This meeting was scheduled to include a verbal update from the Leader of the Council, Councillor Adrian Moss. It was also scheduled to cover a range of issues relating to Chichester District Council's activities and finances. The documents show what was scheduled to be discussed, but do not tell us what was actually discussed, or what, if any, decisions were made.

Housing, Homelessness and Rough Sleeping Strategy

The committee was scheduled to review the draft Housing, Homelessness and Rough Sleeping Strategy 2025-2030 and the associated action plan. The strategy was developed following consultations with a variety of stakeholders including residents, service providers, registered providers, and developers. The stated aim of the strategy was to build on the successes of the previous strategy, whilst taking into account recent events. It identified five core priorities:

1. Preventing Homelessness and Ending Rough Sleeping.
2. Meeting Housing Need.
3. Improve Housing Standards.
4. Work to deliver action on climate change.
5. Work in Partnership to deliver regeneration and create opportunities for our communities.

The draft strategy identified a number of challenges and constraints which need to be considered when seeking to deliver these priorities, including:

• 75% of the district falls within the South Downs National Park ¹ and The Chichester Harbour ² National Landscape ³, where opportunities for new housing development are extremely limited.
• The average rent per property paid by tenants in the year to July 2024 was £1,233 per month ⁴, meaning that the local private rented sector is increasingly becoming unaffordable.
• The increasing cost of delivering affordable housing in Chichester.

Corporate Plan

The committee was scheduled to receive a report ⁵ from its Corporate Plan Task and Finish Group.

The Corporate Plan is refreshed each year, and a new version was scheduled to be presented to the Cabinet and full council in January 2025. The Task and Finish Group met on 30 October 2024 to review the council’s performance against the Corporate Plan in the period 1 April to 30 September 2024.

The Group noted that a number of the Council's Performance Indicators were showing as 'Red' (off-target) or 'Amber' (at risk of being off-target):

• Climate Change: The targets for both LPI 010a (Reduction in the Council’s Carbon Emissions from 2019 to 2025) and LPI 010b (Support the District to Reduce its Carbon Emission from 2019 to 2025) were showing as 'Red'. The report noted an increase in the council's own carbon emissions. The Corporate Improvement and Facilities Manager, Mr Buckley, advised that previous reductions in emissions were due to COVID restrictions and that the 10% reduction targets were aspirational.
• Food Waste Recycling: The target for Corp Plan 052a (Food Waste Recycling for Businesses) was showing as 'Amber', with the target being slightly delayed due to extra time needed to assess the council's vehicle requirements.
• Land at Pitsham Lane: Corp Plan 018 (Land at Pitsham Lane, West Sussex) was showing as 'Amber'. Officers advised that options were being developed for this site, but that it remained leased out and was generating income.
• Financial Assistance for Home Improvements: The target for LPI 003 (Number of homes improved with Financial Assistance from the Council) was showing as 'Red' due to lower than expected customer demand.
• Households in Temporary Accommodation: The target for LPI 013 (Households in nightly-paid, non-CDC-owned accommodation) was showing as 'Red'. The Divisional Manager for Housing and Communities, Mrs Rudziak, advised that this was a national problem and that moving people on from temporary accommodation locally was challenging due to difficulties securing long-term, sustainable tenancies.
• Festive Ice Rink: The report noted that Corp Plan 059 (Festive Ice Rink) had been cancelled due to risks surrounding finances, noise and planning.
• Parking Strategy Action Plan: The target for Corp Plan 038 (Parking Strategy Action Plan) was showing as 'Amber' due to a delay with replacing lighting in car parks.
• Southern Gateway: Corp Plan 142a (Southern Gateway Implementation) was showing as 'Amber'. Officers advised that the title and description of this project had since been amended in line with resolutions made at the September and October 2024 Cabinet and Council meetings.
• UKSPF and REPF: Corp Plan 049 (Oversee Delivery of UKSPF ⁶ and REPF ⁷ Funds) was showing as 'Amber' because there was one grant agreement outstanding and discussions were ongoing with the Midhurst Vision Group around the use of council-owned land.
• Wellbeing Service: The target for LPI 005 (Percentage of Individuals Accessing the Wellbeing Service who are from Identified High-Risk Groups) was showing as 'Amber'. Officers advised that the Team had found it difficult to reach young care leavers and people with autism or learning difficulties.
• Contract Procedure Rules: Corp Plan 036 (Amended Contract Procedure Rules) was showing as 'Amber' due to delays in the publication of new regulations by the Government.

Chichester Festival Theatre

The committee was scheduled to receive the 2023/24 annual report ⁸ from Chichester Festival Theatre ⁹ and assess performance in line with its monitoring framework.

The council awarded Chichester Festival Theatre an annual cultural grant of £187,500 in December 2016. This grant was extended until March 2026 by the Cabinet and full council.

The theatre was also awarded £1,772,234 per year for the period 2023-2026 by Arts Council England ¹⁰.

The theatre was required to report on its performance against a number of measures in accordance with the monitoring framework:

• Programming: The theatre's programme was required to include new commissions, and to offer a diverse range of work aimed at attracting a broad audience.
  • Audiences: The theatre was required to maintain and develop its theatrical offering to residents of the district and to report on the geographic spread of its audience.
  • Economic Impact: The theatre was required to provide information on its gross economic impact, including details of its net payroll, catering payroll, spending with suppliers, total audience numbers, and spending per audience member.
  • Community Engagement: The theatre was required to provide details of its work with local partners, schools, and community groups.
  • Learning, Education and Participation: The theatre was required to provide details of its work with young people and families, including its Learning, Education and Participation (LEAP) programme.
  • Social Impact: The theatre was required to provide details of its social impact, including details of its work with young people, families, and the local community.
  • Funding: The theatre was required to provide details of its funding, including details of any new and alternative sources of funding.

The report stated that the information provided by the theatre had been reviewed by officers, who felt that the theatre had met all of the requirements of the monitoring framework.

Pallant House Gallery

The committee was also scheduled to receive the 2023/24 annual report ¹¹ from Pallant House Gallery and assess performance in line with its monitoring framework.

The council awarded the gallery an annual cultural grant of £130,000 in December 2016 for the years 2018-2022. This grant was extended until March 2026 by the Cabinet and full council.

The gallery was required to report on its performance against a number of measures in accordance with the monitoring framework:

• Programming: The gallery was required to provide details of its exhibition programme and other events.
  • Audiences: The gallery was required to report on its visitor numbers, including details of the geographic spread of its audience, and the number of visitors from within the district. The Gallery was also required to detail initiatives to attract new visitors.
  • Economic and Social Impact: The gallery was required to provide details of its work to understand its economic and social impact, both within the district and beyond.
  • Education: The gallery was required to maintain and further enhance its social impact by providing details of its work with young people and families, including schools, colleges and universities.
  • Community Programme: The gallery was required to provide details of its Community Programme within Chichester District, including a summary of the projects undertaken, and the number of participants and their geographic spread.
  • Volunteering: The gallery was required to provide a report on its volunteering opportunities, including details of the number of volunteers, their geographic spread, and training and opportunities provided to them.
  • Funding: The gallery was required to provide details of its work to diversify its funding streams and identify future opportunities.
  • Financial Stewardship: The gallery was required to demonstrate that it has ongoing internal arrangements to monitor and oversee the financial stewardship of the organisation.
  • Strategic Projects: The gallery was required to describe any strategic projects that ensure its future success as a resilient and sustainable organisation.

The report stated that the information provided by the gallery had been reviewed by officers, who believe they have met all of the requirements of the monitoring framework.

Leisure Services

The committee was also scheduled to receive an annual report from Everyone Active (Sport and Leisure Management Ltd) on the performance of the leisure services they provide on behalf of Chichester District Council.

The council awarded a 10-year leisure contract to Sport and Leisure Management Limited (SLM), trading as Everyone Active, on 1 May 2016. The contract included an option to extend for a further 5 years.

The council agreed variations to the contract due to the COVID pandemic, and in 2023/24, a revised Leisure Operator’s Base Trading Account (LOBTA) was agreed, to take account of the slow return of customers following the pandemic, the increase in utility costs and the impact of the cost-of-living crisis.

The report stated that attendance at leisure centres across the district had increased by 19% year on year. It also noted that Everyone Active had delivered social value to the district equating to £3.2 million during the period, through a number of programmes aimed at improving the health and wellbeing of residents. The committee was asked to note the performance of the leisure contract.