The Culture and Neighbourhoods Scrutiny Commission was scheduled to consider the council's draft budget for 2026/27 and the proposed three-year capital programme. Other key items included updates on Bereavement Services, the Leisure Centre Needs Assessment, and the operational and financial progress of De Montfort Hall and the Haymarket Theatre. The commission was also set to review the scoping document for a task group on Community Asset Transfer.

Draft General Fund Revenue Budget 2026/27

The Director of Finance submitted a report outlining the City Mayor's proposed Draft General Fund Revenue Budget for 2026/27. The report detailed the council's strategy for balancing its budget over the next three years, which included the use of one-off funds and reductions in annual service spending through savings. It also highlighted ongoing financial challenges, with the council continuing to spend more than its income annually and relying on one-off monies to balance the budget. The report proposed a council tax increase of just under 5%, the maximum allowed without a referendum. Key areas of discussion included the financial outlook, the use of reserves, asset sales, and the impact of potential local government reorganisation. The report also addressed the need to constrain growth in demand-led services such as adult and children's social care and homelessness, and outlined a savings programme. Specific attention was given to the financial implications for Adult Social Care, Education and Children's Services, and General Fund Housing, as well as additional investments planned for areas such as public spaces and Ash dieback management. The report also detailed the construction of the 2026/27 budget, including budget ceilings for each service, and the proposed council tax for the year. An Equality Impact Assessment was included, considering the potential impacts of the proposed council tax increase on various protected groups.

Draft Three Year Capital Programme 2026/27

The Director of Finance also presented a report detailing the City Mayor's proposed Draft Three Year Capital Programme for 2026/27. This report sought approval for the capital programme, which is funded through grants, tenants' rents, asset sales, and borrowing. The programme included schemes summarised by theme, such as grant-funded projects, works on council buildings, and acquisitions for temporary accommodation. A significant allocation was proposed for Temporary Accommodation Acquisitions, aiming to provide additional units for homeless households. The report also detailed funding sources, including capital receipts, borrowing, and government grants. Specific schemes included the Schools Capital Maintenance Programme, Highways Capital Maintenance Programme, Local Transport Schemes, and Disabled Facilities Grants. Investment in the Council's own buildings, such as operational estate maintenance and IT investment, was also outlined. Routine works, including foster care capital contributions and local environmental works, were also detailed, alongside provisions for policy initiatives like the Voices of Leicester project and feasibility studies. The report included appendices detailing capital resources, grant-funded schemes, own buildings, routine works, temporary accommodation acquisitions, corporate estate, and other schemes and feasibilities.

Bereavement Services Update (6-Monthly Update)

The Director of Neighbourhood and Environmental Services submitted a report providing an update on Bereavement Services. The report covered demand for burials and cremations, planned improvement works at Gilroes Cemetery, future burial space availability, and operations at Gilroes Crematorium. It also discussed the Law Commission's review of burial, cremation, and new funerary methods legislation. Key points included the projected capacity of current cemeteries, potential impacts of grave reuse recommendations from the Law Commission, and ongoing dialogue with the Muslim Burial Council of Leicestershire regarding future burial needs. The report also detailed discussions with the Hindu, Jain & Sikh Crematorium Network regarding improvements at Gilroes Crematorium, including the potential for a dedicated puja facility. Compliance with new DEFRA technical guidance on crematorium emissions, requiring NOx abatement, was also addressed, along with estimated costs for this. Marketing and promotion efforts for Gilroes Crematorium were outlined, including a new council website and promotional materials. The report also provided an update on the Law Commission's review, detailing its phases and expected recommendations.

Community Asset Transfer Task Group - Scoping Document

The Chair submitted a report proposing the scope for a task group on Community Asset Transfer (CAT). This followed a previous consideration of an updated CAT Policy by the commission. The task group aimed to examine the processes of CAT and its effects on the community and community groups. It intended to analyse the council's processes and past CATs, assess the updated policy's improvements, and consider councillor involvement. The scope included reviewing disposal processes and post-transfer monitoring. The methodology proposed involved gathering evidence from members, officers, and stakeholders, including community groups that have undertaken CATs. The review was planned to take place over the first half of 2026, with Governance Support Officers facilitating the process. Recommendations would be directed to the Executive for consideration. The report noted potential media interest due to the relevance of CAT to libraries and community centres.

Leisure Centre Needs Assessment

The Director of Neighbourhood and Environmental Services presented a report detailing the primary and secondary research conducted for the next five-year plan for Active Leicester. The report outlined how Active Leicester would continue to respond to commercial pressures and social challenges. It highlighted the service's transformation over the past decade, focusing on operational improvement and financial sustainability, leading to significant income growth and increased participation. The Leisure Centre Needs Assessment (LCNA) provided an evidence base for future plans, examining facility performance, catchment areas, usage patterns, and asset conditions. The report noted that some facilities had lower utilisation levels and higher operating costs, raising questions about long-term sustainability. It also detailed customer satisfaction levels, activity preferences, and insights from non-users, with cost being a primary barrier. The report identified challenges such as rising maintenance and utility costs, an ageing facility stock, and the need to balance affordability with financial sustainability. Opportunities included developing Active Wellbeing Hubs, co-location with other services, and further investment in health and fitness and the Learn to Swim programme. The report included detailed appendices with secondary research, primary research findings, and individual leisure centre profiles.

De Montfort Hall & Haymarket Theatre

The Director of Tourism Culture and Economy submitted a report updating on the operational and financial progress of De Montfort Hall and the Haymarket Theatre, managed as an integrated service. A key achievement highlighted was that the combined operation now costs the council less than mothballing the venues. De Montfort Hall recorded significant increases in ticket sales and turnover, with a strategic shift towards tribute acts contributing to higher performance numbers. Catering operations also showed strong financial performance. Audience data indicated that over half of De Montfort Hall's audience came from the wider Leicester urban area. The report detailed the history of the Haymarket Theatre, its refurbishment, and its current use as a centre for teaching, learning, and young people's arts education through partnerships with Addict Dance Academy and Leicestershire Music. The integration of the two venues from management, operational, and revenue budget perspectives was noted as increasing efficiency and providing economies of scale. The report highlighted a significant improvement in the net cost of operating De Montfort Hall and the Haymarket Theatre, which in 2024/25 was less than the estimated cost of mothballing them. An ongoing renewal strategy, including a £1 venue levy on ticket sales at De Montfort Hall, was also mentioned to support essential capital investment in technical equipment.

Work Programme

Members of the Commission were asked to consider the work programme and suggest additional items. The work programme included updates on Heritage Places Funding, the Community Asset Transfer Task Group, Fly Tipping, and the Ward Funding Annual Report. Future items for discussion included the Draft General Fund Revenue Budget, Bereavement Services Update, Sports Needs Assessment, De Montfort Hall & Haymarket Theatre, and the Community Asset Transfer Task Group scoping document. The forward plan also included topics such as Place Expansion Programme, Selective Licensing, Trees and Woodlands, PSPO, Engagement of Community Organisations, Growing Spaces Strategy, Heritage Places Funding updates, the KRIII Visitor Centre performance, HASBO and CRASBU updates, Heritage panels, CCTV Overview, and Museum updates.