46. |
Housing Revenue Account governance arrangements PDF 220 KB
To consider the adoption of a
Housing Revenue Account Governance Framework: Housing Landlord
Services 2024/25 (report of the Assistant Director – Housing
enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Assistant Director Housing which asked members to consider the
adoption of a Housing Revenue Account (HRA) Governance Framework:
Housing Landlord Services 2024/25.
The Housing Transformation Programme Manager
introduced the report which included the following main points:
- That the Regulator of Social
Housing, with its adoption of a co-regulatory approach, held
Councillors to account for ensuring that the Council, in its role
as a registered provider of social housing, delivered the outcomes
of the consumer standards;
- Feedback received from the LGA
Social Housing Management Peer Challenge 2022 and the Council Peer
Challenge in 2023 had recommended a review of the HRA governance
arrangements;
- A framework had therefore been
drafted which set out the newly established governance arrangements
for the Housing Landlord Service which included:
- Controls and assurance;
- Roles and responsibilities;
- Performance Monitoring; and
- Financial viability of the HRA.
- The Housing Revenue Account
Governance Framework: Housing Landlord Services 2024/2025 was at
Appendix A;
- The Equality Impact Assessment was
at Appendix B;
- A summary of the HRA Governance
Framework was at Appendix C;
- The following information, detailed
within the report, was outlined by way of a presentation and
appended to the minutes:
- The journey, from the LGA Social
Housing Management Peer Challenge through to the drafting of the
HRA Governance Framework;
- Additional levels of
governance;
- New HRA governance
arrangements;
- Responsible persons; and
- Tenant security and influence.
Members considered the report and made the
following comments:
- Members queried whether the consumer
standards applied to all providers of social housing.
- The Housing Transformation Programme
Manager responded that from April 2024, social housing providers
with a minimum of 1000 units were subject to a programmed
inspection every four years, with an inspection notice period of
six weeks.
- Members queried when the focus
groups would take place. Concern was expressed how to engage
residents where facilities were not available to host face-to-face
meetings in the rural areas of the district.
- The Housing Transformation Programme
Manager responded that:
- Regarding focus groups: a member
focus group had been arranged for the following week, an ‘in
person’ session with tenants had taken place, and an online
session with tenants was imminent; and
- Regarding tenant engagement:
national specialists in this area, ‘Tpas’, had been
appointed by the council for this work. Every tenant had been
contacted by letter, and where available, also by text and email.
The greatest attendance/engagement had taken place at online
sessions however a variety of face-to-face sessions were also
taking/to take place in centres around the district.
AGREED:
a)
That the Housing Revenue Account Governance Framework: Housing
Landlord Services 2024/25 be supported and recommended to Cabinet
for adoption; and
b)
That delegation of minor operational amendments to the Framework to
be given to the Assistant Director – Housing, in consultation
with the Portfolio Holder for Strategic and Operational Housing, be
supported and recommended to Cabinet.
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47. |
Knowledge and Information Management Strategy: Housing Landlord Services PDF 215 KB
To consider the adoption of
the Knowledge and Information
Management Strategy: Housing Landlord
Services (report of the Assistant
Director – Housing enclosed).
Additional documents:
Minutes:
Consideration was given to the
report of the Assistant Director – Housing which asked
members to consider the adoption of the Knowledge and Information
Management Strategy: Housing Landlord Services.
The Housing Transformation
Programme Manager introduced the report and outlined the following
main points:
·
That
the Housing
Ombudsman Service had published a Spotlight report on Knowledge and
Information Management (KIM) in 2023 in response to two core issues: the
culture of the landlord and the effectiveness of its
governance. The report recommended that
all Registered Providers implement a KIM
strategy;
·
SHDC’s KIM Strategy outlined:
o
The key challenges around knowledge and information
management for the Housing Landlord Service;
o
How the key challenges were to be overcome;
and
o
An action plan to deliver the following key parts of
the strategy:
§
Information management role and
responsibilities;
§
Connections with existing corporate
policies;
§
Record keeping;
§
Data quality assurance; and
§
The utilisation of data to improve the service to
tenants.
·
The KIM Strategy was at Appendix A; and
·
The Equality Impact Assessment was at Appendix
B.
Members considered the report
but had no questions.
- Members agreed that
the strategy be reviewed by the Policy Development Panel two years
from adoption.
AGREED:
a)
That the Knowledge and Information Management
Strategy: Housing Landlord Services be supported and recommended to
Cabinet for adoption; and
b)
That delegation of minor operational amendments to
the Knowledge and Information Management Strategy: Housing Landlord
Services to be given to the Assistant Director – Housing, in
consultation with the Portfolio Holder for Strategic and
Operational Housing, be supported and recommended to
Cabinet.
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48. |
Policy Development Panel Work Programme PDF 93 KB
To set out the Work Programme
of the Policy Development Panel (report of the Assistant Director
– Governance enclosed).
Additional documents:
Minutes:
Consideration was given to the report of the
Assistant Director – Governance (Monitoring Officer) which
set out the Work Programme of the Policy Development Panel.
The Chairman introduced the report which included the
following;
- Appendix A outlined meeting dates
and respective scheduled items; and
- Appendix B outlined Task Groups.
- The Business Frontage Task Group was
almost completed and therefore members were asked to consider any
other areas that they felt would benefit from the exploration of a
task group focus.
AGREED:
That the Policy Development Work Programme be
noted.
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49. |
Any other items which the Chairman decides are urgent.
NOTE:
No other business is permitted unless by reason of special
circumstances, which shall be specified in the minutes, the
Chairman is of the opinion that the item(s) should be considered as
a matter of urgency.
Minutes:
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