Agenda, decisions and minutes

Councillors are requested to declare any interests on items included in this agenda. Please refer to the workflow on the preceding page for guidance.

Declarations received will be reported at the meeting.

There were no declarations of interest made on this occasion.

To confirm and sign as a correct record the minutes of the Meeting held on 1 September 2021.

The Minutes of the Cabinet meeting held on 1 September were confirmed and signed as a correct record.

To receive any public questions, statements or petitions submitted in accordance with the Constitution. Further information on the requirements for submitting these is available to view at the following link: -

https://democracy.bcpcouncil.gov.uk/ieListMeetings.aspx?CommitteeID=151&Info=1&bcr=1

The deadline for the submission of public questions is 4 clear working days before the meeting.

The deadline for the submission of a statement is midday the working day before the meeting.

The deadline for the submission of a petition is 10 working days before the meeting.

The Leader advised that there had been no questions, statements or petitions received from members of the public on this occasion.

To consider recommendations from the Overview and Scrutiny Board on items not otherwise included on the Cabinet Agenda.

Cabinet was advised that there were no additional recommendations from the Overview and Scrutiny Board on items not otherwise included on the Cabinet Agenda on this occasion.

This report sets out how the Council can bring forward an innovative approach to the way we manage regeneration and development.  Change is needed to bridge the gap between the massive opportunity presented by the sites the Council owns or influences and the Council’s delivery capacity.  This report describes how by forming a Council-Owned Urban Regeneration Company (URC) the Council will enable investment to be delivered at a greater pace and scale without compromising the quality and sustainability of development.  The report also considers the future role of the Bournemouth Development Company (BDC) and the plans for delivering the Bournemouth Town Deal for Boscombe.  It covers the following issues:

·       The formation and funding of a URC to provide the Council with the development management expertise and capacity it will need to develop key sites, at pace.

·       The creation of a Commissioning Plan and Delivery Team to provide oversight of all regeneration and development activity whether undertaken by the URC, by BDC or the Boscombe Towns Fund Board.

·       Changes to the governance arrangements within BDC which flow from a review undertaken by consultants and following the introduction of Muse Developments as BDC’s new Development Manager.

·       Decisions about BDC’s Winter Gardens scheme that will enable planning permission to be secured allowing minor-material amendments to be expedited and work to proceed in preparing the site for development including the demolition of properties on Exeter Road, utility diversions and power supply upgrading works.

·       Decisions about the Heads of Terms, project priorities and budgets needed to take the Bournemouth Town Deal proposals for Boscombe Town Centre forward to detailed business case development and project implementation.

RESOLVED that: -

(a)      Cabinet approve the proposals made in the report and delegate authority to the Chief Executive to approve the necessary legal documents; and

(b)      Cabinet note that the URC business plan will be brought to Cabinet for approval no later than October 2021;

RECOMMENDED that: -

(c)      Cabinet recommends that Council approve £3.404m of additional resources to support the regeneration programme in 2021/22.

RESOLVED that: -

(d)      Cabinet notes the £3.470m of additional resources requested to support the regeneration programme in 2022/23 and £1.331m per annum from 2023/24 onwards;

(e)      Cabinet notes that the additional resources for 2022/23 onwards will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022;

(f)       Acknowledge the novation of the development management services agreements for the Bournemouth Development Company (BDC) to Muse Developments Limited as described in the report and approve the Council’s entry into a deed of variation to implement corresponding updates to the Members’ Agreement.

(g)      Approve work to be done by BDC to secure the outline planning consent agreed in 2018 including the completion of building demolitions on the Exeter Road site shown at appendix 1 which are derelict, incurring business rates obligations and attracting anti-social behaviour problems and attendant health and safety risks and the commencement of utility diversion and power supply upgrading works.

Note that, on 3 March 2021, the Council received the Heads of Terms of an offer to provide a ‘Town Deal’ for Boscombe Town Centre which was accepted by the Town Deal Board on 24 March 2021 and confirmed with a conditional allocation of project funding on 4^th May.

(h)      Approve the Town Deal projects agreed with the MHCLG and provide the necessary support to develop these in sufficient detail so that Business Cases can be completed for consideration by the MHCLG by May 2022.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reasons

URC proposal

An Urban Regeneration Company has been formed to ensure BCP has the capacity, expertise, and resources to drive investment in regeneration and unlock value from major council owned sites; it will also enable BCP to deliver new homes and create well designed, local neighbourhoods.

Bournemouth Development Company (BDC)

The proposed changes to the governance of BDC flow from an independent review, commissioned by the Council’s Chief Executive. Their aim is to ensure greater clarity of roles, transparency, and accountability in the relationship between the Council and the company.

Bournemouth Towns Fund

In May 2021, the MHCLG confirmed the conditional award of £21.7m to support the regeneration of Boscombe Town Centre. The Council is accountable for these funds and will need to ensure that they are properly invested to deliver the intended outcomes by March 2026. Cabinet approval of the projects agreed with the MHCLG is needed to enable business cases to be developed for each project.

The Portfolio Holder for Regeneration, Economy and Strategic Planning presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book.

Cabinet was advised that the report sets out how the Council can bring forward an innovative approach to the way we manage regeneration and development, and that change was needed to bridge the gap between the massive opportunity presented by the sites the Council owns or influences and the Council’s delivery capacity. 

In relation to this Cabinet was informed that this report describes how by forming a Council-Owned Urban Regeneration Company (URC) the Council will enable investment to be delivered at a greater pace and scale without compromising the quality and sustainability of development, and that the report also considers the future role of the Bournemouth Development Company (BDC) and the plans for delivering the Bournemouth Town Deal for Boscombe. 

Cabinet was further advised that the report covered the following issues:

·       The formation and funding of a URC to provide the Council with the development management expertise and capacity it will need to develop key sites, at pace.

·       The creation of a Commissioning Plan and Delivery Team to provide oversight of all regeneration and development activity whether undertaken by the URC, by BDC or the Boscombe Towns Fund Board.

·       Changes to the governance arrangements within BDC which flow from a review undertaken by consultants and following the introduction of Muse Developments as BDC’s new Development Manager.

·       Decisions about BDC’s Winter Gardens scheme that will enable planning permission to be secured allowing minor-material amendments to be expedited and work to proceed in preparing the site for development including the demolition of properties on Exeter Road, utility diversions and power supply upgrading works.

·       Decisions about the Heads of Terms, project priorities and budgets needed to take the Bournemouth Town Deal proposals for Boscombe Town Centre forward to detailed business case development and project implementation.

The Vice Chair of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had comprehensively discussed the report and raised concerns in respect of the bringing together of all these matters in one report and of the governance arrangements.

In relation to this the Portfolio Holder detailed the two levels of governance and highlighted the skilled nature of those involved.

RESOLVED that: -

(a)       Cabinet approve the proposals made in the report and delegate authority to the Chief Executive to approve the necessary legal documents; and

(b)       Cabinet note that the URC business plan will be brought to Cabinet for approval no later than October 2021;

RECOMMENDED that: -

(c)       Cabinet recommends that Council approve £3.404m of additional resources to support the regeneration programme in 2021/22.

RESOLVED that: -

(d)       Cabinet notes the £3.470m of additional resources requested to support the regeneration programme in 2022/23 and £1.331m per annum from 2023/24 onwards;

(e)       Cabinet notes that the additional resources for 2022/23 onwards will  ...  view the full minutes text for item 55.

Bournemouth, Christchurch and Poole Council (BCP Council) has created a High Streets and District Centres Strategy (Appendix 1) to ensure high streets and district centres are fit for the future, becoming vibrant, thriving and enjoyable locations for everyone. At its heart is the intent to positively and proactively intervene where and if appropriate.

The Strategy looks at our high streets and district centres through the lens of economic growth, focusing on creating an environment for economic vibrancy and enabling a high quality, world-class visitor experience. It is designed to set the objectives and form the framework for a series of more detailed project-specific Action Plans. 

RESOLVED that Cabinet: -

(a)       Support and adopt the High Streets and District Centres Strategy as a?framework for?the future of the?high streets and district centres in the Bournemouth, Christchurch and Poole area (BCP area);

(b)       Recognise that delivery of the Strategy using Action Plans is an evolving process;  

(c)       Understand that the Strategy could be subject to further consultation;

(d)       Enable the Strategy to be made into a visually appealing document for publication;  

(e)       Delegate responsibility to the Director, Economic Development to analyse the ‘Reimagining Your High Streets’ Engagement HQ report and, if required, commission activities to create Action Plans for high streets and district centres in the BCP area; and

(f)        Authorise the Director, Economic Development to apportion £100,000 to undertake these initial Action Plans and fund appropriate projects, in accordance with the Officer Decision Record for Additional Restrictions Grants (ARG4) dated July 2021, and identified in part 2 (c) of Stream 4 – ‘Funding partners to provide Town & District Centre Support (£275k)’

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reason

The Strategy will help deliver the Council’s strategic aims and objectives including the Dynamic Places, Connected Communities and Sustainable Environment objectives in the Corporate Strategy. It is therefore recommended that BCP Council supports the High Streets and District Centres Strategy.

The Portfolio Holder for Regeneration, Economy and Strategic Planning presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book.

Cabinet was advised that Bournemouth, Christchurch and Poole Council (BCP Council) has created a High Streets and District  Centres Strategy (Appendix 1), and that the aim of this was to ensure that high streets and district centres are fit for the future, becoming vibrant, thriving and enjoyable locations for everyone.

In relation to this Cabinet was informed that at its heart is the intent to positively and proactively intervene where and if appropriate.

Cabinet was further advised that the Strategy looks at our high streets and district centres through the lens of economic growth, focusing on creating an environment for economic vibrancy and enabling a high quality, world-class visitor experience, and that it is designed to set the objectives and form the framework for a series of more detailed project-specific Action Plans. 

The Vice Chair of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had welcomed the report and that they were looking forward to the next phase.

RESOLVED that Cabinet: -

(a)        Support and adopt the High Streets and District Centres Strategy as a?framework for?the future of the?high streets and district centres in the Bournemouth, Christchurch and Poole area (BCP area) 

(b)        Recognise that delivery of the Strategy using Action Plans is an evolving process 

(c)        Understand that the Strategy could be subject to further consultation 

(d)        Enable the Strategy to be made into a visually appealing document for publication 

(e)        Delegate responsibility to the Director, Economic Development to analyse the ‘Reimagining Your High Streets’ Engagement HQ report and, if required, commission activities to create Action Plans for high streets and district centres in the BCP area

(f)         Authorise the Director, Economic Development to apportion £100,000 to undertake these initial Action Plans and fund appropriate projects, in accordance with the Officer Decision Record for Additional Restrictions Grants (ARG4) dated July 2021, and identified in part 2 (c) of Stream 4 – ‘Funding partners to provide Town & District Centre Support (£275k)’

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Community Infrastructure Levy (CIL) is collected from development and used to fund infrastructure necessary to support planned growth set out by the local plan. CIL receipts are around £5 million per year and split up as follows in accordance with legislation:

·       Strategic CIL – 80%

·       Neighbourhood Portion – 15% (rising to 25% if a neighbourhood plan is in place)

·       Admin – 5%

We need to put in place a formal process to agree the spending priorities for Strategic CIL. Currently decisions are made in accordance with the Financial Regulations depending upon spending amount, requiring either Cabinet and Council agreement or delegated to the Chief Operations Officer or Head of Planning.

To enable all service providers across the Council to have better access to Strategic CIL and to provide transparent governance, we propose that CIL project spend is governed by a new Future Infrastructure Programme Board, replacing the current Futures Fund Programme Board. This Board would benefit from the addition of the Chief Operations Officer and the Head of Planning that cover Planning. The Board would engage with service providers and review all requests for project funding and decide whether Futures Fund and/or Strategic CIL is suitable. This would better align the Council’s capital infrastructure planning.

The System Leadership Team set up a task and finish group to explore the potential for new housing development to contribute towards NHS health care infrastructure. The recommendations of the task and finish group were fed back and approved by the System Leadership Team in August 2020. If agreed, the Future Infrastructure Programme Board can review the NHS request and report back to Cabinet with a recommendation.

The Council has a duty to publish the Infrastructure Funding Statement on an annual basis. The 2020/21 version sets out all CIL and planning obligations requested, received, spent, allocated to projects and monies held by the Council on 1 April 2021.

RESOLVED that Cabinet: -

(a)         approve the change in name of the Futures Fund Programme Board to Future Infrastructure Programme Board and increase its scope to also consider Strategic CIL spending proposals;

(b)         approve the governance arrangements of the newly named Future Infrastructure Programme Board to include the Council’s Chief Operations Officer and Head of Planning as Board members;

(c)         agree that the newly named Future Infrastructure Programme Board recommend the Strategic CIL spending priorities, and report this back to Cabinet within the calendar year alongside the final Infrastructure Funding Statement for 2020/21; and

(d)         agree to engage with service providers through the Future Infrastructure Programme Board to ensure Strategic CIL helps deliver the necessary infrastructure to support planned growth.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reasons

The Futures Fund Programme Board reviews capital infrastructure spending and by reforming as the Future Infrastructure Programme Board and linking in Strategic CIL, it will ensure that infrastructure planning is aligned and well planned. Cabinet setting the spending priorities will provide a clear direction for the Board to awards funds to projects.

The Systems Leadership Team recommended that the NHS as an infrastructure service provider can bid for CIL monies for 2020/21. The new Future Infrastructure Programme Board will engage with all service providers and provide a further level of scrutiny of the NHS request to ensure that the request is aligned with our spending priorities before making a recommendation to Cabinet.

The Council has a duty to publish the Infrastructure Funding Statement each calendar year and to set out its spending priorities for CIL.

The Portfolio Holder for Regeneration, Economy and Strategic Planning presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

Cabinet was reminded that the Community Infrastructure Levy (CIL) is collected from development and used to fund infrastructure necessary to support planned growth set out by the local plan.

In relation to this Cabinet was advised that CIL receipts are around £5 million per year and split up as follows in accordance with legislation:

·       Strategic CIL – 80%

·       Neighbourhood Portion – 15% (rising to 25% if a neighbourhood plan is in place)

·       Admin – 5%

In relation to this Cabinet was informed that the council need to put in place a formal process to agree the spending priorities for Strategic CIL, and that currently decisions are made in accordance with the Financial Regulations depending upon spending amount, requiring either Cabinet and Council agreement or delegated to the Chief Operations Officer or Head of Planning.

Cabinet was advised that to enable all service providers across the Council to have better access to Strategic CIL and to provide transparent governance, it was proposed that CIL project spend is governed by a new Future Infrastructure Programme Board, replacing the current Futures Fund Programme Board and that this Board would benefit from the addition of the Chief Operations Officer and the Head of Planning that cover Planning. Cabinet was informed that the Board would engage with service providers and review all requests for project funding and decide whether Futures Fund and/or Strategic CIL is suitable, and that this would better align the Council’s capital infrastructure planning.

Cabinet was further advised that the System Leadership Team had set up a task and finish group to explore the potential for new housing development to contribute towards NHS health care infrastructure, and that the recommendations of the task and finish group were fed back and approved by the System Leadership Team in August 2020. If agreed, the Future Infrastructure Programme Board can review the NHS request and report back to Cabinet with a recommendation.

Cabinet was informed that the Council has a duty to publish the Infrastructure Funding Statement on an annual basis, and that the 2020/21 version sets out all CIL and planning obligations requested, received, spent, allocated to projects and monies held by the Council on 1 April 2021.

The Vice Chair of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had welcomed the new additions to the board and stressed the importance of their being opposition members on the board for the purposes of transparency.

RESOLVED that Cabinet: -

(a)          approve the change in name of the Futures Fund Programme Board to Future Infrastructure Programme Board and increase its scope to also consider Strategic CIL spending proposals;

(b)          approve the governance arrangements of the newly named Future Infrastructure Programme Board to include the Council’s Chief Operations Officer and  ...  view the full minutes text for item 57.

A key building block to a thriving place with satisfied residents and visitors is a streetscene that is clean, green and safe. We want our conurbation to have a clean & sustainable physical environment; to be somewhere where people feel safe and secure; to be an environment that people treat with respect; and to be a place that people have pride in.

Launched in December 2020 the Council’s Cleaner, Greener, Safer programme is a commitment to ensuring the place based issues that matter amongst our communities are sustainably addressed and engender a sense of pride amongst communities to come together to achieve a better environment for all.

This report seeks to secure investment across key themes that supports Bournemouth Christchurch and Poole Council’s Big Plan’s vision for a world-class city region and restores a street level sense of pride in our place.

RESOLVED that:-

(a)          Members endorse the Cleaner, Greener, Safer programme ambitions;

RECOMMENDED that:-

(b)          Council approve £514k of additional revenue resources to support the Cleaner, Greener, Safer programme in 2021/22;

RESOLVED that:-

(c)          Cabinet approves a £674k Cleaner, Greener, Safer capital investment programme funded from prudential borrowing;

(d)          Cabinet notes the £3.789m of additional revenue resources requested in 2022/23 and £2.483m per annum from 2023/24 onwards;

(e)          Cabinet notes the £3.789m of additional revenue resources for 2022/23 and £2.438m per annum from 2023/24 onwards will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022.

Voting: Unanimous

Portfolio Holder: Environment, Waste and Cleansing

 Communities

Reason

The recommendations seek to secure investment across key themes to support Bournemouth Christchurch and Poole Council’s Big Plan vision for a world-class city region. This ambitious programme will restore a street level visible sense of pride and safety in our place and achieve improved delivery within those highly visible services which are of significant importance for our residents.

The programme also includes an investment commitment aligned to the Council’s Climate and Ecological Emergency declaration to protect and enhance our precious greenspaces for our communities and wildlife, increase urban greening and promote and increase health and wellbeing via improved access to greenspace and sustainable travel routes.

The Portfolio Holder for Environment, Waste and Cleansing presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'D' to these Minutes in the Minute Book.

Cabinet was informed that a key building block to a thriving place with satisfied residents and visitors is a streetscene that is clean, green and safe, and that the aim was for the BCP conurbation to have a clean & sustainable physical environment; to be somewhere where people feel safe and secure; to be an environment that people treat with respect; and to be a place that people have pride in.

In relation to this Cabinet was advised that launched in December 2020 the Council’s Cleaner, Greener, Safer programme is a commitment to ensuring the place based issues that matter amongst our communities are sustainably addressed and engender a sense of pride amongst communities to come together to achieve a better environment for all, and that the the report seeks to secure investment across key themes that supports Bournemouth Christchurch and Poole Council’s Big Plan’s vision for a world-class city region and restores a street level sense of pride in our place.

The Vice Chair of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board had resolved to make the following recommendation to Cabinet in respect of this item.

That Cabinet note that pesticides do not just harm the organisms that they are designed to control. They also have a major impact on non-target organisms, including people. Alternative weed treatments will continue to be explored.

In relation to this the Portfolio Holder for Environment, Waste and Cleansing thanked the Board for their recommendation and advised that whilst not proposing to include the recommendation within the resolutions that he would support the proposal that alternative weed treatments would continue to be explored.

RESOLVED that:-

(a)           Members endorse the Cleaner, Greener, Safer programme ambitions;

RECOMMENDED that:-

(b)           Council approve £514k of additional revenue resources to support the Cleaner, Greener, Safer programme in 2021/22;

RESOLVED that:-

(c)           Cabinet approves a £674k Cleaner, Greener, Safer capital investment programme funded from prudential borrowing;

(d)           Cabinet notes the £3.789m of additional revenue resources requested in 2022/23 and £2.483m per annum from 2023/24 onwards;

(e)           Cabinet notes the £3.789m of additional revenue resources for 2022/23 and £2.438m per annum from 2023/24 onwards will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022.

Voting: Unanimous

Portfolio Holder: Environment, Waste and Cleansing

The Ombudsman’s national report has highlighted that there is an increased strain upon Council complaints processes nationally with the Ombudsman upholding 67% of the complaints it investigates nationally.

BCP Council’s figures reflect the national picture, with the uphold rate slightly above the national average at 69%. The cost of upheld complaints is increasing with Ombudsman financial remedies costing BCP Council £5,877 in the last financial year, 2020/21.

The trends highlighted by the Ombudsman have continued so far in 2021/22 for BCP Council. The current uphold rate for investigated complaints up to end of July 2021 is at 73%, with financial remedies so far costing more than £12,750.

Work is underway to centralise complaint handling which is expected to ease pressure on frontline services and enhance the quality and speed of complaint resolution.

RESOLVED that:-

(a)          Cabinet note the Local Government and Social Care Ombudsman’s Annual Report; and

(b)          Cabinet note the plans for future complaint handling

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

Good public administration is more important than ever and managing complaints effectively is not simply a transactional process. The public experience of local services provides unique insight that can be harnessed as a key driver for learning and improvement.

Cabinet members should be kept informed regarding the Council’s performance in relation to the Local Government and Social Care Ombudsman and of the steps it is taking to improve the way the council manages complaints.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'E' to these Minutes in the Minute Book.

Cabinet was advised that the Ombudsman’s national report has highlighted that there is an increased strain upon Council complaints processes nationally with the Ombudsman upholding 67% of the complaints it investigates nationally, and that BCP Council’s figures reflect the national picture, with the uphold rate slightly above the national average at 69%. The cost of upheld complaints is increasing with Ombudsman financial remedies costing BCP Council £5,877 in the last financial year, 2020/21.

Further to this Cabinet was informed that the trends highlighted by the Ombudsman have continued so far in 2021/22 for BCP Council, and that the current uphold rate for investigated complaints up to end of July 2021 is at 73%, with financial remedies so far costing more than £12,750.

Cabinet was advised that work is underway to centralise complaint handling which is expected to ease pressure on frontline services and enhance the quality and speed of complaint resolution.

RESOLVED that:-

(a)           Cabinet note the Local Government and Social Care Ombudsman’s Annual Report; and

(b)           Cabinet note the plans for future complaint handling

Voting: Unanimous

Portfolio Holder: Leader of the Council

This report includes 2021/22 budget monitoring information as at the end of June 2021.

The projection for the 2021/22 revenue account is an overspend of £12.6 million within services. The application of one-off central resources reduces this to £7.6 million. A mitigation strategy has been developed against this sum should attempts to deliver services within the constraints of their original budgets prove unsuccessful.

This position assumes full delivery of the £7.5m transformation programme savings target for 2021/22. At this stage £2.4m has been delivered and a full progress report will be included in the second quarter budget monitoring report once the savings from the council’s smarter structures and third party spend programmes have been confirmed.

The updated 2021/22 projections for reserve movements, the capital programme and housing revenue account (HRA) are also included.

RESOLVED that Cabinet:-

(a)      Note the contents of the report;

(b)      Agree the acceptance of revenue grants in paragraph 62;

(c)      Agree the acceptance of capital grants in paragraph 73;

RECOMMENDED that:-

(d)      Council approve the £1 million allocation from the contain outbreak management fund (COMF) as set out in paragraph 55; and

(e)      Council approve the capital virements as set out in paragraph 74

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

To comply with accounting codes of practice and best practice which requires councils to regularly monitor the annual budget position. To comply with the council’s financial regulations regarding budget virements.

The Leader of the Council presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'F' to these Minutes in the Minute Book.

Cabinet was advised that this report includes 2021/22 budget monitoring information as at the end of June 2021, and that the projection for the 2021/22 revenue account is an overspend of £12.6 million within services, and that the application of one-off central resources reduces this to £7.6 million. In relation to this Cabinet was informed that a mitigation strategy has been developed against this sum should attempts to deliver services within the constraints of their original budgets prove unsuccessful.

Further to this Cabinet was informed that this position assumes full delivery of the £7.5m transformation programme savings target for 2021/22, and that at this stage £2.4m has been delivered and a full progress report will be included in the second quarter budget monitoring report once the savings from the council’s smarter structures and third party spend programmes have been confirmed.

In addition Cabinet was advised that the updated 2021/22 projections for reserve movements, the capital programme and housing revenue account (HRA) are also included.

RESOLVED that Cabinet: -

1.             Note the contents of the report;

2.            Agree the acceptance of revenue grants in paragraph 62;

3.            Agree the acceptance of capital grants in paragraph 73;

RECOMMENDED that: -

4.            Council approve the £1 million allocation from the contain outbreak management fund (COMF) as set out in paragraph 55; and

5.            Council approve the capital virements as set out in paragraph 74

Voting: Unanimous

Portfolio Holder: Leader of the Council

This report outlines the proposal to approve and adopt the Bournemouth, Christchurch and Poole Council’s Voluntary and Community Sector and Volunteering Strategy.

The vision of the strategy is to ensure that Bournemouth, Christchurch and Poole is a vibrant, connected community which provides meaningful opportunities for volunteering and empowers a thriving voluntary and community sector to help support community needs.

The strategy details how we aim to achieve the vision through:

-        A set of key principles and framework for how the council will collaborate and work together with the voluntary and community sector to support local communities.

-        Recognising the impact of COVID-19 and identifying ways to help communities to recover, as well as learning from the crisis response that brought some residents closer together.

-        Developing a volunteering strategy that creates opportunities that are accessible and enable residents to play an active role in helping others and themselves, through formal volunteering, neighbourliness, work experience and related opportunities.

The strategy is accompanied by a three-year delivery plan. The strategy and delivery plan have been informed and developed through public consultation and stakeholder engagement with a range of organisations, community groups and individuals.

The report outlines the proposal to allocate funding to a dedicated Volunteer Coordinator to facilitate and support the delivery of the plans. 

RESOLVED that:-

(a)      Cabinet adopts the BCP Council’s Voluntary and Community sector and Volunteering Strategy and Delivery Plan;

(b)      Cabinet notes the £33k of annual additional resources requested to support a Volunteer Coordinator to facilitate delivery of the plans from 2022/23 onwards;

(c)      Cabinet notes that the £33k of annual additional resources will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022; and

(d)      Cabinet recognises the significant impact that Covid has had on the state of the local voluntary and community sector and the increased demand on services that organisations are experiencing.

Voting: Unanimous

Portfolio Holder: Leader of the Council

 Adults

Reason

To recognise the fundamental role that the voluntary and community sector and volunteers had, and continues to have, in supporting our communities during the pandemic and to ensure that the voluntary and community sector is supported to recover from the significant impact the pandemic has had on their operation, finances and trustees.

To recognise that half of the VCS organisations that responded to a local survey by CAN in the summer of 2021 said they are at risk of permanent closure within 12 months. It is important that the council understands and commits to effectively supporting the sector, both financially and through working relationships as outlined in the strategy, in order to empower the sector to thrive and be sustainable.

To recognise the continued pressure on council services and budgets, alongside the challenges of funding and resources within the voluntary and community sector and that it is essential that we all work together in partnership and collaboratively to share knowledge, expertise and resource to support a thriving sector and empower vibrant communities.

To support the transformation of the council, ensuring communities and partnerships are embedded in the heart of the council as part of its operating model and supporting the development of strength-based approaches to working with our communities.

To demonstrate our commitment to the development of an ambitious volunteering and social action strategy, that celebrates and builds on the volunteering and neighbourliness that already exists in our communities. Particularly learning from the recent community response to COVID-19 where communities came together to support each other.

This strategy enables us to achieve the outcomes in the BCP Council’s Big Plan and the Corporate Strategy regarding our commitment to developing vibrant communities, with an outstanding quality of life, where everyone plays an active role. Volunteers already work with the council in a variety of ways but there are opportunities to strengthen and extend the range of ways people can get involved to help others.

The Portfolio Holder for Adults presented a report alongside the Lead Member for Engagement, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'G' to these Minutes in the Minute Book.

Cabinet was advised that this report outlined the proposal to approve and adopt the Bournemouth, Christchurch and Poole Council’s Voluntary and Community Sector and Volunteering Strategy, and that the vision of the strategy is to ensure that Bournemouth, Christchurch and Poole is a vibrant, connected community which provides meaningful opportunities for volunteering and empowers a thriving voluntary and community sector to help support community needs.

1.    In relation to this Cabinet was informed that the strategy details how we aim to achieve the vision through:

-       A set of key principles and framework for how the council will collaborate and work together with the voluntary and community sector to support local communities.

-       Recognising the impact of COVID-19 and identifying ways to help communities to recover, as well as learning from the crisis response that brought some residents closer together.

-       Developing a volunteering strategy that creates opportunities that are accessible and enable residents to play an active role in helping others and themselves, through formal volunteering, neighbourliness, work experience and related opportunities.

2.     Further to this Cabinet was advised that the strategy is accompanied by a three-year delivery plan, and that the strategy and delivery plan have been informed and developed through public consultation and stakeholder engagement with a range of organisations, community groups and individuals, and that the report outlines the proposal to allocate funding to a dedicated Volunteer Coordinator to facilitate and support the delivery of the plans. 

RESOLVED that:-

a)            Cabinet adopts the BCP Council’s Voluntary and Community sector and Volunteering Strategy and Delivery Plan;

b)            Cabinet notes the £33k of annual additional resources requested to support a Volunteer Coordinator to facilitate delivery of the plans from 2022/23 onwards;

c)            Cabinet notes that the £33k of annual additional resources will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022; and

d)            Cabinet recognises the significant impact that Covid has had on the state of the local voluntary and community sector and the increased demand on services that organisations are experiencing.

Voting: Unanimous

Portfolio Holder(s): Leader of the Council

 Adults

This report details the development of the Connected Communities – BCP Council’s Community Engagement & Consultation Strategy 2021-2024. The purpose of this strategy is to provide clear principles about how the Council engages and consults with the local community. The report outlines the background, strategic context, engagement, and consultation principles, aims and actions to deliver this across the Council and seeks approval from Cabinet to adopt the strategy.

The strategy outlines a Council-wide approach to ensuring that our engagement and consultation processes are inclusive and accessible and enable us to engage with everyone including those whose voices are often seldom heard in the decision-making process.

RESOLVED that:-

(a)          Cabinet approves the Connecting Communities – BCP’s Community Engagement & Consultation Strategy 2021-2024 incorporating the BCP Council Engagement Principles and action plan;

(b)          Cabinet notes the £50k of annual additional resources requested to support the delivery of the plans from 2022/23 onwards; and

(c)          Cabinet notes that the £50k of annual additional resources will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022.

Voting: Unanimous

Portfolio Holder: Adults

Reasons

There is no statutory requirement to develop a Community Engagement and Consultation Strategy for BCP Council, however the development of a set of engagement principles, processes and standards provides clarity to the communities of Bournemouth, Christchurch, and Poole around the standards they can expect when engaging with the Council.

The development of a Community Engagement and Consultation Strategy enables us to develop the way we engage and consult with our communities, improving our engagement levels and ensuring a consistent approach across all areas of the Council.

The development of a Community Engagement & Consultation Strategy which details the approaches it will use to engaging and consulting with the community ensures that the Council is delivering its Corporate Plan priority of Connected Communities and its Vibrant Communities priority in Our Big Plan.

The details within the Strategy propose far reaching methods to ensure that alongside traditional methods of consultation we are reaching out to seek the views of those who would often not engage in mainstream consultation techniques. This will enable BCP Council to understand how to engage and consult with all sectors of society.

To support the transformation of the council, ensuring communities and partnerships are embedded in the heart of the council as part of its operating model and supporting the development of strength-based approaches to working with our communities.

This strategy enables us to achieve the outcomes in the BCP Council’s Big Plan and the Corporate Strategy regarding our commitment to developing vibrant communities, with an outstanding quality of life, where everyone plays an active role.

The Portfolio Holder for Adults presented a report alongside the Lead Member for Engagement, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'H' to these Minutes in the Minute Book.

Cabinet was advised that the report detailed the development of the Connected Communities – BCP Council’s Community Engagement & Consultation Strategy 2021-2024, and that the purpose of this strategy is to provide clear principles about how the Council engages and consults with the local community.

Further to this Cabinet was informed that the report outlined the background, strategic context, engagement, and consultation principles, aims and actions to deliver this across the Council and sought approval from Cabinet to adopt the strategy.

In addition Cabinet was informed that the strategy outlined a Council-wide approach to ensuring that our engagement and consultation processes are inclusive and accessible and enabled the council to engage with everyone including those whose voices are often seldom heard in the decision-making process.

RESOLVED that: -

(a)           Cabinet approves the Connecting Communities – BCP’s Community Engagement & Consultation Strategy 2021-2024 incorporating the BCP Council Engagement Principles and action plan;

(b)           Cabinet notes the £50k of annual additional resources requested to support the delivery of the plans from 2022/23 onwards; and

(c)           Cabinet notes that the £50k of annual additional resources will formally be recommended to Council as part of the 2022/23 budget and Medium-Term Financial Plan Update report in February 2022.

Voting: Unanimous

Portfolio Holder: Adults

The BCP Housing Strategy has been developed over a number of months following a 10-week public consultation. This along with a number of stakeholder engagement sessions has contributed to the development of final strategy document which includes a vision statement and clear priorities and is to be considered by cabinet for approval.

It is a high-level document which sets out a clear vision with strong leadership for BCP to ensure that housing, planning, economic development, and regeneration work together and are integrated to best influence the housing market.

This is a key document that frames our partnership work together, drives place shaping and contributes to health and wellbeing of our population. It provides evidence of housing needs and demands and will set out the Council’s strategic approach to inform how it will need forward to achieve its ambitions and attract funding opportunities to support that work.

The Council’s housing responsibilities covers a broad range of issues, from identifying land for new homes to improving old ones and meeting the wide variety of housing needs of our communities. More detailed strategies and policies sit beneath this Housing Strategy, setting out our aims and delivery plans in specific areas ensuring they are clearly linked.

This document will be complimented by an Action Plan which will set out a summary of actions and more detail as to how those actions will be carried out to deliver the strategy.

The Portfolio Holder for Homes presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'I' to these Minutes in the Minute Book.

Cabinet was advised that the BCP Housing Strategy had been developed over a number of months following a 10-week public consultation, and that this along with a number of stakeholder engagement sessions had contributed to the development of the final strategy document which includes a vision statement and clear priorities and is to be considered by cabinet for approval.

In relation to this Cabinet was informed that it is a high-level document which sets out a clear vision with strong leadership for BCP to ensure that housing, planning, economic development, and regeneration work together and are integrated to best influence the housing market.

Cabinet was further advised that this is a key document that frames our partnership work together, drives place shaping and contributes to health and wellbeing of our population, and that it provides evidence of housing needs and demands and will set out the Council’s strategic approach to inform how it will need forward to achieve its ambitions and attract funding opportunities to support that work.

Cabinet was informed that the Council’s housing responsibilities covered a broad range of issues, from identifying land for new homes to improving old ones and meeting the wide variety of housing needs of our communities, and that more detailed strategies and policies sit beneath this Housing Strategy, setting out the aims and delivery plans in specific areas ensuring they are clearly linked.

In addition Cabinet was informed that this document will be complimented by an Action Plan which will set out a summary of actions and more detail as to how those actions will be carried out to deliver the strategy.

RECOMMENDED that Council approves the strategy set out in the Appendix to the report.

Voting: Unanimous

Portfolio Holder: Homes

This report seeks Cabinet approval of the first BCP Council Newbuild Housing & Acquisition Strategy (CNHAS) 2021-2026. This is an ambitious strategic programme that will potentially invest £233 million into meeting local housing needs. The capital budget and funding for this delivery strategy will require specific Council approval, to be sought annually each year as part of the annual budget setting process.

The separate BCP Council Housing Strategy, which is part of the Key Policy Framework set out in Article 4 of the BCP Council Constitution will also be put before Cabinet on 29 September 2021 and full Council for consideration at its meeting in October 2021.  The CNHAS will help deliver this.

The report sets out in detail a 5-year vision, strategy, standards, specific sites and required resources for the direct delivery of appropriate new homes on BCP Council owned land, building on and scaling up in-house development activity significantly compared to the last few years.

CNHAS will deliver much needed homes for the BCP area and is a responsive strategy to: -

·       The Council’s Corporate Plan Dynamic places aim of building at least 1,000 homes on council owned land across a 5-year period of a mix of tenure types. 

·       BCP’s Housing Strategy 2021-2026 growth priorities.

The new build programme includes: -

1.    a diverse range/typology of 1300+ houses, flats, bungalows & shared unit property types on 24 BCP sites developed through a variety of procurement routes for both permanent and move-on accommodation supported by a programme of street acquisitions.

2.    a diverse range of housing tenures, predominantly affordable (up to 65%)- rent, shared ownership, discounted sale and market (at least 35%) -discounted and full rent with nominal sale units being provided-.

3.    a programme approach is adopted – projects developed in parallel rather than singularly- one after another - this helps achieve pace and scale and secure better value for money.

4.    BCP’s Housing Delivery team’s direct delivery, ensuring control and confidence, on potentially 33 BCP sites

5.    yearly Council approval of programmes of projects to ensure both an effective contribution to the diverse housing needs identified within BCP and in an efficient and timely manner for marketplace confidence.

The CNHAS builds on existing activities by purchasing up to 250 new (to BCP) units of accommodation through expanding the activities of the Homeless Housing Acquisition programme which included approved spend of £44.7M for the purchase of existing properties for homelessness (Cabinet 11/9/2018). 

This strategy seeks approval to extend this programme in line with the Seascape 5-year Strategic Plan buying additional street properties and renting them within the council and via the wholly owned company Seascape Homes and Property Limited for both permanent & move-on type accommodation Market rent & affordable tenures.  The homes will be let to homeless households, care experienced young people (CEYP) and those existing & potentially new residents, simply wanting good quality full market rental properties- enabling a long-term investment opportunity for BCP.

CNHAS allows for the purchase of additional land for development into Council ownership where appropriate,  ...  view the full agenda text for item 64.

The Portfolio Holder for Homes presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'J' to these Minutes in the Minute Book.

Cabinet was informed that this report sought Cabinet approval of the first BCP Council Newbuild Housing & Acquisition Strategy (CNHAS) 2021-2026, and that this was an ambitious strategic programme that will potentially invest £233 million into meeting local housing needs with the capital budget and funding for this delivery strategy requiring specific Council approval, to be sought annually each year as part of the annual budget setting process.

Cabinet was advised that the separate BCP Council Housing Strategy, which is part of the Key Policy Framework set out in Article 4 of the BCP Council Constitution had also been put before Cabinet today and that it would be put to full Council for consideration at its meeting in November 2021, and that The CNHAS will help deliver this.

In relation to this Cabinet was informed that the report sets out in detail a 5-year vision, strategy, standards, specific sites and required resources for the direct delivery of appropriate new homes on BCP Council owned land, building on and scaling up in-house development activity significantly compared to the last few years, and that the CNHAS will deliver much needed homes for the BCP area and is a responsive strategy to: -

·       The Council’s Corporate Plan Dynamic places aim of building at least 1,000 homes on council owned land across a 5-year period of a mix of tenure types. 

·       BCP’s Housing Strategy 2021-2026 growth priorities.

The new build programme includes: -

1.    a diverse range/typology of 1300+ houses, flats, bungalows & shared unit property types on 24 BCP sites developed through a variety of procurement routes for both permanent and move-on accommodation supported by a programme of street acquisitions.

2.    a diverse range of housing tenures, predominantly affordable (up to 65%)- rent, shared ownership, discounted sale and market (at least 35%) -discounted and full rent with nominal sale units being provided-.

3.    a programme approach is adopted – projects developed in parallel rather than singularly- one after another - this helps achieve pace and scale and secure better value for money.

4.    BCP’s Housing Delivery team’s direct delivery, ensuring control and confidence, on potentially 33 BCP sites

5.    yearly Council approval of programmes of projects to ensure both an effective contribution to the diverse housing needs identified within BCP and in an efficient and timely manner for marketplace confidence.

In relation to this Cabinet was advised that the CNHAS builds on existing activities by purchasing up to 250 new (to BCP) units of accommodation through expanding the activities of the Homeless Housing Acquisition programme which included approved spend of £44.7M for the purchase of existing properties for homelessness (Cabinet 11/9/2018), and this strategy seeks approval to extend this programme in line with the Seascape 5-year Strategic Plan buying additional street properties and renting them within the council and  ...  view the full minutes text for item 64.

To consider the latest version of the Cabinet Forward Plan for approval. The attached version is the latest working draft. The next version of the Forward Plan will be published on Tuesday 28 September.

The Leader advised that the latest Cabinet Forward Plan had been published on the Council’s website.