Decisions

To make and seal the Traffic Order and implement the speed limit reduction on Ringwood Road as detailed in Appendix 1.

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.

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.

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.

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).

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

To make and seal the Traffic Orders and implement the restrictions which are outlined in Appendix 1 of this report.

To make and seal the Traffic Orders and implement the restrictions which are outlined in Appendix 1 of this report.