Agenda and minutes

To issue a welcome to those present, and to confirm if there are any apologies for absence.

The Chair welcomed those present to the meeting.

Apologies were received from Councillor Cassidy.

Members will be asked to declare any interests they may have in the business to be discussed.

Members were asked to declare any interests they may have had in the business to be discussed.

There were no declarations of interest.

The minutes of the meetings of the Culture and Neighbourhoods Scrutiny Commission held on the 3^rd and 27^th November 2025 have been circulated, and Members will be asked to confirm them as a correct record.

With regard to the minutes of 27^th November 2025, questions were raised over the votes counted on the proposed amendment on the Assessment and Recommendations Report for Libraries and Community Centres.

This was checked following the meeting and it was confirmed that the votes counted had been correct.

In response to a request for the executive decision on the issue, it was suggested that this would be published following the upcoming by-election.

AGREED:

That the minutes of the meeting of the Culture and Neighbourhoods Scrutiny Commissions held on 3 November 2025 and 27^th November 2025 be confirmed as a correct record.

The Chair is invited to make any announcements as they see fit. 

The Chair suggested that reports be taken as read where possible.

Any questions, representations and statements of case submitted in accordance with the Council’s procedures will be reported.

The Monitoring Officer reported that none had been received.

Any petitions received in accordance with Council procedures will be reported.

The Monitoring Officer reported that none had been received.

The Director of Finance submits a report setting out the City Mayor’s proposed Draft General Fund Revenue Budget for 2026/27.

As the reports on the Revenue Budget and Capital Programme were related, they were taken as one item.

The Director of Finance submitted a report setting out the City Mayor’s proposed Draft General Fund Revenue Budget for 2026/27, and a report on the City Mayor’s proposed Draft Three-Year Capital Programme 2026/27.

The Head of Finance (City Development & Neighbourhoods) gave an overview of the

reports, key points to note were as follows:

• It was noted that the draft settlements were complex and included the amalgamation of existing grants.
• The Revenue report set out the budget for 2026/27, and the medium-term financial strategy for the following two years.
• The draft Budget reflected the Government’s Fair Funding consultation over the summer; however, despite an improved financial position, a budget gap remained, requiring continuation of the five-strand strategy agreed by Council last year, including the following:

o   Budget savings of £23m

o   Constraining growth in areas such as Social Care and Homelessness

o   A reduction in the Capital Programme

o   Releasing one off monies to buy time

o   A programme of property sales, which was now planned to reduce the

          cost of borrowing

• It was proposed that the strategy be extended to March 2029.
• The budget built in scope to meet ongoing cost increases in Social Care, homelessness and housing benefits.
• The scope for additional investment was limited but included amounts for areas previously supported by grants that were no longer available.
• Revenue Budget points directly relevant to the Culture and Neighbourhoods Scrutiny commission included:

o   £300k for a dedicated team to help deal with Ash Die Back

o   £300k to part fund a team to tackle anti-social behaviour and enforce public space protection orders

o   £1m to replace the loss of the UK Shared Prosperity Fund, to enable partial continuation of the work that was funded from this grant

• The final budget would be updated and presented to Council on the 25th February and would include the updated figures following the draft finance settlement, currently being working through.
• The General Fund Draft Capital Report sought approval of just under £130m over the next three years.
• In 2025/26, the Capital Programme moved to being funded primarily through government grants and borrowing, and this approach would continue in 2026/27.
• The aim was to alleviate the revenue pressure placed by borrowing Capital Programme, by using £60m of capital receipts.
• Draft Capital Programme points directly relevant to the Culture and Neighbourhoods Scrutiny commission included:
  • £345k for depot improvements and transformation works
  • £450k for public toilet refurbishment
  • £225k for the Historic Building grant fund
  • £75k to continue the programme to refresh festival decorations
  • £430k for Heritage Interpretation panels
  • £450k to replace grounds maintenance machinery
  • £185k for mobile CCTV equipment to tackle fly tipping and street scene offences
  • £360k for replacement tree planting
  • £650k for 3G Pitch Replacements
  • £50k feasibility for the Curve automation system
  • £350k as possible match funding for the Voices of Leicester project

In response to member discussion, the following was noted:

• Members expressed concern that  ...  view the full minutes text for item 177.

The Director of Neighbourhood and Environmental Services submits a report providing an update on matters related to the council’s Bereavement Services.

The Director of Neighbourhood and Environmental Services submitted a report providing an update on matters related to the council’s Bereavement Services. The report was taken as read and a slide show was presented. Key points to note were as follows:

·       An improvement project was planned for Gilroes in March 2026, involving a new road layout and enhanced drainage. The contract had been awarded to Ground Control Ltd.

·       There had been a significant reduction in numbers of cremations due to the increasing numbers of people opting for direct cremation via commercial companies.

·       Around half the burial numbers took place in existing graves.

·       There were ongoing dialogues with the faith communities around burial space.

·       The search for a new cemetery site was currently on hold due to the Local Government Reorganisation, and the Law Commission review which potentially could provide thousands of additional graves and extend the burial capacity of all cemeteries.

·       DEFRA had issued new technical guidance around emissions and the Council was required to achieve compliance by 2029.

·       A new corporate website would enhance the marketing of Gilroes.

·       Pricing had been benchmarked against other providers.

·       Members had requested an update on the Law commission review. The slides gave an overview of Phases 1 – 3.

In response to member questions and comments, the following was noted:

·       Gilroes was open Monday – Friday 8:30-5PM and, on Saturdays strictly by appointment. The site was staffed by a small team.

·       Gilroes did not have a Friends group, however, there were guided walks undertaken by volunteers from War Graves Commission

·       Local competitors had offered more modern, lower-cost options, with direct cremation providers expanding rapidly; comparisons had been difficult, the service had adapted where possible, but could not operate at the same scale as large private companies.

·       Cremation charges were the same for city and non-city residents due to lower maintenance requirements, while burial services required different payment arrangements.

·       It was noted that Saturday services were not in high demand.

·       The service generated an annual surplus of around £1m, excluding capital expenditure and not based solely on revenue.

·       There was a duty to maintain municipal cemetery and buildings for perpetuity. Even when they were full.

·       There were currently 4 council cemeteries in operation.  Local Government Reorganisation could help to increase opportunities.

·       Ground Control Ltd were experienced and would balance work being carried out with ongoing funerals during the improvement works at Gilroes Cemetery.

AGREED:

1)    That the report be noted.

2)    That comments made by members of this commission to be taken into account.

The Chair submits a report providing members of the Committee with a proposed scope for the task group on Community Asset Transfer, and the opportunity to comment on the scope for the review, suggest issues to include and consider joining the group.

The Chair submitted a report providing members of the Committee with a proposed scope for the task group on Community Asset Transfer, and the opportunity to comment on the scope for the review, suggest issues to include

and consider joining the group.

The Chair noted that dates for meetings were in the process of being established.  The eventual aim would be to put together a set of recommendations to bring back to the Commission before going on to the executive.

It was explained that this was an opportunity to look at the issue in detail outside of the Commission meetings.

AGREED:

1) That the report be noted.

2) That comments made by members of this committee to be taken into Account

The Director of Neighbourhood and Environmental Services submits a report which sets out the primary and secondary research that will inform the next five-year plan and outlines how Active Leicester will continue to respond effectively to both commercial pressures and wider social challenges.

The Director of Neighbourhood and Environmental Services submitted a report which set out the primary and secondary research that would inform the next five-year plan and outlined how Active Leicester would continue to respond effectively to both commercial pressures and wider social challenges.

The Head of Sports and the Leisure Facilities Development Manager attended the meeting to present the report and assist with the discussion.

Key Points included:         

·       This was a discretionary service which had been on a significant transformation journey over the last ten years.

·       In the first five years, the service had been re-structured, and issues had been considered, such as: Opening hours, expenditure controls, and ways to drive and improve performance and manage expenditure.

·       The following 5 years the focus has been on smart investments and strong branding.

·       Key products such as Learn to Swim and Healthy Fitness membership had grown significantly.  This had generated income.

·       There was a need to underpin the next five-year Leisure centre plan by doing a deep dive with primary and secondary research, looking at the condition of the centres and their performance.  Residents’ surveys had been carried out, and non-users had been engaged with as well as users.

Questions and comments were invited from the Commission; it was noted that:

• It was positive that membership had recovered following the Covid-19 pandemic, and it was noted that people were becoming more mindful on fitness and health.
• It was positive that work done on women in sport had been implemented.
• There were many challenges, some of which could be related to finance.  The growth in health and fitness had been tangible, but the biggest challenge was to reconcile improvement in financial performance whilst remaining accessible.
• Active Leicester services had done well at working with other departments to manage this challenge andthe piloting of active wellbeing. In response to queries around cleanliness and pool temperature, it was recognised that ideally, more cleaners would be employed and temperatures increased, however, there was a need to balance this with staffing costs and bills.
• It was suggested that without continuous improvement, the centres would lose custom.
• It was suggested that there was a need to be innovative.  It was necessary to collect data and the views of the public before making proposals.
• It was noted that the service was subsidised by £2m.
• With regard to points made about some people being hard to reach, it was acknowledged that there was work to be done, and it was necessary to explore this more fully as much of this was done through the council’s Livewell service.  12 weeks were given free to clients of Livewell, followed by 18 months of subsidised access, however, it was necessary to get the message out.  The social responsibility aspect was factored in.
• The number of County residents using the Centres could be up to 30-40% in some centres such as Braunstone, Evington and Leicester Leys due to their catchment, however, users of other specific centres such as Cossington were likely 85-90% from  ...  view the full minutes text for item 180.

The Director of Tourism Culture and Economy submits a report updating on the operational and financial progress at De Montfort Hall and the Haymarket Theatre, which are being managed as an integrated service.

The Director of Tourism Culture and Economy submitted a report updating on the operational and financial progress at De Montfort Hall and the Haymarket Theatre, which are being managed as an integrated service.

The Venue Director of De Montfort Hall attended the meeting to present the report and assist with the discussion.

Key Points included:

• Both venues were doing well, and a significant milestone has now been achieved, as it now costs the Council less to operate De Montfort Hall and the Haymarket Theatre as a joint service than it would be to maintain them as empty buildings. This means they are budget neutral and also enabled the delivery of a high quality cultural and teaching/ learning offer for the city.
• Over the last ten years, the position of DMH has improved, with the real terms cost of operation falling by over £1m through a more commercial approach being adopted with more popular programming, increased secondary spend, and full refurbishment carried out.
• The 2024/25 outturn saw turnover increase by £1.2m and the cost of operations falling to £247k (down from £1.3m in 2014/15).  Also noted that a reserve fund had been created through a small levy on tickets to fund a basic renewals programme.
• Approximately 25% of visitors are local and come from within the existing city council boundary, this goes up to just over 50% if you include the wider Leicester urban area – meaning the city council area plus the districts immediately on the city’s boundary. Haymarket Theatre had come back into Council control in 2020 and had now found its purpose around teaching and learning, particularly for Young People.
• The Addict Dance Academy operate from the Haymarket Theatre Monday to Friday teaching musical theatre and dance at higher education level.  UK Shared Prosperity Funding (UKSPF) had facilitated studios and rehearsal rooms for them, as well as equipment to bring the stage back into use for student performances.
• Leicestershire Music use Haymarket on Saturdays and Monday nights to teach, and plan to also use the auditorium for student shows.
• Haymarket was a work in progress, but progress was being made and the agreements in place did not mean that further users could not be accommodated.
• Overall, combining the buildings as one service gave an economy of scale and expertise that was delivering well.
• Key headlines were displayed on a slide (as attached with the agenda).

Questions and comments were invited from the Commission; it was noted that:

• It was recognised as positive that the services had recovered well from the effects of the Covid-19 pandemic.
• It was noted that DMH had been a serious concern, but had improved hugely over the last ten years.  It was suggested that this was largely down to the leadership.
• In response to questions regarding parking at the Haymarket Theatre, it was clarified that hirers and users did not have parking spaces at the theatre and that car parking for staff and users was difficult in the pay and display as no  ...  view the full minutes text for item 181.

Members of the Commission will be asked to consider the work programme and make suggestions for additional items as it considers necessary.

The work programme was noted.

There being no further items of urgent business, the meeting finished at 19:45