The Melton Council Cabinet met to discuss budget monitoring, treasury management, complaints, performance, climate change, and town centre design, with a focus on ensuring financial stability and enhancing the local environment. The cabinet approved recommendations for grant funding, the Climate Change Internal Action Plan, and the Melton Mowbray Town Centre Design Guidance Supplementary Planning Document (SPD).

• Local Authority Housing Fund (LAHF3) Grant Funding Update
• Melton Mowbray Town Centre Design Supplementary Planning Document
• Climate Change Internal Action Plan
• Budget Monitoring and Treasury Management
• Annual Complaints Report 2024/25
• Performance, Risk and Feedback Report 2025/26, Quarter 1
• Asset Management Plan for Corporate Assets

Local Authority Housing Fund (LAHF3) Grant Funding Update

The Cabinet approved recommendations regarding the Local Authority Housing Fund (LAHF3) Grant Funding Update. Details of the recommendations were not made public as the report was heard in private session.

Melton Mowbray Town Centre Design Supplementary Planning Document

The Cabinet recommended that the Council formally adopt the final version of the Melton Mowbray Town Centre Design Guidance Supplementary Planning Document (SPD). The SPD provides detailed design guidance for the town centre, including public spaces, shop fronts, and wayfinding, and will complement the Melton Local Plan, acting as a material consideration for planning applications.

The Cabinet noted comments received during the public consultation period, where 43 responses were received. Changes were made to the final version of the SPD as a result of the consultation, including:

• Inserting text in section 1.2 to clarify that the SPD applies within the Town Centre Boundary identified in the Local Plan.
• Inserting text in section 2.3 to note that highway works must comply with the Leicestershire Highway Design Guide and obtain necessary consents.
• Inserting text in section 3.1 to state that public spaces should be designed to reduce crime and the fear of crime.
• Inserting text in section 4.3 to ensure proposals account for the needs of visually impaired users.
• Inserting a new subheading in section 4.4 regarding the Value of Trees, referencing a tree species selection guide.
• Inserting text in section 5.4 regarding upper floor advertisements.
• Amending criteria 4 in section 5.7 to correct a typographical error.
• Amending the timber section in section 5.7 to replace marine plywood with splice repairs in matching timber using traditional techniques .
• Inserting text in section 6.2 to encourage wayfinding signs to signpost accessibility-friendly routes.

Climate Change Internal Action Plan

The Cabinet approved the Climate Change Internal Action Plan, recognising the need for internal collaboration and cross-departmental working to deliver the plan. The plan aims to co-ordinate climate action, provide leadership, and deliver on the council's climate commitments, with the ambition of achieving net-zero emissions by 2036¹.

The plan was informed by reports from the Association of Public Service Excellence (APSE) and CDP (Carbon Disclosure Project), as well as input from council departments and members of the Climate Change Working Group. The plan identifies key action areas, including:

• Buildings: Improving energy efficiency.
• Transport: Reducing emissions from council travel.
• Waste: Minimising waste from products.
• Homes: Improving energy efficiency of council homes.
• Sustainable Procurement: Reducing environmental impacts in the supply chain.
• Engagement: Encouraging energy saving and low-carbon behaviour among staff.
• Green Strategy & Plans: Embedding climate actions in strategy, policy and plans.

Budget Monitoring and Treasury Management

The Cabinet noted the year-end forecast and financial position for the General Fund and Special Expenses at 30 June 2025, as well as the financial position on the Housing Revenue Account (HRA) at the same date. They also noted the quarter 1 position on treasury activity and Prudential Indicators for 2025-26.

For the General Fund, budget holders are forecasting a £179,000 underspend, and for Special Expenses, a £17,000 underspend. There is a projected £250,000 overspend against the capital programme due to a shortfall in funding from the Department for Environment, Food and Rural Affairs (DEFRA) for the purchase of food waste vehicles.

For the HRA, a revenue overspend of £144,000 is projected, including additional investment income of £44,000. An underspend of £1.69 million is projected for capital spend, with a request to carry forward £670,000 into 2026-27.

The weighted average rate of return earned on investments for the financial year to 30th June 2025 was 4.66%, above the benchmark average of 4.31%.

Annual Complaints Report 2024/25

The Cabinet approved the council's complaints annual submission, comprised of a self-assessment and an annual complaints performance and service improvement report, to be submitted to the Housing Ombudsman (HO) by 30 September 2025. They also noted the Local Government and Social Care Ombudsman (LGSCO) Annual Review Letter 2024/25.

The council received 177 formal complaints in 2024/25, an increase from 134 the previous year, with 109 (61.58%) being upheld or partially upheld. The main reasons for complaints were quality of service, unreasonable delay, treatment & behaviour, processes & procedures not followed, and issues not resolved informally.

The LGSCO dealt with 14 complaints relating to Melton Borough Council, with 6 being closed after assessment and 2 being investigated, none of which were upheld.

Performance, Risk and Feedback Report 2025/26, Quarter 1

The Cabinet noted the contents of the Performance, Risk and Feedback Report for Quarter 1 of 2025/26, which provided an update on progress against the council's Vision 36 and Corporate Delivery Plan.

Of the 42 targeted performance indicators, 60% were on track, 7% were within tolerance, and 33% were not hitting target.

Key performance areas included:

• Waste Management: An update has been received in respect of the Extended Producer Responsibility Grant with an estimated £179k increase.
• Development Control: High staff turnover has led to vacancy savings of £20k.
• Cattle Market: Income from cattle sales is exceeding expectations.
• Car Parking: £50k shortfall in income consisting of loss during the suspension period, and other general shortfall.
• Industrial Estates: Vacant units have resulted in a loss of income and additional costs in relation to NNDR, utilities and maintenance.
• Corporate Repairs and Maintenance: The reactive budget has already been exceeded and there are further works required.
• Melton Lifeline: Income shortfall due to 120 fewer customers transferring from the HRA's Intensive Housing Management Service than anticipated.
• People Directorate: There was no budget included for postage costs, which are forecast to be £15k, following the historic transfer of the Revenues and Benefits service to the Great Council portfolio.
• Elections: Final claim for Parliamentary election is less than was accrued for at the year end.
• Welland Procurement Unit: The income budget anticipated that an additional local authority member would be brought on board in 2025/26, but the bid was unsuccessful.
• Legal Services: Agency costs rising due to vacant posts and to additional demand on legal services, net of salary savings.
• Corporate Costs (Finance): The majority of the outstanding external audit fees covering the period 2019/20 to 2023/24 have now been finalised.
• Emergency Planning: Unspent EU Exit funding to be released to the General Fund.
• Pay award: The National Joint Agreement pay award, covering spinal points up to 43, has been settled at 3.2%, resulting in forecast salary savings of £34k.
• Investment Income: Interest rates remain higher than forecast.

The report also highlighted strategic risks, including failure to secure financial stability, implementation of food waste collection arrangements, and uncertainties regarding future leisure provision.

Asset Management Plan for Corporate Assets

The Cabinet agreed to have regard for the Scrutiny Committee’s feedback on the Asset Management Plan for Corporate Assets. The Scrutiny Committee met on 17 July 2025, and raised the following points:

• A query was raised on what restrictions could prevent the sale of the site 1b, whilst it was recognised that a full response couldn't be given without input from the legal team, Officers stated that the statutory process must be followed in line with the regulations in readiness for the sale to proceed.
• Following a query, it was confirmed that there would be no impact on the current or future operation of the cattle market as a result of the sale of site 1b.
• A Member asked whether there is going to be a recharge to the Special Expenses precept including the cost of the management software. In response, it was confirmed that there wouldn't be a recharge because funding was secured as part of capital funding.
• In response to a question on whether the money would benefit the Council in assets developed or would it go on administration costs, it was explained that the funding is capital expenditure and includes the redesign and development of Parkside and Phoenix House.
• A query was raised as to why Members should expect progress on the Asset Development Plan when the conversation has been had many times over the last three years. In response, Members were informed that work has already been commissioned and procured.
• A comment was made in relation to the risk and mitigation section and that all projects are labelled as medium risk and therefore more information is required.
• In response to a question regarding to the magnitude of savings in relation to the asset management plan, Members were informed that the savings would be presented to Cabinet in due course.
• The property on King Street was queried and the comment was made that the previous owners should have been made to maintain it. In response, the Director for Place and Prosperity stated that the site previously had funding from the National Lottery Heritage Fund, so when Officers received the authorisation to sell the site, it was discovered that potentially would trigger a repayment of that funding. The team then contacted the funding body and a response was received. Officers have now commissioned a further piece of work around Melton Mowbray's historic assets.