47.1           The evacuation procedure, as noted on the Agenda, was taken as read.  

48.1           The Committee’s attention was drawn to the Tewkesbury Borough Council Code of Conduct which was adopted by the Council on 26 June 2012 and took effect from 1 July 2012.

48.2           There were no declarations of interest made on this occasion.

To approve the Minutes of the meeting held on 14 October 2015.

49.1           The Minutes of the meeting held on 14 October 2015, copies of which had been circulated, were approved as a correct record and signed by the Chairman.  

To receive any questions, deputations or petitions submitted under Rule of Procedure 12.

(The deadline for public participation submissions for this meeting is 19 November 2015)

50.1           There were no items from members of the public on this occasion.  

To consider the Committee’s Forward Plan.  

That the Committee’s Forward Plan be NOTED.  

51.1           Attention was drawn to the Committee’s Forward Plan, circulated at Pages No. 9-11. Members were asked to consider the Plan.

51.2           Accordingly, it was

To recommend to Council the adoption of the Medium Term Financial Strategy 2016/17 – 2020/21

That it be RECOMMENDED TO COUNCIL that the Medium Term Financial Strategy 2016/17-2020/21 be ADOPTED.  

52.1           The report of the Finance and Asset Management Group Manager, circulated at Pages No. 12-36, set out the Medium Term Financial Strategy 2016/17-2020/21. Members were asked to consider the Strategy and make a recommendation to Council thereon.

52.2           The Committee was advised that the Medium Term Financial Strategy provided the financial plan for the Council for the period 2016/17-2020/21. It set out the Council’s estimates of its commitment expenditure and identified the spending pressures it faced and the budget savings needed to achieve the recommended Council Tax levels for each of the five years of the plan. The agreement of a five year financial plan was crucial to the Council in ensuring sufficient resources were allocated to priority areas and that the Council remained financially sustainable. In drawing attention to the Strategy, the Finance and Asset Management Group Manager referred to Paragraph 5.0, New Homes Bonus, and advised that the current assumption was that this would continue. Table 3 showed the forecast for the remaining years up to and including 2020/21 and Table 4 showed the forecast split usage of the New Homes Bonus funding for the same period of time. To date, Tewkesbury Borough had been in a fortunate position in that it had been able to benefit from relatively large amounts of New Homes Bonus funding in the first five years of operation of the Scheme. The next financial year, 2016/17, was the final additional year of the rolling six year support offered and was therefore the last substantial increase; future years would either see growth or contraction dependent upon the level of New Homes Bonus generated against that which was lost as the first years started to drop out. In 2016/17, for the first time Tewkesbury’s expected level of receipt would eclipse the level of core Government support and this meant there would be an ongoing dependence on it to support both the base budget and also to provide monies towards transformational projects. The Council had previously agreed a cap on the level of general support to the base budget of 65% of New Homes Bonus in order to avoid over-reliance.

52.3           Paragraph 6.0, Retained Business Rates, set out information about the Virgin Media Appeals which had had a significant effect on the Council and had resulted in the Council’s temporary withdrawal from the Gloucestershire business rates pool from April 2016 onwards. Outstanding appeals, and in particular Virgin Media, meant that forecasting future business rates income was very difficult and the levels retained could be very volatile. Future uncertainty remained within the scheme with a national revaluation expected to impact in 2017 and a full reset of the system planned for 2020. Despite this, and the appeals issue, income from business rates offered significant potential for growth over the medium to long-term as aspirations for the development of motorway junctions 9 and 10, and also the redevelopment of Tewkesbury Town Centre, became a reality. This meant that retained business rates was an area where the  ...  view the full minutes text for item 52.

To adopt an updated and comprehensive Asset Strategy covering the next 4 years and the Council’s entire asset portfolio

That the Asset Management Plan 2016-2020 be APPROVED.  

53.1           The report of the Finance and Asset Management Group Manager, circulated at Pages No. 37-61, set out the Asset Management Plan for 2016-2020 which Members were asked to approve.   

53.2           The Finance and Asset Management Group Manager explained that the Asset Management Plan was a key document in supporting the delivery of the Council’s corporate priorities. The Plan also set out the Council’s corporate vision on asset management, clarified how it fitted in with other Council strategies and set out the policies that the Council adopted through its asset management activities. It also highlighted the importance of proactive and dynamic management of the asset portfolio. The new four year Asset Management Plan reflected the growing importance of effective asset management in Tewkesbury Borough and acknowledged the role that assets could play in meeting the financial targets of the Council. The document contained paragraphs which set out an introduction; progress from the previous Plan; policy context; organisation and governance; money; asset management principles; vision for assets; performance monitoring; and consultation.

53.3           Paragraph 3.3 of the Plan detailed the need for an annual Asset Management Plan action plan which would be submitted to the Transform Working Group for consideration by Members. This would provide a greater depth of detail on planned asset management activities for the forthcoming year and give Members assurance that assets were being maintained and used to meet the Council’s priorities. Paragraph 5.0 referred to the money required for the Plan and key to it was the suggestion that, in addition to the one-off investment of capital resources, the Council should also make available reactive maintenance monies through its general fund revenue budget. The Council had not had a cash backed planned maintenance programme in place for a number of years and, whilst a desire to restrict non-essential spending during a time of austerity was understandable, the ongoing lack of a planned maintenance programme was not sustainable and was an unnecessary risk to the Council. A full 25 year costed programme over the full portfolio would be developed during 2016 and presented to Members in due course; with the aim being to provide annual contributions to a sinking fund to meet known maintenance needs so that large ad-hoc sums were not sought. Paragraph 6.0 set out the asset management principles and, therefore, what the Council hoped to achieve from its assets going forward; this included whether the Council wanted to own assets to meet its needs; to have efficient buildings; good facilities management; a planned, coordinated and informed approach to maintenance; and to take advantage of investment opportunities – it was a key part of the Plan going forward that the Council should broaden its commercial estate and widen its current base. Paragraph 7.0 set out the vision for the assets and Paragraph 8.0 set out a suite of performance indicators which would help the Asset Management Team run the assets and report on them more fully.

53.4           Referring to the Roses Theatre, a Member indicated that he  ...  view the full minutes text for item 53.

That the Volunteering Policy for Employees at Tewkesbury Borough Council be approved with effect from 1 December 2015

That the Volunteering Policy for Employees at Tewkesbury Borough Council be APPROVED with effect from 8 December 2015.

54.1           The report of the Corporate Services Group Manager, circulated at Pages No. 62-80, attached a Volunteering Policy for Employees at Tewkesbury Borough Council which Members were asked to approve. 

54.2           The Deputy Chief Executive advised the Committee that promoting and enabling healthy and active communities was a key priority for the Council given the need to reduce dependency on traditional state services and to build self-reliance. The Council’s employees played an important role in supporting the Borough’s many and varied communities as part of its day to day duties; however staff could also play a greater direct role in assisting community projects through an active volunteering approach. The Government had signalled its intention, within the current term of Parliament, to make it compulsory for all employers to offer schemes to employees to allow them to be volunteers; the Council was preparing for that policy requirement by introducing a workforce policy to encourage volunteering by its staff. There were significant benefits for both the individual employee and the wider community and employee volunteering was well established within a number of national businesses as a significant managerial tool to increase efficiency and maximise workforce potential.

54.3           There were many large corporations in the private sector that already had policies in place, i.e. Asda, Walmart and Zurich Insurance etc., and it was felt that this not only demonstrated a corporate social responsibility but also benefited the staff in understanding the community in which they worked. In order to manage the process, and to ensure staff time was effectively channelled into projects which directly assisted the outcome of community projects within the Borough, it was recommended that the Council joined ‘Involve Gloucestershire’. It was proposed that the Council allowed up to ten members of staff to take part in up to two challenge volunteering days in a year. This would involve a team activity for a one off practical task which was completed by a group of employees in one day. The activity would be designed to offer great team building opportunities and give employees a day away from their usual working environment where they could learn new skills and gain a real sense of achievement. It was anticipated that the projects would be things like painting buildings, undertaking a community garden project or cleaning an area. Involve Gloucestershire would act as a brokerage of volunteering opportunities between the employer and local groups and would actively support the Council in promoting employee volunteering to its workforce and local businesses.

54.4           In terms of Involve Gloucestershire, Members were advised that it was a social enterprise that had been formed in 2015 in order to safeguard the country’s historic volunteering bureau services but also to move those services to a more financially sustainable model. Using experience from other areas, and particularly Swindon, Involve Gloucestershire aimed to sign up businesses across both the public and private sectors. The research it had conducted had shown that many large and medium businesses currently struggled to find effective volunteering  ...  view the full minutes text for item 54.

To consider the transfer of public open space to Wheatpieces Parish Council  

1.      That the Public Open Space off Starling Road, as outlined in red on the plan appended to the report, be transferred to Wheatpieces Parish Council at nil consideration together with the commuted sum of £74,037.

2.      That the Borough Solicitor be authorised to complete the disposal according to the terms set out in the report, and additionally negotiated by the Finance and Asset Management Group Manager, and such other terms as she considered necessary or advisable in consultation with the Finance and Asset Management Group Manager.

55.1           The report of the Finance and Asset Management Group Manager, circulated at Pages No. 81-85, asked Members to agree to the transfer of the Public Open Space, which was adjacent to the Multi Use Games Area, to Wheatpieces Parish Council.

55.2           The Finance and Asset Management Group Manager explained that the land off Starling Road, Wheatpieces comprised 2.5 hectares of Public Open Space and adjoined the Wheatpieces Multi Use Games Area which was shown outlined in red on the plan attached to the report. The land was currently used as a sports field and for outdoor recreational pursuits by the local community. The Borough Council was responsible for the maintenance of the field and regular grass cutting. The Parish Council had expressed an interest in taking on the ownership of the field to support community sport and recreational activities; the area had already been successfully utilised by the community for fun runs, summer fetes, dog walking and general community activities. In addition, the Parish Council had strong links with Tewkesbury Town Colts Football Club which had expressed an interest in using the site. The club had 21 registered teams, including three all girl teams and a Saturday morning coaching centre for 5-8 year olds, and was growing out of its current site at Tewkesbury School. It was felt that this site could provide an ideal opportunity for the development of youth football in the area. If Members agreed to the transfer of the site the remaining commuted sum could also be transferred for use for maintenance purposes.

55.3           Members were advised that they were being asked to agree to the transfer of the land at nil value and the proposal would mean that the Borough Council no longer had responsibility for ongoing maintenance and management. The Parish Council had met the advertising and valuation costs incurred in order for the Council to comply with the statutory requirements of Section 123(2A) of the Local Government Act 1972 to advertise proposed disposal of Public Open Space in a local paper for a period of two consecutive weeks and to consider any objections to that disposal. In this instance there had been no objections received. A Member indicated that she had recently been involved in a grant application which had seen some opposition from neighbours who did not want to see the facilities of a rugby club extended near to a residential area and she questioned whether the Parish Council had spoken to neighbours about the proposals. In response, the Finance and Asset Management Group Manager advised that he was not aware what the Parish Council had done in respect of contacting neighbours, but Officers were happy to work with the Parish to help allay fears if necessary. A Member indicated that there was a field in Northway which was used by Tewkesbury Town Colts on a ‘pay and play’ basis and this was very successful. She felt that the offer from Wheatpieces Parish Council to take over the area was great  ...  view the full minutes text for item 55.

To receive an update on the Joint Core Strategy 

1.      That the report be NOTED.

2.      That, in order to advance the Joint Core Strategy (JCS) Examination, the following actions, with the support of the JCS authorities if possible, be APPROVED:

a.    Raise, with the Secretary of State and local MPs, the significantly detrimental impact of the protracted Examination process and invite them to meet the Council/JCS partners to discuss these concerns. These include the failure to be able to make the required planned housing provision and the granting of permission on appeal sites throughout the Borough which are not allocated in any Development Plan.

b.    Request a meeting with the Planning Inspectorate to:

-       determine a timetable/programme for stage 3 of the Examination; with a view to concluding the Examination as quickly as possible.

-       explore the possibility of the Inspector making an ‘interim findings report’ in order to release those sites for which the new transport modelling is not critical, provided that there is no prejudice to the timetable for the Examination consequent upon the production of interim findings; and

-       canvass whether there is support that could be made available to the Inspector to assist her to conclude the Examination expeditiously.

c.    Contact Members and Officers of Gloucestershire County Council and senior representatives of Highways England to stress the importance of delivering the transport modelling evidence in a timely manner to support the Plan and not to cause further delay to the JCS Examination.

d.    Continue to progress the ‘We are Gloucestershire’ devolution bid including the ‘ask’ of Government that the Planning Inspectorate and Government Agencies work with Gloucestershire authorities to expedite core strategies and local plans delivery.

56.1           The report of the Development Services Group Manager, circulated at Pages No. 86-96, presented an update on the progress of the Cheltenham, Gloucester and Tewkesbury Joint Core Strategy following its submission to the Secretary of State on 20 November 2014. Members were asked to note the report and to approve the proposed actions which were set out at Paragraph 7.1 of the report in order to advance the Joint Core Strategy examination.

56.2           Members were advised that, following submission of the Joint Core Strategy in November 2014, the Secretary of State had appointed Elizabeth Ord as the Inspector to undertake the independent examination into the soundness and legal requirements of the plan. The examination hearing sessions to explore the key aspects of the plan had not commenced until 19 May 2015. The original examination programme had split the hearing sessions into two stages; stage one had run from 19 May to 10 June 2015 and had discussed: objectively assessed need for housing; employment land and job provision; gypsy and traveller provision; duty to cooperate; vision and objectives; and procedural and legal requirements. Stage two was then timetabled to run from 7 to 24 July 2015 and had been scheduled to discuss: spatial strategy; green belt; strategic allocations; omission sites; infrastructure; and other plan policies. However, during the stage one session, the Inspector had expressed some concerns over the evidence base and was keen to ensure that the Joint Core Strategy was underpinned with up-to-date and robust evidence. As such, she had requested that further work be undertaken on the objectively assessed need for housing, the Strategic Housing Market Assessment, Gypsy and Traveller accommodation needs and employment and retail requirements. Due to the time it would take to complete that work, and to allow other interested parties to consider it, the Inspector had recommended that the evidence be picked up at further hearing sessions to take place in autumn 2015. It was felt important that the Inspector had not suspended the examination, as had been experienced by some other local authorities, but was comfortable to proceed with the stage two sessions in July while the additional work was undertaken.

56.3           The stage two sessions had commenced on 7 July, however, due to the length of the discussions that had taken place during the stage one sessions, the Inspector had recognised that the initial timetable would not be adequate; therefore, the decision had been taken that stage two would still take place in July but that it would only deal with issues of spatial strategy, green belt and the strategic allocations. The remaining issues, including omission sites, transport, infrastructure and other plan policies, were moved to a new stage three to take place in autumn 2015 along with the revisited stage one session. Following stage two, the examination was paused to wait for further timetabling. During the pause in the examination, between 8 and 18 September, the Inspector had conducted site visits for the strategic allocations and the omission sites; following  ...  view the full minutes text for item 56.