Agenda and decisions

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.

To confirm and sign as a correct record the minutes of the Meeting held on 8 February 2023.

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.

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

In November 2021 the Local Government Association (LGA) carried out a Corporate Peer Challenge of BCP Council.

The peer team was made up of eight ‘critical friends’ which included two lead members, four senior officers from other local authorities and two LGA advisors.

The Peer challenge focused on:

1.      Local priorities and outcomes

2.      Organisational and place leadership 

3.      Governance and culture

4.      Financial planning and management

5.      Capacity for improvement

and at the council’s request:

·        Transformation

·        Partnership working

·        Summer response

An action plan in response the final feedback report was approved by Cabinet in April 2022.

Members of the peer team visited the Council on 1 December 2022 to review progress since the last visit and a summary of their findings is presented in the report appended to this paper.

RESOLVED that Cabinet received the Corporate Peer Challenge Progress Report and provided any comments.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

A peer challenge presents opportunities for councils to receive endorsements from other local authorities about how well services are being delivered but also to learn how things could be done differently to best meet the needs of the council and the wider community.

Connected Communities is one of the objectives within the Corporate Strategy. The Council wants to empower and enable a thriving voluntary and community sector to do more.

This Community Asset Transfer Policy will support communities to access Council property assets for this purpose. It provides a clear framework and process for how applications can be submitted, will be assessed, and determined. The policy is also required to protect the Council’s financial integrity, fiduciary duty, and wider accountabilities such as health and safety.

A Community Asset Transfer (CAT) involves the transfer of a council owned property asset (land and buildings) to the Community, whether that be Town & Parish Councils or voluntary and community groups. It is important to recognise the positive contributions that these groups can make in their local areas, so having a CAT policy in place will provide another option to influence these beneficial outcomes.

RESOLVED that: -

(a)     Cabinet noted that this policy is the first of several asset related policies to be drafted as part of the wider Asset Management Plan development for the Council;

(b)     Cabinet adopts the Community Asset Transfer Policy; and

(c)     Cabinet noted that each CAT application will be considered by the Asset Investment Panel, and if approved, the transfer will be progressed in accordance with the Council’s Financial Regulations. 

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

The Council is in the process of developing a comprehensive Asset Management Plan (AMP) which sets out how it best manages its land and buildings to support the delivery of Council services and the priorities set out in the Corporate Strategy and The Big Plan. Part of the development of the AMP is to establish a suite of policies that assist with the management of assets, and the Community Asset Transfer Policy is one of the first policies to be brought forward for adoption.

BCP Council is committed to facilitating the transfer of appropriate assets to provide sustainable benefits to local communities. This policy has been prioritised in its development as the Council recognises an interest from some local community groups ready to submit applications. By having a policy in place there will be a fair and transparent framework and process for all parties to understand and follow. This Policy will also complement the Council’s approach of Asset Based Community Development across BCP.

Prior to the creation of BCP Council, legacy Christchurch Borough Council (CBC) proposed that the then new Christchurch Town Council assume responsibility for several of its open space assets and play facilities, subject to agreement and formal approval by both the incoming BCP Council and Christchurch Town Council (CTC).

CTC have already become responsible for some former CBC assets on the creation of the Town Council from 1^st April 2019.

Because of planned refurbishment works to play facilities, any potential transfer of these sites was delayed until the works were completed and terms agreed between BCP Council and CTC. 

In November 2022 CTC formally decided to proceed with the transfer of the following three sites:

·        Barrack Road Recreation Ground (including play and fitness areas),

·        Two Riversmeet Skate Park

·        Waterman’s Skate Park

Formal approval is now required to the agreed terms detailing the financial arrangements and responsibility for the spaces in question.

It is RECOMMENDED that Cabinet:

(a)             Considers the outcome of the Public Consultation, set out in paragraph 7 & 8 of this report and notes the requirements of the Disposal of Public Open Space Procedure in paragraph 10.

(b)            Agrees to transfer to Christchurch Town Council the freehold ownership of assets:

·                  Barrack Road Recreation Ground,

·                  Two Riversmeet Skate Park

·                  Waterman’s Skate Park

under the terms, conditions and legal arrangements set out.

It is RECOMMENDED that Council:

(c)             Agrees to transfer these assets at below the ‘market’ value, under the provisions of the Local Government Act 1972 general disposal consent (England) 2003,

It is RECOMMENDED that Cabinet:

(d)            Agrees the transfer of the obligations arising from the Fields in Trust designation for Waterman’s Park Skate Park to Christchurch Town Council.

Voting: Unanimous

Portfolio Holder: Deputy Leader and Portfolio Holder for Council Priorities and Delivery

Reasons

CTC is the Tier 3 Local Authority. It will be able to maintain and improve play and recreation matched to local needs and take local decisions based on its strategic plans. Implementation of improvements will use funding raised via its precept. Transfer of these sites will also enable CTC to implement any new proposals identified in its developing Neighbourhood Plan.

The Heads of Terms secures future use of these areas for recreation and the transfers will enable CTC to invest in improvements to these facilities.

BCP Council will provide grounds maintenance and play inspection services on a rechargeable basis. This will be for an agreed period to ensure smooth hand over of the facilities and seamless delivery of services based on the service standards previously delivered.

In September 2022, Cabinet requested a report detailing options for the replacement of cremator(s) at Poole Crematorium be brought to Cabinet in the next 6 months, with the aim of working towards new cremator(s) being installed in the next 18 months.

This report provides reports back on an independent feasibility study on the technological options for crematoria installation and asks Cabinet to consider the potential options for investment and to agree which to take forward.

RESOLVED that: -

(a)             Cabinet notes that a business case will be taken to the Future Infrastructure Board to request CIL funding for the approved option;

(b)             Cabinet notes the CDS Group feasibility study for cremator replacement at Poole Crematorium;

(c)             Cabinet agrees to progress with Option 3: Invest in two electric cremators and will look to build into the Capital programme once ordered; and

(d)             Cabinet agrees to a detailed business case on the agreed option be brought back to Cabinet.

Voting: Unanimous

Portfolio Holder: The Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

The recommendations of this report seek to ensure provision of cremators to meet the needs of the whole BCP Community.

BCP FuturePlaces Ltd, (“FuturePlaces”) a wholly owned Urban Regeneration Company (URC) was set up with the fundamental purpose to drive “Place Making”, regeneration and property market transformation both across key sites owned by the Council and the wider area to support the aspirations set out in the Council’s Big Plan.

The FuturePlaces business plan approved by Cabinet in June 2022 lists the key sites the company has been tasked with progressing the regeneration of including the former Poole Civic Centre following its decommission as the result of local government reorganisation and the creation of BCP Council.

This report sets out the outline business case (OBC) and highlights FuturePlaces recommended use for this site to be developed for hotel and residential use.

Whilst the OBC considers the overall viability of the recommended option based on high level assumptions, the FBC will confirm the exact design, time, cost, and quality expectations as well as the proposed delivery pathway and overall affordability. It is only at FBC stage that firm consideration can be given as to whether it is still best to progress with the redevelopment proposal and the necessary commitment and funding approvals sought from the Council.

The OBC indicates that the value of the site can be optimised by masterplanning and sequencing development to ensure value uplift benefits are realised and momentum is maintained.

Cabinet is required to review the options outlined in the OBC and consider if the recommended option is the most appropriate and affordable and authorise FuturePlaces to progress with the preparation of a full business case (FBC).

[PLEASE NOTE: Should the Cabinet wish to discuss the detail of the confidential appendices the meeting will be required to move into Confidential (Exempt) Session]

RESOLVED that: -

a)               Approves the Outline Business Case for the former Poole Civic Centre site as set out in Appendix A to this report endorsing the recommended option contained therein;

b)               Ratifies previous report decisions to declare the asset surplus to requirements and notes the proposal to phase the redevelopment of the site to enable the hotel use to progress ahead of residential plans for the reasons outlined in this report;

c)               Agrees to pay FuturePlaces for its development advice and services and costs associated with the preparation of the outline business case totalling £250k, and to include the scheme in the Council’s Capital Investment Programme.

Cabinet RECOMMENDS that COUNCIL:

d)               Agreed to move the project to Full Business Case stage and commit costs estimated at £1.061m;

e)               Agrees that the needs of the Poole Charter Trustees will be accommodated within the redeveloped Poole Civic Centre and that a location for the Coroner’s Service will be progressed by the Council’s Transformation Programme - Assets and Accommodation Workstream.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

To contribute to the Council’s Corporate vision, specifically helping to create dynamic places, investing in the homes our communities need, and delivers against the Big Plan: Rejuvenate Poole and Act at Scale by delivering new homes for local people.

FuturePlaces was formed to ensure BCP Council has the capacity, expertise, and resources to drive investment in regeneration and unlock value from major Council owned sites; it will also enable BCP Council to ensure that we deliver new homes and create well designed, local neighbourhoods.

BCP FuturePlaces Ltd, (“FuturePlaces”) a wholly owned Urban Regeneration Company (URC) was set up with the fundamental purpose to drive “Place Making”, regeneration and property market transformation both across key sites owned by the Council and the wider area to support the aspirations set out in the Council’s Big Plan.

The FuturePlaces business plan approved by Cabinet in June 2022 lists the key sites the company has been tasked with progressing the regeneration of, this includes the former Poole and Christchurch Civic Centres following their decommission as the result of local government reorganisation and the creation of BCP Council.

This report sets out the outline business cases (OBCs) for each of these sites and seeks approval in principle to progress phased redevelopment of the sites for the preferred uses identified and progress with the preparation of separate full business cases for each of the proposed uses.

This is as a result of the OBCs indicating that the value of the sites can be optimised by sequencing development to ensure value uplift benefits are realised and momentum is maintained.

The outline business cases are based on HM Treasury Green Book guidance.

[PLEASE NOTE: Should the Cabinet wish to discuss the detail of the confidential appendices the meeting will be required to move into Confidential (Exempt) Session]

It is RECOMMENDED that Cabinet:

(a)             Approves the OBC for the former Christchurch Civic Centre site as set out in Appendix A to this report endorsing the recommended option contained therein;

(b)            Ratifies previous report decisions to declare the asset surplus to requirements and notes the potential to phase the redevelopment of the site to enable the hotel use to progress ahead of residential plans for the reasons outlined in this report;

(c)             Agrees to pay FuturePlaces for its development advice, services and costs associated with the preparation of the OBC totalling £169k and to include the scheme in the Council’s Capital Investment Programme.

Cabinet RECOMMENDS that COUNCIL:

(d)           Agrees to move the project to Full Business Case stage and commit costs estimated at £969k.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

To contribute to the Council’s Corporate vision, specifically helping to create dynamic places, investing in the homes our communities need, and delivers against the Big Plan: Act at Scale.

FuturePlaces was formed to ensure BCP Council has the capacity, expertise, and resources to drive investment in regeneration and unlock value from major Council owned sites; it will also enable BCP Council to ensure that we deliver new homes and create well designed, local neighbourhoods.

BCP FuturePlaces Ltd, (“FuturePlaces”) a wholly owned Urban Regeneration Company (URC) was set up with the fundamental purpose to drive “Place Making”, regeneration, and property market transformation both across key sites owned by the Council and the wider area to support the aspirations set out in the Council’s Big Plan.

The FuturePlaces business plan approved by Cabinet in June 2022 lists the key sites the company has been tasked with progressing the regeneration of, including Beach Road Car Park.

This report sets out FuturePlaces outline business case (OBC) and confirms the recommended use for this site is that the south section is sold for residential development with the north section retained and redeveloped to provide improved public car parking facilities with at least the equivalent number of existing useable spaces. This proposal optimises the value and return for the Council by disposing of part of the site whilst improving and retaining public car parking.

In order to progress with the recommended option approval is also sought to;

1.      finalise the Planning Development Brief and commence public consultation;

2.      declare the south part of Beach Road car park surplus to Council requirements and;

3.      progress the preparatory steps required for the disposal of the south part of the site as a residential redevelopment opportunity on the open market

It is important to note that a further Cabinet report will follow in Spring 2024 seeking approval of the full business case for investment in the rear car park, as well as approvals to dispose of the south section of the site, adopt the Planning Development Brief and appropriate the site for planning purposes.

Cabinet is required to review the options outlined in the OBC and confirm approval of the recommendations below.

[PLEASE NOTE: Should the Cabinet wish to discuss the detail of the confidential appendices the meeting will be required to move into Confidential (Exempt) Session]

It is RECOMMENDED that Cabinet:

(a)             approves the Outline Business Case attached at Appendix A for Beach Road Car Park endorsing the recommended option contained therein;

(b)            agrees to pay FuturePlaces for its development advice services and costs associated with the preparation of the outline business case totalling £74k, and to include the scheme in the Council’s Capital Investment Programme;

(c)             agrees to move the project to Full Business Case stage and commit costs estimated at £586k;

(d)            authorises officers to finalise and consult on the Planning Development Brief in accordance with Regulation 12 of the Town and Country Planning regulations;

(e)             declares the site surplus to requirements; and

(f)              ask as part of that full business case to look at options to reinvest eventual surplus funds to regeneration with a particular focus on Poole Bus Station.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

The proposed development will support the Council’s Corporate Plan objective to ‘create Dynamic Places through strategic regeneration or redevelopment opportunities and the vision set out in the ‘Big Plan’ to Rejuvenate Poole and Act at Scale with the aim to deliver more than 15,000 new homes.

It will optimise the use and value of this asset and provide a capital receipt for the Council.

BCP FuturePlaces Ltd, (“FuturePlaces”) a wholly owned Urban Regeneration Company (URC) was set up with the fundamental purpose to drive “Place Making”, regeneration and property market transformation both across key sites owned by the Council and the wider area to support the aspirations set out in the Council’s Big Plan.  

As part of the approved governance for the company, FuturePlaces must produce an Annual Review setting out the company progress to-date in the context of the targets and objectives in the Strategic Regeneration Commissioning Plan and the Key Performance Indicators as set out in the approved FuturePlaces Business Plan. 

The review, appended to this report, contains an update on the company composition and governance as well as updates on progress to-date for individual projects and cross-cutting work commissioned by the Council and as set out in the FuturePlaces Business Plan approved by Cabinet in June 2022.  

RESOLVED that Cabinet note the contents of FuturePlaces Annual Review appended to this report and considers the progress made to date towards the targets set out in the FuturePlaces Annual Business Plan approved by Cabinet in June 2022.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

To contribute to the Council’s corporate vision, specifically helping to create dynamic places, investing in the homes our communities need, revitalising and re-inventing our high streets and local centres in line with the vision set out in the Big Plan.

FuturePlaces was formed to ensure BCP Council has the capacity, expertise, and resources to drive investment in regeneration and unlock value from major Council owned sites; it will also enable BCP Council to ensure that the delivery of new homes and regenerative development is maximised in accordance with existing programmes, to secure BCP’s outstanding place potential through high quality place making and create well designed, local neighbourhoods.

The Annual Review is a required element of the approved governance framework between the council and BCP FuturePlaces Ltd.

Bournemouth Development Company LLP (“BDC”) is a joint venture between the Council and MUSE Developments Limited a subsidiary of Morgan Sindall Group plc.

The BDC LLP Partnership Business Plan (PBP) sets out the nature and extent of development that will be undertaken by BDC. The PBP is a rolling five-year plan that is usually reviewed annually to provide an update on emerging priority sites and the programme of development activity for the next 12 months.  It was last reviewed and approved by Cabinet in July 2021 and had been scheduled to be considered last autumn, however this was postponed due to the wider budget position of the Council. This report highlights that that the PBP will be reviewed and submitted to Cabinet for consideration in late 2023.

The purpose of this report is to seek approval to extend the "Option Execution Date” originally agreed within the Site Development Plans (SDP) for the Winter Gardens, Eden Glen and Cotlands Road car parks sites. The extension will enable further consideration and development work to continue.

RESOLVED that Cabinet: -

(a)           agrees to amend the Winter Gardens site “Option Execution Date” to expire on 30 September 2024; and

(b)            agrees to amend the Eden Glen and Cotlands Road Car Park sites “Option Execution Date” to expire on 30 September 2025.

Voting: Unanimous

Portfolio Holder: Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

To contribute to the Council’s Corporate vision, specifically helping to create dynamic places, investing in the homes our communities need, revitalising and re-inventing our high streets and local centres in line with the vision set out in the Big Plan.

The Council has reserved the right for Cabinet to approve Site Development Plans (SDP) and further approvals are necessary to vary terms.

The Smart Place Strategy adopted by the Council in 2022 sets out how the Smart Place programme aims to generate significant local value by helping to address some of the key challenges across the Bournemouth, Christchurch and Poole area, helping to secure major social and economic benefits. The programme supports the delivery of a number of priorities within the Council’s Corporate Strategy, is strongly aligned to government’s Levelling Up agenda and is a key foundation for the Council’s Big Plan ambitions.

Funding of the Smart Place programme is a key challenge as at present there is no statutory responsibility nor associated financial support to enable the full development of Smart Places within the UK. The Smart Place strategy and the supporting Smart Place Investment Plan therefore set out a unique, financially self-sustaining business model aimed at securing major private investment to deliver the Smart Place programme across the whole of the BCP area.

Following the production of the Smart Place Investment Plan two years ago, the Smart Place team has had a series of detailed conversations with potential major investors, and in recent months it is has become clear investors are now ready and prepared to make a substantial investment into the programme. In the light of this opportunity for major private investment the time is right to seek to secure one or more suitable strategic investment partner(s) and to create a formal ‘special purpose vehicle’ (SPV) through which investment can be received and the programme funded and delivered.

RESOLVED that: -

(a)             the Smart Place Team, supported by Law and Governance, Finance and Strategic Procurement, conducts a formal procurement process to select one or more Smart Place Strategic Investment Partner(s); and

(b)            the Smart Place Team, supported by Law and Governance, Finance and Strategic Procurement, determines the most appropriate special purpose vehicle, through which investment can be received and that the Smart Place Programme is funded and delivered; and

(c)             Officers report back to Cabinet after this process is completed, for a decision to appoint the Smart Place Investment Partner(s) and to proceed with establishing the most appropriate special purpose vehicle.

Voting: Unanimous

Portfolio Holder: The Leader of the Council and Portfolio Holder for Development, Growth, Regeneration and Transformation

Reason

       i.           Delivers significant economic and social benefit for residents, businesses, and communities.

      ii.           Supports the Council’s Corporate Strategy priorities and Big Plan and regeneration ambitions.

    iii.           Delivers cost savings and potential future income generation for the Council.

    iv.           Supports government’s Levelling Up agenda and UK Digital Strategy.

     v.           Enables the raising of major private investment to fund the delivery and roll out of the Smart Place programme across the whole of the BCP area.

6. Delivers employment and investment outcomes associated with previous and current government grant funded projects.

This scheme(site 17) is one of 44 projects within CNHAS currently being progressed along their development pipeline (refer Background Paper), has been brought forward from programme 5 - ‘Harder to reach’ sites, within the Council New build Housing and Acquisition Strategy (CNHAS) Programme - approved by Cabinet on the 29th of September 2021 and subsequently reviewed every 6 months since.

This 8 Unit scheme was submitted for planning on 22 March 2022 and a  decision is anticipated imminently.

The building works are to be procured directly with the internal Construction Works Team, subject to the capacity and budgets being acceptable- if not we will tender externally.

They will be built using the design & construction principles as set out in the approved 2021 CNHAS Strategy – a ‘fabric first’ approach- to ensure they provide high levels of thermal efficiency, space and amenity and minimise the need for retrospective environmental upgrades in the foreseeable future. Providing sustainable cost-efficient homes, critical at this time.

This report brings forward for adoption the first ‘whole place’ Cultural Strategy for the BCP region.  It sets out key actions, owned by and consulted across the cultural and creative sector.  This is underpinned by three key development goals covering talent, infrastructure and place.  Central to the strategy is a clear vision to establish a leading cultural destination, home to a world class arts and cultural scene by 2032.  This will be achieved by nurturing a wealth of creative organisations with high levels of graduate retention: a thriving hub for creative talent, community participation, social enterprise and entrepreneurship.   The region will be renowned for our inclusive, diverse and accessible approach to participation and audience development, helping to define a great place to live, work, visit and invest.

Additionally, it will strengthen high levels of cultural connectivity, promoting year-round programmes of activity that are sustainable, cumulative and make the most of this transformational moment.

The Cultural Strategy will be delivered by the sector, owned and enabled by the Cultural Compact and supported by the Council and embodies a key moment in the changing relationship between the Council and the community.

Hosting of the Cultural Compact will transfer from BCP Council to Arts University Bournemouth from the 1^st April 2023.

A Tourism Strategy has also been developed and is being brought forward for adoption by the Council in parallel with the Culture Strategy.  Both strategies feature a number of cross-cutting actions and are set out to be interdependent.

RESOLVED that: -

(a)            Cabinet approves the adoption of the Cultural Strategy

(b)           Delegates approval to the relevant Director for the Cultural Service to lead the further collaboration, development and implementation of a detailed delivery plan with the Cultural Compact

(c)            Approve transfer of hosting the Cultural Compact from BCP Council to Arts University Bournemouth (AUB)

(d)           Agree transfer of £35k identified reserve and £14.8k Arts Council funding to AUB to support delivery of the Cultural Compact

Voting: Unanimous

Portfolio Holder: Tourism, Culture and Vibrant Places

Reason

To support the BIG plan objectiveto deliver on the recommendations of the 2019 Cultural Enquiry, working alongside the Cultural Compact to develop a Cultural Strategy and Delivery Plan.

And meet the Corporate Strategy objective: Connected Communities: Strengthen the cultural identity of our towns and places: support the newly formed Cultural Compact to build on the findings of the Cultural Enquiry to develop a Cultural Strategy that supports community arts and culture.

Following a significant refresh of the Climate Action Team in 2022, this report introduces a new approach to tackling our Climate and Ecological Emergency. The Climate Programme presents the Annual Report updating on progress, and an Action Plan of next steps. Furthermore, a draft Climate Action Strategy that will set out BCP Council’s clear commitment and ambitious level of activity is in production and will be brought forward to a future Cabinet.

Annual Report headlines are:

·        Strategic Aim 1: Make BCP Council and its operations carbon neutral by 2030 - BCP Council is currently on track to meet its 2030 Net Zero Goal and has reduced scope 1, 2 and 3 emissions by 22% since 2019.

·        Strategic Aim 2: Work with the wider community to make the area carbon neutral before the UK target of 2050 – according to most recent data, recorded emissions in 2020 were 0.7% higher than those for 2019.  However, this is due to methodology changes. If the sequestration from land use estimate had remained the same as the previous year, there would have been recorded an estimated 8% decrease in emissions. Total recorded emissions in 2020 are 3% below the 2017 baseline published in the year our Climate and Ecological Emergency was declared. However, this reduction in recorded emissions is also affected by the methodology change. On a like-for-like basis, the reduction achieved would be greater (12%).

The Action Plan 2023/24 – 2024/25 lists the intended measures we expect to take over the next two years to ensure we remain on the correct trajectory to meet the above Strategic Aims. A new Action Plan will be produced annually.

The Climate Action Strategy will be the overarching structure, containing roadmaps to ensure those Strategic Aims are met. It is currently in early draft form and is to be developed further over the next few months, with the intention to include it in a public engagement process before being revised and ultimately adopted by Council. The current draft is included as an appendix to this paper and Cabinet is asked to note its progress.

Each annual Action Plan will be designed to ensure the milestone targets set within the Climate Action Strategy roadmaps are achieved.

RESOLVED that: -

(a)             Cabinet endorses the Climate Action Annual Report 2021/22 and Action Plan 2023/24 – 2024/25; and

(b)            Cabinet notes the progress towards a Draft Climate Action Strategy.

Voting: Unanimous

Portfolio Holder: Finance, Net Zero and Transport

Reason

To ensure that the Council has prioritised actions required to achieve a reduction in greenhouse gas emissions from the Council’s own estate and across the wider BCP area. To enable the Council to work towards meeting its commitments under the Climate and Ecological Emergency Declaration and help global efforts to keep climate warming below 1.5°C to avoid further environmental damage, population displacement, biodiversity loss and risk to life.

This application to the Green Futures Fund (as previously approved by the Future Infrastructure Board on 2 December 2022) is for replacement of plant, installation of controls, energy monitoring system and replacement of pool covers at 2Riversmeet Leisure Centre. These urgent works will ensure the ongoing operation of a valued corporate and community asset, whilst achieving reduced energy consumption and therefore reduced carbon emissions in line with the commitment of this Council under the Climate and Ecological Emergency declaration (2019). The funds being sought for the project are £478,500 and the energy savings per annum are estimated at £63,000.

RESOLVED that the application to the Green Futures Fund (as previously approved by the Future Infrastructure Board) for replacement of plant, installation of controls, energy monitoring system and replacement of pool covers at 2Riversmeet Leisure Centre for the sum of £478,500, be approved.

Voting: Unanimous

Portfolio Holder: Communities, Health and Leisure

Reason

Recent plant failures due to age and poor condition have jeopardised the operational capacity of the building to heat the areas of the centre and both pools. Further plant failures will potentially lead to the centre being unable to operate and loss of revenue. Replacing existing plant with modern, more efficient plant will also save money in running costs and reduce the amount of greenhouse gas emissions contributing to climate change.

Furthermore, new plant provides the opportunity for more long-term low carbon solutions to be added in future, such as heat pumps, which the existing plant does not.

The Day Opportunities Project has developed a ‘Case for Change’, working in co-production with people with lived experience, their families and carers, members of the public and a range of wider stakeholders.

Evidence to support the Case for Change has been gathered through a strategic needs assessment, a review of best practice and innovation, and a public view seeking exercise.

This has led to the formulation of 6 key priorities to underpin the future strategy, including 25 proposals for implementation over a period of the next 5 years 2023-2028.

This is an ambitious and comprehensive plan, aspiring to ensure there is blended approach to the future provision of day opportunities across BCP conurbation that promotes community presence, access to a wider range of services, personalisation, choice and safety for people who require day opportunities.

In acknowledging the aspirations of the proposed strategic design priorities, this will require further co-production engagement to realign services to meet current and future need within the available budget and release funding for the realisation of the key priorities.

RESOLVED that Cabinet approves: -

(a)             the strategic priorities for day opportunities set out in point 61 of this report, which underpin the future strategy and its implementation;

(b)           the mixed model of day opportunities includes community-based activities for people within their local area and hubs that will ensure a safe space for people who require a building-based service as well as broadening the day opportunities offer; and 

(c)            Officers to work with stakeholders to re-design and then re-commission services to meet the new mixed model referred to in Recommendation (b) above.

Voting: Unanimous

Portfolio Holder: People and Homes

Reason

To meet the needs of local people which enables them to live active, healthy and fulfilled lives as independently as possible.

Supports the Council’s wider Medium Term Financial Plan (MTFP).

This report brings forward for adoption the first ‘whole place’ Tourism Strategy for the BCP region.  Developed in collaboration with the Destination Management Board it sets out a clear set of priority actions and outcomes for the development of the tourism offer over the next 5 years. 

The Tourism Strategy responds to significant changes across the visitor economy in recent years, accelerated by the impacts of Brexit, the Pandemic and the challenges around cost of living and inflation.

The strategy sets out a new approach to delivery by the tourism industry and enabled by the Council.  It establishes a strong vision and actions to deliver long term growth in a core industry with an international award-winning reputation and demonstrates the Council’s ongoing commitment to tourism.  Finally, the strategy directly links with the Culture Strategy developed by the Cultural Compact with a number of cross-cutting actions.  Both strategies are being brought forward for adoption by Cabinet at the same time.  

RESOLVED that Cabinet: -

(a)             approve the adoption of the Tourism Strategy; and

(b)            Delegate to relevant Director for the Destination Service the further collaboration, development and implementation of a detailed delivery plan with the Destination Management Board

Voting: Unanimous

Portfolio Holder: Tourism, Culture and Vibrant Places

Reasons

Supporting the Big Plan:

• Supporting investment in Iconic Cityscape:

Bournemouth International Centre reinvestment;

Bournemouth Arc

• Investment in the Seafront programme
• Poole centre rejuvenation
• Infrastructure: Transforming Travel & Smart Places programmes

Bournemouth Airport

Supporting the Corporate Strategy:

• by working toward a Sustainable Environment: Ensure sustainability underpins all of our policies; Protect and enhance our outstanding environment;

Support developing an eco-friendly and active transport network; Maximise access to our high-quality parks and open spaces

• Working toward a Dynamic Place: Revitalise and reinvent our high streets and local centres; Create a sustainable, vibrant and inclusive economy; Increase productivity through skills development; supporting development sustainable infrastructure; supporting creation of a 21st century digital infrastructure
• Working toward Connected Communities: strengthen the cultural identity of our towns and places;
• Working toward Brighter Futures: Enable access to high quality education

Supporting transformation of the tourism sector by reframing the Council’s role and support for Tourism, acting increasingly as an enabler rather than a deliverer of services, and develop a more commercial approach to activities undertaken directly by the Council.

At the time of writing this report the Department for Transport (DfT) have given indicative funding values for 2023/24 and 2024/25 at the level received in 2022/23.

This report sets out and seeks financial approval for investment of the 2023/24 Local Transport Plan (LTP) grant allocation (capital funding) from the Department for Transport (DfT).

It is expected that the 2023/24 LTP Capital grant allocation for the Council will be £7.9 million comprising £3.1 million of Integrated Transport Block (ITB) funding and £4.8 million of Highway Maintenance funding.

This report also advises Cabinet of the proposed programme and governance structure for refreshing the Council’s statutory Local Transport Plan in the light of emerging new government guidance. The report also seeks approval to develop the evidence base and proceed with developing a refreshed Local Transport Plan.

RESOLVED that: -

(a)              Cabinet approves the proposed 2023/24 LTP Capital Programme funding as set out in Appendix A;   

(b)             Cabinet approves the indicative 2024/25 and 2025/26 Highways Maintenance Programmes as set out in Appendix B;  

(c)              Cabinet approves delegation to make LTP Capital Programme amendments, once DfT grant allocations have been confirmed, to the Director of Transport & Engineering in consultation with the Portfolio Holder for Sustainability & Transport;

(d)             Cabinet notes the proposed programme and governance structure for refreshing the Council’s (statutory), joint Local Transport Plan in partnership with Dorset Council; and

(e)              that work commences on the development of a refreshed joint Local Transport Plan in partnership with Dorset Council and that authority is delegated to the Director of Transport & Engineering to progress a new LTP in consultation with the Portfolio Holder for Sustainability & Transport.

Voting: Unanimous

Portfolio Holder: Finance, Net Zero and Transport

Reasons

Recommendation (a).

The approval would enable the continuation of existing LTP Capital Programme schemes, delivery of schemes that are currently being planned, consulted upon and/or designed and the development of future years schemes. This is a key workstream contributing to the Council’s Corporate strategy priorities, specifically supporting Sustainable Environment, Dynamic Places, and the Big Plan.

Recommendation (b).

The approval would reduce the risk of loss of funding associated with the incentive fund element of the Structural Maintenance Block.

Recommendation (c).

The approval would enable adjustments to the programme in line with any revised funding allocation; reducing delays to delivery and the need to return to Cabinet for further decision making.

Recommendation (d).

For information.

Recommendation (e).

The approval will ensure that the Council can commence development of the refreshed Local Transport Plan in line with new statutory guidance, the BIG Plan and BCP Corporate Strategy. This would reduce the risk of the Council not meeting DfT’s timescale of the end of 2024 for completion of the refreshed Local Transport Plan and likely ineligibility for future transport investment funding.

On 23 November 2022 Cabinet considered the report ‘WISE Fly Tipping Enforcement Review’ and resolved that the pilot be extended to March 2023. Cabinet also approved an extension to the scope of the service, to include investigation and issuing of fines for littering in addition to fly-tipping and fly-posting offences which had formed the basis of the pilot. The report gave authorisation to officers to commence a Tender process to select a contractor. This report provides an update on the Tender process to date.

RESOLVED that Cabinet noted the update provided.

Voting: Unanimous

Portfolio Holder: Community Safety and Regulatory Services

Reason

To update Cabinet on this key programme of activity.

The Chief Executive to report on any decisions taken under urgency provisions in accordance with the Constitution.

To consider the latest version of the Cabinet Forward Plan for approval.