Decisions

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Finance Officer that provided an update on the Council’s Medium Term Financial Strategy forecasts for 2026/27 to 2030/31 and outline the approach to balancing the budget.

The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:

The report set out:

·       An updated budget gap analysis taking account of the latest funding outlook and other information on expenditure and income pressures.

·       A summary of the budget framework strategy

It was critically important that all Members understand that the position reported was an interim update of the baseline position and primarily for information. It contained a series of estimates and assumptions that were based on the latest information available. These were highly likely to change over the coming months as he budget process was worked through. It did not include any impact the Local Government Finance Settlement due mid-December might have.

It must be reiterated that the current forecasts do not include any interventions by Cabinet, Senior Leadership Team or the outcomes of the Local Government Settlement. Whilst some savings have been delivered, the forecasts show that potential annual and cumulative budget deficits still remain over the next 5 years and continue to need to be addressed.   In light of this, balancing the budget both in the short and the medium term remains a tough task and all Members must work together and recognise that they will face a number of difficult but key decisions as part of the forthcoming budget and over the coming financial years which will affect the manner in which it delivers its services.

Councillor Hamilton proposed, seconded by Councillor Bottoms:-

“That recommendations 1 & 3 be noted and recommendation (2)  as set out in the report, be approved.”

Councillors then voted:-

Resolved unanimously:

(1)           The draft futureyears estimates as setout in the report as the latest information available,acceptingthat thisisan interim position be noted.

(2)           That the update be agreed and referred ontoDecemberCouncil forinformation.

(3)         That the Council Tax Base for 2026/27 as set out in paragraph 3.8. to the report  be noted.

Officer responsible for effecting the decision:

Chief Officer Resources

Reasons for making the decision:

Performance, project, and resource monitoring provides a link between the Council Plan and operational achievement, by providing regular updates on the impact of operational initiatives against strategic aims.

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Finance Officer that sought Cabinet’s consideration of various matters in connection with the Treasury Management Mid-Year Review 2025/26.

The report was for consideration and progressing to Budget and Performance Panel and Full Council and therefore no alternative options were put forward.  The Mid-Year Review (Appendix A to the report) set out the performance of treasury operations for the first six months of the 2025/26 financial year in terms of long and short-term borrowing, investment activities and relevant borrowing limits and prudential indicators. Under CIPFA’s Code of Practice on Treasury Management (the Code) and the CIPFA Prudential Code for Capital Finance in Local Authorities (the Prudential Code) it is a requirement that an information report on these matters be presented to Cabinet and full Council.

The Cabinet Member with Special Responsibility drew Cabinet’s attention to the 151 comments:  As part of the work to address the “Community concern over bombardment of Gaza and reaffirming Lancaster City Council’s commitment to human rights and International Law” motion presented to Council 24th September 2025, this report requests an increase in sovereign limits from £6M to £12M. Whilst this increase will allow wider access to, and use of Environmental, Social and Governance (ESG) based investment funds, it does significantly increase the level of risk to the Council. As approval of the Treasury Management Strategy is a function of Full Council Members must be satisfied that the increase in risk is balanced against the benefits of investment in ESG funds.

Councillor Hamilton-Cox proposed, seconded by Councillor Bottoms:-

“That the recommendations, as set out in the report, be approved.”

Councillors then voted:-

Resolved unanimously:

(1)            That Cabinet notes the report, the treasury activity and performance against the prudential indicators.

(2)            That Cabinet recommend approval of changes to the investment counterparty criteria to full Council.

(3)            That Cabinet recommend approval of change to the sovereign limit to full Council.

(4)            That the Mid-Year Review 2025/26 be forwarded on to Budget & Performance Panel and Full Council for consideration in accordance with CIPFA Code of Practice on Treasury Management (the Code) and the CIPFA Prudential Code for Capital Finance in Local Authorities (the Prudential Code) issued under the Local Government Act 2003.

Officer responsible for effecting the decision:

Chief Officer Resources

Reasons for making the decision:

Treasury Management forms part of the Councils budget framework. Consideration of Treasury Management Mid-Year Review and presentation to Full Council will ensure the Council complies with CIPFA’s Code of Practice on Treasury Management (the Code) and the CIPFA Prudential Code for Capital Finance in Local Authorities (the Prudential Code).

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Assistant Director (Head of Revenues and Benefits) to enable Cabinet to consider the existing Localised Council Tax Support (“LCTS”) Scheme and the options available, ahead of formal consideration and approval by Council for application in 2026/27.

The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:

The challenge for the Council is to adopt a scheme that fits with its ambitions and priorities and is considered fair, deliverable and affordable, given statutory obligations and competing pressures for resources. Council is presented with two basic options:

Option 1: Retain the existing Localised Council Tax Support (LCTS) scheme, subject to minor consequential amendments to match changes in Housing Benefit rules.

- The existing scheme is considered soundly structured and works well, and offers maximum support for low-income families, who may otherwise find themselves in mounting debt.

- Current forecast assumes the continuation of the existing LCTS system and as such, maintaining current levels of support would normally have no impact on the Council’s financial forecast. However, costs have increased in recent years with increased take-up due to the cost-of living crisis and annual Council tax increases. 2025/26 has seen a small reduction in residents receiving LCTS from 9,310 in 2024/25 to 9,235 in 2025/26. Should this trend continue, this could reduce costs of the scheme in the long term.

- Retaining existing policy principles of keeping various positive entitlement provisions for LCTS in line with other key welfare benefits promotes equality.

Option 2: Make changes to the existing Localised Council Tax Support (LCTS) Scheme to reduce benefit entitlement for working age claimants.

- Currently 9,235 residents claim LCTS in the Lancaster district. As pensioners make up 38% (3,554) of claimants, it means any cut in the level of support provided falls on the remaining 62% (5,681) of working age people on low incomes.

- A reduction in the levels of support provided could arguably provide claimants with further incentives to work, reducing their reliance on benefits, although the jobs market is particularly uncertain at this difficult time.

- This option will have greater adverse financial impact on working age households but would help protect other Council services by requiring less savings to be made by them.

- If levels of support are reduced, the Council would be tasked with the difficulty of collecting this debt from the more vulnerable members of our society, increasing workloads and costs associated with council tax recovery.

- Additional costs associated with developing new scheme options, consultation exercise, legal changes to scheme etc.

The officer preferred option is to retain the existing Localised Council Tax Support Scheme for 2026/27 (Option 1). This will assist financially vulnerable Council Tax customers in the Lancaster City Council District.

Councillor Hamilton-Cox proposed, seconded by Councillor Tyldesley:-

“That the recommendation, as set out in the report, be approved.”

Councillors then voted:-

Resolved:

(8 Members (Councillors Mandy Bannon, Tim Hamilton-Cox, Paul Hart, Caroline Jackson, Peter Jackson, Sally Maddocks, Sam Riches and Sue Tyldesley) voted in favour, and 1 Member (Councillor Bottoms) abstained.)  Councillor Bottoms informed officers that he had abstained as he thought he might be affected by the decision.

(1)        That the existing Localised Council Tax Support Scheme for 2026/27 be retained (Option 1 to the report).

Officer responsible for effecting the decision:

Chief Officer Resources

Reasons for making the decision:

The Council’s existing LCTS scheme works well in terms of providing support, but at a cost, particularly for the County Council. To date the Council has attached a high priority to maintaining council tax support levels available to working age claimants (pensioners being unaffected by the Council’s decision). Adoption of a particular option should be informed by the Council’s views regarding the relative priority of LCTS, compared with other services and activities in support of future corporate priorities.

The LCTS scheme is developed in support of ambitions within the Council Plan regarding “Healthy and Happy Communities” to optimise access for those that need it most, together with welfare benefits and related support.  Cabinet welcomed the continuation of this scheme which supported the most vulnerable.

(Cabinet Member with Special Responsibility Councillor Tyldesley)

Cabinet received a report from the Chief Officer – Planning and Climate Change that set out the proposed establishment of a new Planning Policy Cabinet Advisory Group to replace the existing Members’ Local Plan Review Group.

The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:

The preferred option is Option 1.  If approved, it is envisaged that the first meeting of the Cabinet Advisory Group would be in January 2026, coinciding with the anticipated start of the formal stages of the Local Plan.

Councillor Tyldesley proposed, seconded by Councillor Bannon:-

“That the recommendations, as set out in the report, be approved.”

Councillors then voted:-

Resolved:

(8 Members (Councillors Mandy Bannon, Martin Bottoms, Tim Hamilton-Cox, Caroline Jackson, Peter Jackson, Sally Maddocks, Sam Riches and Sue Tyldesley) voted in favour, and 1 Member  (Councillor Hart) abstained.)

(1)        That Cabinet authorise the establishment of the Planning Policy Cabinet Advisory Group as a direct replacement for the existing Local Plan Review Group.

 (2)       That the Terms of Reference attached at Appendix 1 to the report, be authorised by Cabinet.

Officer responsible for effecting the decision:

Chief Officer – Planning and Climate Change

Reasons for making the decision:

The establishment of the Planning Policy Cabinet Advisory Group will provide improved processes to help the Council achieve its plan-making aspirations. The Council Plan includes ambitions to make responsible decisions which support our ambitions for the district, and which seek to improve service delivery.

(Cabinet Member with Special Responsibility Councillor Riches)

Cabinet received a report from the Chief Officer – Planning and Climate Change that provided an end-of-year update regarding the City Council’s ambition to reach net zero for all of its’ own activities by 2030.

As the report was for noting no options were provided.  The 1st Annual Report represented the current position regarding the Council’s own net zero journey. It was anticipated that further reporting would take place each December up until and including 2030.

Resolved:

That the report be noted.

Reasons for making the decision:

The progress that is described in the Annual Report directly relates to all four Principles and Themes of the Council Plan. In particular, it represents a series of actions to meet the challenge of the climate emergency. It also contributes towards building a sustainable and just local economy that benefits people and organisations. The impacts of the projects listed within the report will increase wellbeing and contribute towards the reduction of inequality; and it is an example of how we can bring people together to achieve the best outcomes for our communities by delivering effective and responsible public services.

The report is also read alongside the provisions of the Council’s adopted Local Plan, which includes policies which aim to minimise emissions and maximise the use of renewable resources; mitigates the impact of climate change and promote increased climate resilience; encourage a modal shift in transport through considered design and working with partner authorities; and that contributes positively and responsibly to protecting and enhancing habitats and ecosystems in order to strengthen nature recovery.

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Executive and s151 Officer that provided members with an update on financial performance during the first two quarters of 2025/26 (April – September 2025).

As the report was for commenting and noting no options were provided.

Resolved

That the report be noted.

Reasons for making the decision:

Performance, project and resource monitoring provides a link between the Council plan and operational achievement by providing regular updates on the impact of operational initiatives against strategic aims.

(Cabinet Member with Special Responsibility Councillor Peter Jackson)

Cabinet received a report from the Chief Officer Sustainable Growth that provided context and information for the endorsement of proposals for a Lancaster Business Improvement District (BID) Renewal Ballot (5 February 2026) as required by the national BID statutory provisions. The report updated Members on the pre- and post- ballot issues, resource and other implications in relation to the city council’s role in the BID renewal process and as a BID levy payer.

The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:

The Lancaster BID proposals do not conflict with any published council polices and a successful BID will continue to actively support the council’s corporate objectives particularly in the areas of Economic Growth, Clean Green & Safe Places and Community Leadership. The work of Lancaster BID in canvassing opinion and consultation show a good level of support for the way the BID proposals have been shaped.

The amount of prior discussion between the BID proposer and the local authority before submitting the BID draft proposals to the authority has been sufficient and it is expected consultation will continue up to the submission of final proposals. The costs incurred and due in developing BID proposals, canvassing and balloting have been allowed for within the BID’s current budget.

There are no advantages in holding over on endorsement pending Final Proposals (Option 1) and officers consider there are no material alterations required (Option 3). The Preferred Option is therefore Option 2, to endorse the Lancaster BID Renewal Proposals.

It follows that an appropriate level of delegated authority is required to ensure the outstanding matters are addressed and so that Lancaster BID can move forward to ballot. As these issues are mainly technical and operational it is recommended this be undertaken through delegated decision by the Chief Executive.

Councillor Peter Jackson proposed, seconded by Councillor Bottoms:-

“That the recommendations, as set out in the report, be approved.”

Councillors then voted:-

Resolved unanimously:

(1)        That the Renewal Proposals for Lancaster Business Improvement District (BID) Renewal Ballot are agreed as in compliance with the statutory requirements and are not in conflict with the council’s corporate policy framework.

(2)        That formal Endorsement of Lancaster BID final Renewal Proposal policy compliance and the issue of an instruction to proceed to ballot via UK Engage is undertaken by the Chief Executive.

(3)        That the current Operating Agreement and Baseline Agreement are revised to reflect any changes/amendments required between the parties and current council service provision respectively, with approval and post[1]ballot sign-off of the final documents delegated to the Chief Executive.

Officer responsible for effecting the decision:

Chief Office Sustainable Growth

Reasons for making the decision:

The current Lancaster BID Renewal Proposal presents an opportunity for the business community to continue to deliver additional services and activity in Lancaster City Centre on its own terms. The business representatives and Lancaster BID team at the heart of the proposal have worked to ensure their proposal reflects local issues and the activities proposed will have meaningful local impact.

The Lancaster BID renewal proposals are well aligned with the Council Plan 2024–27’s strategic priorities. The BID’s activities support economic growth, environmental improvements, partnership working, community wellbeing, and inclusivity.

A Sustainable District (The Climate Emergency) The Council Plan aims for Lancaster to be net zero carbon by 2030, focusing on biodiversity and sustainable practices. The BID’s “Green Agenda” supports this with street cleansing, graffiti removal, planters, and seasonal decorations that enhance the city centre. The BID also partners with the Council and others on sustainability, though there is room to further develop its environmental actions to fully meet council targets.

An Inclusive and Prosperous Local Economy (Community Wealth Building) The Council Plan seeks to use assets and procurement for community benefit, skills, investment, and promoting Lancaster as a destination. The BID supports a diverse business mix through events, marketing, and business support, all aimed at boosting footfall and economic activity. The BID also attracts investment and works with partners like Lancaster University and Eden North, aligning well with the Council’s economic aims.

Healthy and Happy Communities (Increasing Wellbeing, Reducing Inequality) The Council Plan focuses on clean, safe neighbourhoods and access to arts, culture, and recreation. The BID delivers events, supports arts and culture, and improves public spaces. Safety is addressed through the BID Warden, police partnership, and community safety schemes. While not directly involved in housing, the BID’s activities help create a cleaner, safer, and more vibrant city centre.

A Co-operative, Kind and Responsible Council (Delivering Effective Services, Taking Responsibility) The Council Plan commits to partnership working and effective service delivery. The BID is governed by a board representing city centre businesses and engages in regular consultation and collaborative projects. Its partnership with the Council, police, and others supports the Council’s goal of co-operative and responsible service delivery.

Cabinet received a report from the Chief Officer Sustainable Growth outlining progress in taking forward the previously agreed early phase housing proposals under the council's approved Lancaster Canal Quarter Masterplan. The report was exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.

The options, options analysis, including risk assessment and officer preferred option, were set out in the exempt report.

Resolved unanimously:

The resolution is set out in a minute exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.

Officer responsible for effecting the decision:

Chief Officer Sustainable Growth

Reasons for making the decision:

The decision is consistent with the Council’s priorities.  Exactly how the decision fits with Council priorities is set out in the exempt minute.

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Executive that provided members with an update on corporate performance and strategic projects during quarter two of 2025 - 26 (July - September 2025).

As the report was for commenting and noting no options were provided.

Resolved:

That the report be noted.

Reasons for making the decision:

Monitoring of strategic projects and key performance indicators provides a link between the Council Plan 24-27 by providing progress updates.

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Executive that provided Cabinet with an update on the authority’s progress in updating the Strategic Risk Register.

As the report was for comments and noting no options were provided.

Resolved:

That the report be noted.

Reasons for making the decision:

The Council have a Risk Management Policy, which is written to provide guidance on the management of risk. Risk Management is identified in the Council Plan 2024-27.

(Cabinet Member with Special Responsibility Councillor Hart)

Cabinet received a report from the Chief Officer – Environment & Place

to consider, review and adopt the Fly Tipping Strategy for the district.

The options, options analysis, including risk assessment and officer preferred option, were set out in the report as follows:

Option 1 would be for the authority not to adopt the strategy and accept that the current management of fly tipping in the district is acceptable and palatable in relation to the financial and resource needed to maintain this standard of service to residents. Whilst this would not be consistent with the authority’s ambitions around improving quality public spaces, it is an option none the less given the other ambitions which the Council may choose to focus on, as outlined within the Council Plan 2024-2027.

Option 2 is the strategy as outlined within the body of the report and appendix 1. This is planned within the current operational structures and requires minimal investment in regard to financial or staffing resource. The approach is ambitious and looks to lower fly tipping and increase resident satisfaction over a five year period.

                      The options available to the Council are outlined in paragraphs 4.1 to 4.3 of the report and all offer advantages and disadvantages. Any decision moving forward should consider a balanced approach to residents whilst taking into account the national strategy, financial position of the authority and operational efficiency.

                      Option 2 is the officer preferred option – to approve the proposed strategy to move towards a more planned and structured approach to Fly Tipping.  It is felt that this will contribute to a smoother operation and be kinder to the public in knowing what is required on their behalf. 

Councillor Hart proposed, seconded by Councillor Riches:-

“That the recommendations, as set out in the report, be approved.”

By way of amendment, Councillor Hamilton-Cox proposed and Councillor Maddocks seconded:- “that the maximum fixed penalty notice be increased to £1K.” 

This was not accepted as a friendly amendment by Councillor Hart.

Following advice from the Monitoring Officer, it was decided the amendment was unsuitable for the current strategy document. The amendment was withdrawn for future consideration.

By way of an amendment to the operational action plan within the strategy Councillor Caroline Jackson proposed ‘that the phrases short term medium term and long term should be replaced by actual specific dates where possible with officers determining which actions became dates and which remained as short term, medium term or long term.”

This was accepted as a friendly amendment.

Councillors then voted on the recommendations, as revised :-

Resolved unanimously:

(1)               That the Fly Tipping Strategy 2026-2031 as attached within appendix 1 to the report be approved and adopted.

(2)               That the operational action plan attached to the report in appendix 2 be revised with the phrases short term, medium term and long term replaced by actual specific dates where possible with officers determining which actions became dates and which remained as short term, medium term or long term.

Officer responsible for effecting the decision:

Chief Officer - Environment & Place

Reasons for making the decision:

This front facing operational strategy aligns to the Environmental Protection Act 1990 and the Councils corporate enforcement policy.

The strategy will contribute positively to reduced public health and safety and offers a consistent service to all communities regardless of socio-economic status, ethnicity or geographical location and endeavours for all to benefit from a cleaner environment.

Having approved the preferred officer option, Council services will be able to start the implementation work stream as set out in the report and look to articulate the changes to residents.

Cabinet to consider an extension of the Grant Funding Agreement (GFA) between the City Council and Eden Project Morecambe. The Chief Executive is consulting with the Chair of Overview to waive call-in on this decision which needs to be signed during December.

Cabinet received a report from the Chief Officer Sustainable Growth with regard to variation of the grant fund agreement.   The report was exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.  Call-in had been waived on this item enabling the decision to be implemented immediately.

The options, options analysis, including risk assessment and officer preferred option, were set out in the exempt report.

Resolved unanimously:

The resolution is set out in a minute exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.

Officer responsible for effecting the decision:

Chief Officer Sustainable Growth

Reasons for making the decision:

The decision is consistent with the Council’s priorities.  Exactly how the decision fits with Council priorities is set out in the exempt minute.

(Cabinet Member with Special Responsibility Councillor Hamilton-Cox)

Cabinet received a report from the Chief Officer Housing & Property that sought approval for the procurement of a supplier to provide a lift maintenance & modernisation contract to all council buildings.  The report was exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.

The options, options analysis, including risk assessment and officer preferred option, were set out in the exempt report.

Resolved unanimously:

The resolution is set out in a minute exempt from publication by virtue of paragraph 3, Schedule 12A of the Local Government Act, 1972.

Officer responsible for effecting the decision:

Chief Officer Housing & Property

Reasons for making the decision:

The decision is consistent with the Council’s priorities.  Exactly how the decision fits with Council priorities is set out in the exempt minute.