The Overview and Scrutiny Management Board reviewed the proposed County Farms Estate Strategy for 2026-2036, discussed the Year 1 progress of the LCC People's Strategy, and received an update on Financial Services following the insourcing of Adult Care Finance and Exchequer Services. The Board also considered its work programme, noting additions from the former Growth Scrutiny Committee, and received information on the Councillor Community Grant Fund and other Scrutiny Committee work programmes.

County Farms Estate Strategy 2026-2036

The Board scrutinised the proposed County Farms Estate Strategy for 2026-2036, which aims to support sustainable and thriving tenancies, resilient farming businesses, high-performing estate assets, and financial sustainability. Mark Eyre, Head of Strategic Asset Management and Estates, presented the strategy, highlighting the council's ownership of 16,300 acres across 152 tenanted holdings. Key discussions revolved around balancing the ambition to create larger, viable farm holdings for new entrants with the need to support existing tenants. Support mechanisms for new farmers, including guidance from managing agents, tenant newsletters, and potential links with academic institutions, were detailed.

Concerns were raised about the potential conflict between increasing holding sizes and accommodating new entrants, with officers explaining that a balance would be struck. The financial aspects of the estate were also discussed, including the calculation of yield and the return on investment for the council. Councillors Martin John Hill OBE and Richard Graham Davies questioned the justification for retaining the estate without a clear discussion on its market value and the potential capital receipts from disposal. Mark Eyre emphasised the social, economic, and environmental benefits, as well as the council's role as a supportive landlord.

The strategy's approach to encouraging new tenants was debated, with questions about the viability of smaller holdings and the support offered to those new to the industry. The potential for conflict between encouraging new tenants and consolidating acreage was raised, with officers clarifying that a balance could be struck across the large estate. The issue of subletting was also discussed, with a commitment to investigate any unauthorised subletting.

Concerns were also raised about the potential impact of climate change, specifically flooding, on the estate, with officers promising to provide figures on the acreage within high-risk flood areas. The strategy's approach to renewable energy, particularly solar farms and wind turbines, was clarified, with a commitment to add a specific line to the policy stating that solar farms would not be supported on county farm land. The potential for compulsory purchase orders for National Infrastructure Projects (NSIPs) and their impact on tenants was also discussed, with assurances that support would be provided on a case-by-case basis.

The Board ultimately reviewed and scrutinised the report, with comments to be shared with the Executive.

LCC People Strategy: Year 1 Progress Review

Tony Kavanagh, Chief People Officer, presented an overview of the first year of the LCC People's Strategy, launched in September 2025. The strategy focuses on five priorities: skills for the future, workforce transformation, attraction and retention, leadership capability, and a positive workforce experience. Of the 36 Year 1 objectives, 72% were completed, 25% are in progress, and one has been deferred.

Key achievements included the implementation of an Early Careers and Apprenticeship Strategy, with over 100 school students participating in career insight days. New apprenticeship routes, including firefighter and teaching assistant apprenticeships, have been launched. The council has also supported organisational change programmes and collaborated with district councils on workforce planning.

Attraction and retention efforts have seen the development of a new careers platform and talent pool. The council reports a low voluntary turnover rate and a 70% recommendation rate in employee surveys. A corporate leadership development programme has been launched, with a second cohort starting in November 2026. A new employee benefits platform, Perkbox, has been implemented, with employees reporting savings of around £15,000. The employee survey achieved a 59% response rate, and a pulse survey is planned for November 2026.

Discussions focused on the 10% of employees who would not recommend working for the council, with officers stating this was not concentrated in any particular area. The silver medals terminology for the talent pool was clarified as internal council terminology. Questions were also raised about recruitment numbers and the reasons for the 41% of employees not completing the employee survey. Tony Kavanagh assured the Board that the survey is truly anonymous and that feedback is provided to staff on the results and actions taken. The current absence rate has risen to 8.4 days per employee, which is below the national average but is being actively monitored. The Board noted the report and supported the proposed process for agreeing priorities for Years 2 and 3.

Financial Services Update Report

Pam Clipson, Head of Financial Services, presented an overview of the Financial Services department, highlighting its role in managing over £1.6 billion of public money and providing a range of services beyond traditional budgeting and accounting, including financial assessments for adult social care and support for vulnerable clients. The presentation detailed the journey of insourcing Adult Care Finance and Exchequer Services in April 2024, increasing staff numbers from 60 to 180, and the subsequent redesign and implementation of a new Target Operating Model (TOM).

The TOM is built around four layers: self-service, customer liaison, financial operations, and strategic and technical finance. Early benefits include a 30% automation of invoices, improved customer query resolution, and a reduction in manual activity. The service is on a five-year journey to modernise, focusing on developing staff skills and ensuring the right people are in the right teams. The council is also working with the University of Lincoln to attract graduates into public sector finance roles.

Discussions focused on the reduction of outstanding adult social care debt, with improvements noted since insourcing, although large debts remain where external legal processes are involved. The reduction in staff numbers was discussed, with a projected decrease to 160-170 over four to five years through natural wastage and reviewing contracts. Concerns were raised about the rigour of performance indicators for in-sourced services compared to outsourced ones, with officers explaining that KPIs are now client-focused and demonstrate improved response rates. The Board noted the presentation and provided feedback on the direction of travel and future development of the service.

Overview and Scrutiny Management Board Work Programme

Nicola Calver, Head of Democratic Services, presented the Board's work programme. Four items from the former Growth Scrutiny Committee have been absorbed: property rationalisation (windmills update and pre-decision scrutiny), county farms estate re-procurement, and an overview of corporate property. This will increase the workload for upcoming meetings.

Councillor Philip Maurice Dilks raised a question about the National Grid's upgrade proposals for Western Marsh to East Leicestershire and whether the county had responded to the current consultation. Nicola Calver undertook to find out and respond by email. Councillor Martin John Hill OBE added that a technical response would be provided by officers, and requested that members living near the proposed pylons receive a copy of the response as soon as possible.

The Board agreed to move two performance scrutiny reports – the Communications Performance Report and the Complaints and Customer Relations Performance Report – to information only for the December meeting. The Board approved the planned work programme, subject to consideration of items highlighted during the discussion.

Councillor Community Grant Fund Update Report

The Board noted the update report on the Councillor Community Grant Fund. The report detailed the financial position and application activity across both Divisional Grants and the Strategic Fund. A total of £158,180.66 of the divisional grant budget remained available, with 39 of the 70 divisions having supported at least one project. The Strategic Fund had seen strong demand, with £114,933 approved to date, representing 39.6% of the available budget, and a further 28 applications awaiting a decision.

Scrutiny Committee Work Programmes

The Board noted the planned work programmes for the Adult Care and Public Health, Children and Families, Community Safety, Economy and Investment, Environment, Health Scrutiny for Lincolnshire, and Highways and Transport Scrutiny Committees. These reports provide an overview of the planned scrutiny activities for each committee.

The meeting concluded with the noting of these reports and the conclusion of the Board's business.