Decisions

Use the search options below to find information regarding recent decisions that have been taken by the council’s decision making bodies.

Decisions published

09/12/2020 - BCP Participation in the Department for Transport’s Rental E-scooter Trial ref: 358    Recommendations Approved

Decision Maker: Director of Growth and Infrastructure

Decision published: 22/02/2021

Effective from: 09/12/2020

Decision:

BCP Council will participate in the Department for Transport’s (DfT) initial trial of rental e-scooters. Emergency Traffic Regulation Orders will be introduced to permit legal use of e-scooters as per DfT requirements. The Council’s existing Bike Share partner, Beryl, will deliver the pilot scheme which will be available in the Bournemouth and Poole areas of the conurbation.

Lead officer: Julian McLaughlin


10/02/2021 - Council Vision, Corporate Strategy and Revised Delivery Plans 2021/22 ref: 351    For Determination

To present the draft corporate strategy delivery plans, for 2021/22, for approval by Cabinet.

Decision Maker: Cabinet

Made at meeting: 10/02/2021 - Cabinet

Decision published: 12/02/2021

Effective from: 20/02/2021

Decision:

RESOLVED that:-

(a)         the draft new aspirational vision for the wider Bournemouth, Christchurch and Poole city region be adopted;

(b)         the identification and delivery of the five big projects to deliver the wider vision be supported;

(c)         support for the Corporate Strategy be confirmed; and

(d)         the revised delivery plans appended to this report be approved.

Voting: Unanimous

Portfolio Holder: Leader of the Council

Reason

The strategy is the beginning of a golden thread that links personal, team and service performance to the things that matter most to the organisation. It represents the objectives and outcomes that the Council’s performance management framework.

A good corporate strategy is driven by a strong vision and ambitious goals, which are vital for promoting the opportunities an organisation presents for investment and engagement. The aspirational vision gives a stronger context for the Council’s corporate strategy and for achieving our wider ambitions.

It will influence the allocation and distribution of resources ensuring that the organisation commits its limited resources in accordance with its stated priorities.

 

Wards affected: (All Wards);

Lead officer: Graeme Smith


10/02/2021 - High Streets Strategy ref: 352    For Determination

To seek authorisation to receive initial recommendations and to further develop plans for the future of the high streets across Bournemouth, Christchurch & Poole

Decision Maker: Cabinet

Made at meeting: 10/02/2021 - Cabinet

Decision published: 12/02/2021

Effective from: 20/02/2021

Decision:

RESOLVED that Cabinet delegates authority to the Director of Development, in consultation with the Portfolio Holder for Economy and Strategic Planning to work with partners and ward councillors to swiftly develop a strategy and action plan, enabling the delivery interventions that will support our high streets.

Voting: Unanimous

Portfolio Holder: Regeneration, Economy and Strategic Planning

Reason

To focus resources and effort of the Council and its partners on supporting our high streets to bounce back strongly and quickly, helping to deliver the Dynamic Places priority in the Corporate Plan.

Wards affected: Bournemouth Central; Christchurch Town; Poole Town;

Lead officer: Chris Shephard


10/02/2021 - Establishment of Winchelsea Satellite at Somerford Primary School Site ref: 355    For Determination

For Cabinet decision making whether to support the proposed changes

Decision Maker: Cabinet

Made at meeting: 10/02/2021 - Cabinet

Decision published: 12/02/2021

Effective from: 20/02/2021

Decision:

RESOLVED that the proposal to establish a new satellite of Winchelsea School at the Somerford Primary School site is agreed.

Voting: Unanimous

Portfolio Holder: Covid Resilience, Public Health and Education

Reason

To increase local capacity in BCP maintained schools to meet the assessed educational needs of children and young people with SEND and to reduce pressure on the High Needs Budget.

The Council is the authority for approving this significant change to a maintained school.

 

Wards affected: Alderney & Bourne Valley; Burton & Grange; Winton East;


10/02/2021 - Quarter 3 Budget Monitoring 2020-21 ref: 349    Recommmend Forward to Council

To provide budget monitoring information for the end of quarter 3 including explanations for significant variances. The report may also include budget virements for approval by Cabinet or Council.

Decision Maker: Cabinet

Made at meeting: 10/02/2021 - Cabinet

Decision published: 12/02/2021

Effective from: 20/02/2021

Decision:

RESOLVED that Cabinet:-

(a)         Note the current budget position for 2020/21; and

(b)         Approve capital virements as set out in paragraph 109.

RECOMMENDED that Council:-

(a)          Approve the transfer of £13.3 million to earmarked financial resilience reserves for transformation, Covid-19, and MTFP mitigation as set out in paragraph 11; and 

(b)         Approve the capital virement as set out in paragraph 110.

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.

Wards affected: (All Wards);

Lead officer: Adam Richens


10/02/2021 - Playing Pitch Strategy 2020 - 2033 ref: 357    For Determination

Sports Strategies provide an audit of the quality, quantity and accessibility of sports facilities; establish current levels of demand and project forward demand likely to arise by the end of the Strategy period so the appropriate level of provision can be planned for the future.

This element is for the Playing Pitch Strategy for BCP, which has been refreshed to form an overarching document for BCP.

Decision Maker: Cabinet

Made at meeting: 10/02/2021 - Cabinet

Decision published: 12/02/2021

Effective from: 20/02/2021

Decision:

RESOLVED that the Playing Pitch Strategy (2020 – 2033) is formally adopted by BCP Council.

Voting: Unanimous

Reason

The Playing Pitch Strategy (PPS) plays a number of important roles in sport, leisure and planning terms and has a direct link into the health and wellbeing agenda both in relation to formal club based sport and social, casual and informal sport, aimed at getting people more active (with positive outcomes for health and well-being). The PPS provides an audit of the quality, quantity and accessibility of playing pitches, establishes current levels of demand and whether pitches are being over/under-used. Using population forecasts, the PPS projects forward demand likely to arise by the end of the strategy period so that the appropriate level of pitch provision can be planned and developed for the future.

The PPS provides Planning Officers with an assessment tool and evidence to help protect, mitigate for loss and lever developer contributions towards planned facilities to meet the future needs of a growing population.

Wards affected: (All Wards);