Agenda and minutes

To consider any appeals in accordance with Procedure Rule 25* of the Access to Information Procedure Rules (in the event of an Appeal the press and public will be excluded).

(* In accordance with Procedure Rule 25, notice of an appeal must be received in writing by the Head of Governance Services at least 24 hours before the meeting).

There were no appeals.

1  To highlight reports or appendices which officers have identified as containing exempt information, and where officers consider that the public interest in maintaining the exemption outweighs the public interest in disclosing the information, for the reasons outlined in the report.

2  To consider whether or not to accept the officers recommendation in respect of the above information.

3  If so, to formally pass the following resolution:-

RESOLVED – That the press and public be excluded from the meeting during consideration of the following parts of the agenda designated as containing exempt information 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 members of the press and public were present there would be disclosure to them of exempt information, as follows:

  No exempt items have been identified.

There was no exempt information.

To identify items which have been admitted to the agenda by the Chair for consideration.

(The special circumstances shall be specified in the minutes.)

There were no late items.

However, member’s attention was drawn to the supplementary information on Item 7 Financial Health and on Item 9 the Organisational Plan, these were both circulated as supplementary information due to publication deadlines for this meeting in relation to similar papers being considered by Executive Board.

To disclose or draw attention to any interests in accordance with Leeds City Council’s ‘Councillor Code of Conduct’.

There were no declarations of interest.

To receive any apologies for absence and notification of substitutes.

Apologies received from:

Cllr Andrew Carter.

To confirm as a correct record, the minutes of the meeting held on 17 June 2024.

RESOLVED – That the minutes of the previous meeting held on 17 June 2024 be approved as an accurate record.

In relation to the 17 June 2024 minutes the Principal Security Adviser highlighted Minute 110 which picked up board members suggestions on work programming. Both the Core Business Transformation and Civic Enterprise Leeds work programme suggestions have now been incorporated into the 2024/25 Work Programme.

To consider a report from the Head of Democratic Services providing the Board with the latest update on the in year financial position in respect of the Revenue Budget and the Housing Revenue Account (HRA) and the financial outturn position for the financial year ended 31 March 2024 (financial year 2023/24).

(Please note Appendix 2 to follow as a supplementary item)

The Board considered a report from the Head of Democratic Services providing the latest update on the in-year financial position in respect of the Revenue Budget and the Housing Revenue Account (HRA) and the financial outturn position for the financial year ended 31 March 2024 (financial year 2023/24).

In attendance for this item were:

·  Cllr Debra Coupar, Executive Member for Resources

·  Mariana Pexton, Director of Strategy and Resources

·  Richard Ellis, Deputy Chief Officer Financial Services

To introduce the report the Board received a presentation from the Deputy Chief Officer Financial Services covering the following key points on the 2023/24 Outturn Report:

·  The authority achieved a Balanced Position: Directorate Overspend £44.7m funded through WYCA £17.7m; £5.2m Merrion House reserve; £17.8m debt savings; £3.3m Earmarked reserves.

•  There were budgeted Action Plans of £58.6m of which £45.7m were delivered.

•  Additional £7.2m of budget action plans identified in year of which £4.9m were delivered.

•  Therefore, the total saving realised was £50.6m.

•  Housing Revenue Account had a £0.9m underspend.

•  DSG (Dedicated Schools Grant) had a £2.6m overspend.

•  On reserve balances these reduce by £44.5m from £219.1m to £174.6m, the general reserve increased by £3m to £36.2m.

•  Council Tax collection rates were 93.94% in 2023/24 (£442m collected).

•  Business Rates collection rates were 97.03% (£339.9m collected)

In respect of the in-year Quarter 1 financial position the following key points were covered:

·  Projected Overspend of £19.9m.

·  Adults and Health £7.97m overspend based on Demand pressures of £16.4m.

·  Children and Families £17.9m overspend of which external residential placements accounts for £13.9m.

·  Budgeted Action Plans of £63.9m of which £60.37m projected to be delivered.

·  Further savings of £31.96m identified with a projected £17.23m to be delivered.

·  Given budget pressure being experienced particularly in demand led services the Council is undertaking cross-directorate work to support and challenge the highest cost/spend areas and directorate action plans are being developed to address budget pressures.

·  In addition, no travel is being undertaken unless it is required for the essential delivery of a service or in very exceptional circumstances and with exceptions e.g. social work roles, a recruitment freeze is now in place.

·  Also, tighter controls are in place in respect of agency and overtime, and all spend that is not critical for the delivery of a service is not to be incurred. To assist in delivery of this all purchase orders need to be approved and no spend is to be incurred on Purchase Cards unless this is critical to the delivery of the service.

·  Council Tax collection rates are currently at 18.25%.

·  Business Rates Collection rates are currently at 21.37%.

·  Dedicated Schools Grant has a £4.641m projected deficit.

·  Housing Revenue Account is projecting a balanced budget position.

·  Treasury Management Prudential Indicators - actual gross and net debt for the Council in 2024/25 remain within both the Operational Boundary and the Authorised Limit set by Council.

Responding to comments and questions from board members the following points were discussed:

·  The Board requested more detail in terms  ...  view the full minutes text for item 19.

To consider a report from the Chief Digital Information Officerproviding an update on IDS Digital Strategy and progress made within the service since IDS last reported to the Strategy & Resources Scrutiny Board in 2021.

The Board considered a report from the Chief Digital Information Officer providing an update on IDS Digital Strategy and progress made within the service since IDS last reported to the Strategy & Resources Scrutiny Board in 2021.

In attendance for this item were:

·  Cllr Debra Coupar, Executive Member for Resources

·  Mariana Pexton, Director of Strategy and Resources

·  Andrew Byrom, Chief Digital Information Officer

·  David Halligan, Chief Technology Officer

To introduce the report the board received a presentation covering the following key points:

·  Governance - new governance arrangements for IDS to improve decision-making within the Council and prioritise programs and projects across Directorates. A good example being the establishment of a new Digital Board attended by Chief Officers from each Directorate, to align digital enablement with the City Ambition and Council's organisational plan.

·  Structure - IDS Senior Leadership Team, the Director of Strategy & Resources, and the wider service has been working to reset and establish a new baseline for IDS, including creating a new Technology Strategy approach and integrating it into the organisational plan.

·  Financial and Capital Schemes – the Board were informed about the Essential Services Programme (ESP), Cloud & Application Compliance Programme (CACP) and Digital Efficiencies Programme (DEP).

·  Technology Strategy – This is aimed at transforming the way Leeds City Council operates by using digital technology to make the organisation more efficient.

·  The Board were also informed of key developments and achievements delivered through the service such as digital change, the work on 100% digital Leeds, improvements in service desk performance and the work on the Office of Data Analytics.

Responding to comments and questions from Board members the following issues were discussed:

·  Members raised a query around customer contact and effectiveness of telephony services. In response it was noted that customer contact was considered by the Board in 2023/24 and that item showed improved performance across a range of metrics with the new Genesys system being delivered and now being rolled out more widely. It was also noted that customer contact now sits within the Environment, Housing and Communities Scrutiny Board.

·  The Board asked about the use of multiple systems in housing services which creates multiple steps and a lack of alignment in the services provided on housing. The Board suggested this could be linked to sufficiency of licenses. Members heard that Genesys was being rolled out currently and that work is ongoing. A note will be provided to members on the specific issue linked to housing.

·  On the use of Artificial Intelligence (AI) the Board inquired about the results of the Microsoft Co-Pilot trial and whether it could come back to the Board. It was also noted that other AI technologies are being trialled with an aim to improve ‘front door’ services. The main benefits to date around Co-Pilot has been content based so generating emails and interpreting and understanding large reports and e-mail correspondence. In the main the benefits are in services or tasks with large administrative processes which might mean that roll out is targeted to areas  ...  view the full minutes text for item 20.

To receive a report from the Director of Strategy and Resources setting out details on the Council’s Being Our Best Organisation Plan refresh.

(Please note Appendices 1 and 2 to follow as a supplementary items)

The Board considered a report from the Director of Strategy and Resources setting out details on the Council’s Being Our Best Organisation Plan refresh.

In attendance for this item were:

·  Cllr Debra Coupar, Executive Member for Resources

·  Mariana Pexton, Director of Strategy and Resources

·  Alexandra McEwan-Hannant, Head of Corporate Support

To introduce the item the Board received a presentation which covered the following key points:

·  The Best City Ambition is the overall vision for the future of Leeds, with the key mission to tackle poverty and inequality and to improve the quality of life for all residents in the city. The Being Our Best Organisation Plan is the Council’s response to the Best City Ambition.

·  The Team Leeds ethos is based on credible, trusted leadership and clear shared values underpinning delivery.

·  The key principles of the approach focus on partnership working, including around prevention, community power, a strengths-based approach, and being led by the evidence.

·  The key themes of the Being Our Best Organisation Plan are being a well-run organisation, delivering high quality public services and leading a growing and inclusive city.

·  The key challenges faced by the authority around finance, service demand, cost of living and pressures on workforce.

·  Key ambitions for the organisation include being more integrated on the frontline, having more integrated support services, trading where it makes sense to do so, developing a proactive approach to workforce planning, making more efficient use of shared assets such as buildings and fleet and whilst being smaller in size becoming bigger in influence to deliver the city and council ambitions.

·  The aim to be more financial efficient by taking a longer-term approach to savings plans and budget planning, improving procurement, maximising income and developing clear workforce plans and enhanced working with partners such as the third sector.

Responding to comments and questions the following areas were discussed:

·  Members asked about timescales for responses to queries from members which are almost exclusively on behalf of residents. A concern being that sometimes responses take too long and occasionally it requires contact with a line manager to get a response. In response members heard that work is underway to develop the customer strategy in recognition of some of the issues raised. This includes the use of digital solutions such as a possible new customer relations management system which would assist with work prioritisation and casework management. There are challenges around the size of the organisation and the many different services that are provided by the authority.

·  The Executive Board Member for Resources noted that there is a ten-day response period to elected members but that if there are specific issues with services then contact should be made with the Executive Member to discuss and seek a resolution.

·  A query was also raised about notification of when casework related tasks have been completed and it was noted that this could be picked up through discussion with the Executive Board Member.

·  In terms of wider context, the Board were informed that the organisation has  ...  view the full minutes text for item 21.

To consider the Scrutiny Board’s work programme for the 2024/25 municipal year.

Members considered the Scrutiny Board’s work programme for the 2024/25 municipal year.

The following issues were raised:

·  The Board were informed of plans being developed for a finance briefing for all scrutiny members in September.

·  The Board agreed to look in more detail at the proposed changes to employee pay date.

Resolved - Members considered and discussed the Scrutiny Board’s work programme for the 2024/25 municipal year.

The next public meeting of the Board will take place on 16 September 2024 at 10.30am. There will be a pre-meeting for all board members at 10.00am.

The next public meeting of the Board will take place on 16 September 2024 at 10.30am. There will be a pre-meeting for all board members at 10.00am